Mike Broughton (HR Partner and Advisory Team Leader), Amanda Herrity (HR Deputy Director) and Corryn Brown (Organisational Wellbeing Manager) explain why it is important to actively manage sickness absence.
We want line managers to feel supported and confident when supporting staff during periods of ill-health and absence from work. This toolkit aims to provide line managers with useful guidance to improve confidence to support employees affected by ill health when they require time off work.
This toolkit provides key information to line managers and staff on:
How to record sickness absences
Practical guidance about how to effectively support staff when they are off sick
Guidance about how to actively manage sickness absence in line with the sickness absence policy.
Guidance on how to support staff to return to work.
Mike Broughton (HR Partner and Advisory Team Leader), Amanda Herrity (HR Deputy Director) and Corryn Brown (Organisational Wellbeing Manager) provide advice to managers about how they can actively manage absence.
Short-term sickness is inevitable during an employee’s life cycle. Minor illnesses and life pressures happen, and a short period of time off is sometimes required to recover when unwell, to prevent risk of long-term sickness or chronic illness.
Short-term sickness absence is an absence that lasts less than 28 calendar days. The member of staff can self-certify for the first seven days. Any sickness that lasts longer than 7 days requires a fit note from their GP.
When staff call in sick
How you respond when a staff member reports ill health can make a real difference to how they feel about being in work
Communicate the sickness absence procedure : It is important to make yourself and all staff in your team aware of the sickness absence policy. For new staff this can be discussed during their induction, and for existing staff it is useful to refresh them on the sickness absence process during team meetings and briefings. This ensures all staff understand their responsibility for reporting sickness absence and ensures they have updated information on the process that follows their sickness absence.
Gather information: When a staff member reports they are off sick, gather information about the absence such as the reason for the absence, how long they may be off for, what meetings may need to be rescheduled or allocated to colleagues, and any other work to be reallocated. If the absence is related to mental health or disability, a referral to occupational health, and signposting to counselling through the Employee Assistance Programme can be offered.
Agree how to keep in touch: Ask the member of staff to keep you updated on their absence and recovery, you can agree for this to be done through an agreed form of communication such as text, phone or email.
Refer or signpost: Depending on the reason for absence it may be appropriate to signpost or refer the member of staff to Occupational Health or other support such as counselling. Discuss what support you can offer the member of staff and make a referral if appropriate.
Record the sickness absence: The line manager should record sickness absence on My Viewon the first day of absence. It is important to record the most accurate absence reason. If the staff member is off for more than seven calendar days, they are required to provide a fit note from their GP. If the member of staff does not provide this, and despite requests, please contact HRAdvisory Team.
Return to work: Upon their return, the absence should be closed on MyView. A return to work form must then be completed with the staff member to discuss any ongoing reasonable adjustments that may support them on their return to work.
Frequent and recurrent sickness absence
Identifying issues early will enable you to put the right support in place
Sometimes you may notice a pattern of short-term absence or a high frequency of short-term absences. It is essential to look for patterns that could indicate that something else is going on.
The University has therefore identified levels of absences which may necessitate close review, and careful management which may include implementing support mechanisms deemed appropriate to improve an employee’s attendance.
Find out what is going on: An informal sickness absence review meeting should be arranged if a staff member has 3 or more absences or 15 working days (pro rata) in a rolling 12 months, as the staff member will have reached an absence trigger. The focus of this meeting is to identify what underlying issues may be causing the absences, and what support can be offered. This meeting should be informal and supportive, with the line manager and member of staff.
It is important to discuss:
What is the underlying issue causing frequent absence?
What support (if any) are they already getting?
What type of support do they feel would help/support them?
Consider what support can be offered: Following this discussion, it is important to consider the support you can offer and begin to action this as soon as possible. Depending on the nature of illness / issue being experienced the support may include reasonable adjustments, flexible working, counselling, occupational health, coaching, staff network groups, financial or legal advice.
Refer or signpost: If any support has been identified that could help the member of staff manage their ill-health or issues causing their ill-health, they should be signposted and/or referred as soon as possible.
Check-in: It is important to check-in with the member of staff at regular intervals to ensure that support is making a difference. This can be done informally and formally as agreed with the member of staff. While there are different ways to keep in touch with staff when they are off sick, and this should be agreed with them, it is recommended and preferable to check-in with them over the phone rather than via text or email where possible.
If attendance at work improves following this review and with support put in place, monitor the situation for six months. The review period can end if no further absences occur during this time.Please see the ‘how to support’ and ‘how to refer’ sections of this toolkit for further guidance on how to refer.
If absences do not improve with support
It is important to actively manage sickness absences
There are occasions when support is offered to a member of staff, but their sickness absence does not improve. At this stage it is important to supportively and actively manage the sickness absence in line with the sickness absence policy. A HR Advisor will attend formal stage meetings with the staff member and manager.
Arrange a first formal stage meeting: A first formal stage meeting should be arranged if improvements are not made after support has been put in place and the staff member has had four absence, or more than 15 days off sick in a rolling 12-month period. The meeting should be used to communicate clear expectations for improvements and timescales to the member of staff. Human Resources will attend the formal stage meeting to provide advice and guidance; the staff member also has the right to be accompanied to all formal meetings, by a colleague or a trade union representative.
Outline expectations: Measurable and achievable expectations for improving sickness absences should be outlined during the first formal stage meeting. Current and previous support should be reviewed, and further support considered to ensure the member of staff is supported to meet expectations within the agreed timescales.
Monitor and Review: Checking in regularly with the member of staff and monitoring and reviewing sickness absence is important at this stage. If the member of staff shows improvements in line with the expectations that have been outlined at the first formal stage meeting, absences should be formally monitored for six months or 12 months if they have reached stage 2 of the absence policy. If no further absences occur during the review period, the stage process will end, and usual monitoring can resume.
If absences do not improve: In some circumstances, absences do not improve despite support, and reviews taking place. In this instance the review process should be repeated. There are three formal stages for review that can take place before a decision around dismissal or other measures is to be considered. Please consult the HR sickness absence policy for further guidance on formally managing sickness.
For further advice on managing sickness absence, contact [email protected].
Mike Broughton (HR Partner and Advisory Team Leader), Amanda Herrity (HR Deputy Director) and Corryn Brown (Organisational Wellbeing Manager) provide some guidance and advice on whether managers should be in contact with their staff when they are off sick.
Mike Broughton (HR Partner and Advisory Team Leader), Amanda Herrity (HR Deputy Director), and Corryn Brown (Organisational Wellbeing Manager) explain how to actively and supportively manage absence formally under the absence policy when absence triggers have been reached.
There are times when staff will experience chronic illness, acute illness or life pressures that cause them ill-health and when a period off work is required. There is a range of evidence and research that indicates being off work long-term can be detrimental to staff wellbeing, and so It is important that long-term absences are actively managed and staff are supported while off work to promote a sustainable return to work, when appropriate and at the earliest opportunity.
Long-term sickness absence is any absence that lasts longer than 28 calendar days. A fit note from a GP is required for any absence lasting more than seven days.
Refer and signpost to support
When staff experience ill-health it is often the case they will experience emotional and practical challenges depending on the nature of their ill-health. It is important they are given the opportunity to access as much relevant support to help them while they are off work, and also support them to return to work when appropriate.
An occupational health referral is recommended for staff who are experiencing ill-health. OH can assess the member of staff and provide recommendations of support and reasonable adjustments to support the member of staff back to work. You can download an occupational health referral online.
Other support is available including counselling, coaching, and staff support groups. For more information on referring and signposting for support see the how to support and How to refer sections of this toolkit.
Keep in contact
You play a key role in supporting your staff to maintain a connection with the workplace
Keep in contact: Managers are often reluctant to contact staff when they are off sick, however regular contact between line managers and staff when they are absent through ill health is essential to ensure ongoing support is offered and reviewed. It also allows the staff member to provide updates on health and indications for plans to return to work and maintains a connection with the workplace.
Agree how to keep in touch: It is recommended to agree with the staff member how often you want to check in while they are off sick, and how you both might prefer to do this for example; via telephone, teams, face to face, text messages or email. Check-ins can be brief just to check how the member of staff is feeling, and if they require any more support. The contact level may depend on the nature of the ill health.
Arrange wellbeing meetings onsite: It is recommended for any wellbeing meetings to take place on site as it can help reduce anxiety and other barriers, they may have about returning to work. However, if this is not possible other forms of contact can be arranged to carry out wellbeing meetings. These meetings are a more structured ‘check in’ focusing on how we can support the member of staff while they are off and when they intend to return to work, and to gain more information about their ill-health.
Managing workload and support your team
Consider how their workload can be covered: When someone is off sick long-term, the workload for other team members can be significantly impacted. It is essential to consider what work can be delegated and sustainably covered by the remaining staff. What work can be postponed and de-prioritised while the member of staff is absent.
Ensure other members of staff are supported: Supporting other members of staff is essential. Depending on the relationship and the reason for the member of staff’s absence, it could have an emotional impact on colleagues. Ensuring colleagues feel supported will help them to be able to support the member of staff, which can be a key factor for a sustainable return to work when staff return from long-term sickness.
Actively manage long-term sickness
Be supportive and compassionate: Showing compassion and support to staff off work long-term due to illness is essential. Occupational health assessments will inform what reasonable adjustments are recommended to support an individual back into the workplace, and these recommendations should be reviewed, considered, and implemented where possible.
Consider reasonable adjustments: If the staff member has been assessed by occupational health and indicated they could likely return to work with reasonable adjustments and support, it is recommended this is discussed with the individual, and the reasonable adjustments that have been recommended should be considered as much as possible. A plan for returning to work with adjustments should be discussed and implemented. Consider adjustments that can remain in place until after the member of staff has returned to work, to support them to adjust back into the workplace.
If the long-term absence continues, and they have been assessed by occupational health who have indicated they are unlikely to be able to return to work with reasonable adjustments in the imminent/foreseeable future, or at all, a formal meeting with HR will be required to discuss the options. This could include ill-health retirement or termination of employment. This can be a particularly sensitive and upsetting stage for staff members. This option is a last resort if a return to work in the imminent/foreseeable future is unlikely, and alternative solutions and reasonable adjustments have been exhausted.
Please see the HR Sickness absence policy for more information on managing long-term sickness absences. For more advice on managing sickness absence, contact[email protected].
Mental Health
Common mental health issues such as stress, anxiety and depression can significantly impact an individual’s daily life. The cause of stress, anxiety and depression may be related to personal issues and circumstances but can often be linked to or made worse by pressures at work.
If a staff member contacts you to report they are off sick due to mental health, listen and be sensitive, and try to understand the cause of the issue, this will help you identify the right support.
Ask questions such as:
Is there any aspect of work affecting your mental health that I can help with?
Are you getting support from your GP or any other service?
Is there any support you need at work to support you right now?
Types of support to consider:
Counselling staff can self-refer to access six sessions of counselling, face to face, online or over the phone.
Occupational Health – staff can access occupational health assessments to identify and recommend reasonable adjustments and support a return to work.
Trauma Risk assessments (TRiM) – staff can request a TRiM assessment if they have experienced or witnessed a traumatic incident that has caused them emotional distress. An onward referral can be made by the TRiM assessor for trauma support if required.
Signpost to external services – staff can be signposted to their GP, NHS and third-sector services for support. See the resources section for useful links and sites.
Reasonable adjustments – Flexible working requests, changes to hours and purchasing extra annual leave may also be considered to support a member of staff struggling with their mental health. You can view policies for flexible working and Leave policies here
*See the how to refer section for guidance on how to make a referral for support*
Please also see the sections on managing short term and long term sickness absences
Mental health crisis
If you have concerns that a member of staff may be in crisis with their mental health and you are concerned they may be an imminent risk to themselves, you can contact [email protected] or call Ext 4836 to speak to a member of HR who can arrange for risk assessment to be carried out to get the member of staff the required support as urgently as needed. If the staff member is off-site and you have serious concerns for their welfare, contact 999 and the HR advisory team.
Cancer
Cancer affects one in two people, so it may likely affect staff you line manage during working life. There are many different types of cancer and stages of cancer, which means treatment varies considerably.
Some staff may take time off to access treatment and may be able to return shortly after treatment or while treatment is ongoing, while others may be too unwell to return to work while treatment is continued. Occupational health needs to assess the individual to determine what support they need. GPs should also provide a fit note that indicates the length of absence where possible.
A cancer diagnosis can affect people in different ways and can have a significant impact on their mental health as well as physical health. Supporting the individual holistically and keeping in touch with a member of staff who is off sick due to a cancer diagnosis is essential.
Some staff may not have a cancer diagnosis themselves but may be caring for someone who does, such as their spouse, child, or parent. It is essential to support staff caring for a loved one with cancer.
Please also see the section on long-term sickness for advice on how to support someone who is off work long-term.
Types of support to consider:
Counselling – staff can access six counselling sessions to support their wellbeing and mental health while dealing with a cancer diagnosis and treatment.
Occupational health – a referral to occupational health will enable an assessment to determine any reasonable adjustments or support needed.
Reasonable adjustments– if the staff member wishes to return to work while treatment is ongoing or treatment has finished, adjustments to hours and paid time off to attend appointments should be considered. If a staff member cares for someone with cancer, reasonable adjustments such as flexible working and paid time off to attend meetings may allow them to return to or remain at work.
Special leave and extra annual leave – staff caring for someone with cancer may require compassionate or special leave or may wish to purchase additional annual leave to support them in balancing their caring commitments.
Caring for carers network – staff with caring responsibilities can attend a caring for carers network to meet other colleagues with caring responsibilities.
Keep in touch – keeping in touch with a member of staff who is off work due to cancer treatment or is caring for a loved one with cancer is essential to ensure ongoing support is reviewed and to support them to return to work when able.
*See the how to refer section for guidance on how to make a referral for support*
Bereavement
Bereavement and loss are something most of us will experience at some point during our working life. Grief and loss affect everyone differently, so it is essential not to make assumptions about how someone may grieve or how their loss may affect them. Depending on the person’s relationship with the person who has passed away, the circumstances can impact how the person grieves.
They may need a few days off while they deal with the initial aftermath of the death and wish to return to work quickly, while others may feel they need a more extended period off to deal with their grief.
Some bereavements may leave the person with other issues, such as legal, financial, or housing issues.
It is essential to be supportive and sensitive and try to understand what the person needs so that you can offer the proper support.
Types of support to consider:
Compassionate leave – when someone loses someone, they may need some time initially and up to 5 days can be given to someone following a bereavement at the discretion of line managers. An additional day to attend any funeral or memorial services can also be requested.
Counselling – staff can access up to 6 sessions to support them with the emotional impact of their loss.
Financial and legal advice – advice on financial matters and legal advice related to housing, probate and other relevant issues may be required, and our Employee Assistance Programme provider can provide this
Reasonable adjustments – to support a staff member to return to work, reasonable adjustments may be required initially, including a phased return, reduced hours, flexible working to make changes to hours for some time, or incorporating some home working if appropriate.
Occupational health – an occupational health assessment is recommended to provide recommendations on further support and reasonable adjustments for the staff member.
*See the how to refer section for guidance on how to make a referral for support*
Pregnancy-related sickness absence
Although pregnancy is usually a happy experience, there can be health challenges that occur that can result in a member of staff needing time away from work. Several ill-health issues can happen during pregnancy, such as:
Hyperemesis Gravidarum
Symphysis Pubis Dysfunction (SPD)
Gestational Diabetes
Pre-eclampsia
Hypertension
Pre-term labour
Stillbirth or miscarriage
Anaemia
Anxiety and depression.
Pregnancy-related PTSD
Postnatal depression/anxiety
Some conditions can be severe, require treatment, and sometimes early delivery of the baby. Others may require a higher level of appointments and monitoring. This can also be an anxious time when a pregnancy-related illness happens, so mental health and wellbeing support is also essential.
Finding out as much as you can about the illness and what type of treatment may be involved can support you in understanding the kind of support the individual may need.
It is important to note that pregnancy-related absence does not contribute to usual absence triggers.
Type of support to consider:
Time off to attend appointments – we are required to allow pregnant staff to attend antenatal appointments as required. If a member of staff can return to work with ongoing pregnancy related ill-health, they should be reassured that this will be supported and paid time off to attend hospital appointments and check-ups will be supported.
Occupational health – an assessment through occupational health to provide recommendations of reasonable adjustments and support that can be offered is recommended.
Reasonable adjustments – considering flexible working, home working, and other adjustments to work that may be supportive to the member of staff who is experiencing any ill health during pregnancy. Some conditions can cause fatigue, pain, breathlessness and sickness.
Risk assessment – risk assessing the job role and environment to ensure measures to reduce risk to health or factors that may be exasperating symptoms are minimised or removed.
Counselling – 6 sessions of counselling can be offered to staff if they are experiencing anxiety, depression or other mental health issues during or following pregnancy.
*See the how to refer section for guidance on how to make a referral for support*
Disability/long-term health condition
Disabilities and chronic illness can cause regular short-term absences or periods of long-term absence. We are legally responsible for making reasonable adjustments for conditions protected under the Equality Act 2010.
Reasonable adjustments to support a staff member with a long-term medical condition are important to them and help them to remain in work where they are considered medically fit to with adjustments.
Types of support to consider:
Reasonable adjustments – adjustments to working hours, supporting regular breaks and consideration of home working a day or two a week if appropriate can be an option. Modifications to the workstation and physical adaptations to equipment can be considered, such as standing desks or ergonomic chairs.
Occupational health – referral to occupational health for an assessment to provide recommendations of what reasonable adjustments and support can be offered.
Positive steps programme – a referral to the positive steps programme can be offered if access to physical activity is recommended.
*See the how to refer section for guidance on how to make a referral for support*
Counselling – Staff can self-refer to counselling directly through our EAP provider Wellbeing Solutions by contacting them by phone on 0800 328 1437, or book an appointment online using log in code EdgeHill or through the Wellbeing Solutions app. The login code is: EdgeHill
TRiM assessment – If a staff member has experienced a traumatic incident, they can be referred for a TRiM assessment by emailing [email protected]. A referral can be made for specialist trauma support if required after the assessment.
Caring for carers network – Staff can request to be added to the caring for carers network and get more information on when it is taking place by emailing [email protected].
Flexible working and reasonable adjustments –Policies regarding flexible working can be found on the HR wiki page, but if you require advice on reasonable adjustments and flexible working requests, please email [email protected].
Positive steps Programme – a referral to the positive steps programme can be made by occupational health if this has been identified as something that could benefit the staff member. Find more information on the positive steps programme.
Coaching – Coaching can support staff with various work-related and personal challenges. There are online self-led coaching modules available, or staff can apply to be allocated a coach to support them with a range of personal goals to help their mindset. Download an application form.
Mental health crisis
If you have concerns that a member of staff may be in crisis with their mental health and you are concerned they may be an imminent risk to themselves, you can contact [email protected] or call Ext 4836 to speak to a member of HR who can arrange for risk assessment to be carried out to get the member of staff the required support as urgently as needed. If the staff member is off-site and you have serious concerns for their welfare, contact 999 and the HR advisory team.
Mike Broughton (HR Partner and Advisor Team Leader), Amanda Herrity (HR Deputy Director), and Corryn Brown (Organisational Wellbeing Manager) provide guidance the return to work process and why it is important to actively support staff on their return to work following sickness.
Research has indicated that being in work can be good for health and that sustainable return to work should be supported. To support returning to work following sickness absence, you should:
Keep in touch with the employee while they are off sick to provide support and help to reduce anxiety about returning to work
Reasonable adjustments recommended by occupational health should be reviewed and if considered reasonable, they should be implemented as soon as possible to support them during their return. Some adjustments may need to remain in place once they have returned to help them stay at work. For further advice and guidance on reasonable adjustments contact [email protected].
Support from colleagues can be a key element of supporting staff back into the workplace; ensuring colleagues are aware the member of staff is returning and what reasonable adjustments are in place to support them may be helpful, as well as ensuring they can offer support. This increases the likelihood the member of staff adapts back into the work environment.
Regular reviews with the member of staff to check that they feel supported and are settling back into work and managing their work ok is essential, and any reasonable adjustments and support can be reviewed during these review meetings
Referral and signpost to support that may help the individual with any ongoing issues to ensure they feel supported.
Return-to-work interviews should occur on their first day back to ensure any initial support or reasonable adjustments can be reviewed and discussed. The return to work should be recorded onMy View.
Please note that recording the return to work meeting on My View does not automatically close the absence on My View. Closing the absence requires a separate step, further guidance on how to record and close an absence can be found on My View.
Our Employee Assistance Programme provider Wellbeing Solutions provide confidential support including counselling, legal and financial advice, as well as a range of resources to promote positive lifestyle and wellbeing. Visit Employee Assistance online for counselling and advice. The login code is: EdgeHill
Alternatively, staff can download their app, which allows them to book appointments and make contact confidentially through the app. Alternatively, they can be contacted by phone on 0800 328 1437.
For useful information on supporting staff with a range of health issues Healthy working lives have put together some information and guidance for employers