Attendance Management Policy. Policy Type Statutory Review period 2 years Date created: 2013/14 Next Review: 2015/ Introduction...

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1 Attendance Management Policy Governor Committee Responsible Full Governors School Staff member Responsible School Business Manager Policy Type Statutory Review period 2 years Date created: 2013/14 Next Review: 2015/16 Contents Page 1. Introduction Purpose and scope Employee responsibilities School Leadership responsibilities Notification of absence from work (sickness reporting) Return to work Interviews Trigger points (requiring management action) Attendance management meetings Dealing with long term absence Ill-health retirement teachers Ill-health retirement support staff Medical redeployment Dismissal on grounds of long term sickness Appeal against dismissal Role of occupational health Other policies and procedures Appendix 1: Bradford Factor - Explanation and Examples Appendix 2: Return to Work Interview Form Appendix 3: Record of Attendance Review Meeting Form

2 1. Introduction 1.1 Ryburn is committed to supporting and improving the health, wellbeing and attendance of all our employees. We value the contribution our employees make to the success of our students and to our school. This policy explains what we expect from leaders and employees when managing absence and how we will work to reduce levels of absence per employee per year. 1.2 We recognise that keeping employees at work and helping them return to work can make a positive contribution towards an employee s health and wellbeing. The school has a duty to maintain educational provision and to minimise disruption to students and other employees. 1.3 We respect the confidentiality of all information relating to an employee s sickness. This policy will be implemented in line with all data protection legislation. 2. Purpose and scope 2.1 This document applies to all staff within the school engaged under a contract of employment. The purpose is to encourage employees to achieve and maintain acceptable standards of attendance and to support consistent and fair treatment of all employees. 2.2 Regular, punctual attendance is implicit in every employee s contract of employment and we expect each employee to accept responsibility for achieving and maintaining a good record of attendance. We will support employees who have genuine grounds for absence including leave for absences not caused by sickness (see Leave of Absence Policy). We will use the services of an occupational health advisor where appropriate and where necessary will facilitate access to counsellors and rehabilitation programmes in cases of long-term sickness absence. 2.3 Where it is established that there is deliberate failure or negligence on the part of an employee (e.g. carelessness or an unwillingness to perform their duties) the Disciplinary Procedure will be used. 2.4 This procedure should not be used for cases concerning a genuine lack of capability (skill and aptitude) where the Capability Procedure must be used. 2.5 For cases relating to alcohol and/or drug dependency, the procedure should be read in conjunction with the school s Substance Misuse Policy. 2.6 For references in this policy to Bradford Factor (or Bradford Score) please see guidance and examples in Appendix Employee responsibilities 3.1 Employee responsibilities are as follows: To look after their own health to minimise sickness absence To attend work unless unfit to do so To acknowledge responsibility for their level of attendance To follow the sickness absence reporting procedures and submit necessary information. 2

3 The employee must inform their Line Manager of the reason for their absence, the anticipated length of the absence, any medical advice/treatment or medical appointments being sought/intend to obtain and any work commitments that may need rearranging. To ensure appropriate documentation is in place, ensuring that certification is provided for all consecutive periods of absence (failure to comply with reporting procedures may result in suspension of pay). To inform their Line Manager if they believe that the absence is either disability related or due to an accident at work To inform their Line Manager if there are any relevant work issues that need to be addressed or that they believe that their job is contributing to their ill health. To co-operate with referrals to occupational health and any other actions required to support a return to work. To communicate/meet with management during extended periods of absence or in the circumstances where an employee is medically unable to do so, make arrangements for an intermediary e.g., Trade Union Representative, family member, colleague. 4. School Leadership Responsibilities 4.1 School Leaders responsibilities are as follows: To proactively manage attendance and promote the well-being of their staff and where appropriate seek advice from our HR Advisor To monitor all sickness absence effectively by reporting and recording the information To ensure ongoing reasonable and sensitive contact with the employee is maintained and records kept of the content of discussions and/or meetings To ensure appropriate notice is given to employees for formal meetings and to allow representation at these meetings If necessary identify an intermediary to forward relevant information to the employee whilst the person is absent To support employees in the joint responsibility of identifying strategies to resolve issues of attendance To obtain occupational health advice where appropriate. 5. Notification of absence from work (sickness reporting) 5.1 Persistent failure to comply with the school s notification arrangements (or giving misleading or false statements) may result in possible loss of pay and/or disciplinary action. Where sickness absence is likely to be protracted, i.e. more than 4 weeks, the leader and the employee should maintain contact at agreed intervals. 5.2 SMS Text, and voic are not officially recognised as acceptable methods of notification of absence except with prior agreement of the line manager. Where text, or voic have been used to communicate non-attendance, the employee is still required to telephone their Line Manager/designated contact within 24 hrs. 5.3 Staff Absence Reporting Procedure: 3

4 5.3.1 Day one the employee must ensure that their line manager/cover manager is notified as early as possible but before the start of the school day, for teaching staff this needs to be before 8am. The nature of the illness needs to be disclosed and if possible a likely return to work date given. They must also advise of any work related matters to which their absence could be crucial in order to enable alternative arrangements to be put in place: Until such time as official certification is received i.e. a fit note, the employee should telephone their line Manager/cover manager giving an estimate of the duration of the absence and a likely date of return (ideally inform the school the day before of their return to work). Teaching staff need to inform the Cover Manager each day unless already informed All employees should contact school on the 4 th day to inform of continued absence, failure to do this may affect pay For sickness absence lasting between 4 and 7 days employees must, within one working day of their return to work, submit a completed Self-Certification Form to the Office Manager (forms can be accessed from the Office Manager) For sickness absence extending beyond 7 days (including Saturday and Sundays) employees must obtain by day 8 (and submit by day 9) the Statement of Fitness (fit note) from their doctor. The employee s continuing period of sickness absence must be covered by submitting medical certificates which should follow immediately on the expiry of the previous submitted fit note (and sent into the office no later than the next working day on the expiry of the previous fit note). 5.4 Fit note if the employee s doctor advises on the fit note that they may be fit for some work the Line manager will arrange for a meeting to take place with the employee to discuss appropriate ways of supporting them back into work by means of: altered hours, workplace adaptations or amended duties. If it is not possible to provide that support i.e. to make the adjustments (or the employee feels unable to return) then the fit note will be used in the same way as if the doctor advised that the employee was not fit for work. 6. Return to work interviews 6.1 A return to work interview may take place. These interviews are normally informal and the individual s line manager (or appropriate person) may discuss each absence with the employee on their return to work. The return to work interview should ideally take place within a short period following the return to work, depending upon circumstances. Records should be kept of each interview (see Appendix 2) and a copy provided to the employee. 6.2 At the interview the leader should: explain to the employee that the purpose of the return to work interview is to manage and monitor employee s attendance to identify problems and offer support where appropriate ask the employee about the reason(s) for their absence (verifying dates of sickness), ensuring that the question is asked in a supportive way and in a confidential environment check that the employee is well enough to return to work establish whether the employee has a disability and if so whether the provisions of the Equality Act apply (discussion around adjustments, modification of duties, retraining may be considered) 4

5 Establish whether their sickness absence is work-related and if so whether any health and safety issues need to be addressed. At this meeting the employee will be informed if they are in danger of hitting trigger point interviews, usually if they have had previous absence through sickness in the last 12 months. 7. Trigger points (requiring management action) 7.1 Short Term The Bradford Factor is a useful mechanism for assessing the level of sickness absence (particularly short term absenteeism which is particularly disruptive for staff and students) and can be used by employers to manage this problem proactively by the implementation of defined trigger points. The application of the formula S x S x D results in a points score (the Bradford Score) where: S = the number of separate occasions of absence within a specified period D = the total number of days absence over the same period. (See Appendix 1 for further explanation and examples of the Bradford Factor.) 7.2 School Trigger points: 3 or more instances of sickness absence in any 3 month period 100 points* over a rolling 6 month period in accordance with the Bradford Factor (*pro rata figure for part time employees) Any recurring, recognisable pattern such as frequent absence on a Friday/Monday, around public holidays etc. 10 days absence in a rolling 12 month period, where absence is a concern. 1 absence in excess of 2 weeks. 7.3 Long Term Any sickness absence in excess of two (consecutive) weeks is considered long term and leaders must consider whether a referral to occupational health is appropriate (except in the cases of stress, workplace accidents or musculoskeletal problems which should ideally be referred from the first day of absence or as soon as possible). 7.4 Any absence from work resulting from a work related incident (including violence, musculoskeletal problem or stress) must be reported to either the school health and safety manager (Mrs J Kendall) or the Headteacher (see Reporting of Accidents ). It is a statutory requirement that major injuries as defined and/or absence over 7 days through workplace accidents will require reporting to the HSE. 7.5 Absences that will be discounted from the trigger points include those that: relate to a pregnancy-related condition (could be classed as indirect sex discrimination) arise as a consequence of an employee s disability result from an accident at work, unless the accident was caused by employee s negligence 5

6 8. Attendance management meetings 8.1 Informal Meetings Employees may be invited to an informal meeting to discuss their absence rate and pattern and will discuss the consequences of hitting a trigger point, this may take place during a return to work interview. For example where an employee has hit 50 points, they may be invited by their leader to discuss the situation and informed that continued short term absences will result in them hitting the trigger point. 8.2 First formal meeting (step 1) As a result of an employee reaching one of the short term trigger points above, they will be invited to a meeting to discuss their absences, usually with their line manager or other designated person. They will be formally invited to attend an attendance management meeting and advised that they can be accompanied by a trade union or work colleague. A copy of their sickness absence will be attached and they will be informed that their absences have hit the trigger as a cause for concern. (An example of an attendance management meeting format is provided in Appendix 3.) 8.3 Interviews should be conducted in a sympathetic constructive manner. The purpose of the interview is to establish the facts and circumstances of the member of staff s sickness absence and, if deemed appropriate, develop a joint remedial strategy. The interviewer should seek to establish if the illness was workplace-related, if a doctor was consulted, the general nature of any medical advice and whether there are likely to be any future related absences. The interviewer should update the member of staff on any appropriate work issues. At the meeting the employee should be invited to put forward the reasons for their absences and ask for mitigating circumstances to be taken into account. Discussion will include a referral to occupational health if appropriate, whether the employee has a disability and likely to be considered disabled under the Equality Act 2010, remedial action and support measures as necessary. 8.4 The employee may be issued with an improvement target with timescales and advised of the next stage of the process should they fail to meet the improvement target. Targets will be as in short term trigger points above with a review period of up to 6 months. 8.5 Second formal meeting (step 2) Where the employee has failed to meet the improvement target, a second formal review period will be set with improvement targets and timescales (as in first formal meeting), see Appendix 3. It needs to be made clear to the employee that their continued employment may be at risk unless improvements have been made. 8.6 Third formal meeting (step 3) This is the final stage of the process and may result in the employee s dismissal. 8.7 When an employee has failed to meet the improvement targets at step 1 and step 2 the Senior Leader will prepare the case and present it to the headteacher (who has the authority to 6

7 dismiss). If the headteacher has been involved in the case, the hearing should be heard by a panel of up to 3 governors who have not been involved in the case. 8.8 Prior to the dismissal meeting taking place the leader should have considered: whether procedures have been followed whether the employee has had an opportunity to state their case referral to occupational health as appropriate whether reasonable adjustments have been considered and reference to Equality Act 2010 any new information that has come to light has it been made clear to the employee that their continued employment is at risk? 8.9 The employee has the right of appeal against any warning given and they should put in writing their grounds for appeal to the clerk to governors within 10 working days of the warning being issued The Chair of Governors must be informed in advance of any dismissal hearing 8.11 It is good practice to notify the local authority in advance of any dismissal hearing (in case this action might lead to a potential employment tribunal claim). 9. Dealing with long term absence 9.1 Absences over 2 weeks are considered long term. A referral to occupational health at this point would be considered appropriate (see below). However, it is recognised that leaders have discretion on whether to instigate an occupational health referral under circumstances where it is clear that a return to work is imminent and that no adjustments are required in the workplace. 9.2 To manage long term absence, the school should arrange an initial meeting with the employee (who may be accompanied by a trade representative or work colleague) to discuss the situation and determine whether any action should be taken. Thereafter, the Senior Leader/Line Manager should keep in regular contact with the employee and discuss any options for returning to work, following advice from the fit note/occupational health practitioner. 9.3 During informal meetings the leader can discuss re-referrals to occupational health, and plan the return to work. Consideration should be given to the likely duration of the sickness absence and its impact on the effective and efficient operation of the school. Where a member of staff has a serious condition or terminal illness they should be treated with greater sensitivity and sympathy and not subjected to overly rigorous monitoring procedures. 9.4 All meetings should be documented with copies provided to the employee. Throughout the period of absence the leader should keep the employee fully informed of his/her position and/or any changes in the working environment. 9.5 If the employee s work has either caused or contributed to the employee s illness, the issues must be fully explored by the leader and steps taken to ensure they are addressed prior to the employee returning. 7

8 9.6 The Headteacher may consider dismissal as a last resort once (after an investigation of the facts and following a proper process) all other options have been considered. 10. Ill-health retirement - teachers 10.1 If a teacher becomes too ill to continue teaching they may be eligible for ill-health retirement, this will only be granted if the medical evidence shows that the teacher is permanently incapacitated from teaching on both a full and part-time basis In such cases a referral to occupational health should be instigated by the Line Manager/Senior Leader to confirm eligibility. If the teacher meets the criteria, a certificate of permanent incapacity (CPI) will be issued by the approved occupational health doctor enabling the teacher to pursue ill-health retirement If the teacher does not wish to apply for ill-health retirement, a decision must be taken by the Head Teacher to instigate dismissal proceedings in line with Dismissal on Ill-health meeting to consider continued employment Where a teacher who is absent on sick leave applies to Teachers Pensions (TP) for an illhealth pension and is subsequently granted their pension, the school do not formally dismiss the teacher. In these circumstances, the teacher is declaring themselves unfit to return to work and the award of the pension is the trigger for the ending of the contract. The school should seek to agree a mutually acceptable date for the teacher s last day of employment which enables the teacher to have early access to their pension Total Incapacity Benefits and Partial Incapacity Benefits For applications for ill-health retirement received at Teachers Pensions there are two tiers of illhealth retirement: TIB (Total Incapacity Benefit) and PIB (Partial Incapacity Benefit). For both categories teachers must satisfy Teachers Pensions medical advisers that they are permanently incapacitated from teaching/lecturing on a full or part-time basis. Teachers will be assessed as meeting the criteria for TIB if they are deemed to be unable to undertake any gainful employment. They will be assessed as meeting the criteria for PIB if deemed to be permanently incapable of teaching/lecturing but capable of undertaking a range of other types of work The decision as to whether a teacher is awarded TIB or PIB will be determined by the DfE medical adviser based upon the medical evidence submitted with the employee s application. 11. Ill-health retirement - support staff 11.1 If a member of support staff becomes too ill to continue working in their current post they may be eligible for the award of ill-health retirement. The Local Government Pension Scheme (LGPS) has a 3 tier health system for those members with a certificate of permanent incapacity If the employee has to leave work at any age due to illness they may qualify for immediate payment of benefits, based on an opinion from an independent qualified doctor that they will be 8

9 permanently unable to do their own job and that there is a reduced likelihood of them being capable of obtaining alternative gainful employment before age In such cases a referral to occupational health should be instigated by the leader. If the employee meets the criteria, a certificate of permanent incapacity (CPI) will be issued by the approved occupational health doctor On receipt of the CPI, the leader should: i. Obtain an estimate of the ill health retirement pension figures ii. Arrange a meeting with the employee, who may be accompanied by their trade union representative or work colleague, to discuss possible options: early retirement on grounds of ill health redeployment within the school 11.5 If early retirement on the grounds of ill health is identified as the appropriate outcome, the Headteacher will instigate a dismissal meeting*. The employee will be given a written notice of termination with appropriate notice period. There is a right to appeal against this decision. They will also have the right to complain about any decision affecting their pension benefits including access to the West Yorkshire Pension Fund Internal Dispute Resolution Procedure. *Under LGPS regulations no provision exists for a member of support staff to gain access to their pension by means of early retirement through resignation on grounds of ill-health it is therefore necessary for them to be (by negotiated agreement) officially dismissed on grounds of illhealth capability There are graded levels (tiers) of benefit based on the likelihood of an employee being capable of obtaining alternative gainful employment after leaving their current position. The different levels of benefit are: Tier 1 - no reasonable prospect of being capable of obtaining gainful employment before age 65 Tier 2 - unlikely to be capable of obtaining gainful employment within 3 years of leaving Tier 3 - likely to be capable of obtaining gainful employment within 3 years of leaving, or before 65 if earlier. 12. Medical redeployment 12.1 Where a certificate of incapacity is not met, but where the occupational health practitioner/doctor considers that medical redeployment may be an option, consideration will be given to such redeployment. It will be the decision of the headteacher to determine whether it is a realistic prospect within the school. The duration of the redeployment period will be confirmed in writing and statutory notice given of the date when termination of employment will take place if no alternative employment is found This facility is time-limited to the notice period of the employee. Any offer of alternative employment made to an employee during the redeployment period is subject to a 4 week trial period to establish suitability. The 4 week trial period will not extend beyond the employee s notice period except in cases where retraining is required. 9

10 12.3 The occupational health practitioner s opinion may be sought regarding the employee s capability to undertake the duties of the post. There is no salary/grade protection in respect of medical redeployment to a lower graded post and the terms and conditions of employment will be those relating to the new post. 13. Dismissal on grounds of long term sickness 13.1 Procedures for long term sickness absence differ from short term intermittent sickness absence. How it is managed is dependent upon the medical prognosis, how long the employee continues to report sick, an expected return to work date and whether a return is sustainable. During all formal meetings/hearings the employee is entitled to be represented by a trade union representative or work colleague Formal Meeting Where a return to work is either unpredictable or the length of absence cannot be sustained by the school, the Headteacher/Senior Leader will carry out a formal meeting. The leader will write to the employee inviting them to the meeting, at which the employee is encouraged to be accompanied by a trade union representative or work colleague. The leader will discuss: whether a referral to occupational health would be appropriate any necessary support/reasonable adjustments required under the Equality Act 2010 previous attendance record, length of absence, current prognosis, impact on students/colleagues any steps the employee may be taking to help his/herself potential outcomes if the absence continues i.e. dismissal on grounds of ill-health with or without pension (although information will be sought from occupational health re consideration of ill-health retirement if applicable) `` 13.3 Dismissal on Ill-health meeting to consider continued employment The appropriate leader will usually have held at least one formal meeting prior to this stage and will (where a certificate of incapacity has not been provided) prepare a case for dismissal on the grounds of ill-health. At this point the Chair of Governors (as the employer) should be made aware that dismissal is being given serious consideration and should by informed of the details of the proposed hearing in accordance with paragraph Considering dismissal for unsatisfactory attendance The three basic principles of natural justice are: the individual is fully aware that their attendance record is unsatisfactory the individual has had the opportunity to improve their attendance the individual has been allowed to make representations on his/her own behalf The employee must be given at least 5 working days notice of this meeting to consider their continued employment. The dismissal hearing may be heard by the chair of governors or by a panel of (up to 3) governors or (if the headteacher has not previously been involved) the 10

11 headteacher. If the dismissal hearing is heard by more than one individual a chair shall be nominated to chair the meeting and hear the case for dismissal The Senior Leader will prepare the management case (with accompanying documentation such as sickness record, summary of occupational health information, other relevant information) for dismissal and a copy will be sent to the panel/headteacher and the employee prior to the meeting During the meeting the Senior Leader will present their case with a recommendation of dismissal and take questions. The employee (or their representative) will then be given the opportunity to present their case and take questions. Following presentations from both sides the chair of the meeting will call an adjournment to consider the decision Where a decision is taken to dismiss, the outcome letter (to be sent by recorded delivery) will inform the employee of the clear reason(s) for dismissal and inform them of their date of termination. They will also be informed of their right of appeal, and to whom the appeal should be sent. For members of the West Yorkshire Pension Scheme, the employee also has the right to complain to the relevant authority about any decision affecting his/her pension benefits. 14. Appeal against dismissal 14.1 In order to exercise their right of appeal against dismissal, the employee must put in writing, to the clerk to governors, their grounds for appeal within 10 working days of written notice of termination of employment The appeal hearing will be held within 10 working days of receipt of the employee s letter of appeal. The employee will be given at least 5 working days notice of the hearing. The appeal will be heard by governors or senior leaders not previously involved in the matter Procedure for the Appeal Hearing Following introductions and the explanation of the purpose of the hearing and how it will be conducted, the member of staff and their representative/companion are invited to present their grounds for appeal. Where grounds are unclear, the panel/chair may ask for clarification. The panel/chairperson is obliged to ensure that all relevant issues have been thoroughly explored. The Chair of the original panel presents the reasons for the decision taken in the hearing and may call the leader who brought the case as a witness in the appeal hearing After all the material has been thoroughly explored the chair will make a determination to either change the previous decision or alternatively to disallow the appeal The member of staff will be informed of the outcome of the appeal hearing in writing normally within 5 working days of the date of the appeal hearing. The decision of this panel is final. 15. Role of occupational health 15.1 Occupational Health nurses and doctors have a duty to give independent informed professional guidance and advice on work and health matters. Occupational health is about the impact of work upon health and also the impact of the state of health upon work. 11

12 15.2 A referral to occupational health is also a requirement to enable an employee to obtain illhealth retirement where (if they meet the criteria) they receive a certificate of permanent incapacity from an approved occupational health doctor. This documentation is then used in the employee s application to either Teachers Pensions or West Yorkshire Pension Fund (local government pension scheme) in order to access their pension Occupational health can assist in establishing the exact nature of the employee s illness, estimating the likely duration of the illness/absence, the impact of an employee s health on their ability to discharge their duties and advice on measures to be put in place to support the employee in their return e.g. redeployment, part-time working, reasonable adjustments etc It can also identify whether any adjustments are required to enable an employee to do their job in line with the Equality Act Additionally the occupational health practitioner can provide an assessment as to the fitness of the employee to attend a meeting/hearing while they report sick Information provided on the occupational health referral form must be comprehensive and the questions asked must be relevant and clear in order to enable a meaningful report to be produced. Any re-referrals to occupational health must apprise the occupational health practitioner of progress to date and what action has been taken in the interim period Occupational health reports written to management are for their consideration within the overall context of a holistic overview of the entire workplace and the requirements of the school as a whole. 16. Other policies and procedures 16.1 This policy will be supported by the following policies and procedures: Leave of Absence Policy Appraisal and Capability Policy 12

13 Appendix 1: Bradford Factor Explanation and Examples The disruption caused by frequent short-term absences is often significantly greater than that caused by (more predictable) long-term absences. The Bradford Factor assesses the irregularity of an employee s attendance by combining measures of absence frequency and duration. These parameters indicate whether an individual s sickness absence record comprises a few, or many, spells of short or long duration. They can be used to monitor trends in sickness absence, to provide trigger points and to derive comparative figures. The simple calculation required to derive the Bradford score is: S x S x D or (for those of a mathematical bent) S 2 D where S equals the number of spells of absence within a specified period and D equals the total number of days of absence in that same period Example: This example illustrates the Bradford scores for three employees, each with the same annual absence over the identified period (in this case 12 days over 1 year). Employee 1: 1 absence of 12 days - Bradford score = 1 x 1 x 12 = 12 points Employee 2: 6 absences of 2 days each - Bradford score = 6 x 6 x 12 = 432 points Employee 3: 12 absences of 1 day each - Bradford score = 12 x 12 x 12 = 1,728 points Comparison between sickness absence rates and average Bradford score can be revealing and can help to target action appropriately. A high absence rate and a low Bradford score clearly indicates that absence is due to a small number of staff with long absences. In contrast, low absence and a high Bradford score shows that there is a small number of staff with frequent short-term absences. How will absence be monitored using the Bradford score? The initial trigger point will be a defined score such as, for example, 150. When individuals have accrued 150 points or more over a rolling 12 month period, it will trigger consideration of a Stage One formal warning. If a first formal warning is issued, a Stage Two warning will be considered at a point where a score of (for example) 500 has been attained. If there is insufficient improvement following a Stage Two warning being issued and a score of (say) 750 is reached, the employees dismissal may legitimately be considered on the grounds of an unsatisfactory attendance record. 13

14 Appendix 2 RETURN TO WORK INTERVIEW FORM * * * CONFIDENTIAL * * * Date of Return to Work: EMPLOYEE DETAILS Full Name: Job Title: Line Manager: RETURN TO WORK DISCUSSION Discussion around reason for absence Are there any issues relating to the recent absence that the employee thinks the school should know about? E.g. work related, disability Is the employee well enough to return to work? Do any support/adjustments need to be considered? Is the employee in danger of hitting trigger points I understand that this information will be used for the purposes of recording and monitoring sickness absence. Signed Employee Date Signed Line Manager Date 14

15 Appendix 3 1 st Meeting 2 nd Meeting RECORD OF ATTENDANCE REVIEW MEETING With reference to the RVHS Attendance Management Policy the following information should be used to discuss why a meeting is required and what support will be provided to improve the staff s attendance. * * * CONFIDENTIAL * * * Date EMPLOYEE DETAILS Full Name Interviewer (Line Manager/Senior Leader) Other People Present EMPLOYEE ABSENCE SUMMARY Insert 12 month summary from Vision. Bradford Factor Score of 100 or more over 6 month rolling period. 10 days sickness absence over 12 months Have any of the school trigger points been hit 3 or more instances of sickness absence over a 3 month period 1 Absence in excess of 2 weeks Any recurring, recognisable pattern such as frequent absence on a Monday/Friday 15

16 RETURN TO WORK DISCUSSION 1. Verification: Are the absence dates and the reasons listed above correct? 2. When did you consider yourself fit to return to work? 3. Did you see a GP/ seek health advice? 4. Are there any issues relating to the recent absence that the employee thinks the school should know about? (Is any of the absence work related?) 5. Does the employee consider themselves to have a disability? 6. Are there likely to be any further related absences in the imminent future? 7. Considering the circumstances does the employee agree that an improvement in their sickness absence record is necessary? 8. Is a referral to Occupational Health required? If yes, please complete the relevant referral Form and send it to Occupational Health ACTION PLAN FOR IMPROVEMENT/ SUPPORT (Detail the agreed actions as appropriate: OH referral; stress risk management; counselling; remedial actions; change of role, duties and other adjustments; targets for improvement) Employer Action Employee Action What will success look like? Timescale Date of next review meeting: Signed Employee: Signed Line Manager/Senior Leader: Date: Date: Please Note: Significant staff absence has a detrimental effect on the performance of the students you are contracted to teach and on your colleagues. If no significant improvement has taken place over the agreed review period the employee must be aware that they may be dismissed on the grounds of ill health REVIEW OUTCOMES (to include explanation of next steps) 16

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