REGULAR Filling the Gap
Unexpected absences can cause frenzy in any workplace, but especially in a care setting where cover has to be arranged – and paid for. Our regular columnist, Wendy Smith, offers her wise advice on managing staff on leave.
People usually have a good reason when they take time off from work. Most feel bad about letting down colleagues and service users, particularly in the care sector. All of us have to take sick leave sometimes. But, as a manager, you need to look after the service, as well as your staff. Unplanned absences can put the organisation at risk, so you need to know how to manage them. You need to know when and why staff are absent, as well as when they will return and how you are going to cover the gap.
Short-term sickness absence lasts less than a week. Long-term sickness absence generally lasts for several weeks or more. You can usually plan for long-term sickness but repeated short-term bouts can actually be more destructive. They can be caused by poor general health, poor working conditions with low morale (from stress and bullying) or health and safety risks. They might also be the result of family or emotional issues outside work.
The proper management of absence from work is important:
1. Monitor. Keep a record of absence for each employee. This will help you identify patterns as well as the cost of absences.
2. Have an absence policy that staff understand. It should set out how absences are to be authorised and how staff should tell you about unexpected absences. Both managers and staff need to understand the purpose of 'return to work interviews' and what can trigger any disciplinary action.
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3. You need to understand the role of GPs and how the ‘Statement of Fitness for Work’, commonly called a ‘Fit Note’, is used.
4. Make sure working conditions, working patterns (for example, the use of shifts), as well as the atmosphere at work, help employees stay happy and healthy.
5. Unexpected absence should usually be notified to you as soon as possible; often not later than within an hour of the normal start time. Staff are usually asked to state the nature of the illness and a likely return date.
Unplanned absences can put the
organisation at risk, so you need to know how to manage them.
If the illness lasts fewer than seven days in the UK, they provide a self- certificate.
If longer, they provide a
Fit Note from their GP. This advises you if the employee is ‘unfit for work’ or ‘may be fit for some work’. It may be possible for the employee to return to work gradually or on lighter duties.
If the employee cannot give you a Fit Note or simply doesn’t arrive at work, you need to find out why. It could mean disciplinary action or you might arrange for them to have a medical with an independent doctor. Give them an opportunity to explain, there might be a good reason for their absence. If it's a serious family or
personal problem, try to be flexible. They may be entitled to unpaid time off because of dependents’ problems under the Employment Rights Act 1996. Some employers allow some paid compassionate leave. Make it clear in your sickness policy if this applies.
If an employee is going to be absent for a long time, consider if you need a temporary replacement. Keep in regular contact with the absent employee and be clear about their sick pay and any important workplace changes. Consider whether you need to ask permission to contact their GP to assess when, and how, a return to work will be possible.
Keep in mind that most absence will for good reasons. You need to act fairly and firmly if it is not. You need to care for the individual while keeping in mind the needs of the organisation and those who depend on it. Sickness absence is expensive; it is worth some investment of your time to keep it to a minimum.
wendysmith.wendy-mason.com @WWisewolf
www.tomorrowscare.co.uk
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