sickness absence policy - medipro.co.uk

SICKNESS ABSENCE POLICY

Version number 003 Used by Staff

Version date 06 Oct 2020 Business Area HR

Version expiry 06 Oct 2022 Document ID number HR 068

Version status Live document Document classification Internal Use 1 of 29

Uncontrolled if printed or downloaded

Purpose

MediPro recognises the importance of the health and welfare of its employees, as good

health not only contributes to the quality of life, but also adds to the employee’s ability to carry out his/her duties. The absence of employees means that work cannot be completed

on time, additional strains are placed on colleagues, service delivery may suffer, and often

temporary staff must be appointed to provide cover.

It is recognised that a certain level of sickness absence may occasionally arise, and

employees may be absent because of their state of health. It is MediPro’s policy to:

• Monitor and control sickness absence

• Minimise any effect that such absence may have on service standards

• Minimise any affect that such absence may have on those employees at work

• Offer support and assistance to those who are experiencing difficulties with their

health

It is MediPro's policy not only to comply with Health and Safety measures, required by law,

but also to act positively to prevent injury, ill health, damages or loss arising from its

operations and to have an environment where all employees are supported in maintaining

full attendance at work.

Scope

This policy applies to all MediPro employees (contractors, consultants, temporary workers,

students and/or volunteers) and is designed to promote fairness and consistency in the

treatment of employees throughout the business. During the probationary period, a

shortened procedure may apply.

This procedure does not form part of any employee’s contract of employment. MediPro

may vary this procedure, including time limits, as appropriate in any case.

A record of all documents regarding absence will be kept on the P-File of the person that is

absent.







Contents

Purpose 1

Scope 1

Definitions 3

One-Off Occasion – Up to seven consecutive days 3

One-Off Occasion – More than seven consecutive days 4

Reporting in Procedure 4

Return to Work Discussions 4

Absence Management Procedure 4

Informal Counselling 5

Annual Leave/Sick Leave 5

Compassionate Leave 5

Short Term Absence 5

Formal Absence Management Procedure 5

Additional Criteria 8

Appeals Procedure 9

The Right to be Accompanied 9

Long Term Absence 10

Initial Visit 10

Welfare Meetings 10

Capability Meetings 11

Returning to Work 11

Phased Return 12

Equality Act 12

Annual Leave Long Term (Non-bank) 14

Appendix A - SHORT TERM SICKNESS REVIEW MEETING 16

Appendix B - RETURN TO WORK MEETING FORM 18

Appendix C - SELF - CERTIFICATION FORM 19

Appendix D - INITIAL LONG-TERM ABSENCE QUESTIONNAIRE 20

Appendix E - WELFARE MEETING FORM 26







Definitions

• Short Term Absence - Short Term Absence is defined as a period of absence which

lasts for a period of less than 1 month.

• Long Term Absence - Long term absence is defined as any one continuous period of

absence of 1 month or more.

• Unauthorised Absence - Is defined as an absence for any reason for which the

company has not given authorisation. There is no entitlement to pay for such

absences. (There is no requirement to hold a Return to Work meeting).

• Emergency Leave/Leave for Dependents - Employees are entitled to such

reasonable unpaid time off as is necessary if a dependent falls ill, gives birth, is

injured or a dependent dies, or there is disruption to the care of a dependent or to

deal with incidents involving children at school. Employees must inform their

manager as soon as is practicable. If there is a mixture of this type of absence as

well as short term sickness absence contact the HR team with details to determine

what, if any action is appropriate.

• Absence Triggers - Absence triggers are defined as follows:

o 1 occasion of Unauthorised Absence (AWOL).

o 3 periods of absence within a rolling 6-month period.

o 8 days absence or more within a rolling 6-month period.

o Any absences where the amount of absence or pattern of absence indicate

potential abuse of the benefit.

One-Off Occasion – Up to seven consecutive days

If an employee is off work for up to 7 consecutive days (including rest days and weekends)

they do not require any medical certification from their GP. During this period of absence,

the employee will be required to self-certify using the Self Certification Form (Appendix C).







One-Off Occasion – More than seven consecutive days

If an employee is absent from work for more than 7 consecutive days (including rest days

and weekends) they are required to obtain medical certification from their GP to cover the

absence following this initial 7 days. They must submit this to their line manager as soon as

possible.

Reporting in Procedure

When the employee calls their line management (a phone call should be the only way to

report your sickness) to say that he or she is sick/unable to attend work, the call taker

should record the reason for absence (try and obtain as much info as possible on the

reason for absence) and, if the reason is for personal sickness the appropriate

categorisation of sickness interviews will be conducted on return.

If the reason for absence is not personal sickness i.e. is related to that of a dependant, the

employee will be advised by the operator to speak to the HR Dept with the appropriate

categorisation of absence.

If the reason for absence is related to the sickness of another person this SHOULD NOT be

categorised as sickness absence. It will be categorised as dependant/unpaid leave.

Return to Work Discussions

Following every period of absence, the line manager should conduct a Return to Work

Interview (irrespective of the length of absence). This meeting should ideally be held on the

employee’s first day back at work and should be held in a confidential location. The Return to Work Form (Appendix B) is to be utilised to ensure that any measures needed to be

taken, if the cause of sickness is work related, can be put into effect.

Absence Management Procedure

Employees are required to attend any medical appointment at the request of MediPro

(such as Occupational Health appointments) which will be conducted by a registered

medical practitioner nominated by us. Employees can be required to attend at any stage of

the procedure and on more than one occasion, if it is identified that it is necessary to gain

more information.







Informal Counselling

Prior to entering the formal absence management procedure, informal counselling should

be carried out where there are concerns that an employee’s short-term absence record

suggests the employee may otherwise be at risk of triggering the formal procedure.

Informal counselling is an informal meeting between the line manager and the employee.

There is no written notification required for the meeting, nor is the employee entitled to

representation.

If there is a concern that an employee may have an underlying medical condition or is

covered under the Equality Act, you should contact the HR Department.

Annual Leave/Sick Leave

Employees are not entitled to convert sickness absence days to annual leave. However,

employees who fall sick during annual leave shall be regarded as being on sick leave from

the date of a GP fit note and their annual leave entitlement will be adjusted accordingly.

Compassionate Leave

Employees are not entitled to convert sickness absence days to compassionate leave.

Please see the Annual Leave Policy for information on compassionate leave.

Short Term Absence

Formal Absence Management Procedure

This is the four-stage procedure to be followed to manage issues of short-term recurrent

absence. At all stages of this procedure unless it is impractical to do so, a minimum of 5

working days' written notice should be given to the employee of the date, time and place

of a sickness absence meeting. The letter or email (if email is the preferred mode of

communication) should set out the concerns about the sickness absence, the basis for

those concerns, advise why the meeting is being called and the possible outcomes from the

meeting. All evidence to be referred to in the meeting such as absence records and any







relevant medical evidence should be sent with the letter or email and the employee will be

advised that they may bring a companion (trade union representative or a colleague as set

out within the ACAS Code of Practice) with them to the meeting. The meeting will usually

be conducted by the line manager and HR & Compliance Manager.

The employee must take all reasonable steps to attend any meeting under this procedure.

Failure to do so without good reason may be treated as misconduct. If the employee or

their companion is unable to attend at the time specified, they should immediately inform

Human Resources who will seek to agree an alternative time. However please be aware

that multiple rearrangements of the meeting will not be allowed save in exceptional cases.

Where an employee has had three absences within a six-month period, an informal

counselling meeting is to be held with the employee (see above). At the meeting targets

and a timescale for improvement is to be agreed.

When further absences occur, the following stages are to be implemented:

Stage One

During this meeting, a Short Term Sickness Review Meeting form (Appendix A) should be

completed. The purpose of a stage one short term sickness absence meeting may include:

• Discussing the reasons for absence.

• Determining the likelihood of further absences and discussing whether the

absences to date are connected.

• Considering whether there is an ongoing medical problem or underlying medical

condition and if (further) medical advice is required.

• Considering what, if any, measures might improve the employee’s health and/or attendance.

• Examine the past record and the pattern of absences and consider the explanation

offered and consider any other relevant considerations

• Agreeing a way forward, action that will be taken including the issuing of an

Informal Warning which would remain live for six months, a timescale for review

and/or a further meeting under the sickness absence procedure.







• When agreeing the way forward this should include setting out the level of

attendance that is required and that failure to meet this required level will result in

a referral to stage 2 of the procedure. This should be set out on any warning given.

• Where a warning is issued, the employee will be given the right of appeal.

Stage Two

If following a Stage One meeting, sickness absences continue to occur, then it is

appropriate to implement Stage Two. During this meeting, a Short Term Sickness Review

Meeting form (Appendix A) should be completed.

The purposes of the stage two meeting may include:

• Discussing the reasons for and impact of the employee’s ongoing absence(s). • Discussing the likelihood of further absences.

• Discussing and considering the medical advice which has been obtained. This can

either be in the form of an occupational health report and/or a GP report.

• Considering the employee’s ability to return to their job in view both of their capabilities and business needs and any adjustments that can reasonably be made

to the employee’s job to enable them to do so. • Agreeing a way forward, action that will be taken and a timescale for review and/or

a further meeting(s).

• The issuing of a First Written Warning.


Stage Three

If following a Stage Two meeting, sickness absences continue to occur, then it is

appropriate to implement Stage Two. During this meeting, a Short Term Sickness Review

Meeting form (Appendix A) should be completed.

The purposes of the stage three meeting may include:

• Discussing the reasons for and impact of the employee’s ongoing absence(s). • Discussing the likelihood of further absences.







• If it has not been obtained, considering whether medical advice is required. If it has

been obtained, considering the advice that has been given and whether further

advice is required.

• Considering the employee’s ability to return to/remain in their job in view both of their capabilities and business needs and any adjustments that can reasonably be

made to the employee’s job to enable them to do so. • Considering possible redeployment opportunities and whether any adjustments can

reasonably be made to assist in redeploying the employee, if appropriate in the

circumstances.

• Agreeing a way forward, action that will be taken and a timescale for review and/or

a further meeting(s). This may, depending on steps MediPro has already taken,

include Final Written Warning and informing the employee that they are at risk of

dismissal in the future if there is further absence.


Stage Four

If following the issuing of a final written warning, the sickness absence continues to persist

and is of a level that is either of concern to Management, and / or is greater than the level

specified as acceptable in the Final Written warning, the employee will be invited to a

meeting under the fourth stage of the sickness absence procedure. During this meeting, a

Short Term Sickness Review Meeting form (Appendix A) should be completed.

The purposes of the meeting will be:

• To review the meetings that have taken place and matters discussed with the

employee.

• To consider any further matters the employee wishes to raise.

• To consider whether there is a reasonable likelihood of achieving the desired level

of attendance in a reasonable time.

• To consider the possible termination of the employee’s employment. All employees should be aware that continued absence of an unacceptable level, may result in the

termination of their employment at stage three of this process.







• If an employee is dismissed or issued with a warning, they will have the right of

appeal.

Termination will normally be with full notice or payment in lieu of notice.

Additional Criteria

In addition to the criteria set out above, disciplinary action may also be taken against those

employees whose sickness record shows some unacceptable pattern of absences, for

example, before or after holiday periods or specific days/shifts in a week or in any cases of

unauthorised absence.

Appeals Procedure

Appeals against disciplinary action will follow the normal Disciplinary Procedure.

The Right to be accompanied

Employees using this procedure have a statutory right to be accompanied at formal

absence management meetings by either a trade union representative or a colleague as set

out within the ACAS Code of Practice.

Employees will be required to confirm the name of their chosen companion prior to the

relevant meetings so that any necessary arrangements may be made to support the

companion’s attendance.

A companion can address the meeting in order to:

• put the employee’s case forward; • sum up the employee’s case; • Respond on behalf of the individual to any view expressed at the meeting.

A companion may also confer with the employee during the meeting. However, a

companion has no right to answer questions on the employee’s behalf, to address the meeting if the employee does not wish it or to prevent the employee from explaining

his/her case.







Acting as a companion is voluntary and an employee’s work colleagues are not obliged to

perform this role.

Where an employee’s chosen companion is unavailable at the time a meeting is scheduled and will not be available for more than five working days afterwards, an employee may be

asked to choose an alternative companion.

Long Term Absence

Initial Visit

Once an employee has been absent for 1 month or more, then an initial meeting should be

conducted. During this meeting, an Initial Long-Term Absence Questionnaire form

(Appendix D) should be completed. The purpose of the visit will be to:

• Understand the reasons for their absence.

• Find out what the employee is doing to manage their health.

• Remind them of the support available to them from us.

• Discuss what their views are at that time about returning to work, including any

advice provided by the GP.

• Maintain contact between the employee and MediPro.

• Provide them with any work updates.

• Request their consent to refer them to Occupational Health and/or request a

medical report.

Welfare Meetings

Welfare meetings should be held with the employee approximately every month. The

employee will be invited to any subsequent meeting in writing providing at least 7 day’s-

notice. Meetings should be held at mutually convenient locations, with due regard given to

the employee’s health circumstances. Where an employee is too ill to travel a home visit at a mutually convenient time may be appropriate if the employee agrees (a minimum of

two members of staff to attend). Alternatively, it may be more appropriate to hold

meetings at a business location or at a suitable alternative venue. The employee does not

have the right to representation at these meetings by either a trade union or employee







representative. The purpose of these meetings is to keep up to date with the employee’s progress and maintain regular contact. There should normally be 3 welfare meetings

before progressing further to a Capability Meeting. During this meeting, a Welfare Meeting

form (Appendix E) should be completed.

Capability Meetings

Before any decision is taken regarding termination of employment, managers should ask

themselves whether they have considered all available options and must be satisfied that

they have acted reasonably.

If after a period of time and subject to receipt of medical information it is considered that

the employee is unlikely to return to work in the foreseeable future an informal meeting

should be conducted to consider the following options:

• Voluntary Early Retirement

• Alternative Roles

• Phased return to work

After this meeting there should be a Capability meeting held, this will consider the informal

meeting and options discussed. As a result of this meeting there could be a termination of

employment on the grounds of capability.

The hearing should be chaired by the appropriate senior manager, with authority to dismiss

and be attended by the employee in question (the employee has the right of

representation at the meeting), by a Union rep, lay official or work colleague.

Employees may appeal against any decision made under this procedure by writing to the

Managing Director, giving the reasons for the appeal within 5 working days of receipt of

the notification letter following the hearing.

Returning to Work

If an Occupational Health and/or GP report suggests that an employee can return to work,

the following information needs to be confirmed:







• What the timescales for their return are. These timescales need to be realistic and

reasonable for the employee to return and for MediPro to wait for their return

• The Occupational Health Physician and/or GP should suggest any adjustments that

can be made by us to support the employee in their return, they may include:

o A phased return to work.

o Reduced roles and responsibilities over a phased period.

o A change in shift pattern/hours.

o A workplace assessment to implement any workstation changes.

Phased Return

The aim of a phased return to work is to introduce an employee back into the workplace

and build up their working hours on a gradual basis. A phased return will normally last for

approximately 6-8 weeks.

If an employee does not feel able to increase their hours at the end of the 6-8-week period,

a review meeting should be held, and a phased return agreed for a further 4 weeks. If, after

this time, the employee is still unable to return on a full-time basis, you should seek further

medical information or discuss with the employee about reducing their hours on a

permanent basis.

Payment

When an employee is on a phased return to work, they will only be paid for the hours they

work. However, with the agreement of the line manager, hours can be made up to full time

with the use of unused annual leave. It is important that you notify the Resource Manager

of the hours which the employee is working each week, to ensure they receive the correct

pay.

Equality Act

The Equality Act defines that a “disabled person” is a “person who has a disability”. A person is treated as having a disability if “they have a physical or mental impairment which







has a substantial and long-term adverse effect on their ability to carry out normal day to

day activities”.

As outlined in the Act, managers must ensure that an employee with a disability is not

treated less favourably than other employees who do not have a disability. Where any

arrangements made by the manager or physical features of the premises place the disabled

employee at a substantial disadvantage it is the duty of the manager to take such steps as

are reasonable to prevent the effect.

Managers are expected to make all reasonable enquiries to ensure that they are fully

informed and aware of an employee’s disability. Occupational Health can provide support and guidance in identifying whether an employee’s condition falls under the Equality Act umbrella and what reasonable adjustments can be made to support the employee in their

working environment. Managers should make referrals to Occupational Health if they feel

that an employee does have a disability or has made them aware that they have a

disability.

Lack of knowledge is no defence at Employment Tribunal – employers are expected to

make reasonable enquiries. It is not enough to state that we did not know the employee

was disabled.

The following key steps will need to be considered to comply with the duty to make

reasonable adjustments:

• Adjusting premises

• Allocating some of the disabled person’s duties to someone else

• Transferring the disabled person to fill an existing vacancy

• Altering the hours of work

• Changing the place of work

• Allowing an employee to be absent during working hours for treatment, assessment

or rehabilitation

• Special arrangements for training

• Modifying equipment

• Modifying instructions or reference manuals







• Modifying procedures for testing or equipment

• Providing a reader or interpreter

• Providing supervision

A disabled employee would be considered for alternative posts, at the same grade or

lower, without the need for competitive selection process (unless more than one employee

is in the same position).

Annual Leave Long Term (Non-bank)

Employees who are long term sick will accrue statutory annual leave only (30 days) for the

period of sickness. Should sickness extend into the next annual leave year then employees

will be eligible to carry forward any untaken statutory annual leave into the next annual

leave year. Any annual leave carried forward must be taken within 18 months from the end

of the leave year in which it arose, or it will be lost.







Name and Role of Author: Paul Ashfield, HR & Compliance Manager

Name and Role of Responsible Person: Paul Ashfield, HR & Compliance Manager

Ratified by: Brian English, Managing Director

Signed:

Date Ratified: 23rd June 2020

Version Control

This policy and procedure will be reviewed 2 yearly or as changes in legislation dictate.

Version

Number

Date Reason for Update

2 19/06/2020 To streamline and reduce policies, for ease of reference and

management.

3 06/10/2020 Method of reporting sickness has changed from email to phone

call to line management.







Appendix A dated 23 Jun 20

SHORT TERM SICKNESS REVIEW MEETING (Attach notes and return to HR, to be placed on P-File)

REVIEW MEETING 1 / 2 / 3 / 4 (Circle the correct stage meeting number)

Employee Name: Job Role:

Reason for Meeting

1 occasion of Unauthorised Absence (AWOL). ☐ 3 periods of absence within a rolling 6-month period. ☐ 8 days absence or more within a rolling 6-month period. ☐ Potential abuse of the benefit. ☐ Further absence from previous stage ☐

Topics of Discussion

Discuss the nature & frequency of the illness & possible reasons for it. ☐ Stress the problems that are caused by poor attendance. ☐ Identify any underlying cause – work related/personal ☐ Employee referred to Occupational Health due to identifiable medical reasons.

☐

Discuss any support measures we may provide. ☐ Discuss return to work options if feasible. ☐ Inform that absence will be monitored in line with the Sickness Absence Policy.

☐

Representation

Management Representative: Employee Representative:







Sanction Awarded

No sanction awarded ☐ Verbal Warning - Stage 1 (6 months live on record) ☐ First Written Warning – Stage 2 (12 months live on record) ☐ Final Written Warning – Stage 3 (12 months live on record) ☐ Dismissal – Stage 4 (with full notice) ☐

Managers Signature:

Employee Signature:

Managers Name:

Date:

Date:







Appendix B dated 23 Jun 20

RETURN TO WORK MEETING FORM (Please complete all sections of this form)

Name:

Role:

Date of meeting:

Interviewer Name:

Absent from date:

Date returned to work:

Reason for absence:

Was GP consulted? ☐ Yes ☐ No

Does Fit Note suggest adjustments to be made to allow employee

to return?

☐ Yes ☐ No

If Yes, what are they?

Does employee Confirm their fitness for work? ☐ Yes ☐ No

Was absence due to incident at work? ☐ Yes ☐ No

Other relevant information

Has a Sickness Absence Trigger Point been reached? ☐ Yes ☐ No

IF YES: detail:-

Further action required / agreed:

Employee’s Signature:

Interviewer’s Signature: Date:







Appendix C dated 23 Jun 20

SELF - CERTIFICATION FORM (This form should be completed to cover the first 7 calendar days only of any

sickness absence. A doctor’s certificate must be provided on the 8th day of your absence if you are not fit to return to work)

Name:

Role:

Date of meeting:

Interviewer Name:

Absent from date:


Reason for absence:

Name and Address of your Doctor

Name: Address:

I understand that knowingly giving a false certification is a disciplinary offence and that any such instance may result in disciplinary action being taken against me

Employee’s Signature:

Interviewer’s Signature: Date:







Appendix D dated 23 Jun 20

INITIAL LONG-TERM ABSENCE QUESTIONNAIRE (This form provides guidance on a variety of questions/notes that may be appropriate for

you to cover during your first home visit or Medipro meeting. Ensure that you select what

is relevant to the situation, as all questions may not be needed)

Name:

Role:

Date of meeting:

Interviewer name:

Absent from date:


Date of joining:

Meeting location:

First Day of Current Absence:

Absence reason/s:

SSP expiry date:

Length of Service:

Current Fit Note expires:

Grievance? ☐ Yes ☐ No

Summary of the health problems







Symptoms/issues that make it impossible to work now Questions Employee Responses How are you feeling? Do you feel you are getting better?

Do you want to get back to work?

When do you see yourself being well enough to return?

When did you last see your GP? When is your next GP appt?

What’s your GP’s opinion about your progress? Have they indicated when you may be fit to return to work?







Has your GP / Hospital conducted any tests?

Have you been prescribed any medication? If YES – What it is How long do you have to take it?

How is the medication helping / any side effects?

Have you been referred to a Specialist Consultant? If Yes - Did the Consultant do any tests for example, MRI, Ultrasound, ECG etc.?

How is your illness affecting you on a daily basis?

Is there anything you would normally be able to do, that you are now unable to, due to your health E.G. Shopping, go for a walk, Hobbies, Social Life







Have you been asked to attend any clinics for example physiotherapy, Diabetes, Psychotherapy, Podiatry etc? If Yes – how often do you attend?

Are you getting the support you need from friends and family? (If No, Manager to assess what support is required and if company can assist)

Occupational Health (OH) Referral We will review the need to OR We are going to - refer you to our OH advisors and would like your consent to allow our OH provider to contact your GP. You will be given the option to review the OH report produced by OH before it is sent to us and have the choice to agree for it to be issued to us, or not. OH’s report will provide us with advice on how we may be able to support you back to work or it will help us assess how to proceed in relation to your absence? Explain they are not obliged to give consent but if they decide not to, the







Company may still refer the case to OH for general advice and can only then act on limited information available ie :based on their Fit Notes If the employee refuses permission, ask them to explain the reason as it may be due to misunderstanding of their rights Is there anything you want to ask or any issues you are concerned about?

Provide date of when any SSP payable will cease (obtainable from accountant)

How are you managing financially? (Only ask if SSP has ended)

Holidays Only applicable for employees who have been LTS, not likely to return before end of holiday year and exhausted SSP You cannot carry holidays over from one year to the next, but you can apply in normal way to take any accrued holiday If approved, your absence will be re- categorised as paid holiday for that period. You will then return to sickness absence at the end of any authorised leave







*Manager to advise on amount of accrued leave in holiday year Can you access Shiftboard? If not you will be assisted by management. Arrangements agreed in terms of maintaining contact with Medipro Approximate Date of next review meeting to be confirmed Managers summary of actions agreed, and outcomes anticipated







Appendix E dated 23 Jun 20

WELFARE MEETING FORM

Name:

Role:

Date of meeting:

Interviewer name:

Absent from date:


Date of joining:

Meeting location:

First Day of Current Absence:

Absence reason/s:

SSP expiry date:

Length of Service:

Current Fit Note expires:

Grievance? ☐ Yes ☐ No

Absence Summary (previous 12 months including current episode)

Dates of Absence in the last 12 Months

Number of Days Absence Reason for Absence







How are you feeling at the moment?

Clarify how the employee’s illness was brought on

Clarify what medication, if any, the employee is taking

Establish if the employee is receiving any other treatment e/g. medication, counselling







Clarify what advice the employee has received from their GP

Discuss what is happening regarding their sick note

Discuss any workrelated concerns (if applicable)

Discuss what support Medipro can offer







Medipro Actions

☐ Action plan regarding RTW agreed

☐ Referral to Occupational Health

☐ Consent Form to obtain Medical Report

☐ Agreed follow up in 4 weeks

Discuss (if appropriate referral to occupational health)

If appropriate discuss potential return to work arrangements – phased return, amendments on doctors note

sickness absence policy - medipro.co.uk

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