Skyworth Auto Manual (EN)

19.1 Introduction Employees should inform their manager if they have a condition or impairment which may affect their attendance or ability to properly perform their job. The SSRO is committed to maintaining and promoting the health and well-being of all our employees and we recognise that good attendance at work is key to helping us achieve our objectives and create a high performing organisation. However, we also recognise that from time to time, staff will be absent for short and sometimes long periods due to sickness. 1 Reasonable adjustments for employees with a disability will be fully explored in accordance with the provisions of the Equality Act 2010.

2 Employees with a disability, or a specific medical condition, are encouraged to consult with their manager and/or the HR Manager. Employees should be prepared to discuss reasonable adjustments to their working environment and/or terms and conditions of employment that will help them carry out their duties. 3 This procedure aims to help and encourage employees to achieve and maintain satisfactory standards of attendance. It accords with legal requirements and takes into account the Advisory, Conciliation and Arbitration Service (ACAS) principles and the Equality and Human Rights Commission Codes of Practice.

4 5 Employees should raise with their manager (or the HR Manager) any concerns they have with their job which they feel are making them ill or contributing to their illness/ absence. We will deal with sickness absence sensitively and support employees who are ill. Where necessary, we will consider making reasonable adjustments to the workplace and/or working arrangements to help employees undertake their duties. 6 Employees will be informed if we consider that the level or pattern of their absence is not acceptable. 7 We recognise that sickness absence can only be effectively managed if employees are treated fairly and consistently.

This procedure provides a fair and consistent framework for supporting staff that are absent due to sickness and sets out our approach to managing sickness absence. Regular contact will be maintained with employees during periods of sickness absence. 8 Employees are encouraged to cooperate with reasonable requests to attend meetings to discuss their health and/or requests to attend appointments with occupational health. Refusal or continued failure to attend occupational health appointments, without a valid reason, may result in disciplinary action being taken and may also result in decisions regarding their absence from work being made without the benefit of this advice.

While the SSRO has a supportive approach to managing sickness absence, this procedure is designed to balance the needs of the SSRO’s operational requirements with the needs of any employee who is unable to maintain satisfactory attendance because of sickness or ill health. 9 10 11 19.2 Scope The managing sickness absence procedure applies to all permanent and fixed term employees who have successfully completed their probationary period.

All matters relating to an employee’s health and welfare will be treated sensitively and in accordance with the provisions of the Access to Medical Reports Act 1988 and the General Data Protection Regulation and the Data Protection Act 2018 12 The procedure applies to both frequent short-term sickness absence and long term sickness absence which can lead to sickness incapability. It also applies to employees who are at work, but are unable to fulfil the duties and responsibilities of their substantive post in a satisfactory manner and/or fulfil their contracted working hours due to an underlying medical condition.

13 Conducting return to work meetings for all absences is a key part of managing sickness absence. 14 19.3 Key principles Formal action will normally be instigated only after appropriate action has been taken at the informal stages. In most cases, appropriate medical advice will be sought before any formal action is taken. 15 The key principles that underpin our approach are: Employees will be treated fairly, consistently and sensitively during times of illness and will be receive support to improve their attendance. Formal action under Stage 1 and Stage 2 of this procedure will normally be dealt with by the immediate line manager. The HR Manager may also be present at any formal meetings.

16 17 Employees understand their responsibilities and follow sickness reporting arrangements. Employees have the right to be accompanied at all stages of the formal procedure, by a colleague or trade union representative who can present matters on their behalf, sum up their case and respond to any views expressed. However, the employee is expected to answer questions directly. 18 While we will support employees who are unwell, we do have a responsibility to manage attendance. We will manage sickness absence informally in the first instance.

However, if the impact of the sickness absence on service, colleagues and/or other stakeholders becomes problematic or has a detrimental effect on service delivery, managers will be expected to initiate the formal procedure. 19 Managers will ensure that decisions are objectively taken and non- discriminatory. 20 All employees have the right to appeal against any formal action. 21 104

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19.4 What is sickness incapability? The employee must provide the following information: Sickness incapability is where an employee has high levels of sickness absence or is incapable of carrying out their job because of ill health. when they became ill; 1 the reason for their absence (e.g. migraine, chest infection etc); Very serious incapability, for example where an employee is unable to meet or maintain the required level of attendance, despite medical interventions and management support, may lead to retirement on the grounds of ill health or dismissal.

the likely duration of the absence and date of return (if known); and 2 an update on progress if you are absent for more than three days and also if your absence continues into a second week. 3 19.5 Attendance standards and trigger points The employee should, where possible, provide a brief indication of any pressing work tasks or issues that need to be covered in their absence. 4 The SSRO has a series of ‘trigger points’ that can help managers monitor an employee’s sickness absence and determine the appropriate cause of action.

5 Employees who are sick while on annual leave should follow the reporting procedure above in order to be able to claim back annual leave entitlement lost as a result of sickness Trigger points are for guidance only. Meeting a trigger point should prompt a review of the absence but does not automatically imply acting at that same point. In particular, managers should be sensitive to individual circumstances, and serious or underlying medical conditions may be taken into account when a manager determines whether or not to take action. 6 19.7 Certification 7 Employees must self-certify for periods of absence lasting seven calendar days or less by completing a self- certification form.

This can be done, if appropriate, during the return to work interview. 8 Managers should therefore review absence at the following points and should use their discretion in deciding an appropriate course of action. However, advice should always be sought from the HR Manager to ensure a consistent approach to managing sickness absence across the organisation. On the eighth calendar day of absence, employees must obtain a fitness for work statement (Fit Note) from their doctor and submit this to their manager no later than the tenth day of absence.

9 If the absence continues beyond the period covered by the initial Fit Note, further Fit Notes must be submitted to give continuous cover for the period of absence. Where a fit note is due to expire, the employee should update their manager on their likelihood of return, or whether a further period of absence is probable, before the original Fit Note expires. 10 The trigger points are: 11 5 working days (one week or separate occasions) in a rolling 6 month period; 20 working days continuous absence; or 12 when a pattern emerges (e.g. absence is linked to weekends or public holidays etc). Fit Notes should be forwarded to the HR Manager to be placed on the employee’s files.

13 A review of absence which has reached the trigger points could lead to either informal or formal action, or no action, providing, on advice from the HR Manager, the action can be justified in the circumstances and is consistent with action taken in other similar instances. 19.8 Dealing with sickness absence - informal action 14 Most issues relating to sickness absence can be resolved informally, through return to work discussions, informal review meetings, one-to-one supervision sessions and day- to-day management with the aim of improving attendance.

19.6 Reporting sickness absence 15 Employees (including homeworkers) who are unable to attend work because of sickness or injury must contact their manager by telephone (not by text or email), as soon as possible, and by no later than 10.00am on the first day of absence in accordance with the sickness notification and certification procedure. 16 Return to work interviews 17 Return to work discussions are one of the most effective ways of reducing sickness absence and should take place after each occasion of sickness absence. The manager should welcome the employee back to work and have a brief, informal conversation about the reason for the absence.

These should ideally take place face to face in private but on occasions may need to be by phone. They should focus on the employee’s wellbeing and: 18 19 In exceptional circumstances, i.e. where the employee is too ill to telephone their manager themselves, they must arrange someone to do this on their behalf. explore how the employee is feeling; 20 ensure that the employee is fit to return to work; discuss the reason for their absence; 21 105

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offer appropriate help and support; and Any occupational health report will also be made available to the employee. agree the next steps as appropriate. 1 If it appears that the reason for absence may be related to work place factors, steps should be taken, where appropriate, to alleviate those factors. Employees are expected to attend any OH appointments made for them. Where an employee declines to attend an OH appointment or to undergo an independent medical appointment, any subsequent management decisions will be made using the information available.

2 Informal absence review meeting The line manager should invite the employee to a meeting (giving at least 3 working days’ notice) if a more detailed conversation about the reasons for the sickness absence is required. If necessary, the employee will be provided a record of their sickness absence record over the previous 6 months. 3 As a matter of good practice, formal action should not normally be taken without appropriate and up to date OH advice. 4 Rehabilitation plans 5 The meeting should be supportive and the manager should explore any additional help that can be provided to improve attendance, for example, risk assessments, or additional training.

Where the employee has been on long term sickness absence but is likely to make a full recovery, the OH will provide a detailed report of the support and rehabilitation required to assist the employee’s return to work. The rehabilitation period will vary depending on circumstances, but would normally be expected to last between four and eight weeks. Hours and days worked should increase gradually over this period until the normal working pattern and duties are resumed. Payment will be made for the actual days or hours worked with the remainder of the employee’s normal working time classified as sickness absence until normal working is resumed.

6 The employee has no statutory right to be accompanied by a work colleague or trade union representative to an informal absence review meeting. 7 19.9 Informal actions for long term sickness 8 absence Line managers must keep in touch with employees who are likely to be absent for some time. They should agree at the start of the absence how often contact will be made. If the absence continues, further action may be necessary, including a referral to the occupational health adviser. 9 10 Other informal action 11 Where appropriate, as part of the informal process, monitoring of attendance or the development of an attendance plan may be considered prior to taking formal action.

Furthermore, as part of the informal process, managers may advise the employee that their attendance is below the required standard and that further absence may lead to formal action being taken. This may include dismissal. This will be confirmed in writing and a copy placed on the employee’s personal file. This record will only be relevant in the event that formal action subsequently becomes necessary.

12 19.11 Formal action If informal efforts to improve an employee’s sickness absence levels have not been successful, or a case of serious sickness incapability is having a significant impact on service delivery or the work group, the manager should consider inviting the employee to a formal sickness absence review meeting. 13 14 There are three formal stages to the Sickness Absence Management Procedure with the provision of an appeal at each stage. Timescales for each stage will depend on individual circumstances and some sickness absence issues may be dealt with over a longer or shorter period than others.

The point at which a manager decides to move an employee to the next stage of the procedure will vary from case to case. Factors to take into account include: If, as a result of the informal process, attendance levels improve to an acceptable standard, this should be confirmed in writing to the employee with a copy placed on the employee’s personal file. 15 16 19.10 Occupational health referrals 17 Where necessary, the HR Manager will arrange a referral to the occupational health (OH) adviser to seek advice on the employee’s fitness for work.

A referral may be made for frequent short-term or intermittent sickness absence or long-term sickness absence and may also be made whether or not the employee is, or has been, absent from work on ill health grounds. the issues causing the absence; the effect the absence is having on service delivery and/or colleagues; 18 any additional support that could be given; and 19 The HR Manager will liaise with the occupational health adviser if specialist medical information is required from the employee’s General Practitioner, Specialist or Consultant. A discussion will take place with the employee to explain the process and obtain their consent prior to the referral taking place.

whether attendance has improved as a result of the informal processes. On occasion, and following medical advice, it may be the case that if there is no possibility of a return to work within a realistic timeframe, then it may be necessary to escalate the procedure by going straight to Stage 3. 20 21 106

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Stage 1 Where the employee is unable, for good reason, to attend the meeting on the proposed date, it may be postponed once and another date set. If the employee fails to attend the rescheduled meeting and no satisfactory reason is given, the manager hearing the case will have discretion to proceed in the employee’s absence. Employees will be required to attend a formal Stage 1 absence management meeting where:

1 the circumstances of the sickness absence requires formal action at an early stage; or 2 following earlier discussions, there has been a recurrence of unsatisfactory attendance previously addressed through the informal process; or If the employee’s chosen companion is unable, for good reason, to attend the meeting on the proposed date, the employee should be asked to propose another reasonable alternative date which should be within 5 working days of the original date. 3 following earlier discussions the required attendance levels have not been attained; and/or The purpose of the meeting will be for the manager to:

4 the sickness absence is having an ongoing adverse impact on service delivery and/ or colleagues. review the sickness record (i.e. number of days and any patterns of absence); 5 The manager will normally be expected to chair the meeting. However, another manager at the same or higher level may be asked to convene and chair the meeting if the employee’s manager feels compromised, in which case advice should be sought from the HR Manager.

discuss the reasons for absence; 6 consider any relevant medical information or HR advice which is available; Before convening the meeting, the manager should seek up to date medical advice from OH on the employee’s health including, if necessary, whether they are fit enough to attend a formal meeting. This is specifically relevant in the case of employees who are on long term sickness absence. consider whether the employee may be disabled as defined by the Equality Act 2010 (see note at the end of this section); 7 consider any financial implications if agency or other cover is being provided; 8 Meetings will normally take place in the office.

However, where the employee is unable to come to the office for the meeting, the manager may wish to consider holding the meeting at the employee’s home, with the employee’s permission, or at some mutually agreed venue. In such cases, the manager should always be accompanied. identify/discuss the employee’s ability to do their job and consider whether any reasonable adjustments need to be made or other reasonable steps taken; 9 discuss any information that the employee provides (i.e.

personal, domestic, welfare, work issues, that the absence is connected to); 10 11 The manager will write to the employee to invite them to the Stage 1 meeting, giving them reasonable notice (between 5 - 8 working days) of the meeting, including the date, time and location and including a copy of this procedure. discuss the OH report, if applicable, the prognosis and timescales for improvement; 12 establish the likelihood of reoccurrences or future sickness absences that may affect the employee’s fitness for work; and The letter will also:

13 confirm that the meeting is a formal Stage 1 sickness management meeting in accordance with the Sickness Absence Management Procedure; explain the impact on the service delivery and/ or work colleagues who are required to cover the absence. 14 set out the reason for the meeting and who will be attending; Some of these points may already have been established prior to the meeting. If it becomes clear that more specialist information from occupational health would inform the situation, the manager may adjourn the meeting until advice has been obtained.

15 include a short but clear outline of the sickness absence levels, the reasons for concerns and, if appropriate, the impact of the absence on service delivery and/or colleagues; 16 17 advise the employee that they have the right to be accompanied to the meeting by a work colleague or trade union representative; and 18 advise that the employee may provide documents or evidence in advance of the meeting. The employee will be provided with a copy of the relevant documentation, to be referred to at the meeting, including a copy of this Managing Sickness Absence Procedure.

19 If the employee intends to refer to any documentation they must provide this information to the manager, at least two working days before the meeting. The Chair may decide not to consider any information supplied later than this. 20 21 107

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