1. WELCOME MANAGING ATTENDANCE GOVERNOR / PRINCIPAL TRAINING MARCH 2012

2. Aims of the Policy  To promote and encourage an attendance culture  To inform staff and Boards of Governors of the policy and procedures for managing attendance in schools and confidentiality of information  To ensure that all staff are treated fairly, consistently and with sensitivity during times of illness  To address the negative effect on staff morale  To raise awareness of health and welfare support services

3. Effects of Absenteeism  Staff morale  Quality of service  Customer service  Temporary cover  Overtime costs

4. Role of the Governors  To adopt and promote the Managing Attendance policy  To monitor the implementation of the policy in your school  To ensure that Governors receive up to date information regarding absence management and action taken  To ensure this area features as an item for discussion and update during each BOG’s meeting.  To manage the principal’s attendance

5. Role of the Principal (Induction for new staff)  Inform staff of procedures  Monitor absence levels  Maintain contact with employee  Conduct absence interviews/meetings  Provide support  Maintain confidentiality  Discipline – misuse of policy

6. Role of employee  Follow reporting procedure  Submit documentation promptly  Appropriate conduct during absence  Maintain regular contact  Attend return to work/absence meetings  Attend occupational health as required  Discipline for misuse of policy

7.  Monitor policy – consistent application  Advise on policy  Medical referral arrangements on request  Provide support – Elements of Staff Welfare Role  Independent Counselling Service  It is the role of the principal and/or Governors to monitor and manage attendance – not human resources Role of human resources

8. Reporting absence Any employee who is sick should:  Make personal contact (only in exceptional circumstances should a relative or friend contact on their behalf) Text messages and e-mail messages are not considered an appropriate method of communication.  State nature of illness, expected date of return, or potential length of absence  Maintain appropriate contact during absence with principal and/or Governors  Provide relevant documentation to cover absence – Teaching CCU67 – Self Certification Non-Teaching SC1, SC2 Self Certification, medical certificates

9. Trigger points NON-TEACHING STAFF (Support Staff) :  More than 8 casual days  More than 3 periods of 3 days or more  Continuous absence 4 weeks or more  Individual absence rate of 5% or over TEACHING STAFF :  The reason for the absence is STRESS (including work related stress)  More than 6 casual days in 12 month rolling period  Continuous absence of 4 weeks or more

10. Action to be taken (Informal Return to Work Meeting) After every absence principals and/or Governors should:  Welcome the member of staff back  Check that good health is restored  Update regarding developments during the absence  This should be informal in nature

11. Action to be taken (Informal Return to Work Meeting) When an employee is approaching a trigger point principals and/or Governors should:  Meet confidentially with the employee  Raise awareness of absence levels  Identify any problems  Advise that absence levels will be monitored  This should be informal in nature

12. Action to be taken (Formal Return to Work Meeting) When an employee exceeds a trigger point principals/and or Governors should:  Conduct a formal return to work meeting  Decide what if any action is necessary eg further monitoring, medical referral  Adopt a fair and consistent approach  Meeting must be confidential in nature  Written record should be maintained

13. Formal Return to Work Meeting  Should be supportive – not critical  Welcome employee back and update  Discuss attendance problems  Identify support required  Determine appropriate action e.g. medical referral, further monitoring period  Monitor attendance for a period  Provide written confirmation to employee

14. Aims of Return to Work Meeting  To make the employee feel welcome and valued  To ensure that the employee is fit to return  To create an atmosphere of trust and support  To approach the meeting in a genuine spirit of enquiry (exercising duty of care)  Be prepared to address the issues

15. Options available if no improvement in attendance AFurther meeting BMedical referral CReferral to officer responsible for Staff Welfare eg work related stress DDisciplinary action eg high levels of absence

16. Role of Occupational Health Service  Support and guidance for individual staff in relation to their illness  A mechanism to address absence problems, work related stress and identify staff with disabilities  Establish existence or otherwise of genuine medical conditions to enable appropriate action  Facilitate ill health retirement  Act as a deterrent where illness is not genuine

17. Summary  Return to work meetings, both formal and informal, are the single most effective tool for reducing absence  Principals and/or Boards of Governors must carry them out for every person  The meeting is part of the support structure of the organisation – not the disciplinary structure

18. What Human Resources can offer  Group training sessions on policy and procedures for principals/managers/Governors on annual basis  On site training for staff/principals provided on request  Specific training for conducting Return to Work Meetings  One-to-one advice & support for principals and/or Governors re specific cases  Arranging medical referrals on request  Providing draft documentation to assist principals

19. Contact Us  Bernadette Doherty Managing attendance and medical referrals e-mail: bernadette.doherty@belb.co.ukbernadette.doherty@belb.co.uk Tel. 9056 4361