Human Resources Division
Ill health and sickness absence
- Awareness of issues
- Managing situations
- Reporting absences
- Effects of absence
- Recording absences and calculating sick pay
- Identifying problems
- Keeping in touch
- Statement of Fitness for Work (‘fit note’)
- Referral to Occupational Health
- Communicating with staff
- Return to work
- Inability to continue with current duties
- Accidents at work
- Health issues during pregnancy
- Other circumstances
- Swine Flu
1. Awareness of Issues
Dealing effectively with employee ill-health and absence due to sickness requires sensitivity to the circumstances of the individual concerned, an awareness of legal obligations and a thorough understanding of the context in which the person is working. This is particularly important in the case of those employees who may already have or have recently developed a disability. In such cases there is a legal obligation on employer to make reasonable, necessary adjustments in the workplace to enable the person to continue at work.
2. Managing situations
Responsibility for managing ill-health issues at work and absences due to sickness rests with the head or authorised deputy of the institution in which the member of staff is employed. However, the Human Resources Division will issue general guidance from time to time to reflect current legal requirements and good employment practice. Institutions can also call on the advice and support of Human Resources and other University services, such as referral to the University Occupational Health Service (OHS), or directing staff towards the Staff Counselling Service or Employee Support Helpline (0800 072 7072) in dealing with individual cases.
3. Reporting absences
It should be said that in the majority of cases, members of staff are committed to their work and will often seek to minimise the impact of any ill-health that they suffer. Most will experience some sickness in the course of their employment and a short period of absence from work will usually aid recovery. Some members of staff may not be accustomed to reporting absence due to sickness, particularly if this occurs during a period of vacation or out of Term. However, reporting incapacity for work is a requirement for all staff and in a supportive working environment there should be no reason for any member of staff to feel anxious about doing so. Attending routine medical appointments is not normally regarded as sickness absence. However, members of staff should consult their head of institution where this would entail time off work. An absence to care for a sick dependant is not the same of sick leave. In those circumstances, taking annual leave, emergency leave or compassionate leave may be more appropriate.
4. Effects of absence
In some instances, the effect of ill-health and any associated absence are significant for the individual member of staff and the institution. There may be a noticeable deterioration in performance whilst at work and/or a higher than average rate of absence due to sickness: others may be absent from work for long periods and in some cases may find it difficult to return.
5. Recording absences and calculating sick pay
Institutions will be aware of ill-health issues and sickness absences as they arise and should monitor these closely. This will involve keeping records of absence and addressing sickness-related work issues at an early stage. This will then enable all concerned to make well-informed decisions on how best to deal with any problems that may develop. An important aspect of dealing with sickness absence is ensuring that the member of staff concerned is granted the correct amount of paid leave, in accordance with their contractual terms and conditions of employment. It is important that accurate information on sickness absences is promptly recorded on the CHRIS HR system, as this will be used to determine pay. As with all personal records, information must be treated confidentially and in accordance with the requirements of data protection legislation.
6. Identifying problems
Managing sickness absences often requires a proactive approach on the part of those responsible for overseeing the work of the member of staff if a longer-term problem is to be averted. Where a member of staff has taken a significant amount of sick leave, particularly where the absences have been frequent and self-certificated, this would usually be regarded as a cause for concern. It is important, therefore, that there is discussion with the member of staff about whether the cause may be work related, the impact of the absences, and what measures could facilitate an improvement. At this point it may be necessary to involve Human Resources and other University services (see 2 above) and to be aware that the University has a policy for dealing with Stress at Work.
7. Keeping in touch
Clearly members of staff who have been absent for some time with a medical condition for which there is a recognised normal period of recovery are expected to return to work as soon as they are fit to do so. Institutions, should, however, keep in touch and be supplied with medical certificates to cover the period of the absence. Where an absence greatly exceeds the anticipated period of recovery or there are other causes for concern, advice on an appropriate course of action is available from the Human Resources. It may be appropriate to consider a phased return to work, particularly after a long absence. This may be done in conjunction with a referral to the University's Occupational Health Service.
8. Statement of Fitness for Work (‘fit note’)
From 6 April 2010 medical certificates issued by General Practitioners (GPs) will be changing to ‘fit notes’. The fit note will continue to be required after the 7th calendar day of absence and used as written evidence that an employee is unable to work because of illness or injury for sick pay purposes. In addition, the new fit notes will include the option ‘May be fit for work taking account of the following advice’, allowing GPs to provide information about the impact of the condition and make suggestions as to how the employee might be able to return to work with necessary modifications. Any such recommendations should be discussed with the employee either on or prior to their return to work encouraging adaptability when managing sickness absence. This should not preclude referral to Occupational Health for specialist advice.
9. Referral to Occupational Health
The University's Occupational Health Service (OHS) can provide support and advice, in a variety of situations, both to members of staff whose medical fitness is affecting their ability to work normally and to the institutions in which they are employed. In order to do this, OHS would assess how the requirements of the job, as defined by the institution, can best be met, with due regard to the member of staff's health problem or disability and any treatment they may be receiving. The OHS would advise how the member of staff can be helped either to remain at work or to return to work with some modification of duties or working arrangements.
10. Communicating with staff
Institutions should keep staff informed of any major developments at work during their absence and must always discuss with staff any proposals relating to their ill-health or absence, including referral to OHS and arrangements for returning to work. Equally, staff should be encouraged to discuss with their institution any problems that they are experiencing whilst at work and keep in touch during any period of absence.
11. Return to work
Following a period of absence, a return to work needs to be carefully managed to ensure that the re-establishment of working practices and the recovery process are properly balanced. This may vary from an informal enquiry about how a member of staff is coping following a few days absence, to a more formal assessment of how the requirements of the job can be tailored to achieve a graduated return following a longer illness.
12. Inability to continue with current duties
If it is evident that a member of staff is not able to fulfil the requirements of their job due to ill-health, advice should be sought from Human Resources on alternative approaches. These might include varying the duties or working arrangements or redeployment to a more suitable position. It is only when all other options have been exhausted that retirement on the grounds of ill-health or termination of employment may need to be considered. In such cases it is important to first consult Human Resources.
13. Accidents at work
Where a member of staff has suffered an injury due to an accident or other incident at work, or developed a notifiable disease/medical condition, it is important that appropriate action is taken immediately to comply with the legal requirements of the Health and Safety Executive. The University Safety Office have set procedures for The Reporting of Accidents using a standardised Accident, Dangerous Occurrence and Incident Report Form. Advice on how the injury or medical condition might affect the ability of the member of staff to carry out their work should be sought at an early stage from the Occupational Health Service. Any consequential personal injury claim against the University would be dealt with in accordance with the provisions of the University Insurance Notice.
14. Health issues during pregnancy
Particular attention needs to be given to assessing any work-related risks to health issues during pregnancy. Further advice is available from the Occupational Health Service. During pregnancy any illness directly relating to the pregnancy may affect the date on which maternity leave begins. Details are set out in University Maternity Policy and Procedure.
15. Other circumstances
Sometimes sickness absence can be linked to the capability of staff to perform their duties. Care is needed in handling such situations as they may well be suffering genuine ill-health as a result of an inability to cope with the requirements of the job. Further advice on dealing with such situations is available from the Human Resources.
Very rarely, it may transpire that the absence of a member of staff is not caused by genuine sickness. This could potentially be a misconduct issue and, as such, would be dealt with separately under the disciplinary procedures.
16. Swine Flu
Guidance for staff and managers when dealing with staff absences associated with the H1N1 pandemic.