the line manager is likely to be the first person the member of staff speaks to when there is an absence issue.
environment to facilitate an earlier return to work. Seriously consider flexible working • Make sure you get professional support and advice as required as early as possible, for example, from Occupational Health
It is often assumed that managers can just pick up a policy or procedure and apply it to a situation and that they already have the skills and confidence to manage certain situations. Many can’t or don’t, so it is really important to help them develop the skills and knowledge they need to be able to manage situations confidently, sensitively and effectively. So, what should your managers be trained in?
• Agree a return to work plan and have regular reviews when they are back at work as the plan should be monitored and may need to change
How else can I help? Whatever your employment-related query, I would be delighted to help. In addition to Managing Absence, the following are typically some of the areas I cover:
• The organisation’s Absence Management Policy and procedures and any absence triggers • Their role and the role of others who can provide support, for example, HR and Occupational Health
• Employee relations – disciplinaries, grievances, whistleblowing, bullying and harassment
• The importance of keeping records of discussions, facts and figures
• Performance issues – appraisals, managing poor performance and capability
• The differences between managing short and long-term absences
• Staff Handbooks – policies, procedures and guidance
• How to carry out effective return to work interviews
• Employment contracts – terms and conditions of employment
• How to interpret GP fit notes • How to approach more complex, sensitive issues
• Recruitment and selection – recruitment exercises and job descriptions
• The Equality Act 2010 and the protections afforded to certain groups of staff
• Pay and benefits – pay structures and job evaluation
Managing Long Term Absence Long term absence tends to be classed as absences lasting four weeks or more. They can be challenging to manage and for the member of staff, returning to work can be harder the longer they are away from work. Sensitivity is key when managing long term absences. My top tips for managing long term absences include:
• Reorganisation and redundancy • Health and Wellbeing Advice and support can be provided on an ad hoc basis or through a retainer service, where for a small fixed, monthly fee, you can access support as and when you need it. I’d be delighted to hear from you, whether you need some immediate advice or whether you would like to discuss ongoing support.
• Keeping in touch regularly, probably weekly, so that the member of staff does not think you have forgotten about them. They can feel isolated, so this is really important. Get the balance right though as you don’t want them to feel they are being harassed
Email charlotte@quinnhr.co.uk or call 01768 862394 www. quinnhr.co.uk
• Consider how and if you can make any adjustments to their role and the work 27
