WELCOME

MANAGING ATTENDANCE

GOVERNOR / PRINCIPAL TRAINING

MARCH 2012

Aims of the Policy To promote and encourage an attendance culture To inform staff and Boards of Governors of the

policy and procedures for managing attendance in schools and confidentiality of information

To ensure that all staff are treated fairly, consistently and with sensitivity during times of illness

To address the negative effect on staff morale To raise awareness of health and welfare support

services

Effects of Absenteeism

Staff morale Quality of service Customer service Temporary cover Overtime costs

Role of the Governors To adopt and promote the Managing Attendance

policy To monitor the implementation of the policy in

your school To ensure that Governors receive up to date

information regarding absence management and action taken

To ensure this area features as an item for discussion and update during each BOG’s meeting.

To manage the principal’s attendance

Role of the Principal(Induction for new staff) Inform staff of procedures Monitor absence levels Maintain contact with employee Conduct absence interviews/meetings Provide support Maintain confidentiality Discipline – misuse of policy

Role of employee

Follow reporting procedure Submit documentation promptly Appropriate conduct during absence Maintain regular contact Attend return to work/absence meetings Attend occupational health as required Discipline for misuse of policy

Monitor policy – consistent application Advise on policy Medical referral arrangements on request Provide support – Elements of Staff Welfare

Role Independent Counselling Service It is the role of the principal and/or Governors

to monitor and manage attendance – not human resources

Role of human resources

Reporting absence

Any employee who is sick should: Make personal contact (only in exceptional circumstances

should a relative or friend contact on their behalf) Text messages and e-mail messages are not considered an appropriate method of communication.

State nature of illness, expected date of return, or potential length of absence

Maintain appropriate contact during absence with principal and/or Governors

Provide relevant documentation to cover absence – Teaching CCU67 – Self Certification Non-Teaching SC1, SC2 Self Certification, medical certificates

Trigger points NON-TEACHING STAFF (Support Staff) : More than 8 casual days More than 3 periods of 3 days or more Continuous absence 4 weeks or more Individual absence rate of 5% or over

TEACHING STAFF : The reason for the absence is STRESS (including

work related stress) More than 6 casual days in 12 month rolling

period Continuous absence of 4 weeks or more

Action to be taken(Informal Return to Work Meeting)

After every absence principals and/or

Governors should:

Welcome the member of staff back Check that good health is restored Update regarding developments during the

absence This should be informal in nature

Action to be taken(Informal Return to Work Meeting)

When an employee is approaching a trigger

point principals and/or Governors should:

Meet confidentially with the employee Raise awareness of absence levels Identify any problems Advise that absence levels will be monitored This should be informal in nature

Action to be taken(Formal Return to Work Meeting)

When an employee exceeds a trigger point principals/and or Governors should:

Conduct a formal return to work meeting Decide what if any action is necessary eg

further monitoring, medical referral Adopt a fair and consistent approach Meeting must be confidential in nature Written record should be maintained

Formal Return to Work Meeting

Should be supportive – not critical Welcome employee back and update Discuss attendance problems Identify support required Determine appropriate action e.g. medical

referral, further monitoring period Monitor attendance for a period Provide written confirmation to employee

Aims of Return to Work Meeting To make the employee feel welcome and

valued To ensure that the employee is fit to return To create an atmosphere of trust and

support To approach the meeting in a genuine spirit

of enquiry (exercising duty of care) Be prepared to address the issues

Options available if no improvement in attendance

A Further meeting

B Medical referral

C Referral to officer responsible for Staff Welfare eg work related stress

D Disciplinary action eg high levels of absence

Role of Occupational Health Service

Support and guidance for individual staff in relation to their illness

A mechanism to address absence problems, work related stress and identify staff with disabilities

Establish existence or otherwise of genuine medical conditions to enable appropriate action

Facilitate ill health retirement Act as a deterrent where illness is not genuine

Summary

Return to work meetings, both formal and informal, are the single most effective tool for reducing absence

Principals and/or Boards of Governors must carry them out for every person

The meeting is part of the support structure of the organisation – not the disciplinary structure

What Human Resources can offer Group training sessions on policy and procedures

for principals/managers/Governors on annual basis On site training for staff/principals provided on

request Specific training for conducting Return to Work

Meetings One-to-one advice & support for principals and/or

Governors re specific cases Arranging medical referrals on request Providing draft documentation to assist principals

Contact Us Bernadette Doherty

Managing attendance and medical referralse-mail: bernadette.doherty@belb.co.ukTel. 9056 4361