OCTOPUS GROUP SICKNESS ABSENCE POLICY
Principles of the Policy The well being of any organisation is directly related to the well being of the people who make up the organisation. Octopus Group wishes to develop and maintain policies that provide al l employees with appropriate support in relation to their health. The following guidelines on sickness absence have been formulated to ensure the smooth running of the organisation and appropriate support for staff with health difficulties. Octopus Group aims to secure the regular attendance at work of employees in order to meet contractual obligations. It does, however, recognise that a level of absence may be necessary on medical grounds. You should note the following: • The Sickness Absence Policy applies to all staff • The Policy and Procedure are designed to give appropriate support to members of staff affected by ill health. • The procedure must be followed. Failure to comply with the procedure may ultimately result in disciplinary action • Individuals are free to contact Human Resources at any time to discuss their absence or seek advice 1. Procedure It is essential that the following procedures be carried out with tact and sensitivity. The management of sickness absence is the joint responsibility of line managers and the individual member of staff. • In order to qualify for payment (10 days full pay within one calendar year) under the group’s sickness absence scheme, members of staff who are prevented by sickness from reporting for duty shall, within 1 hour of the normal start time on the first day of absence, inform by telephone their line manager • Employee’s must provide a completed self-certification form on their return to work • Staff who fail to comply with the procedure for notification without good cause may have their pay stopped and could ultimately face disciplinary action. • Line managers will attempt to contact employee’s who fail to report in on their first day of absence by 5pm that day to determine the cause of the absence, render advice if needed and determine when the person may be returning to work. • If the absence continues beyond 3 calendar days, the member of staff shall inform their line manager that the absence is continuing and, if possible, give a likely date of return. • If the absence continues beyond 7 calendar days (including weekends and holidays) the member of staff must obtain a medical certificate from their GP. Staff must keep their line manager informed of their progress with an indication, if possible, of a return to work date. • During any period of absence, employee’s should contact line managers regularly to advise them of their progress.
2. Self Certificate Self certificate forms can be obtained Human Resources or from the company Intranet. A self certificate must be completed for any absence of seven calendar days or less. 3. Medical Certificate If absence continues beyond seven calendar days the employee must obtain a Medical Certificate from their GP. • Medical Certificates should be sent to Human Resources. • Medical Certificates must be submitted at regular intervals to fully cover absence and no later than 3 days after the expiry of the previous medical certificate. • Employees are responsible for ensuring Medical Certificates are submitted on time and cover all periods of sickness in excess of 7 calendar days. • Any gaps in Medical Certificates will result in sickness payments being stopped and may result in disciplinary action being taken. 4. Short-term Absence/Self-Certified Absence Absences covered by a self-certificate are considered short term. While no member of staff should feel under pressure to return to work whilst unfit the group would not expect absence falling into this category to exceed either four separate sickness absences or 10 working days total sickness within one calendar year. Human Resources will inform line managers of employees exceeding this threshold. It will be the line manager’s responsibility to discuss the level of absence with the individual and to decide on what action to take. The options available to them are: • Plan regular meetings with the individual to monitor their attendance to identify any underlying reason for sickness absences and agree a reasonable period of time for attendance to be assessed • If necessary, refer them to an independent medical professional for a health assessment and report It is accepted that frequent absences may be symptomatic of larger issues (eg personal problems, job dissatisfaction, etc) and every effort will be made to allow free discussion of all salient factors. The Group will endeavour to be sympathetic to underlying problems and may be able to help deal with the problem by identifying independent professional help to guide the staff member through difficult times. In situations where attendance does not improve following a period of formal meetings (eg continues to exceed the levels stipulated in this policy) this may result in more formal action being taken (eg disciplinary). 5. Long-term Absence Absences of more than 15 working days, covered by a medical certificate, are considered longterm. During an extended period of absence due to ill health, it may be necessary for Human Resources to contact an employee to arrange a meeting to discuss implications for employment arising from the period of absence. This is also an opportunity for the employee to raise any queries they may have. Where there is no reasonable prospect of the employee returning to normal duties in the foreseeable future, Human Resources will call a formal review.
The formal review should comprise a panel of two people, normally a director and another manager, advised by HR. A report will be presented by a member of HR detailing the evidence and a statement from the line manager indicating the impact of the absence. The following options will be discussed with the employee: • Reasonable Adjustments In line with the Disability Discrimination Act (1995) which defines a disabled person as: “A person with a physical or mental impairment which has a substantial and long-term adverse effect on her/his ability to carry out normal day-to-day activities”, the group will, where possible, seek to make reasonable adjustments to the post to allow the individual to continue at work. Reasonable adjustments will be made to the individuals current post only. In the event that this is not possible, the group will consider the option of redeployment. • Dismissal by Reason of Medical Incapacity Where it is unlikely that an individual will be able to return to work in the near future and reasonable adjustments is not an option, the group may terminate the contract by reason of medical incapacity. This will not happen without full discussion with the employee and appropriate medical information sought via an independent medical professional. It is hoped that where such action has to be taken, it will be a mutual termination on the grounds of capability. No contract will be terminated without a capability hearing being held at which the employee will be given the opportunity to submit evidence/put forward their case. The employee shall be informed by letter giving at least five working days’ notice that a meeting is to be held. The employee may request an alternative date to allow up to an additional five working days to prepare themselves. The employee has the right to be accompanied by a work colleague. The letter shall include a copy of the sickness absence procedure. The purpose of the meeting is to consult with the employee and to determine options for the future. A letter confirming the outcome will be provided to the employee within three working days of the hearing. In the event of Dismissal by Reason of Medical Incapacity the employee has the right of appeal. 6. Sick Pay Statutory sick pay will be paid, inline with Government guidelines, after a period of 10 working days continuous absence from work 7. Return to Work Interviews Following a period of long-term absence return to work interviews provide managers with the opportunity to speak to employees who have been absent through ill-health. Interviews must be held in private and within a couple of days of the individual’s return to work. The return to work interview provides the line manager with an opportunity to welcome the individual back to work and to update them on things that have happened while they have been absent. Issues to be discussed at the interview should cover the following areas: • The individual’s fitness for work (in most circumstances) will have been confirmed by HR prior to their return to work) • Any changes that have occurred in team that might be necessary • How the work has been covered in their absence • Agree a work schedule that will ease them back into the work environment and set a date for a review meeting