Leave_RCH GUIDE Managing Planned and Unplanned Absences June 2012 (1).pdf

7/27/2019 Leave_RCH GUIDE Managing Planned and Unplanned Absences June 2012 (1).pdf

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A Guide for ManagersManaging Planned and Unplanned

Absences/Non-AttendanceHuman Resources June 2012


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.


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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.


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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.


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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


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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.


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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.


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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.


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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.


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.


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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


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:


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.


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).


15/17


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:


17/17

EmployeeName:Issue

ActionRequired(included resources

needed, training etc)

Person(s)Responsible ByWhen RequiredOutcome

1.

2.

3.

4.

5.

Leave_RCH GUIDE Managing Planned and Unplanned Absences June 2012 (1).pdf

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Transcript of Leave_RCH GUIDE Managing Planned and Unplanned Absences June 2012 (1).pdf