DRAFT MANAGEMENT OF EMPLOYEE CAPABILITY: ATTENDANCE MANAGEMENT POLICY

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1 DRAFT MANAGEMENT OF EMPLOYEE CAPABILITY: ATTENDANCE MANAGEMENT POLICY

2 CONTENTS Section Page 1 Introduction 2 2 Scope 2 3 Key Responsibilities 3 4 Definitions used Within the Policy 3 5 Recording & Monitoring 4 6 Occupational Sick Pay 4 7 Sickness Absence Reporting Procedure Sickness Occurring During Annual Leave 6 9 Short-Term Absence 7 10 Long-Term Absence 9 11 Contact During Absence Occupational Health Referral Returning to Work Phased Return to Work Redeployment Ending Employment and Retirement Injury at Work Medical/Dental Appointments Employee Assistance Programme Related Documents 15 Appendices 1 of 15

3 1 INTRODUCTION 1.1 NHS 24 aims to maximise the attendance at work of all employees, however it is recognised that a certain level of absence due to ill health may occur. It is also recognised that there will be occasions where, after consideration, employees who cannot attend work due to their health problems may not be able to continue working. NHS 24 is committed to supporting employees wherever possible under these circumstances. 1.2 The purpose of this policy is to assist managers and employees to address sickness absence to ensure that sickness absence levels are maintained within acceptable levels, that a fair, consistent and supportive approach is adopted when managing employees who have health problems and that our occupational health service is used for mutual benefit. 1.3 This policy is, by definition, broad because every case of sickness absence will differ. It is therefore important that managers use discretion in the application of this policy when dealing with individual cases. 1.4 This policy and its procedures have been developed in accordance with the provisions of relevant legislation and PIN Guidelines. 2 SCOPE 2.1 This policy applies to all NHS 24 employees, whether permanent or fixed term, as well as secondees, regardless of grade, length of service or hours worked. It does not apply to agency workers or contractors. 2.2 Any individual circumstances involving alcohol, drug or substance abuse should be managed in line with the Substance Misuse Policy. 2.3 Any employee on long term sick absence should be managed in line with NHS 24 s Managing Employee Capability Policy. 2 of 15

4 3 KEY RESPONSIBILITIES 3.1 There are many stakeholders involved in attendance management, eg employees, line managers, Human Resources, Employee Representatives. The key responsibilities of stakeholders are summarised below. 3.2 Employees Maintaining regular attendance at work. Being aware of and understanding this policy. Following the absence reporting procedures. Maintaining regular contact with their line manager throughout any absence and keep him/her up-to-date with progress. Submitting appropriate medical certificates timeously. Participating in return to work interviews after any period of sickness absence. 3.3 Managers Managing sickness absence within their area of responsibility, reviewing sickness absence levels on a regular basis and addressing any areas of concern. Ensuring that all employees, including new members of the team/department are aware of and understand this policy and the absence reporting procedure. Ensuring absence reporting procedures are followed. Maintaining regular and reasonable contact with employees during periods of absence, ensuring that awareness of the individual s progress and likely duration of absence. Supporting employees in order that they can return to work. Conducting return to work interviews with employees after any period of sickness absence. Recording accurate individual absence information. Initiating appropriate occupational health referrals. 3.4 Human Resources Providing assistance, advice and support to managers and employees in the management of sickness absence, including Return To Work Interviews. Collecting, analysing and publishing (where appropriate) departmental and organisational absence statistics. Notifying employees before occupational sick pay is reduced to half pay and when it expires. Promoting the consistent application of the Attendance Management Policy and Procedures. 3.5 Employee Representatives Providing assistance, advice and support to employees during the management of sickness absence. 4 DEFINITIONS 4.1 A list of definitions of terms used within this policy is provided in Appendix 1. 3 of 15

5 5 SICKNESS ABSENCE RECORDING & MONITORING 5.1 NHS Scotland has a responsibility to establish effective systems for recording and monitoring attendance in a consistent format. There are various reasons for this, including: Identifying possible health problems early resulting in effective management or occupational health support. Fulfilling requirements under the Statutory Sick Pay Regulations. Ensuring appropriate payment of Occupational Sick Pay Allowance. Identifying attendance patterns, frequency and length of absences. Enabling creation of statistical reports to key stakeholders, eg Scottish Executive, NHS Scotland, NHS 24 Executive Team, Partnership Forum. 5.2 Regularly reviewing sickness absence rates, employee turnover, levels of redeployment and the number of terminated contracts and ill-health referrals will also contribute to the evaluation and audit of this Policy. 5.3 Employee absence records (eg self-certificates, medical certificates, return to work interview forms and meeting notes) will be maintained in accordance with Data Protection Act. 6 OCCUPATIONAL SICK PAY 6.1 All employees have an entitlement to occupational sick pay in accordance with their Conditions of Service, summarised as follows: Continuous NHS Service During the first year of service During the second year of service During the third year of service During the forth and fifth years of service After completion of 5 years service Occupational Sick Pay Entitlement 1 month full pay and 2 months half pay 2 months full pay and 2 months half pay 4 months full pay and 4 months half pay 5 months full pay and 5 months half pay 6 months full pay and 6 months half pay 6.2 Occupational Sick Pay will normally be paid on submission of either self certificates or medical certificates. 6.3 Employees will be informed, in writing, when their Occupational Sick Pay is reduced to half pay and when it expires. 6.4 Any abuse of the sick pay provisions will be dealt with in accordance with the Disciplinary Policy & Procedure. 4 of 15

6 7 SICKNESS ABSENCE REPORTING PROCEDURE 7.1 Absences of 1 to 7 calendar days inclusive On the first day of absence, employees must personally report their non-attendance at the earliest opportunity but within at least an hour of their scheduled start time. This will allow alternative arrangements to be made to cover the individual s workload and minimise the impact on colleagues. Front line employees must report their non-attendance, via their designated absence reporting telephone number, to the on duty Clinical Services Manager. HQ Directorate employees must report their non-attendance to their line manager or, if unavailable, to the Directorate Executive PA When notifying their absence, the employee should advise the nature of their sickness absence, give an indication of the expected length of absence and an estimated date of return to work Employees are personally responsible for reporting their absence. However, in the event that an employee is unable to personally report their absence, notification will be accepted on their behalf in exceptional circumstances. The person notifying the absence must confirm their name and relationship to the employee If an employee is unable to return to work on the date anticipated, ongoing absence must be reported as per Clause above As soon as an employee becomes fit to return to work or if they are likely to return to work earlier than anticipated, the employee must report this via their designated absence reporting procedure; as detailed in clause Employees who work shifts, must report their fitness to return to work regardless of whether they would be resuming to days off If the employee does not return to work on their next scheduled working day/shift, the absence will be considered continuous If an employee becomes ill whilst at work, they should notify their line manager or designated manager before leaving the workplace. If an employee goes home during their working day/shift, this will not be counted as sickness absence but will be recorded for the purpose of sickness absence monitoring Thereafter, employees must report their absence as per Clause On an employee s return to work, a return to work interview must be conducted during which a Self-Certification/Return to Work Form will be completed. See section Failure to adhere to the absence reporting procedures will be considered unauthorised absence and may be dealt with in accordance with the Disciplinary Policy & Procedure. This may ultimately lead to lead to an employee being disqualified from receiving Occupational Sick Pay unless there were exceptional circumstances. 5 of 15

7 7 SICKNESS ABSENCE REPORTING PROCEDURE (cont) 7.2 Absences of 8 calendar days or more Employees must obtain a medical certificate from their General Practitioner and submit this to their local Human Resources Department without delay. Failure to submit medical certificates in a timeous manner may result in sick pay being withheld If an employee does not return to work when the certificate expires, then further consecutive medical certificates must be provided covering all dates of sickness absence Employees must contact NHS 24 via their designated absence reporting procedure to provide an update on their ongoing absence and progress, eg submission of further medical certificates or expected return to work date A final medical certificate confirming the date the employee is fit to resume duties must be submitted before or on the day of return to work On an employee s return to work, a return to work interview must be conducted during which a Self-certification/Return to Work Form will be completed. Failure to complete the necessary documentation could lead to the employee being disqualified from receiving Occupational Sick Pay unless there were exceptional circumstances Failure to adhere to the absence reporting procedure will be considered unauthorised absence and may be dealt with in accordance with the Disciplinary Policy & Procedure. 8 SICKNESS OCCURRING DURING ANNUAL LEAVE 8.1 If an employee becomes sick during annual leave and has followed the sickness absence reporting procedure (including the submission of relevant certificates) they will be regarded as being on sickness absence. 6 of 15

8 9 SHORT-TERM ABSENCE 9.1 Short term absence is the period of time covered by a self-certificate i.e. up to and including seven calendar days. The following trigger points highlight when it may be appropriate for a manager to meet with an employee to discuss their sickness absence: Frequent short-term sickness absence. Unauthorised sickness absence. Any noted pattern of absence. 3 or more episodes of sickness absence in any rolling period of 6 months. 8 days sickness absence in any rolling period of 12 months. Stress related absences. Musculo-skeletal related absences 9.2 The employee must receive reasonable notice (normally 7 calendar days) of this meeting in writing.. The meeting can, however, take place earlier with the employee s agreement. 9.3 The purpose of this meeting will be to: Reflect the manager s concern. Explore how the manager can support the employee to improve their level of attendance. Discuss the frequency and reasons for absence. Ensure that the employee is aware that their absence record is giving cause for concern. Discuss any possible underlying reasons for the absence and to encourage the employee to seek medical attention from their General Practitioner, if appropriate. To explore the option of a referral to Occupational Health or, where appropriate, discuss the content of an occupational health report (see Section 12). Consider any personal problems the employee may have and explore how the employee can be supported during this time. Agree a reasonable period of time over which the employee s attendance will be monitored and agree the level of improvement expected. Explain the consequences of not reaching the required level of improvement. This is not a disciplinary meeting, however, the employee may, if they wish, be accompanied by an employee representative or work colleague for additional support. 9.4 Whilst it is recognised that the vast majority of sickness absence is caused by genuine illness, such absences may, however, result in a standard of attendance which is unacceptable. 9.5 The employee will receive written confirmation of the outcome of this meeting. The letter should include a clear indication of the expected improvements of the levels of attendance required, details of any support the manager is going to provide, dates of the monitoring period and consequences if there is no improvement in the level of attendance. 7 of 15

9 9.6 If at the end of the agreed monitoring period, or sooner if required, there is no significant improvement in the employee s level of attendance, a further meeting will take place between the individual and their manager to discuss the circumstances further. If appropriate, the formal stages of the Management of Employee Capability Policy & Procedure will be followed. 9.7 The Management of Employee Capability Policy and Procedure states that where an employee is failing to perform to an acceptable standard in their post, because of attendance, after being given informal guidance and support, a formal meeting will be arranged with the employee by his of her line manager within 21 calendar days of the informal stage being exhausted. 9.8 During the meeting the employee will be clearly informed of the precise deficiencies which have been identified in their performance and of the required improvement in their standard of their work. The potential consequences of failing to meet the agreed performance level must also be clearly explained to the employee. There must be an opportunity for the employee to answer these points and to explain any difficulties which they many have had or are having, followed by a discussion on the ways and means by which the desired improvement may be achieved. 9.9 An employee who continues not to meet the desired performance levels will be reviewed through the remaining formal stages of the Management of Employee Capability Policy and Procedure. If after the third formal stage the manager believes the required performance improvement to be unattainable by the employee in their current post, consideration will be given as to whether dismissal is the appropriate option. Where the employee is dismissed, they will have the right to appeal. 8 of 15

10 10 LONG-TERM ABSENCE 10.1 Long term absence is defined as any absence over 4 consecutive weeks. Each employee s case however will be reviewed as their circumstances progress with the approach taken being determined by the employee s particular circumstances In all cases of long-term absence, the following general principles will apply: Regular and reasonable contact will be maintained between the line manager and the employee. The method and frequency of this contact will depend on the individual s particular circumstances, but may be by telephone, in writing or through meetings at suitable locations. Advice and guidance will be sought from our occupational health providers. Consideration will be given to all options available to facilitate the employee s return to work. See Manager s Guide for further information There may be occasions when managers consider it appropriate to meet with individuals to discuss their sickness absence. The purpose of this meeting will be to: Reflect the manager s concern. Explore how the manager can support the employee to improve their level of attendance. Find out the nature and progress of the employee s illness and recovery. Discuss what support or assistance can be offered to help the employee return to and remain in work. Ensure that the employee is aware that their absence record is giving cause for concern. Discuss the outcome of an occupational health referral and, if appropriate, consider further occupational health involvement (see Section 12). Consider any personal problems the employee may have and explore how the employee can be supported in resolving them. Discuss any concerns or answer any questions the employee might have about their absence. Discuss any future action in line with other NHS 24 policies, ie Management of Employee Capability Policy. This is not a disciplinary meeting, however, the employee may, if they wish, be accompanied by an employee representative or work colleague for additional support The employee will receive reasonable notice (normally 7 calander days) of this meeting in writing. The meeting can take place earlier with the employee s agreement The employee will receive written confirmation of the outcome of this meeting. 9 of 15

11 11 CONTACT DURING ABSENCE 11.1 NHS 24 has a duty of care with regard to employees health whether they are experiencing a period of long-term or short-term absence. In addition, NHS 24 has a responsibility to ensure the provision of an efficient service and must, therefore, make alternative arrangements to minimise the impact of any absence. For these reasons, managers will keep in regular and reasonable contact with employees throughout periods of absence from work. This will ensure that managers are providing the right level of support to employees during sickness absence periods The method and frequency of this contact will depend on the individual s particular circumstances, but may be by telephone, in writing or through meetings at suitable locations By keeping in contact with employees, they will be kept up-to-date with organisational developments and will have the opportunity to discuss any concerns they may have Equally, employees are encouraged to maintain informal contact, eg if able, employees may wish to arrange with their line manager to visit colleagues in the workplace during a period of extended absence Where an employee s absence is unauthorised and they have failed to follow the absence reporting procedure, managers will make reasonable attempts to contact the employee, including use of emergency contacts Employees should be reminded of the Employee Assistance Programme as per paragraph of 15

12 12 OCCUPATIONAL HEALTH REFERRAL 12.1 A manager can initiate an occupational health assessment for an employee at any stage during periods of long-term absence but certainly within the first 4 to 6 weeks of absence. For all stress related absences this must be initiated no later than two weeks after an employee has gone on sickness absence In addition, a manager may request an occupational health referral be made for an employee if they have periods of frequent short-term absence or a health problem impacting on their ability to carry out their role (Appendix 4) The purpose of an occupational health referral is: To obtain as full a picture as possible of the nature and extent of the employee s health and its relation or relevance to their employment circumstances. To establish if any reasonable adjustments can be made or support offered in order to help the employee return to work or remain at work. To assess the employee s fitness to carry out the duties of their post. To obtain a view of Disability Discrimination implications compliance An occupation health referral can include obtaining a report from the employee s General Practitioner/Specialist or an independent occupational health assessment with an occupational health practitioner Information obtained from an employee s General Practitioner/Specialist or independent occupational assessment will only be released with their informed consent and in line with the Access to Medical Reports Act Managers aim to support and manage employees who are off sick by making informed decisions. If an employee chooses not to participate in an occupational health referral, the line manager will continue to monitor the employee s attendance as normal. If the employee s attendance becomes problematic, this may be managed in line with the Management of Employee Capability Policy and Procedure However, any decision concerning your continued employment will, of necessity, be based on the limited information available at the time. 11 of 15

13 13 RETURNING TO WORK 13.1 On return to work after every period of sickness absence, line managers will meet with employees to discuss their absence and to conduct a return to work interview. The purpose of this is to ensure that the employee is fit to resume their full range of duties During the return to work interview, a Self-certification/Return to Work Form must be completed (see Appendix 2). 14 PHASED RETURN TO WORK 14.1 There may be occasions particularly after periods of long-term absence when an employee may need additional support to assist their return to full duties. In these circumstances, to help the individual return to and stay in work, a phased return to work may be appropriate A phased return to work is a reasonable temporary, short-term adjustment to an employee s work until they are fully able to return to normal duties. In most circumstances, a phased return to work will be for a duration of up to 4 weeks The aim of a phased return to work is to remove or reduce any risks or obstacles that may hinder an employee s return to work following illness Any phased return to work programme will be planned and agreed between the employee, their line manager and the local Human Resources Advisor, with advice sought from our occupational health providers where appropriate (see Appendix 3) A phased return to work programme can include: A period of refresher training. Altering the employee s working pattern or hours of work. A gradual build up from reduced hours to full contractual hours over an agreed period of time. Providing the employee with mentor support. Changes to an employee s duties. A temporary transfer to a different role within the organisation. Any other appropriate measures A phased return to work programme will include: Clear details of the temporary arrangements. Details of targets and timescales. Checks that will need to be made to make sure the plan is put into practice. The dates when the plan will be reviewed. Payment arrangements during the return to work programme, including liaison with Central Resource Team, Payroll Department and Human Resources Department Where an employee s contractual hours of work have been reduced as part of a phased return to work programme for a period of up to 2 weeks, this will be paid at full normal pay. 12 of 15

14 14 PHASED RETURN TO WORK (cont) 14.8 Where an employee s contractual hours of work have been reduced as part of a phased return to work programme for a period greater than 2 weeks, the individual will not be financially disadvantaged, ie they will receive no less pay than they would receive had they continued on sick leave, ie: Where an employee continues to be eligible for Occupational Sick Pay at full pay on return to work, they would receive full pay, irrespective of the hours worked. Where an employee continues to be eligible for Occupational Sick Pay at the rate of half pay on return to work, they would receive either half pay or payment for hours worked, whichever is the greater. Where an employee s entitlement to Occupational Sick Pay was exhausted at the time of returning to work, they would receive payment for the actual hours worked, provided that this amount is at least equal to or greater than any Statutory Sick Pay or Sickness Benefit payments During a phased return to work, an employee may request outstanding annual leave in order to increase pay to normal weekly levels When participating in a phased return to work, an employee will not be regarded as being on sickness absence. If an employee is absent from work as a result of sickness during a phased return to work programme, this must be reported in accordance with the Sickness Absence Reporting Procedure outlined in Section Where an employee commences a phased return to work programme involving a reduction in contractual hours and then resumes sickness absence, the rate of pay received for any subsequent phased return to work programme involving a reduction in contractual hours will be discretionary At the end of the phased return to work programme, it is expected that the employee will return to full, normal duties. 15 REDEPLOYMENT 15.1 If our occupational health practitioner advises that an employee is unable to continue working in their substantive post for health reasons, the manager, with support from Human Resources, will investigate whether suitable alternative employment opportunities are available to enable the employee to continue working For further information, please refer to the Management of Employee Capability Policy. 13 of 15

15 16 ENDING EMPLOYMENT AND RETIREMENT 16.1 The option to terminate an employee s employment on the grounds of incapacity due to ill health will only be considered after all options for reasonable adjustment or redeployment have been fully investigated and exhausted A decision to terminate employment on the grounds of incapacity will be based on a recommendation from our occupation health practitioner and with prior consultation and discussion with the employee For further information, please refer to the Management of Employee Capability Policy If the employee is a member of the NHS (Scotland) Superannuation Scheme they may be eligible to apply for early benefits on the grounds of ill health. Further information can be obtained from the local Human Resources Department or the Scottish Public Pensions Agency at: NHS (Scotland) Superannuation Scheme Scottish Public Pensions Agency 7 Tweedside Park Galashiels TD1 3TE Tel: INJURY AT WORK 17.1 It is imperative that all workplace accidents and dangerous occurrences are reported in accordance with the Health & Safety Policy and Procedure If an employee cannot attend work as a result of an injury sustained at work and, as a consequence, their earnings are reduced, the employee may be eligible for an award under the NHS Injury Benefits Scheme whether or not they are a member of the NHS (Scotland) Superannuation Scheme. Further information can be obtained from the Human Resources Department or the Scottish Public Pensions Agency at: Scottish Public Pensions Agency 7 Tweedside Park Galashiels TD1 3TE Tel: of 15

16 18 MEDICAL/DENTAL APPOINTMENTS Medical and dental appointments are not considered to be sickness absence. Employees must, therefore, arrange such appointments in their own time or at a time which is least inconvenient to the service. Where appropriate, annual leave, time off in lieu or shift swaps can be used to enable the employee to attend. Requests for time off to attend medical or dental appointments must be made via line managers. Employees attending ante-natal clinics should receive time off in accordance with NHS 24 s Maternity Policy and Procedure. 19 EMPLOYEE ASSISTANCE PROGRAMME NHS 24 provides an Employee Assistance Programme (WELL) which offers independent, confidential information and advice on a wide range of issues, a listening ear or professional counselling when employees most need it. This service is available to all employees and, in certain circumstances, close family members. WELL can be contacted directly by employees or referred through their line manager on Full details can be found on the intranet. 20 RELATED DOCUMENTS Staff Governance Standard NHS Terms & Conditions of Service Substance Misuse Policy Disciplinary Policy & Procedure Health & Safety Policy & Procedure Management of Employee Capability Policy 15 of 15

17 APPENDIX 1 ATTENDANCE MANAGEMENT POLICY SICKNESS ABSENCE Definitions used within the Policy Sickness Absence This occurs when ill-health, including disability or accident, makes an employee unfit to work. It also occurs when a doctor advises an employee to stay away from work due to illness, convalescence or the possibility of being contagious. Short-Term Absence Short-term absence is the period of time covered by a self-certificate (up to and including 7 calendar days). This type of absence does not normally have a set pattern and is usually caused by minor, and in most cases, unconnected ailments. Frequent Short-Term Absence This is where an employee has a number of short-term absences which may or may not be related. Long-Term Absence Long-term absence is determined by the Scottish Executive as the period of time covered by a medical certificate (ie over seven calendar days) and is reported accordingly by this definition. To ensure effective operational management, within NHS 24, long-term absence is considered as any absence over 4 consecutive weeks. Unauthorised Absence This occurs when an absence: Is not supported by a medical certificate; Has not been reported in line with the sickness absence reporting procedure; Has not been previously authorised by line management; Is not authorised by any other Leave Policy. Phased Return to Work A phased return to work is a reasonable temporary, short-term adjustment to an employee s work until they are fully able to return to normal duties.

18 APPENDIX 2 ATTENDANCE MANAGEMENT FORM SELF CERTIFICATION / RETURN TO WORK SECTION A 1. Personal Details Name..Line Manager Team No / Dept.. First date of absence?... Shift (if sent off duty) Date you reported able to resume duty?... Hours Worked Date you returned to work?...payroll Number X Absence Detail Absence Code: Sickness Absence Category (If applicable) Medically Certified Yes No Certificate sent to HR Yes No Specify Action (if applicable) Completion of this form constitutes a claim for the appropriate payment in line with your terms and conditions of service Do you consider the person fit to resume duties? Have you brought the employee up to date with any / all relevant work related matters Have you offered guidance and support as well as highlighting other support mechanisms e.g. Occupational Health Service, WELL and/or Human Resources? Have you identified any training needs Yes / No Yes / No Yes / No Yes / No Immediate actions taken or proposed as a result of the return to work meeting Employee comments on Return to Work Meeting (Additional sheets may be used if required) I certify that the above matters were discussed and the dates of absence specified are correct. I was given an opportunity to raise any concerns and state any comments I wished relating to my absence. Signed Employee. Signed Duty Team Leader/Manager. Date Date Section A to be completed by Duty Manager and forwarded to HR Department. Section B (part 1) to be completed and passed to the Line Manager to conclude and return to the HR Department

19 APPENDIX 2 ATTENDANCE MANAGEMENT FORM RETURN TO WORK SECTION B 1. Personal Details Name..Line Manager Team No / Dept.. First date of absence?... Shift (if sent off duty) Date you reported able to resume duty?... Hours Worked Date you returned to work?...payroll Number X Sickness Absence over past 12 months Periods:- Days:- 3. Action Is the employee aware of and indicated that they understand the content of the attendance management Yes / No policy and procedure and the purpose of the return to work meeting. Have you offered guidance and support highlighting the support mechanisms available Yes / No Occupational Health referral Yes / No Formal Meeting Required Yes / No Further action required (Specify) Immediate actions taken or proposed as a result of the return to work meeting Employee comments on Return to Work Meeting (Additional sheets may be used if required) Signed Employee. Signed Duty Team Leader/Manager. Date Date Section A to be completed by Duty Manager and forwarded to HR Department. Section B (part 1) to be completed and passed to the Line Manager to conclude and return to the HR Department

20 APPENDIX 3 NHS 24 ATTENDANCE MANAGEMENT FORM PHASED RETURN TO WORK PROGRAMME 1. Personal Details Name Team No / Dept Location Team Leader /Line Manager... Payroll No X Phased Return to Work Programe Duration of Phased Return to work Week1 Monday Tuesday Wednesday Thursday Friday Saturday Sunday Hours A/L used Week2 Week3 Week4 Week5 Week6 Week7 Week8 At the end of the return to work period it is expected that full duties and shift patterns commence Forward any shift information to appropriate departments eg CRT Record additional information in the space below (use additional sheets if necessary)

21 APPENDIX Progress during Return to work Programme Week Date Summary of Activities / Ammendments Date of next Meeting One Two Three Four Five Six Seven Eight Record additional details of meetings below use additional sheets if necessary Signed Employee. Date Signed Duty Team Leader/Manager. Date To be signed on completion of the Phased return to work Program then passed to HR Department for filing

22 APPENDIX 3 MANAGEMENT GUIDANCE Phased Return to Work Prior to undertaking any return to work meeting all forms should be obtained What is the purpose of a phased return to work? The purpose of the Phased Return to Work Procedure is to establish a temporary facility to restore the ability of an individual to work, thereby supporting employees to maintain their skills and confidence. The Phased Return To Work Procedure provides a mechanism which enables employees to return to work at an early date, with the ultimate aim of attaining full fitness to work What aspects of the job should be considered when designing a Phased Return to Work Programme? A clear written programme including timescales and review period must be agreed with the Line Manager and the employee before any return to work can take place. HR advice should be sought on any agreed variation to contract and pay policy to ensure that organisational policy is applied consistently. Additionally advice may be sought from the training team where appropriate. The following points will be considered and each decision should reflect the individual s own circumstances and in line with NHS 24 service requirements Training Requirements Socialisation back into the workplace Role within the organisation Equity with other employees Impact on patient care of continued absence Liaise with Practice Educators and HR Occupational Health advice regarding hours of work The use of accrued, but not prospective annual leave. However, this must not be the sole consideration.

23 APPENDIX 3 How long should the Phased Return to Work Programme last The length of a phased Return to Work Programme will vary depending on circumstances and considered in line with service requirements, occupational health advice etc. A Phased return to work can be anything between 1-8 weeks. The programme will normally be no longer than 8 weeks but in certain circumstances this can be extended by a maximum of 2 weeks at the Manager s discretion and in exceptional circumstances over 10 weeks authorised at directorate level. Is there any financial detriment when undertaking a Phased Return to Work? It is suggested that during the first 4 weeks of the return to work programme, the employee should receive their full pay irrespective of the hours worked. Should this programme continue in to the next 4 week period, the employee should be paid double the amount of hours actually worked to a maximum of full pay. It would be expected that the return to work period would only have to be extended in exceptional circumstances. Should a Risk Assessment be carried out before an employee returns to work? Consideration must be given to the Health and Safety of all employees, and not only that of the employee who is returning to work. Advice should be sought from your local Health and Safety representative in order to conduct this. (See Health and Safety Noticeboard). What do I do if the plan is not working? Phased return to work should be a flexible programme reviewed on a weekly basis and adjusted if required. What would happen if, at any stage, you have concerns that the employee is not fit to return to their contractual duties? If at any time there are concerns that the employee is not fit to return to their contractual duties a meeting should be arranged with HR and this may involve consideration of the circumstances under NHS 24 s Management of Employee Capability Policy.

24 APPENDIX 3 EMPLOYEE GUIDANCE PHASED RETURN TO WORK What is the purpose of a phased return to work? The purpose of the Phased Return to Work Procedure is to establish a temporary facility to restore the ability of an individual to work, thereby supporting employees to maintain their skills and confidence. The Phased Return To Work Procedure provides a mechanism which enables employees to return to work at an early date, with the ultimate aim of attaining full fitness to work What hours / shifts will I be expected to do during the Phased Return to Work? A clear written programme including timescales and review period must be agreed with the Line Manager and the employee before any return to work can take place. HR advice should be sought on any agreed variation to contract and pay policy to ensure that organisational policy is applied consistently. The following points will be considered: Training Requirements Socialisation back into the workplace Role within the organisation Equity with other employees Occupational Health advice regarding hours of work The use of accrued, but not prospective annual leave. However, this must not be the sole consideration. How long will the Phased Return to Work Programme Last? The length of a phased Return to Work Programme will vary depending on circumstances and considered in line with service requirements. A Phased return to work will normally be no longer than 4 weeks but in certain circumstances this can be extended by a maximum of 2 weeks at the Manager s discretion and in exceptional circumstances over 6 weeks authorised at directorate level. How often can I expect to meet with my line manager to discuss my progress or any concerns I may have? When your programme is being designed weekly meetings will be arranged and detailed on the programme. This will enable your development to be discussed and give you an opportunity to voice any concerns. What are the finance implications of a Phased Return to Work? It is suggested that during the first 4 weeks of the return to work programme, the employee should receive their full pay irrespective of the hours worked. Should this programme continue in to the next 4 week period, the employee should be paid double the amount of hours actually worked to a maximum of full pay. It would be

25 APPENDIX 3 expected that the return to work period would only have to be extended in exceptional circumstances. Should a Risk Assessment be carried out before an employee returns to work? Consideration must be given to the Health and Safety of all employees, and not only that of the employee who is returning to work. Advice should be sought from your local Health and Safety representative in order to conduct this. (See Health and Safety Noticeboard). What do I do if the plan is not working? Phased return to work should be a flexible programme reviewed on a weekly basis and adjusted if required. What would happen if, at any stage, there are concerns that the employee is not fit to return to their contractual duties? If at any time there are concerns that the employee is not fit to return to their contractual duties a meeting will be arranged with HR to discuss the matter further and this may involve consideration of the circumstances under NHS 24 s Management of Employee Capability Policy.

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