leave_rch guide managing planned and unplanned absences june 2012 (1).pdf
TRANSCRIPT
-
7/27/2019 Leave_RCH GUIDE Managing Planned and Unplanned Absences June 2012 (1).pdf
1/17
A Guide for ManagersManaging Planned and Unplanned
Absences/Non-AttendanceHuman Resources June 2012
-
7/27/2019 Leave_RCH GUIDE Managing Planned and Unplanned Absences June 2012 (1).pdf
2/17
Introduction
Thisguidefocusesonplannedandunplannedperiodsofabsencee.g.annualleave,accrued
daysoff(ADOs),sickleave,family/carersleave,nonattendance,latearrival,andshouldbe
readand implementedinconjunctionwiththeRoyalChildrensHospitalLeaveProcedures
andapplied inaccordancewithourorganisationalvalues:unity, integrity,excellenceand
respect.
TheGuidehasbeenestablishedasasetofprinciples toeffectivelymanageanddelivera
supportiveandproactiveapproach toattendance. It is recognised that thereare times
whenanemployeeisunabletoattendworkandassuchtheguideoutlinesanappropriate
andeffectiveapproachtosupportinganemployeesreturntowork.
Theguidedetailsa flexibleandsupportiveapproach thatdealswithattendance ina fair,
consistentand
empathetic
manner
taking
into
account
current
employment
and
workplace
legislation,operationalrequirementsandbestpractice.
ManagementofLeaveBalancesEffectivemanagementofemployee leave liability iscrucial to the financialviabilityofthe
organization,andtotheefficientutilizationofitshumanresources.Keyleaveentitlements
whichmustbestrategicallymanaged inthisregard includeannual leave,accrueddaysoff
(ADO)andlongserviceleave.
-
7/27/2019 Leave_RCH GUIDE Managing Planned and Unplanned Absences June 2012 (1).pdf
3/17
AnnualLeave
Thepurposeofannual leave is toprovide theemployeewithanextendedperiodof rest
andrecreationeachyear.
AccumulatedAnnualLeaveEntitlementLimit:
InkeepingwiththepurposeandintentofAnnualLeave,employeesarerequiredtoplanfor
andtaketheirleaveasitaccrueseachyear.Employeesmustnotaccumulateannualleave
creditsinexcessoftheequivalententitlementaccrual(i.e.4,5or6Weeks).
Responsibilities:
Itistheresponsibilityoftheemployeeinconsultationwiththerelevantmanagertoplanfor
andtakehis/herannualholidaybeforetheexpirationofaperiodofsix(6)monthsafterthe
dateupon
which
the
entitlement
to
the
equivalent
of
12
months
accrual
of
annual
leave
is
reached. It is the responsibility of Executive Directors/ Directors/Department/Unit
Managerstoensurethatstaffundertheirdirection,donotaccumulateannualleavecredits
inexcessoftheRCHallowablelimit.
ManagementofExcessAnnualLeaveCredit:
Managers will receive regular reports from the Performance Unit detailing the leave
balancesofemployee forwhom theyare responsible. Inaddition toprovidinganoverall
record of leave credits, the reports will also flag those staff who have accumulated
entitlementsin
excess
of
the
RCH
allowable
limits.
Within
one
month
of
being
notified
that
an employee has accumulated annual leave credits in excess of the allowable limit, the
managermustmeetwiththeemployeetoagreeaplanforthemanagementoftheexcess
leave.Once agreed, theplanwillbedocumentedon the standardRCH Managementof
ExcessLeaveform(AppendixA).Ifanemployeefailstoimplementtheleavemanagement
planwithintheagreedtimeframesthemanagerwillidentifyasuitableperiodoftimewith
respecttoworkloaddemands,anddirecttheemployeetotakesuchleaveasisnecessaryto
bring the accumulated leave balancewithin RCH allowable limits. The direction to take
leaveshouldbemadeinwritingandshouldclearlyspelloutthereasonswhysuchactionis
being taken (i.e. leave inexcessofallowable limits; failure tocomplywithanagreedand
documentedexcess
leave
management
plan
etc.).
SpecialCircumstances
In exceptional circumstance consideration may be given to varying the normal
requirementsforthemodeand/ortimingofthetakingofAnnualLeave.Anyrequestbyan
employee to vary the mode and/or timing of the taking of Annual leave outside the
standardRCHguidelinesshouldbemadeinwritingtotherelevantmanager.Ifthemanager
issupportiveoftherequestforspecialconsiderationhe/shewillforwardtherequesttothe
relevantExecutiveDirector forconsiderationanddetermination.Theemployeeshouldbe
notifiedin
writing
of
the
outcome
of
his/her
request
for
special
consideration
within
one
(1)month.
-
7/27/2019 Leave_RCH GUIDE Managing Planned and Unplanned Absences June 2012 (1).pdf
4/17
AccruedDayOff(ADO)
ThepurposeofanAccruedDayOff(ADO),istofacilitatetheworkingofa38hourweekfor
fulltimestaff.TheADOprovidesfulltimestaffwithonefulldayoffworkwithpayinevery
fourweek
period.
It
is
recommended
that
where
ever
practicable,
employees
who
are
eligibleforADOsarerosteredtotakeoneADOineveryfour(4)weekperiodofwork.
AccumulatedADOEntitlementLimit:
EmployeesmustnotaccumulateADOcredits inexcessoftwo(2)ADOs(i.e.16hours). In
circumstancesandwhere it ismutually agreedby theemployeeandhis/hermanager,a
rosteredADOmaybedeferredhoweverthisdayshouldbetakenassoonaspracticable.
Responsibilities:
It istheresponsibilityoftheemployee, inconsultationwiththerelevantmanager,toplan
forandtaketheequivalentto8hoursADOeveryfour(4)weeks.It istheresponsibilityof
ExecutiveDirectors/Directors/Department/UnitManagerstoensurethatstaffundertheir
direction,donotaccumulateADO credits inexcessof theRCHallowable limit (16hours
entitlement).
ManagementofExcessADOCredit:
ManagerswillreceiveregularreportsfromthePerformanceUnitdetailingtheADOcredit
balancesof
each
employee
for
whom
they
are
responsible.
In
addition
to
providing
an
overallrecordofADOcredits,thereportswillalso flagthosestaffwhohaveaccumulated
entitlements inexcessof theRCHallowable limits.Withinsix (6)weeksofbeingnotified
that an employee has accumulated an ADO credit in excess of the allowable limit, the
managermust ensure that theADO creditbalance is brought backwithin the allowable
limit. Themanagerwillmeetwiththeemployeetoreachagreementonthedaysonwhich
therequirednumberofADOswillbetakeninthecourseoftheforthcoming6weekperiod.
Onceagreed, theplanwillbedocumentedon the standardRCH ManagementofExcess
Leaveform(AppendixA),andenteredontothestaffingroster.
SpecialCircumstances
In exceptional circumstance consideration may be given to varying the normal
requirements for the mode and/or timing of the taking of ADOs. Any request by an
employeetovarythemodeand/ortimingofthetakingofADOsleaveoutsidethestandard
RCH guidelines should bemade in writing to the relevantmanager. If themanager is
supportiveoftherequest forspecialconsiderationhe/shewillforwardtherequesttothe
relevantExecutiveDirector forconsiderationanddetermination.Theemployeeshouldbe
notified inwritingof theoutcomeofhis/herrequest forspecialconsiderationwithinone
(1)month.
-
7/27/2019 Leave_RCH GUIDE Managing Planned and Unplanned Absences June 2012 (1).pdf
5/17
LongServiceLeave
ThepurposeofLongServiceLeaveistofacilitateanextendedperiodofrecreational leave
forstaffwhohavebeenengaged incontinuousservicewiththesameemployerforalong
period of time. An employee is entitled to Long Service Leave with pay, in respect of
continuousservice
with
RCH
or
service
with
institutions
or
statutory
bodies
(as
defined),
in
accordance with the relevant Award and/or Enterprise Bargaining Agreement. On
completionof fifteenyears continuousserviceasdefined in the relevantAward,EBAor
Contract of employment, an employee is entitled to sixmonths Long Service Leave and
thereafter an additional two months Long Service Leave on the completion of each
additionalfiveyearsservice.Bymutualagreement,anemployeeisentitledtoprorataLong
Service Leave on the completion of ten years continuous service.Where an employee
becomesentitled to LongService Leave, such leave shallbegranted if requestedby the
employee,withinsixmonthsfromthedateoftheentitlementaccruing
AccumulatedLongServiceLeaveEntitlementLimit:
Inkeepingwiththepurposeand intentofLongServiceLeave,employeesarerequiredto
plan for and take their leave as it accrues (after 15 years and every five years
thereafter).Employees must take their Long Service Leave within three years of the
entitlementbecomingdue(6monthsLSLwithin3yearsafter15yearsservice,2monthsLSL
within3yearsafter20 years service,2months LSLwithin3yearsafter25 years service
etc.).Whereanextendedperiodoflongserviceleaveisplanned,theemployeemusttakea
minimumoftwoweeksleaveperoccasion.
Responsibilities:
It istheresponsibilityoftheemployee, inconsultationwiththerelevantmanager,toplan
forandtakehis/herLongServiceLeavebeforetheexpirationofaperiodofthree(3)years
after the date uponwhich the entitlement to Long Service Leave accrues as indicated
above. It is theresponsibilityofExecutiveDirectors/Directors/Department/UnitManagers
to ensure that staff under their direction, do not accumulate Long Service Leave
entitlementsinexcessoftheRCHallowablelimit.
Management
of
Excess
Long
Service
Leave
Credit:
ManagerswillreceiveregularreportsfromthePerformanceUnitdetailingtheLongService
Leave credit balances of each employee forwhom they are responsible. In addition to
providinganoverallrecordofLSLcredits, thereportswillalso flag thoseemployeeswho
haveaccumulatedentitlements inexcessoftheRCHallowable limits.Withinsix(6)weeks
ofanemployeeaccruinganentitlementtoLongServiceLeave(15yearsserviceandevery5
years thereafter), themanagermust conduct a formalmeetingwith the employee and
commence the process of developing an agreed plan for the taking of the accumulated
leavewithinamaximumperiodofthree(3)yearsoftheLSLentitlementaccruing.Aformal
plan for the taking of LSL must be agreed and documented on the standard RCH
Managementof
Excess
Leave
form
(Appendix
A),
within
one
(1)
year
of
the
LSL
entitlementaccruing.Failureto implementthe leavemanagementplanwithintheagreed
-
7/27/2019 Leave_RCH GUIDE Managing Planned and Unplanned Absences June 2012 (1).pdf
6/17
timeframe(s)mayresult intheemployeebeingdirectedtotake leaveatthediscretionof
themanageruntilsuchtimeastheleavebalanceiswithinthelimitsspecified.
SpecialCircumstances:
Inexceptional
circumstances
consideration
may
be
given
to
varying
normal
requirements
forthemodeand/ortimingofthetakingofLongServiceLeave.Circumstancesunderwhich
postponementmayoccurinclude:
a)Thelevelofresponsibilityheldbytheemployee;
b)Anyspecialskillspossessedbytheemployeethatcannotbereadilyreplaced;
c)Theeffectofanyotherleaveentitlementsgrantedtotheemployeeatthetimethe
longserviceleavefallsdue;or
d)The
exceptional
personal
situation
of
the
employee.
Anyrequestbyanemployeetovarythemodeand/ortimingofthetakingofLongService
Leave outside the standard RCH guidelines should be made in writing to the relevant
manager.Ifthemanager issupportiveoftherequestforspecialconsiderationhe/shewill
forward the request to the relevant Executive Director for consideration and
determination. The employee should be notified in writing of the outcome of his/her
requestforspecialconsiderationwithinone(1)month.Incircumstancewhereapproval is
grantedtopostpone,or insomewayvarythemodeand/ortimingofthetakingofLong
Service Leave the agreed planmust ensure that all accumulated entitlements are taken
withinfive(5)yearsoftheentitlementaccruing.
-
7/27/2019 Leave_RCH GUIDE Managing Planned and Unplanned Absences June 2012 (1).pdf
7/17
PersonalSickLeave
Personalsickleaveisaformofauthorizedabsencefromworkonaccountofpersonalillness
or injury,which isdue to a cause thatdoesnotentitle theemployee toother formsof
compensation.Personalsick leaveshouldonlybegrantedwhenanemployee isunableto
report fordutyonaccountofpersonal illnessor injury,andappropriatenotificationand
certificationisprovided.Managersmustensurethatappropriateproceduresareinplaceintheirdepartment(s)forthenotificationofpersonal leave,andthatemployeesarefamiliar
withtheseprocedures.
Responsibilities:
It istheresponsibilityoftheemployeetoensurethathe/she isawareof,andadheresto
RCH policy with respect to the taking, notification, certification and documentation of
personal sick leave. It is the responsibility of ExecutiveDirectors/Directors/Department/
UnitManagerstoensurethatstaffundertheirdirection,areprovidedwiththesupportand
guidanceneededtosafelyandeffectivelymanageeachepisodeofsickleaveinaccordance
withRCHpolicy.
ManagementofPersonalSickLeave:
RCHiscommittedtosupportingandassistingitsemployeesinaproactivewaytominimize
theadverseeffectsofpersonalillnessand/orinjury.Theestablishmentandmaintenanceof
openandconstructivecommunicationbetweentheemployeeandhis/hermanagerisvital
to theeffectivemanagementofpersonal sick leave. The stepsoutlinedbelowprovide a
framework
to
guide
managers
in
the
implementation
of
effective
and
supportive
managementofemployeesickleave:
NotificationofAbsence
Eachdepartmentmusthaveinplaceaclearlydocumentedabsencenotificationprocedure
forstafftofollowintheeventoftheirbeingunabletoattendworkduetopersonalillness
orinjury.Itisgenerallyrecommendedthatemployeesbeinstructedtomakedirectcontact
with theirmanager,orwhere this isnotpossible, themostseniorpersonondutyat the
timeofnotification.Theemployeemustprovidenotificationofhis/herinabilitytoattenda
rostered
shift(s)
as
soon
as
is
practicable.
When
providing
notice,
the
employee
should
give
anindicationofthenatureoftheillnessorinjuryandtheanticipateddurationofabsence.
MaintainingContact
Whereitisanticipated,orbecomesknownthattheemployeewillbeabsentfromworkfor
more thanone shiftand themanagerhasnot spokenwith theemployeeat the timeof
notificationoftheabsence,themanagershouldmakecontactwiththeemployeetooffer
supportandassistance,andtoascertaintheneedforcoverageoftheill/injuredemployee
inhis/herabsence.Duringperiodsofextendedabsence (>1week), themanager should
maintainregular
contact
with
the
ill/injured
employee
(at
least
weekly),
to
monitor
progress, offer support and reenforce the commitment of theworkplace to the absent
employee.
-
7/27/2019 Leave_RCH GUIDE Managing Planned and Unplanned Absences June 2012 (1).pdf
8/17
CoverageofStaffonPersonalSickLeave
Replacement of staff should occur as far as is practicable, sufficient to ensure that
minimum staffing ratiosand/or levelscontained inenterprisebargainingagreementsare
met.Incircumstanceswherestaffreplacementisnotmandatedbyawardprovisionsand/or
department agreed minimum staffing levels, the manager should assess the need for
coverageonacasebycasebasis.Theassessmentofneedforstaffreplacementshouldtake
accountof:
thelikelydurationoftheperiodofabsence thenatureoftherole(s)andfunction(s)oftheabsentemployee anyoutstandingorurgentprojectstheabsentemployeeisresponsiblefor the likely impactofnonreplacementof theemployeeonother staff and/or vitalservices
theavailabilityofeffectiveandtimelystaffreplacement
Ifthemanagerdeemsthattemporaryreplacementofanemployeeonextendedpersonal
sick leave may be necessary, he/she should discuss the situation with the relevant
Executive Director. The Chief Executive Officer, on the recommendation from the
appropriate Executive Director shall authorize temporary relief, subject to budget
constraints,where itcanbedemonstratedthatadepartmentsabilitytoprovideessential
servicesmaybeaffectedifsuchtemporaryreliefisnotprovided.Areplacementemployee
isanemployeespecificallyengagedforthepurposeofcoveringanemployeeonextended
sickleave,
or
to
replace
an
existing
employee
who
has
been
temporarily
transferred
or
promotedtocovertheemployeewhoisonextendedpersonalsickleave.
BeforeengagingthereplacementemployeetheHiringManagermustinformthatpersonin
writing,ofthetemporarynatureoftheemploymentandoftherightsoftheemployeewho
isbeingreplaced.
-
7/27/2019 Leave_RCH GUIDE Managing Planned and Unplanned Absences June 2012 (1).pdf
9/17
NonAttendance
Nonattendancereferstostafftakingunscheduledperiodsoffworkforavarietyofreasons
which may include minor ailments, caring for dependants or attending appointments,
bereavementleaveorotherunanticipatedperiodsofleave. Absenceforsignificantperiods
dueto
illness
or
injury
or
other
reasons
are
also
included.
Whendealingwithnonattendancethemainissuestoconsiderinclude;
Theinstancesandpatternofnonattendance. Theemployeesattendancerecordcanprovidehistoricalinformation
Whether there is an underlying medical or health problem that requiresinvestigation,treatmentandareturntoworkplanandsupport
The natureofworking relationships, the clarity ofjob roles and responsibilitiesand
the
quality
of
other
working
conditions
Wemustnotcreateorreinforceaculturewherestafffeelpressuretoreporttoworkeven
whentheyarenotinafitstatetodoso. Presenteeismisthetermusedtodescribethe
process where staff report for work in an unfit state to the possible detriment of
themselvesandothers.
Managersandsupervisorsattheworkplace levelareprimarilyresponsible formonitoring
absences within their workplaces and for applying the organisations attendance
procedures.Managers
should
always
endeavour
to
be
proactive
in
providing
employees
withthesupport,directionand,wherenecessary,counsellingneededtoeffectivelymanage
unplannedleaveinaccordancewithRoyalChildrensHospitalleaveprocedures.
EmployeeResponsibilities
Itistheresponsibilityoftheemployeetoensurethathe/sheisawareofandadherestothe
RCHprocedurewithrespecttothetaking,notification,certificationanddocumentationof
personalsickleave.
Staffmustadvise theirmanagerdirectly if theywillbeabsent fromwork,nota friendor
colleague. It isexpected thatallattemptsaremade to contact yourmanager/supervisor
directlyi.e.viatelephoneorfacetoface.Textmessagingoremailisnotappropriateunless
previouslyagreed.
NotificationofAbsence
(i) Anemployeewhoistooilltoattendworkisrequiredtonotifyhis/herimmediatesupervisor as soon as practicable of the inability to attendwork and the likely
durationof
the
absence.
This
notification
is
required
to
allow
for
work
to
be
re
scheduledandforalternativestaffarrangementswhereappropriate.
-
7/27/2019 Leave_RCH GUIDE Managing Planned and Unplanned Absences June 2012 (1).pdf
10/17
(ii) Notification should be no later than 1 hour following the scheduled
commencementtime,exceptasfollows:
(a)Nurses,
Junior
Medical
Staff
and
HSUA
No.2
(Psych
Services)
Employees:
Notificationmust bemade at least 2 hours before the commencement of the
shift;
(b) HSUA No.1 (Health & Allied) Employees, and Management and
Administrative Employees;Prior to the commencement of the shift,unless it is
impracticaltodoso.
(iii) Failure toprovidenotification,asspecifiedabovemay result in the forfeitureofentitlementtopaidsickleavefortherelevantabsence.
ManagerResponsibilities
It is the responsibility of Executive Directors/Divisional Directors/Department/Unit
Managers to ensure that staff within their teams, are provided with the support and
guidanceneededtosafelyandeffectivelymanageeachepisodeofsickleaveinaccordance
withRCHprocedures.
Managersmustensurethatappropriateproceduresareinplaceintheirdepartment(s)for
thenotification
of
personal
leave
and
that
employees
are
familiar
with
these
procedures.
Managersareresponsibleforapprovingsickleaveinrelationtonotificationofabsenceand
evidenceofincapacityaspertheapplicableaward/agreement/procedure.
MaintainingContact:
Managers should maintain regular contact with staff who, are away for more than 2
consecutivedays toensure staffareawareof the supportmechanisms inplace suchas,
EmployeeAssistance
Services.
The
establishment
and
maintenance
of
open
and
constructive communication between the employee and his/hermanager is vital to the
effectivemanagementofpersonalsickleave.
During periods of extended absence (> 1 week), themanager shouldmaintain regular
contactwith the ill/injured employee (will depend on the duration of the absence), to
monitor progress, offer support and reinforce the commitment of theworkplace to the
absentemployee.
Managersare
also
responsible
for
ensuring
they
meet
with
the
employee
on
their
first
day
backatworkorassoonafteraspracticabletodevelopareturntoworkplanasnecessary.
-
7/27/2019 Leave_RCH GUIDE Managing Planned and Unplanned Absences June 2012 (1).pdf
11/17
ManagingUnplannedAbsences/NonAttendance
The RCH has a framework to assistmanagerswith the implementation of effective and
supportivemanagementofemployeesickleave.
Uponreceiving
notice
of
non
attendance;
Recordthedetailsofthediscussionwiththeemployeei.e.o Name,positiontitleo Date&timenotifiedo Reasonforandbriefdetailsofabsenceo Anticipatedreturntoworkdateifknown
Enquireiftheabsenceistheresultofanaccidentorgrievanceintheworkplaceandensure
appropriate
incident
form
or
other
supporting
documentation
has
been
completed
Advise other staff, as relevant for operational reasons, of the absence andanticipatedreturndateifknown,andmakeoperationaladjustmentsasrequired
Iftherehasbeennonoticereceivedandtherequirednotificationtimehaspassedor if theManagerhasbeenmadeaware indirectly, theManagermayattempt to
contacttheemployee,seekingadvicefrompeople&Cultureasrequired
Keepwrittenrecordsofthe initialcontactwiththeemployeeandanysubsequentdiscussionsduringtheperiodofabsence
Initiateadiscussionwiththeemployee immediatelyfollowingeachabsence. Thisshouldbeasupportsession,enquiringaboutthewellnessoftheemployeeandthe
supportifanytheemployeeneedstomaintainattendance
ReturntoWorkFollowingSickLeave:
Themanager should alwaysmake a point ofmeetingwith the employee as soon as is
practicableonthedayhe/shereturnstoworkfollowingpersonalsickleave.
Themeeting
will
provide
an
opportunity
for
the
manager
to:
offersupportandreassurance; ensure that the employee has recuperated sufficiently and will not be placing
himself/herselforothersatriskbyreturningtoworkinanunfitstate;
enabletheemployeetocommunicateanyconcernsorspecialneedsrelatingtothereturntowork;
ensurethattheemployeeisreorientedtothedepartmentandbroughtuptodatewith any significant developments which have occurred during the period of
absence;and
-
7/27/2019 Leave_RCH GUIDE Managing Planned and Unplanned Absences June 2012 (1).pdf
12/17
completeandsignoff the timesheet (or leave form forautopayemployees)andattachthemedicalcertificateorstatutorydeclaration.
AlternativeWorkingArrangements:
Anemployee
may
be
certified
by
amedical
practitioner
as
being
fit
to
resume
work
under
modifiedconditions(reducedhours,modifiedduties).
Themanagerisabletoconsideroptionsfornegotiatingalternativeworkingarrangements,
with advice from the People & Culture Division and having regard to operational
requirementsandthemanagementofrisktotheemployee,patients/clientsorcolleagues.
Ifapproved,areturntoworkplanmustbedocumentedandsignedbytheemployee,their
treating medical practitioner and the department manager. Regular monitoring and
updatingofthereturntoworkplanmustoccuruntilsuchtimeastheemployeeresumeshis/hercontractedworkinghoursandduties.
ManagingFlexibleWork&LeaveArrangements:
To build aworking environment that recognises employees' personal circumstances and
balancesRCHoperationalrequirements the following flexibleworkarrangementsmaybe
considered:
Flexible use of AccruedDaysOff (ADO) e.g. using ADOs for limited periods ofabsence
to
attend
dental
or
medical
appointments
rather
than
having
to
take
a
dayofsickleave.
SwappingrosterswhereappropriateandwithmutualagreementhavingregardtoAward/Agreementimplications
Timeinlieuarrangements Working fromhomearrangements,whereappropriate and in consultationwith
theDivisionalHRPartnerinPeople&CulturepleaserefertotheWorkingFrom
Home Procedure & Agreement on the People & Culture website in the first
instance
48/52arrangements,whereappropriateandinconsultationwiththeDivisionalHRPartnerinPeople&Culture.
ManagingPersistentNonAttendance
Ifanemployee'ssickleavesituationorabsencebecomesasourceofconcern,themanager
shouldcontact theirHRPartner inPeopleandCulture todiscuss thematterandoptions
available.
Todetermine
what
action,
if
any,
should
be
taken
the
following
factors
should
be
taken
into
consideration:
-
7/27/2019 Leave_RCH GUIDE Managing Planned and Unplanned Absences June 2012 (1).pdf
13/17
occasionsofsickleave; totalsickleavedaystaken; provisionofcertificates; patternofsickleave; absencesonparticulardates; durationofabsences; reasonsprovided; otherleaveandattendancelevelsandpatterns; theworkingenvironment; personalcircumstances;and anyotherrelevantmatters
TheManagershould:
Arrangeaonetooneinformaldiscussionwiththeemployeetohighlighttheareaofconcernbasedontheinformationanddata
Seektoidentifytheunderlyingcauseoftheabsence Keepaccuraterecordsofallabsencesincludingreasonsforabsence Provideasupportiveapproach to improveattendanceandgainagreement from
theemployeeforanagreedtimeframeforimprovedattendancelevels
Whereabsence isdue toanonhealth relatedmatterprovideoffersof supporte.g. EAP and advise the employee that it is inappropriate to take sick leave to
resolvethesematters. Advisetheemployeethatotherauthorised leavemaybe
requestedasoutlinedintheleaveprocedures
Document the incidences of absence, the discussion, agreed action, plannedtimeframes and expected outcomes. Clearly state what is expected of the
employee e.g. following correct absence notification procedure and include a
reviewdate. Thisshouldbeconfirmedinwritingtotheemployee
Recognisethatabsencecanbeaperformancerelatedissuewithnegativeimpactson
service
quality
and
effectiveness
and
on
team
work
and
relationships
with
colleagues. Assuchanydiscussionsshouldrelatetoperformanceimpactsandthe
levelofabsencenotaboutthereasonfortheabsence
Monitortheattendancepatter. Ifthereisnounderlyingmedicalorworkrelatedreasonfortheabsenceandwherethere isno improvement inattendance levels
aspertheagreedplantheaformalprocessmayberequired. TheManagermust
meetwiththeemployeeandhis/herrepresentativetoinformtheemployeeofthe
serious implicationof continuedpoorattendance, includingpossibledisciplinary
action.
Grievances concerning the management of attendance must be managed inaccordancewiththeRCHdisputeresolutionproceduresand inconsultationwithPeople&Culture.
-
7/27/2019 Leave_RCH GUIDE Managing Planned and Unplanned Absences June 2012 (1).pdf
14/17
AttendanceViolations
Attendance violations, whist generally being of a relatively minor concern when
occurring in isolation, can pose significant problems (e.g. staff replacement costs,
increasedworkload
demand
on
other
staff,
sinking
morale,
and
lowered
productivity),
whereanemployeedevelopsofpatternofrepeatedlyviolatingattendancerules.
AttendancePoliciesandProcedures:
It isvery important thatattendanceviolationsarenot tolerated,and thatmanagers
haveworkpoliciesandguidelines inplaceandknowntoallstaffwhichprovideclear
definitions of acceptable, and unacceptable employee behavior and conduct with
respect towork attendance. The guidelinesmust also spell out the processes and
strategies which will be adopted if an employee falls outside what is considered
acceptablelimits.
Examplesofunacceptableattendancebehaviormayinclude:
unauthorizedabsence(failingtoreportforwork) arrivingatworklatewithoutauthorizationorjustcause leavingtheworkplaceduringarostershiftwithoutauthorizationorjustcause takinglongerthantheallottedtimeforscheduledbreaks(teabreaks,mealbreaks) earlydeparturesfromworkwithoutjustcause failingtogiveadvancenoticeofanabsencewhenpossible failingtoreportanabsenceproperly(tothecorrectperson,inatimelymanner) failingtosubmitmedicalcertificationuponrequest.
ManagingAttendanceViolations:
Managersmustutilisethebasicprinciplesofunderperformancemanagementin
dealingwithattendanceviolations(investigatenotblame;gettothesourceofthe
problem;work
with
the
employee
in
the
first
instance
to
find
away
to
resolve
the
problem;enforcetheattendancepolicythroughthenormaldisciplinaryprocessifthe
problempersists;documenteverything).
-
7/27/2019 Leave_RCH GUIDE Managing Planned and Unplanned Absences June 2012 (1).pdf
15/17
-
7/27/2019 Leave_RCH GUIDE Managing Planned and Unplanned Absences June 2012 (1).pdf
16/17
SICKLEAVEMANAGEMENTPLAN
Employee:
Plan
Date:
____/____/____
Manager: Department:
Describetheissuesrelatingtothesickleaverecordrequiringcorrectiveaction (what,where,when,previous
actiontakentoaddresstheissue)
Employeescomments
Developanactionplan including correctiveaction(s),any supportor resourcesneeded,who is responsible,
whentheaction(s)shouldbecompletedandtherequiredoutcome(s)seeoverpage.
ReviewDate: / / ReviewTime:
Managerssignature: Date:
Employeessignature: Date:
OUTCOMEOFREVIEW
Managerscomments:
Managerssignature: Date:
Employeescomments:
Employeessignature: Date:
-
7/27/2019 Leave_RCH GUIDE Managing Planned and Unplanned Absences June 2012 (1).pdf
17/17
EmployeeName:Issue
ActionRequired(included resources
needed, training etc)
Person(s)Responsible ByWhen RequiredOutcome
1.
2.
3.
4.
5.