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Flashcards in Attendance management Deck (18)
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Short term absence is

A short term absence is defined as any single period of absence of less than 28 days.


Long term absence

Long Term sickness absence is defined as a period of absence lasting 28 days or more.


absence and leave

7.3 Following a period of long term sickness absence an employee may request to take any

outstanding annual leave and should endeavour to take this in the same year in which it was accrued. This will be facilitated by the Brigade as far as possible. However where the outstanding leave cannot be taken, the Brigade shall allow the employee to carry forward statutory leave into the next holiday year. Please note that this statutory leave (up to 28 days) must be taken up to fifteen months from the end of the leave year in which it is accrued.


Attendance support meetings are triggered

6 Month Rolling Period
• 3 separate instances, or
• a total absence of 6 working days or over in any six month period.

12 Month Rolling Period
• 5 separate instances, or
• a total absence of 8 working days or over in any twelve month period.

Attendance support meetings can be combined with return to work interviews where an employee agrees to this in advance. In such circumstances, the employee must be provided with an invite letter to the attendance support meeting providing the employee with time to arrange to be accompanied by a colleague or trade union representative, if they wish.


Short term intermittent absence definition

A short term absence can be defined as any single period of absence of less than 28 days.

If an employee fails to achieve the targets for improvement given to them as part of their
attendance support meetings and short term persistent absence remains a continuing feature of the employee’s attendance record and a management concern, the capability process may be considered.


Return to work meetings held for

When an employee returns to work following a period of either short or long term sickness absence, the manager will conduct a return to work meeting and record the outcome on StARS.


Attendance support meetings admin

Person must have written notification

Following the meeting, the manager should write to the employee confirming the content of the discussion and the outcomes e.g. targets and timescales for improvement and any support mechanisms that require to be arranged.


Long term sickness meetings

After the initial attendance support meeting which should be held after 28 days sickness, and after the first medical outcome report from Occupational Health is provided, further support meetings should be held dependant on the individual circumstances. As a guide it will generally be appropriate to hold a further attendance support meeting after no less than one month, and no more than three months, of long term absence. This is a guide and the frequency of attendance support meetings can vary depending on the circumstances of the case.


Managers should be encouraged to make a referral to Occupational Health when they have a concern about an employee’s absence. Over and above this, however, automatic referrals to Occupational Health are made at the following points:

• Continuous absence between 7 days and 35 days, depending on the medical condition.
• Reports of an injury at work, where an immediate medical referral is requested by the Health and Safety Services department.
• Sickness recorded as ‘Due to Service’ which extends beyond 7 days.
• Commencement of sickness due to stress, anxiety or depression.
• Commencement of sickness due to cardio-vascular conditions.


Self – Referral

Employees can request that they are referred to the Occupational Health service for practical support and advice from a medical practitioner. This request must go via .

the Attendance Management Medical Team, and will not be unreasonably withheld


The Equality Act 2010 defines disability

as a physical or mental impairment that has a substantial and long term adverse effect on someone’s ability to carry out normal daily activities. The definition includes people with hidden disabilities (such as diabetes, epilepsy, and mental health issues). An employer is under a legal obligation to make reasonable adjustments to enable a person with a disability to work or continue to work.


Where there is an underlying health condition or inability to fulfil the full duties of their substantive role which results in the employee being unable to return to work or attend work on a regular basis, consideration should be given to the option of ill health retirement. This shall be progressed where:


In the case of uniformed employees, the employee is considered by the

Independent Qualified Medical Practitioner (IQMP)

to be permanently unfit to carry out the role for which they are employed and where a suitable alternative position is not available or appropriate


Unless a redeployment opportunity is identified, an employee’s inability to achieve and maintain
acceptable levels of attendance (short term intermittent or long term) are issues of

capability which may eventually result in either ill health retirement or termination of employment on the grounds of capability.


Assessing suitability for progression to the capability process
There is no single formula for determining the point at which an individual’s attendance should be progressed through the capability process. Each case must be based on its own merits, but will always be based on the following principles:

• The intention of managing attendance, including formal action in Policy number 873 - the sickness capability process, is to improve attendance.
• Where individuals are injured or ill they should be treated fairly and compassionately at all times
• Managers should be able to demonstrate that they have acted reasonably in all actions taken at all stage of the managing attendance process, including any decision to progress to Policy number 873 - the sickness capability process.
• In certain circumstances, it may be appropriate to consider redeployment or ill health retirement in discussion with the employee. In these circumstances, advice must be sought from HRM.


LONG term absence and capability

Q After 6 months of continued long term absence,.......
Q After 9 months of continued long term absence,
Q As a last resort, and after all other alternatives have been explored, if an employee remains absent from work after 12 months,

a first stage capability meeting may be considered.

a second stage meeting may be considered.

a third stage hearing may be initiated. Managers should contact their HR Adviser for further advice.


When does SHORT term capability start

-Failing to achieve targets for improvement set in attendance management meetings
-short term persistent absence

The first stage of capability may be considered consult HR advisor


absence and capability

An individual should not normally be progressed to the sickness capability process, unless:

Notwithstanding supportive management action having been taken, the individual continues to

have unacceptable levels of persistent short-term absence and there is no sufficient improvement in their attendance; and/or

The individual is absent due to long-term sickness and, notwithstanding supportive management
action having been taken; there is no realistic prospect of return to work or return to substantive duties in a reasonable timeframe.

The employee is unable to return to their substantive role and it is not anticipated will be able to do so within a reasonable timeframe.

The employee has been previously advised that their continued absence may result in progression through the capability process;

Earlier supportive action was offered but the individual either declined it or failed to co-operate
and as a result there has not been the necessary improvement in the employee’s attendance.


Capability has no informal or preliminary stage only 3 formal stages. These are outlined in Policy


number 873 - the sickness capability process. Line managers should always seek advice from HR when dealing with cases of capability