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Background..............................................................................................................................................5

Definition.............................................................................................................................................5

Purpose.................................................................................................................................................6

The Turned Up and Tuned in Model...................................................................................................7

Section 1: Uncovering the causes of employee absence..........................................................................9

Did you know?.....................................................................................................................................9

How to recognise a potential problem—Manager’s Checklist............................................................9

Ask your Human Resources area for:................................................................................................10

Tips....................................................................................................................................................10

Section 2: Prevention is better than cure...............................................................................................11

Did you know?...................................................................................................................................11

Manager’s Prevention Checklist........................................................................................................11

Tips....................................................................................................................................................13

Section 3: Missing someone?................................................................................................................14

Did you know?...................................................................................................................................14

Manager’s good practice checklist....................................................................................................14

Ask your Human Resources area:......................................................................................................15

Tips....................................................................................................................................................15

Section 4: When all else fails.................................................................................................................16

Did you know?...................................................................................................................................16

Manager’s discussion guide...............................................................................................................16

Ask your Human Resources area:......................................................................................................17

Tips....................................................................................................................................................17

Frequently Asked Questions..................................................................................................................18

Question: What should I look for on medical certificates from health practitioners?.......................18

Question: What other forms of documentary evidence are considered acceptable in place of a medical certificate?............................................................................................................................18

Question: Are the evidence requirements different for carer’s leave?..............................................18

Question: Are there circumstances that allow for an employee not to provide evidence?................18

Question: Can I contact the employee’s registered health practitioner?...........................................19

Question: What should be my general approach when an employee states an absence/s is due to a generic or recurrent condition?..........................................................................................................19

Question: What does an employee’s workplace stress level have to do with me?............................19

Question: What if I suspect an employee has a second job?.............................................................19

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Question: What if I suspect drug or alcohol abuse?..........................................................................20

Question: What if I suspect an employee is having issues or crises in their personal life?...............20

Question: What if I suspect my management style is the problem?..................................................20

Question: Can I ask what the problem is?.........................................................................................21

Question: When should I go to my Human Resources Area?...........................................................21

Busting myths........................................................................................................................................22

Myth: There is nothing a manager can do until the employee returns to work.................................22

Myth: Privacy legislation stops a manager from contacting people at home....................................22

Myth: It’s the long term absences that managers need to focus on...................................................22

Myth: All long-term absences are unacceptable................................................................................22

Myth: Carers leave is the main issue.................................................................................................23

Your responsibilities in a nutshell.........................................................................................................24

Your management style.....................................................................................................................24

The workplace culture.......................................................................................................................24

Team communication........................................................................................................................24

Individual discussions........................................................................................................................24

Your decision making........................................................................................................................24

Your approach....................................................................................................................................24

Expertise............................................................................................................................................25

Record keeping..................................................................................................................................25

Administration...................................................................................................................................25

Privacy and confidentiality................................................................................................................25

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BackgroundA certain level of employee absence is a usual feature of a healthy work environment. It is also part of a family friendly workplace. However, this does not mean that all unscheduled absences should be regarded as inevitable and accepted without question.

Unscheduled absence can be caused by a range of complex and interrelated factors which affect a person’s ability or motivation to attend work. Good management is a key driver to minimising the use of unscheduled leave for non-genuine reasons.

Employee engagement has been shown to be related to APS employee use of personal leave for personal illness or injury.1 The Australian Public Service Commission (the Commission) defines employee engagement as the relationship employees have with four elements of their work: the job they do daily; the team with whom they work; their immediate supervisor; and the agency they work for.

APS employee census results in 2012 showed that individual health concerns were the primary driver of personal leave for personal illness or injury use, however, there was a small but consistent relationship between employee engagement and the use of personal leave for personal illness or injury.2

Definition

Unscheduled absence is divided into five categories:

Personal leave for personal illness or injury (Sick) leave is an absence, regardless of duration, whether paid or unpaid, resulting from an employee undergoing a planned medical procedure or being too sick or injured to work. This category excludes absences related to accepted compensation cases.

Carer’s leave is an absence, regardless of duration, whether paid or unpaid, resulting from a member of the employee's immediate family or household, for which the employee has caring responsibilities, being sick or injured and in need of care.

Compensation leave is an absence resulting from personal injury or disease sustained out of, or in the course of employment (i.e. work related) and accepted by Comcare. The leave includes the total number of days or part-days and the employee is absent from work due to incapacity. It excludes time spent on rehabilitation programs, where rehabilitation takes place at the workplace in paid employment.

Specific types of miscellaneous/other is a workplace absence, regardless of duration, whether paid or unpaid, that is taken upon the death of a member of the employee’s immediate family or household (bereavement), or to spend time with a seriously ill, injured or dying person who is a member of the employee’s immediate family or household (compassionate), or in the event of an unexpected emergency.

1 Australian Public Service Commission, State of the Service Report 2010–11, 2011. p.32.2 Australian Public Service Commission, State of the Service Report 2011–12, 2012, p.94.

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Unauthorised absence is an absence, regardless of duration, whether paid or unpaid, that given the circumstances is not supported or approved by management.

APS ContextThe advice given in this guide is framed by the Public Service Act 1999 as amended3 and its subordinate legislation and other relevant legislation and policy direction. Agency Heads must put in place measures in their agency that uphold and promote the APS Values and Employment Principles.

In certain circumstances, including if the Agency Head believes an employee’s state of health has caused, or may cause, the employee to have an extended absence from work, they have the power to direct an APS employee to undergo an examination by a nominated medical practitioner for an assessment of the employee’s fitness for duty.4 Where an APS employee is unable to perform their duty because of a medical condition, their employment may be terminated on medical grounds. Generally, however, a range of options are explored before an Agency Head commences fitness for duty processes.

Purpose

This guide provides a practical resource for managers. It is designed to complement agency policy and procedures by:

introducing the ‘Turned Up and Tuned In’ model

helping to identify the influences on workplace attendance

highlighting the organisational influences involved in motivating employees to attend

outlining how to recognise a potential attendance problem

suggesting good practice approaches and tips

providing guidance on how to conduct ‘difficult’ conversations.

Employees exercise their discretion to ‘turn up’ and ‘tune in’ on a daily basis. Managers play an important role in encouraging employees to attend work and to be productive while at work.

The benefits of focussing attention on unscheduled absence include:

employees returning to work more quickly, minimising the potential for loss of confidence and skills

the team pooling resources to achieve outcomes

increased team morale and commitment

enhanced perception of the team by others (this can attract skilled employees to the team)

a reduction in costly workplace injuries and employee turnover

3 See the Australian Public Service Commission website http://www.apsc.gov.au.4 Regulation 3.2 of the Public Service Regulations 1999 as amended.

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greater investment of in employee development and career and succession management.

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The Turned Up and Tuned in Model

The ‘Turned Up and Tuned In’ model5 (see diagram) identifies the influences on workplace attendance, a number of which occur at the individual level and are largely beyond the control of the organisation. These include an individual’s values, attitude and responsibilities. The model shows where organisations and managers should focus their attention to improve employees’ motivation to attend work. Organisations may influence leadership, culture, and people management policies. Managers can influence management style and practices, team culture, team size and structure, job design and workflow, and co-worker relationships. Managers may take steps to get to know their employees. Individuals also have responsibility for managing their own attendance.

5 Draws on elements of the Steers and Rhodes model: Steers and Rhodes,‘Major influences on employee attendance: A process model’, p. 393.

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Section 1: Uncovering the causes of employee absence

Did you know?

High absence rates can be a symptom of an underlying problem at the individual, managerial and/or organisational level

Absence is sometimes an ‘escape’ or ‘withdrawal’ strategy and a common stress response

The cause of absence is not always straightforward and often involves a combination of individual, workplace and non-work related factors

Individual factors that affect employees’ attendance include: illness, injury and general state of health

Non-work related factors, such as caring responsibilities and personal emergencies, act as barriers to attendance Workplace factors are numerous and can either positively or negatively impact on an individual’s motivation to attend. They include organisational culture, management practices and job design.

How to recognise a potential problem—Manager’s Checklist

Some indicators to look out for include: an emerging absence pattern occurring

an ‘entitlement’ mindset

reasonable deadlines are not met regularly

an overall decline in work performance

conflict between team members and/or supervisors

a lack of enthusiasm or indifference

employee survey results indicating low job satisfaction or dissatisfaction with management.

Potential triggers include: work areas where the roles are characterised by high demand and low control

seasonal or intermittent peak business periods

forced relocation or redeployment

organisational and/or leadership change

high turnover and recruitment of new employees

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crises in an employee’s personal life

when an employee experiences physical or verbal assault, harassment or abuse

when an employee is being formally counselled for underperformance

when an employee is involved in an investigation of a suspected breach of the APS Code of Conduct.

Ask your Human Resources area for:

regular leave reports

guidance on interpreting the figures and next steps to take

other sources of information and trends that can shed light on causal factors.

Tips

Managers have little direct influence over the individual or non-work related factors. The key is to demonstrate care, concern, understanding and flexibility in your approach.

A manager’s greatest opportunity to make a difference is in the workplace factors. Focus your attention on areas that can influence employee motivation to attend.

Early intervention is important.

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Section 2: Prevention is better than cure

Did you know?

A certain level of unscheduled absence is normal for the maintenance of a healthy workforce and for supporting family friendly practices and work/life balance.

Manager behaviour can influence employee behaviour, in particular the roles they play in supporting employee productivity. These include managers helping employees to keep their work in perspective, that is, in balancing work and home life.

Organisational culture can be described as the way things are done around here. It is what employees perceive or experience to be accepted or rewarded.

Adversarial workplaces, indicated by low supervisor and health and safety support, job insecurity, ambiguity and boredom, contribute to unscheduled absence.

Work pressure, harassment and bullying increase the likelihood of psychological injury and workers compensation claims.

A high proportion of psychological injury and associated workers compensation claims are preventable by improving morale, leadership and team climate.

Manager’s Prevention Checklist

Management style maintain an approachable and supportive style

invest time in getting to know employees

be open to alternative ways of working

effectively manage staff workloads

respect your employees by ensuring a workplace that is fair, flexible, safe and rewarding.

Management practices ensure employees have necessary equipment to do their job and attend to any required

workplace modifications and/or health and safety concerns promptly

involve your team in workplace matters and decisions

support healthy team dynamics

keep track of absences and leave approved

acknowledge staff (privately) who demonstrate commitment to minimise absence and attend work whenever fit and able

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encourage the regular use of annual leave or other planned leave

attend to employee safety by ensuring ill or injured employees are not compelled to be at work.

Communication send positive messages that convey the importance of attendance and employee welfare

frame your discussions on leave policies as employee benefits rather than as entitlements.

Workflow streamline workflow and avoid duplication

monitor work demands and review priorities so they remain realistic.

Job design provide employees with opportunities to use their skills and task preferences

consider the individual’s work values, career goals and development needs

enrich jobs with meaningful work, variety, control of whole tasks and appropriate delegation of responsibility for decision-making.

Recruitment ensure job advertisements properly reflect the workplace and the job

discuss attendance expectations with potential recruits

consider the individual’s ‘fit’ with the APS Values, as well as their capability and experience, in line with the merit principle.

Induction and Probation use the induction process to establish effective working relationships and clarify

attendance expectations

use the probation period to observe attendance patterns and to identify and address concerns early.

Performance management provide regular feedback

focus on development to build employee confidence to perform

regularly acknowledge good performance, successes and achievements.

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Tips

recognise the strong relationship between attendance and a positive and rewarding work environment

cultivate a culture and management style that makes your workplace safe, engaging and fulfilling for all.

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Section 3: Missing someone?

Did you know?

Even the most committed employee’s ability to attend can be hampered by unforeseeable circumstances like sickness, accidents, transport problems, family and household emergencies.

Many of the signs of workplace stress are noticeable and include changes in a person’s mood or behaviour. For example, deteriorating relationships with colleagues, irritability, indecisiveness, reduced performance, increased mistakes, increased use of stimulants such as smoking, alcohol and other drug use.

Manager’s good practice checklist

Have a protocol in place adopt a protocol that is consistent with the agency’s enterprise agreement

be familiar with any graduated return to work programs

ensure absent employees know who to contact, by when

know what questions should be asked when absent employees call, to ensure all important information is covered (see Section 4)

discuss reallocation of tasks.

Establish and maintain reasonable contact discuss circumstances and offer support

explore all relevant leave options, and if suitable offer alternative leave arrangements

explore working from home possibilities depending on the reason for the absence

check what essential work priorities need to be attended to

agree on contact arrangements if the employee is going to be away for more than a few days

note the absence and diarise next contact.

Hold an informal discussion on return welcome the employee back to work and let them know they were missed

check the employee is recovered and fit to be at work

update the employee on work matters that have occurred during their absence

remind the employee to submit leave requests.

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Attend to administration promptly cross-check leave applications with valid evidence and your diary notes

promptly approve leave following your agency’s procedure.

Ask your Human Resources area:

how to interpret and apply leave provisions

what to do if you have doubts over the validity of the absence

how to securely file private and sensitive documents.

Tips

If you identify a pattern of absenteeism, speak to the employee to understand their circumstances. If the employee is comfortable discussing their situation with you, be prepared to actively listen.

Explore the suitability of alternatives to being absent the whole day – for example, use of the agency’s carer’s room, taking a part-day absence, sharing the time required with their partner/other person; if part-time, swapping with another day in the week, if appropriate, or a temporary teleworking arrangement.

Have a work allocation discussion, considering the employee’s current deadlines, call forwarding options and commitments to other clients. Make sure work allocation is a consideration, as this shows the employee that they are missed.

Regularly monitor and analyse the workplace and absences to identify signs, triggers and patterns.

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Section 4: When all else fails

Did you know?

To determine if an individual’s absence level is reasonable, managers need to consider the reasons for the absence. If a manager suspects that the reasons may not be legitimate, then the level of absence might be unreasonable.

A more formal approach is required for frequent and prolonged absences that tend to show a pattern or where reasons for the absence are questionable.

A more formal approach is required when an employee fails to follow procedures or displays erratic work patterns like frequent lateness, leaving early and/or taking long breaks.

Manager’s discussion guide

These discussions can be difficult for both the manager and the employee. With appropriate preparation and skill, they provide the manager with the opportunity to demonstrate concern, build trust and identify solutions. A manager’s checklist and key steps are outlined below.

Manager’s checklist articulate concern for the employee’s ongoing wellbeing

confirm the employee is recovered and fit to return to work or other issues are resolved

update the employee on work matters

review the employee’s absence record and discuss areas of concern

use discussion to uncover circumstances and causes of absence

offer support to help the employee improve their attendance

explore opportunities to change work arrangements (e.g. start/finish times, working from home, job sharing, job rotation or part-time work)

reaffirm the agency’s expectations

discuss a way of moving forward with a view to seeking agreement if possible

outline possible consequences of further absences (if necessary)

make a written record of the discussion, and have the employee sign that this is a correct record.

Step 1—Prepare

Assess the situation and gather relevant information (see checklist above).

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Speak to your Agency’s Human Resources area for advice. Ensure that appropriate privacy and confidentiality are maintained.

Step 2—Arrange

Make an appointment to meet with the employee and let them know what the discussion will be about so they can come prepared. Advise the employee that they can be accompanied if they wish.

Step 3—Conduct

Set the scene by establishing rapport and checking the employee’s understanding of the purpose for the meeting.

Outline your concerns and provide records of absences to support your concerns.

Discuss how absences have impacted on the employee’s and team’s performance.

Identify and explore possible solutions.

Document details, including agreements and actions.

Agree on time for follow-up to review progress—the individual circumstances will dictate whether it might be necessary to meet on a daily, weekly, fortnightly, monthly or longer term basis. An employee could be asked to suggest a time frame that can then be considered and agreed.

Step 4—Follow-up

Ask your Human Resources area:

for expert advice and guidance

how to utilise Employee Assistance Program services and other expert support services

to explore career counselling services and fitness for duty assessments, if applicable.

Tips

It is more effective to work with employees to find a solution rather than to impose one from above.

Keep discussion focused on the issue rather than the person.

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Frequently Asked Questions

Question: What should I look for on medical certificates from health practitioners?

Answer: The usual requirements for a medical certificate are:

Name and address of the medical practitioner issuing the certificate

Name of the patient

Date on which the examination took place

Date on which the certificate was issued

Date(s) on which the patient is or was unfit for attendance

Any restrictions applicable to the employee’s work (e.g. to hours or functions)

Supplementary information of assistance to the patient in obtaining the appropriate leave especially where there is a discrepancy in the period for which the certificate is issued and the date of the certificate.

Question: What other forms of documentary evidence are considered acceptable in place of a medical certificate?

Answer: This will vary among agencies—refer to your agency enterprise agreement or policy.

Question: Are the evidence requirements different for carer’s leave?

Answer: This will vary among agencies—refer to your agency enterprise agreement or policy.

Question: Are there circumstances that allow for an employee not to provide evidence?

Answer: First check your agency’s policy and enterprise agreement to clarify when evidence is normally required. Managers should seek guidance from their Human Resources area if and when a situation arises.

Question: Can I contact the employee’s registered health practitioner?

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Answer: Under privacy legislation, an employee’s health and/or illness is regarded as both personal and sensitive information and requires the employee’s explicit consent before a registered health practitioner can disclose or discuss an employee’s medical condition.

Contact your Human Resources area for advice if you are concerned about the validity of a certificate or require more information to confidently approve the leave.

Note it is the employee’s responsibility to provide satisfactory proof to have absences authorised.

Contact with an employee’s registered health practitioner is best managed through Human Resources areas and professional case managers.

Question: What should be my general approach when an employee states an absence/s is due to a generic or recurrent condition?

Answer: After showing concern, always aim to link it back to work—what can be done at work to assist the employee to return as soon as possible or to safely work through these periods. Given the recurring nature of the condition, options can be planned in advance. For example, consider alternative work arrangements, workplace modifications, and change of duties or alternative leave arrangements. In some cases, the employee may need to be managed in accordance with fitness for duty policy.

Question: What does an employee’s workplace stress level have to do with me?

Answer: The injury impact and cost of psychological injury claims constitute the highest of any compensation type because they usually involve extended periods of time off work, and higher medical, legal and other claim payments. Workplace influences, including management style, have been found to be significant contributing factors.

Question: What if I suspect an employee has a second job?

Answer: Having a second job is generally acceptable but be sure to check your agency’s relevant policy. If the second job is impacting on the employee’s ability to perform their duties, you should raise the matter with the employee in private.

Question: What if I suspect drug or alcohol abuse?

Answer: Seek advice from your Human Resources area for advice and support on the approach to take.

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Share the concern with the employee in a private discussion if there is a high level of certainty about the concern. Suggest using the employee assistance program services. Provide contact details and highlight the confidentiality of these services. Discuss the consequences that can arise if the employee comes to work intoxicated or in an otherwise drugged state. This includes increased risk of injury to self and others, costly work mistakes and overall poor performance if not addressed.

Question: What if I suspect an employee is having issues or crises in their personal life?

Answer: Seek advice from your Human Resources area on the approach to take.

Share your concern with the employee in a private discussion. Discuss how the employee’s changed behaviour is impacting on their work and the team. Discuss what support the workplace can provide. For example adjustments to regular hours, access to confidential employee assistance program services, or working part-time until the issue/crises is resolved.

Question: What if I suspect my management style is the problem?

Answer: Start actively reflecting on your behaviour when with others. Be conscious of your body language and general tone. Do you adapt your style to suit the needs that each individual in your team best responds to? Are you doing most of the talking and not enough listening? Do you tend to react rather than respond?

Seek and be open to feedback. This feedback is more likely to be indirect than direct, i.e. through employee surveys, 360 degree feedback mechanisms and via others.

Use expert and confidential manager assistance services offered through your agency’s employee assistance program. These services include general advice and coaching on interpersonal and conflict management skills.

Regularly invest in developing your leadership and people management skills through the use of peer networks and off-the-job development programs.

Question: Can I ask what the problem is?

Answer: Yes, but there is no requirement for the employee to provide extensive detail. Asking questions in a safe environment and supportive manner is more likely to encourage an open response from the employee.

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Question: When should I go to my Human Resources Area?

Answer: Your Human Resources area supports you with managing unscheduled absences and can:

provide you with regular absence data reports and help in interpreting them

help you interpret leave provisions

coach and guide you through difficult cases

provide advice on other processes such as fitness for duty assessment

identify training to improve your people management capabilities.

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Busting myths

Myth: There is nothing a manager can do until the employee returns to work.

Reality:The approach a manager takes can influence an employee’s safe and timely return to work. For example, a manager can start by responding quickly, as soon as an absence is notified, by discussing the circumstances directly with the employee, offering and providing useful support and considering the suitability of other leave options.

Myth: Privacy legislation stops a manager from contacting people at home.

Reality:Privacy legislation stops you from seeking or sharing medical information without the prior explicit consent of the individual involved. You have a duty of care to ensure the wellbeing of your employees. This can reasonably include contacting them at home during business hours. It is best to have a workplace protocol in place so that employees can expect to be contacted and to seek agreement on further contact arrangements when an absence looks like, or ends up, being more than a couple of days in duration.

Myth: It’s the long term absences that managers need to focus on.

Reality:Patterns of multiple 1 and/or 2 day absences have a significant impact on unscheduled absence rates. Managers should regularly analyse all the absences of their employees over the previous 6–12 months to gain a thorough picture.

Myth: All long-term absences are unacceptable.

Reality:Not necessarily. There are numerous situations that can result in an employee being genuinely absent from the workplace for an extensive period/s, for example some medical conditions like cancer, stroke or heart attack and their associated treatments. A tragic event, such as the death of a spouse or a child, may also trigger an employee’s longer term absence.

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Myth: Carers leave is the main issue.

Reality:While carers leave is increasing as a result of improvements to agencies’ family friendly and work/life balance initiatives, personal leave for personal illness or injury is still the primary cause of unscheduled absence.

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Your responsibilities in a nutshell

Your management style

Do be approachable and considerate

Do make allowances for individual circumstances

Don’t dictate terms and conditions

The workplace culture

Do invest time to get to know your employees

Do tailor roles and work processes

Don’t demand hard-driving work behaviour

Team communication

Do keep team communication up, keep it open and two-way

Do regularly communicate that attendance matters and why

Don’t let tensions between team members go unaddressed

Individual discussions

Do plan and prepare in advance

Do seek to understand before seeking to be understood

Don’t lose respect by losing your composure

Your decision making

Do apply guidelines flexibly and consistently

Do customise rather than universally apply

Don’t delegate your formal responsibilities to others

Your approach

Be proactive and responsive

Negotiate reasonable win/win solutions with employees

Recognise your duty of care to both the agency and employees

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Expertise

Do focus on prevention and day-to-day management

Access your Human Resources area for advice, guidance and referral to experts

Don’t try to diagnose what the condition is

Record keeping

Regularly access and analyse team absence reports

Ensure that employees enter leave into the Human Resources information system

Make a diary note of each absence

Administration

Attend to paperwork and processing quickly

Cross-check leave applications with evidence and your diary notes

Ask for evidence when required

Privacy and confidentiality

Maintain privacy and confidentiality at all times

Keep records secure

Take care to avoid openly discussing private or secure matters

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