Managing Employee Absences: Balancing Obligations and Wellbeing
Delve into the history and evolution of workplace rights, explore strategies for dealing with absences at work, and understand the crucial principles of balancing employer-employee obligations. Learn how to navigate intermittent and long-term absences, chronic conditions, and other reasons for employee time off effectively.
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Presentation Transcript
Staff Absence Management- Wisdom and Wellbeing for all An ABLE Conference Workshop Chris Whitmore CEO The Schools People chris@schoolspeople.co.uk
Purpose today Delve (briefly) into some history Share some wisdom on dealing with ill health and other absences at work Balance employer-employee obligations Work for the best, prepare for the worst
A little history- juridification and the place of rights at work 50s/60s: workplace issues principally resolved collectively 60s/70s: conflict becomes a crisis , individual rights expand and flourish 60s: contracts of employment (Act 1963), redundancy payments (Act 1965) 70s: familiar concepts are born- unfair dismissal (IRA 1971), grievances, redundancy consultation, various heads of discrimination 1974 Enter the Health and Safety at Work Etc. Act
Welfare at Work- that missing Etc. Statutory duties sit on top of and parallel to common law duties Thanks to King Aelfred Balancing obligations (s1 & s7)
Balancing obligations- a quick detour to worst case scenario Capability and fair dismissals- including for intermittent absences Dismissal fairness tests apply plus the How much longer? question BS vs Dundee Council: how much linger, consultation, prognosis (NB not OH report) O Brien vs Bolton St Catherine s Academy: return to work prognosis and the how much longer question
Balancing obligations- key principles Understanding goals Consistency Flexibility for individuals (tension) Procedural approaches which make sense
Balancing obligations- the difference-makers Intermittent absences Long-term absences Chronic conditions at work Absences for other reasons
Balancing obligations- the difference-makers Intermittent absences Proactivity- including communications Agreed actions after each absence Review of agreed actions Maximum resources available (wellbeing packages etc.)
Balancing obligations- the difference-makers Long-term absences Proactivity- including communications Agreed actions during absence Review of agreed actions /negotiation of pivot points Maximum resources available (wellbeing packages etc.)- cost the alternatives
Balancing obligations- the difference-makers Long-term absences: Stress Proactivity- day one issue Agreed actions during absence- identify stressors asap Propose solutions, propose GP review of them Review of agreed actions during absence /negotiation of pivot points Maximum resources available (wellbeing packages etc.)- cost the alternatives
Balancing obligations- the difference-makers Chronic conditions at work (Equality Act cases) Maximise Reasonable Adjustments (trial periods if necessary) Negotiate maximum attendance, quality/quantity of work Maximum resources available (wellbeing packages etc.)- cost the alternatives
Balancing obligations- the difference-makers Absences for other reasons Open dialogue about the reasons (including those hidden) Maximise Reasonable Adjustments if temporary (trial periods if necessary) Negotiate maximum attendance, quality/quantity of work and period Maximum resources available (wellbeing packages etc.)- cost the alternatives
Balancing obligations- key resources You, your knowledge and networks Wellbeing resources OH provision- BUT Key is asking the right questions- & needing a clinical opinion Creativity
Key takeaways Focus on goals and the achievable Consistency vs creativity If the policy doesn t work- change it Negotiate actions and review them If unsure- take advice
chris@schoolspeople.co.uk 07966 006090
