1. 4.3: Management of Short and Long-term sickness Absence and Return to Work
1.1. Effective management of absence
1.1.1. Reactive monitoring of sickness absensce
1.1.2. Information that should be recorded
1.1.2.1. Name of the employee or ID
1.1.2.2. Employee contact details
1.1.2.3. First day of absence
1.1.2.4. cause of absence
1.1.2.5. Whether or not the injury or illness is work related
1.1.2.6. Working days absent
1.1.2.7. Date of contact and record of outcome
1.1.2.8. Expected length of absence
1.1.2.9. Return to work date
1.1.3. Benefits of recording information and monitoring sickness absences
1.1.3.1. Identifying patterns and analyising causes of short and long term absences
1.1.3.2. Identifying hotspots or groups of employees with higher risks
1.1.3.3. Reveals any underlying workplace issues
1.1.3.4. Assists the designing of any necessary interventions
1.1.3.5. Setting up benchmark against industry competitors
1.1.3.6. Planning for staffing cover in absences
1.1.3.7. Provides a baseline
1.1.4. Absence Management technicques
1.1.4.1. Lost Time Rate
1.1.4.2. Frequency Rate
1.1.4.3. Bradford Factor
1.1.5. Absence policies
1.1.5.1. Roles and benefits
1.1.5.1.1. Sets accurate expectations from attendance
1.1.5.1.2. Demonstrate the management's commitment to managing employee sickness
1.1.5.1.3. Outline the roles and responsibilities of employees across the organization
1.1.5.1.4. Effective use of organizational resources
1.1.5.1.5. Procedures to record monitor and respond to absence
1.1.5.1.6. Minimising absence levels
1.1.5.1.7. Equal treatment and opportunity for all
1.1.5.1.8. motivation and commitment amongst the workforce
1.1.5.2. Contents of an absence management policy
1.1.5.2.1. Details of contractual sick pay
1.1.5.2.2. Process that the employees must follow
1.1.5.2.3. Procedures that are followed by the managers
1.1.5.2.4. Organization's right to request the medical report or report from the GP
1.1.5.2.5. Arrangements for return to work interviews
1.1.5.2.6. Processes for the recording, monitoring and analysis of sickness and absence data
1.1.5.2.7. Policy's link to other policies
1.1.5.2.8. Process for the review of the policy
1.2. Managing Short Term Absence
1.2.1. Proactive application of the policy by the management
1.2.2. Importance of return to work interviews to establish real reasons for absences
1.2.2.1. Determine the reason for absence
1.2.2.2. Assess whether the reason is consistent with other reliable evidence
1.2.2.3. Discuss any doubts / issues with the employee and give them the opportunity to explain the reason for absence
1.2.2.4. Identify areas that can be improved for the employee to reduce absences
1.2.3. Procedures to deal with unacceptable absence levels and breach of policy
1.2.3.1. Disciplinary actions or loss of earnings
1.2.3.2. ERA - unfair dismissal
1.2.3.3. Responsibilities / due diligence by the employer
1.2.3.3.1. Has the employer established a potentially fair reason for dismissal?
1.2.3.3.2. Did the employer act reasonably in all the circumstances and use proper procedures?
1.2.4. Trigger Mechanisms
1.2.4.1. Duration of Sick Leaves
1.2.4.2. Frequency of Sick Leaves
1.2.4.3. Patterns of Absence
1.2.5. Early involvement of OH Professionals
1.2.5.1. Review patterns
1.2.5.2. Fit the job to the worker to reduce absences
1.3. Managing Long Term Absences
1.3.1. Considerations during return to work planning for an employee
1.3.1.1. Phased return
1.3.1.2. Lighter duties
1.3.1.3. Amended shift patterns
1.3.1.4. Re-training
1.3.1.5. Buddy
1.3.1.6. Risk assessment of the task and any adjustments that are necessary
1.3.2. Identify someone to undertake initial enquiries
1.3.2.1. Usually a buddy?
1.3.3. Keeping in contact with the individual throughout the absence
1.3.3.1. Employees might be reluctant to keep in touch with managers whilst on sick leave. Why?
1.3.3.1.1. Feeling pressurized
1.3.3.1.2. Feeling intrusions to personal issues from management
1.3.3.1.3. Embarrassment to share underlying, personal or medical details
1.3.3.1.4. Conflict with the manager
1.3.3.1.5. May not be aware fully of the policy in regards to absence management
1.3.3.1.6. maybe nothing wrong in reality
1.3.3.2. How can employers encourage communication throughout the long term sickness?
1.3.3.2.1. Ensure that employees understand their responsibilities under the policy of keeping their employers informed
1.3.3.2.2. Train management of suitable communication techniques
1.3.3.2.3. Creation of a climate and culture of trust
1.3.3.2.4. Be flexible
1.3.3.2.5. Have someone other than the manager communicate with the sick employee
1.3.3.2.6. Fair, consistent and sympathy
1.3.3.3. Flexibility and restricting sick pay
1.3.3.4. Detailed assessment by relevant specialities
1.3.3.5. Health, occupational or rehabilitation interventions
1.3.3.6. Changes to work patterns or the environment
1.3.3.6.1. Temporary changes
1.3.3.6.2. Permanent changes
1.3.3.7. Key elements of managing sickness absence
1.3.3.7.1. recording sickness absence
1.3.3.7.2. maintaining contact
1.3.3.7.3. return to work interviews
1.3.3.7.4. making use of professional advice
1.3.3.7.5. planning and undertaking workplace adjustments
1.3.3.7.6. agreeing and reviewing return to work plan
1.3.3.7.7. coordinating return to work process
1.4. Vocational Rehabilitation
1.4.1. Definition
1.4.1.1. A process to overcome the obstacles and barriers an individual faces when returning to, remiaining in or accessing work following injury, illness or impairment. It includes procedures to support the individual, employer or others and those required for gaining access to other services.
1.4.2. Benefits
1.4.2.1. To employer
1.4.2.1.1. Reduce direct and indirect costs of sickness absence
1.4.2.1.2. Retain valued member of staff
1.4.2.1.3. Create positive working environment
1.4.2.1.4. Improved relationships with workers and trade unions
1.4.2.1.5. Increased staff involvement and commitment to the organization
1.4.2.2. To employee
1.4.2.2.1. Aid recovery
1.4.2.2.2. Regaining the ability to participate in work
1.4.2.2.3. Boost self-esteem
1.4.2.2.4. Overall improvement in lifestyle
1.4.3. Bio-psychosocial model
1.4.3.1. Bio
1.4.3.2. Psycho
1.4.3.3. Social
1.4.4. Overcoming barriers to ensure effective rehabilitation
1.4.4.1. Early intervention and a client-specific rehabilitation program
1.4.4.2. Focus on increasing activity and return to work
1.4.4.3. Active engagement of the employee and working towards a common goal
1.4.4.4. Regular review of progress and management of risk factors
1.4.4.5. Evidence based decisions
1.4.4.6. Role of health professionals such as:
1.4.4.6.1. Medical practitioners
1.4.4.6.2. Hospital consultants
1.4.4.6.3. Physiotherapists
1.4.4.6.4. Occupational Health Nurses
1.4.5. Role of support agencies
1.4.5.1. Primary care
1.4.5.2. Health for work advice line
1.4.5.3. JobCentre Plus
1.4.5.4. Access to Work