Attendance Management Program Information Session Thank you for coming. I am here today to introduce the new Attendance Management Program. I ask that you hold your questions until the end of the presentation (just a suggestion or ask for questions during the presentation). We have brochures that will be handed out at the end of the presentation. These brochures provide an outline of the program. As well, you find it on the “Quick Links” section of the HR website.

Why an Attendance Management Program? Roles and Responsibilities Content Why an Attendance Management Program? Roles and Responsibilities Unauthorized absences Innocent (non culpable) absenteeism This information session today will briefly outline the reasons why York University has created an Attendance Management Program. It will outline the roles and responsibilities contained within the program. I’ll also spend some time talking about the types of absences this program will address and last, I’ll provide an outline of how the program works.

Why an Attendance Management Program? Avoid increasing the work load of your colleagues Provide good customer service Be fair and consistent Minimize increased costs and unnecessary overtime Be a team player and maintain good morale in the department The Attendance Management Program is a structured program that clearly outlines expectations. It is a tool to be used by all employees. It is not punitive in nature, but rather it is designed so managers can work with an employee who may be experiencing some temporary difficulties. It is university-wide, and most University employees, including CPM, are covered by this program. Management has heard concerns from some employees that the lack of a University-wide policy means not everyone is treated the same way. This program will address that concern. It is important to remember that the University’s goal is to provide the best possible education to our students. We all need to ensure our students have a positive experience at York University and that York provides good customer service. It helps to establish service levels, standards and encourage an engaged staff.

Roles and Responsibilities Employee Attend work regularly and on time To the extent possible attend to personal affairs and obligations outside the regular working hours To facilitate early notification of absence(s) and to follow absenteeism reporting procedures in accordance with the applicable C.A. or SOP’s To provide sufficient medical documentation as required and in accordance with the applicable C.A. or SOP To maintain regular contact with supervisor and/or manager during absence To engage union support and assistance as required Like any program, roles and responsibilities are identified. York provides you with a salary and benefits. In return, it is expected that all employees attend work regularly and on time. That is a condition of employment. So that means there is an expectation that you schedule appointments and the like outside of regular working hours. Sometimes that is not possible, so some creative scheduling may be required, like booking an appointment first thing in the morning and coming to work after, or booking it later in the day and coming to work first. In the case where an employee will be absent, we request you advise your supervisor. As a manager, it’s much easier for me to organize and plan things in advance rather than at the last minute. This requirement is also outlined in the Collective Agreement and SOP’s. In addition, employees are expected to provide medical documentation in accordance with your Collective Agreement and SOP’s. There is an expectation that employees will maintain regular contact when absent. This is especially critical during an extended absence. Not only is this a requirement within this program, the Collective Agreement and SOP’s, it is also a legislative requirement found in the Workers Safety and Insurance Act (WSIA) with regards to WSIB-related illness/injuries. York University is a supportive employer. As part of your benefits, you have the use of our Employee Assistance Program. It is 100% confidential. Shepell-fgi is the service provider and is well-known within the industry. If you don’t have their contact information handy, please let me know and I’ll provide you with their brochure and I encourage you to use them when needed. I’d like to take this opportunity to say I too remain a support; at any time, I encourage you to let me know how I can help you. Finally, as a unionized employee, you also have the support of the Union.

Roles and Responsibilities Managers and front-line Supervisors: To foster a healthy and positive work environment To raise awareness about the importance of regular attendance To treat employees fairly, consistently and in compliance with the Attendance Management Program To recognize exemplary attendance To maintain, monitor and be accountable for attendance levels within their respective areas To understand the requirements for reporting and managing attendance issues To identify accommodation opportunities to allow employees to remain at work or to return to work in a safe and timely manner To maintain regular contact with an employee during an absence from work It is my responsibility to create and maintain a positive and healthy work environment. It is important that we respect each other and behave professionally. It is my job to create and maintain this culture and I take this responsibility seriously. I am also responsible and accountable for raising awareness about the importance of regular attendance. I do that by understanding the requirements of this program, by maintaining and monitoring staff attendance and by addressing issues. I will be recognizing exemplary attendance. There may be times when an employee will need to be accommodated. When this occurs, I will work with both the employee, the union (if a unionized employee) and the Employee Well-Being Office to identify accommodation opportunities that will enable my employee to remain at work, or to return to work in a safe and timely manner. Finally, it is my responsibility to maintain regular contact, especially with an employee who is off on an extended absence. When this happens, you can expect that I will call the employee to see how they are doing, to see if there is anything I can help them with. Also, I will update them on what has been going on in the unit, because I want this employee to maintain a sense of belonging to the unit.

Unauthorized Absence (Culpable Absence)   Unauthorized absences are those that are within the employee’s control and may warrant a disciplinary response. Examples of unauthorized absences are: An absence without a reasonable cause (sleeping in, no transportation); Absent without approval; Lateness; Failure to call in and report, as per CA provisions or SOP’s; Abuse of emergency leave (no documentation); Leaving work without permission; Not providing a doctor’s certificate when required or requested; Misuse of sick leave; Patterned absences without explanation.   As your manager, it is my responsibility to track and review your absences. As part of this process, I will consider your culpable and non-culpable absences. Culpable” absences can briefly be defined as unauthorized absences that are within the control of an employee. These absences will be managed on an individual basis. The most common example of culpable absence is when an employee fails to call in an absence, as per the Collective Agreement and/or unit SOP’s. Calling in and leaving a message saying you won’t be coming in and not indicating a reason, or leaving a message requesting vacation time without prior approval is an unauthorized absence. Another example is patterned absences without an explanation. An example of that would be an employee who takes every Monday off without approval and when asked about it, does not provide any valid explanation. Highlight for the employees that patterned absences can be unauthorized or innocent. A later slide will give you more information about innocent absences.

Innocent Absenteeism (Non-Culpable Absences) Innocent absenteeism is often referred to as non-blameworthy absences. Typically the absence is due to factors beyond the employee’s control Situations in which an employee is away from work too frequently and may have genuine documented reasons for absences. These are examples: Excessive sick leave, with or without pay (even though there is medical certification); Excessive appointments during working hours; Excessive absences from work to deal with ongoing family problems; Unplanned absences (regardless of credits used to cover the absence); Patterned absenteeism. 7 Okay, now let’s talk about innocent absenteeism or non culpable absences. Innocent or non-culpable absences are absences the University views as beyond an employee’s control. Examples are outlined in the slide. It is when these absences become excessive, that they will begin to be managed through the Attendance Management Program. I’ll talk about the definition of excessive in just a moment. Another example of a non-culpable absence would be patterned absences. (SWITCH TO NEXT SLIDE) You’ll see that patterned absences can be considered either culpable or non-culpable. Highlight that as a manager you look at each case individually.

Innocent Absenteeism (Non-Culpable Absence) Patterned absenteeism is presumed to be “innocent absenteeism” unless there is evidence to the contrary since there is the possibility of a legitimate explanation for the absence. These are examples of patterned absenteeism that should be explored: On particular days of the week; Adjacent to scheduled days off and/or week-ends; On particular days of the week each week, month or year; On days off after performance related matters are addressed; On days off after work assignments that the employee finds non-agreeable; Appears on the surface to be suspicious. Patterned absences are considered non-culpable; however, if there is no legitimate explanation for the absence than it could be culpable. You will see examples of non-culpable absences on this screen. Most cases of patterned absences are treated as non-culpable unless there is evidence to the contrary. Example: Employee is away every Friday. You engage the employee in a conversation and find out that the employee goes for chemotherapy treatment on Thursday after work thereby feeling ill every Friday and misses work. Even though this is a patterned absence, there are legitimate circumstances that would be considered on an individual basis.

Managing Innocent Absenteeism How will we apply the Program? The Manager will monitor and record attendance initially over a 6 month period. If the innocent absenteeism rate of the employee exceeds the innocent absenteeism rate in the University and/or if there is a pattern of innocent absenteeism, the employee may enter the Program. An employee that does not demonstrate a significant and sustained improvement in attendance will continue to be monitored on a three month interval. Subsequent meetings (if required) will be based on three month intervals. Okay, now let me give you a brief overview of how this program works. The University has established a benchmark for 2011. It is 10.5% - that translates to 7 days per quarter. So what does it mean to you? Beginning January of this year, and moving forward, all non-culpable absences will be managed under the Attendance Management Program. As your manager, I will monitor your attendance for 6 months. In June, I will determine, based on reviewing the culpable and non culpable absences, if anyone should even enter the program. At the beginning of July you will be informed if you have exceeded the benchmark and the possibility of entry into the AMP after a further three month interval therefore as of October 1, 2011. As you familiarize yourself with this program, you will see it consists of 5 levels or stages. There is an exit strategy built into this program. That is because we understand that things can happen in cycles, and there may be times when some employees experience a spike in absences. If significant and sustained improvement occurs, you will back out one level until you exit the program. If there is some improvement but the absence rate still exceeds the average, then you will be asked to repeat the level and your attendance will be monitored for another three months. If there is no significant improvement, or if the rate increases, you will move to the next stage. Remember, there are two ways to enter the program: 1. excessive absences and 2. patterned absences.

Managing Innocent (Non-Culpable) Absenteeism The Program outlines 5 stages for managing innocent absenteeism. The meetings related to the Attendance Management Program are not disciplinary meetings. Employees may request Union representation at each meeting if applicable. If issues of accommodation arise, then the Employee Well-Being Office will be consulted in order to suggest the appropriate course of action. The Program wants to support the employee through the process and help him or her to exit the Program. This program is a tool that we will both use to manage periods of absenteeism. The meetings are non-disciplinary in nature, however, you may request union representation at the meeting. I mentioned earlier that there may be times when an accommodation will be required. The Employee Well Being office will be involved in this process. They are our disability management specialists and the information they receive is confidential. The only information they would pass along to me is an expected date of return or any restrictions or limitations.

QUESTIONS? All employees are encouraged to familiarize themselves with the full Attendance Management Program. I encourage you to familiarize yourself with this program, and I’m available to answer any questions you may have.