1. Line Manager Capability Attendance Management New Policy Presented by Caroline Jepp On 30 th July 2012

2. Session Agenda… A short presentation on the new Attendance Management Policy Case studies – short term and long term concerns Having a difficult conversation An introduction of the Good People Management in Practice Toolkit Q&A

3. Attendance Management Presentation Forms and Additional Resources: Human Resources Managers Toolkit – How Tos HR MIS Managers Self Service Guide Good People Management in Practice Toolkit The Civil Service Learning https://civilservicelearning.civilservice.gov.uk https://civilservicelearning.civilservice.gov.uk Attendance Management - Good Practice Tips for Managing Absence How to conduct a Return to Work meeting Guidelines on reducing unscheduled Absence How to deal with Attendance Problems

4. Case Study – Attendance Management 1. Short Term Concern Scenario: Staff member has reached 5 working days of sickness or 3 occasions in a rolling 12 month period and has returned to work. The reasons do not show a trend in illness. As their line manager what do you do? 2. Long Term Concern Scenario: Staff member has reached 21 calendar days of sickness and remains off work. The reason is the same complaint. As their line manager what do you do?

5. Case Study 1 Responses Collate all the relevant documentation Hold an informal meeting & acknowledge concern. Remind of satisfactory standards Confirm the meeting in writing If sickness continues to 8 working days or 4 occasions in a 12 month period:- Invite to a formal meeting - allowing 5 working days notice. Repeat previous meeting considerations If no improvement & no evidence is disclosed, start Stage 1 - issue a 1 st Written Warning. Allow up to 6 months to improve. If no improvement & no evidence is disclosed, start Stage 2 - issue a Final Written Warning. Allow up to 6 months to improve. If sickness continues & no evidence is disclosed, invite to a final formal review to advise that the absence levels will be raised to a Decision officer for an oral hearing.

6. Case Study 2 Responses Collate all the relevant documentation Hold an formal meeting – allow 5 working days notice. Acknowledge concern & remind of satisfactory standards Talk though the OH report/s and recommended reasonable adjustments Establish whether or not the reason for absence is still sickness – there maybe other reasons (Dependency, Conflict) Identify what steps they are making to support themselves Consider whether or not the prognosis can continue to be supported Highlight the option of Ill Health Retirement Offer the option of converting sick leave into annual leave Offer the option of The Keeping In Touch scheme. Offer the option of the Employee Assistant Programmes Confirm meeting in writing using the Outcome Letter Long Term Absence. Maintain regular communications and review no later than 3 months

7. Case Study 2 Responses Continued … If sickness continues: Invite to a further formal review – allow 5 working days notice using 3, 6, 9, & 12 month – Long Term Continuing Absence letter and review the situation. If sickness continues: You need to decide on whether or not you can support the absence, if not refer the case to the Decision Officer to consider dismissal.

8. Difficult Conversations They are not ideal, but they need to a happen in order to manage expectations. Its a vital skill for managing attendance, performance, conduct, work allocation and personal issues. Tips for making them effective for both sides Get the facts and dont assume Be prepared Dont delay the matter, hold a meeting as a priority Doing is the best way to learn; everyone has their own style. You will sometimes have to make unpopular decisions. As a manager you cannot be everyones friend Always consider the Dignity At Work Policy and the Corporate Values! Further details are available from the MCAs Managers Toolkit and the Civil Service Learning website.

9. Good People Management in Practice Toolkit Whats this about…?

10. Q&A………. Feedback…