The Corporation of The City of North Bay

Transcription

1 The Corporation of The City of North Bay SECTION II: COMPENSATION & PERFORMANCE POLICIES HUMAN RESOURCES POLICIES AND PROCEDURES APPROVED: AUGUST 5, 2003 Revised: November 7, 2005 SUBJECT:ATTENDANCE MANAGEMENT PROGRAM ALL EMPLOYEES Table of Contents POLICY # 2-05 POLICY CHAPTER General Statement of Policy Key Objectives... 3 CHAPTER Recognition of Exemplary Attendance The Need for Attendance Management The Nature of Absenteeism... 4 CHAPTER Employee s Responsibilities Manager /Supervisor s Responsibilities Human Resources/Safety Co-ordinator Responsibilities... 7 PROCEDURES CHAPTER Attendance Standards

2 4.2 Identifying Potential Attendance Problems... 9 CHAPTER Absence Reporting Procedure Return to Work Procedure GUIDELINES CHAPTER Assistance Corrective Action (a) Appeal Process The Initial Interview or Counselling Session Five Formal Stages to Handling Innocent Non-Culpable Absenteeism Content of the Meetings Non-Disciplinary Discharge CHAPTER Culpable Absenteeism APPENDICES Appendix 1 Attendance Calendars...19 Appendix 2-13 Sample Attendance Review Letters Appendix 14 Sample Recognition Letter 40 POLICY CHAPTER GENERAL STATEMENT OF POLICY The City of North Bay is dedicated to providing its services to the public in a prompt and cost effective manner. All Civic employees contribute to this objective, and their regular attendance is essential in maintaining service levels. Employees have a responsibility for maintaining their health and ensuring their regular attendance at work. Regular attendance is an expectation of employment. It is an essential duty of each job. It is the policy of the Corporation of the City of North Bay to manage attendance and encourage the proper use of income protection plans. The Corporation will recognize exemplary attendance by 2

3 employees. (See Appendix 14 page 40). It is also the policy of the Corporation to manage attendance and ensure proper use of income protection plans e.g. Sick Leave, Long Term Disability, and Workers Compensation. The policy will be administered in accordance with the Ontario Human Rights Code. 1.2 KEY OBJECTIVES to promote improved attendance and employee wellness; to foster awareness of the importance of good attendance; to minimize instances of absenteeism in the Corporation; to establish Corporate standards and procedures regarding attendance; to respond systematically to instances of excessive innocent absenteeism; to administer the Attendance Management Program in an equitable manner, responsive to individual circumstances. 2.1 Recognition of Exemplary Attendance CHAPTER 2 The Corporation expects and values the participation of all of its employees by daily attendance in the workplace. For those employees with exemplary attendance in a given work year, there will be a program of recognition at a personal and Corporate wide level. The nature of such recognition will be non-monetary. 2.2 The Need for Attendance Management If supervisory personnel are consistent in dealing with attendance problems: planning can be carried out effectively; costs will decrease because of reduced overtime, less use of replacement staff and fewer hours lost due to staff absences; the Corporation s public image improves because clients have confidence in the delivery of services; employees who need help with attendance problems have access to the assistance they might need through the Employee and Family Assistance Program, and the Corporation may be able to provide further assistance to employees with attendance problems; attendance problems take less time because they are dealt with earlier and are resolved more effectively; relations between the employer, the unions, and the employee improve; 3

4 . employees will recognize there is a fairness to the system and understand that abuses will not be tolerated; stress levels for employees remaining on the job will be reduced. 2.3 The Nature of Absenteeism The intention of the City s Attendance Management Program is to manage attendance of employees in a supportive and positive fashion and unless otherwise proven, treat each absence as justified, while requiring employees to be accountable for such absences. Overview Absences can occur for many reasons. Most are legitimate, while others are completely avoidable. All absences have the potential to disrupt the workplace. Each type of absence must be handled differently. Abuse of the income protection plans will be dealt with as a disciplinary matter. On the other hand, someone who is genuinely ill will be given every reasonable consideration appropriate to their circumstances. A culpable absence is distinct from, and different than, a legitimate absence which is known as an innocent absence. Chapters 2 through 6, including the Corrective Action described in Chapter 6, are intended to deal with innocent absences. A culpable absence will be dealt with through the disciplinary process, as described in Chapter 7 of this policy. Innocent Absenteeism The term innocent absenteeism evolved in the 1970's as a result of the recognition that many absences arise due to an employee s involuntary condition and the acceptance that a different type of treatment was warranted. It is now felt that such absences ought not be dealt with through disciplinary responses such as suspensions. Employers and arbitrators are in agreement that punishing an employee for becoming ill is not likely to keep him (or others) from doing it again. Hence, the term innocent is used. However, even where an employee has been absent through no fault or blame of their own, the employer is not prevented from taking steps to remedy an attendance problem. Thus, the concept and process of discharge from employment because of innocent absenteeism was developed by arbitrators to balance the competing interests of employees and employers. One of the earliest statements of law on this point reflects these competing considerations: 4

5 The first basic principle is that innocent absenteeism cannot be grounds for discipline, in the sense of punishment for blameworthy conduct. It is obviously unfair to punish someone for conduct, which is beyond his control and thus not his fault. However, arbitrators have agreed that, in certain very serious situations, extremely excessive absenteeism may warrant termination of the employment relationship, thus discharge in a non-punitive sense. Because the relationship is contractual, and the employer should have the right to the performance it is paying for, the employer should have the power to replace an employee on a job, notwithstanding the blamelessness of the latter. If an employee cannot report to work for reasons, which are not his fault, he imposes losses on an employer who is also not at fault. To a certain extent, these kinds of losses due to innocent absenteeism must be borne by the employer. However, after a certain stage is reached, the accommodation of the legitimate interests of both employer and employee require a power of justifiable determination in the former. Examples of innocent absences include: sick leave, with or without pay, even though the employee has a medical certificate; frequent visits to a doctor, medical practitioner, dentist, etc.; family problems for which no solutions seem available. Excessive Absenteeism The concern is not absenteeism as such but rather excessive absenteeism. Anything that describes an absence does not necessarily describe a problem, but excessive absenteeism is a strong indicator of an underlying problem. What is excessive depends upon what is considered to be normal and can be assessed by a review of the corporate standards and the particular individual s situation and the circumstances of his/her absences. (see Chapter 4). Culpable Absences Examples of culpable absences include: absence without a valid reason; unsubstantiated absence, where evidence of the reason is required; presenting false reasons for the absence; 5

6 abuse of income protection plans. Culpable absences should be dealt with in accordance with the Culpable Absenteeism procedures (see Chapter 7). 3.1 EMPLOYEE S RESPONSIBILITIES CHAPTER 3 It is the responsibility of each employee to take all steps necessary to ensure they are able to: Attend work regularly. Comply with the Absence Reporting Procedures and provide all relevant information in reporting absences. Make every effort to attend to personal affairs and obligations outside working hours. When requested, employees submit medical certificates from a duly qualified medical practitioner. When requested, provide doctor(s) with written communication from the Corporation concerning the availability of modified work. Prior to returning to work after an absence of more than five (5) consecutive days, (four (4) consecutive shifts for those working four (4) shifts per week or tour of duty), it is the employee s responsibility to make the necessary arrangements through his or her Supervisor or, where applicable, give the proper notice to the Supervisor in accordance with the Collective Agreement. During their absence, employees will maintain contact with their Supervisor, on a reasonable basis to be established by the Supervisor in the circumstances. 3.2 MANAGER S/SUPERVISOR S RESPONSIBILITIES The authority and accountability for managing attendance shall be primarily with the immediate exempt/non-union Supervisor or other person designated by the Corporation. Supervisors will identify issues, initiate appropriate actions and follow-up on cases in progress as follows: Ensure that all employees are aware of the Corporation s Attendance Management Program and the employee s responsibility within the terms of this Program. Ensure employees have been advised of their responsibilities to attend work regularly, to 6

7 maintain contact with the Supervisor, if absent, and to provide information to the Corporation sufficient to manage the disability. Communicate with absent employees on a regular basis. Initiate attendance record and authorization for sick leave benefits or Workers Compensation. When an employee reports absence, the Supervisor will confirm: (a) (b) (c) (d) (e) (f) reason(s) for the absence; (enough information to ascertain the basis for the absence); expected duration; where appropriate, what the employee is doing to assist their situation; where appropriate, what the City can do to assist; (explore modified work) establish a schedule for further contacts; and if warranted, request an attending physician s certificate. If absence is work-related, investigate and prepare an Investigation Report. In all cases of extended absences (more than ten (10) days) for non-job related medical reasons, notify the Director of Human Resources and the Safety Co-ordinator for consideration of modified work. Co-operate with the Safety Co-ordinator to formulate appropriate return to work strategies. Monitor and document the absence profile of each employee and assess if frequency and patterns of absence are within the Corporation norm. Take appropriate action. Undertake appropriate response to Human Resources recommended actions. Interview, counsel and refer employees in accordance with the terms of the Program. When necessary, advise employees, in writing, of the Corporation s expectation with respect to improving attendance. On advice from Human Resources, the letter(s) will advise that should the employee be unable to attend work regularly in his/her present position, one or more of the following will occur: (a) further medical information may be required; (b) reasonable accommodation strategies will be considered to assist the employee to regularly attend work and perform the essential duties of the job; (c) alternate positions suitable for the employee s functional abilities will be considered; (d) employment status may be reviewed and a non-disciplinary termination may result, if consistent with the provisions of any applicable Collective Agreement. 7

8 3.3 HUMAN RESOURCES/SAFETY CO-ORDINATOR RESPONSIBILITIES The Human Resources Department will co-ordinate the management program for disabled workers within the framework of the Corporation s policies and will communicate with appropriate parties to bring about successful claims management outcomes. Human Resources will provide the following support services to departments: Maintain a current record of sick leave credits and usage for each employee; Prepare and distribute quarterly attendance statistics and identify those individuals who have exceeded the Corporate standard for that period. Recommend actions. Prepare and distribute, in February, the annual level of sick leave usage for each Department, for the previous calendar year and the preceding 4 year period; Liaise with the employee s personal physician with the employee s written consent. Any confidential medical information obtained from the employee in accordance with this policy will be used solely for the purposes of managing absenteeism and providing accommodation pursuant to the Ontario Human Rights Code; Refer employees for Functional Abilities Evaluation to assess an employee s ability to perform his/her regular job tasks or to consider a Modified Work Program; Provide assistance to the Department in developing case management strategies; Co-operate with Supervisors to formulate appropriate return to work strategies; Keep Supervisors informed of the employee s progress, the possible or planned return to work date and the potential need for accommodation of temporary or permanent disabilities; Identify employees with exemplary attendance. Regular liaison with WSIB and Case Management Workers. The Safety Coordinator, will assist with the development, implementation and monitoring of Return to Work and Modified Work Programs. Provide training to Managers/Supervisors on the implementation of this policy. Participate in the appeal process. PROCEDURES CHAPTER Attendance Standards The Corporate average sick leave usage for employees was 6.5 days per year as of January 1, The Employer will be using a standard of six (6) days per year per employee as the trigger point for identifying potential attendance problems and triggering a Stage 1 procedure. The Human Resources Department, on a quarterly basis will provide each Department Head with 8

9 information identifying: the number of incidences of absence for each employee; the number of days of sick leave used by each employee of the Department; the average sick leave usage per employee of the Department for the previous six (6) month period; the Corporate average sick leave usage per employee for the six (6) month period; those employees who exceed the Corporation s standard and recommend actions to manage each case. A Supervisor may also wish to more closely monitor the attendance of an employee whose absenteeism exceeds the acceptable standard. This can be accomplished by use of the Employee Attendance Record available from Human Resources. (See Appendix 1- page 19) 4.2 Identifying Potential Attendance Problems The Manager/Supervisor will review the Attendance Management summaries every six (6) months and consider those employees identified by Human Resources whose attendance record is above the Corporate standard of six (6) days per year. Where an employee s attendance exceeds the acceptable standard, the Manager/ Supervisor will review the employee s attendance record. If, in their opinion, considering the number, length, pattern and reasons for the absence, corrective action is warranted, the steps as laid out in this Policy will be implemented. Human Resources will be advised of the decision taken by the department. Where corrective action is warranted, follow-ups will be scheduled for every three (3) month period with that employee. 5.1 Absence Reporting Procedure CHAPTER 5 All employees are expected to properly notify the designated Supervisor regarding absences and when returning to work. impending Where practical, the call-in to report an absence should be made by the employee, and not someone on his or her behalf. The timings of the call-ins will be established by individual departments. Call-ins are to be made directly to the employee s immediate Supervisor or designate not clerical 9

10 staff or a co-worker. Doctor s Certificate A Doctor s Certificate may be required: (a) for all injuries and illnesses, whether work related or not, where the City has a concern regarding the employee's fitness to return to work. (b) where otherwise authorized under the terms of the Collective Agreement. Note: The Corporation is not seeking medical prognosis. Each Doctor s Certificate will include the following information: (a) the physician s name; (b) the date of the visit; (c) a declaration that the employee is fit or unfit for work (regular work or modified work); (d) the dates the employee is being advised to remain off work; (e) a return to work date if possible; and (f) the physician s signature. Failure to follow this procedure may result in a denial of sick leave benefits if consistent with the Collective Agreement. Note: The Corporation will pay the cost associated with the completion of a Functional Assessment. Abilities 5.2 Return to Work Procedure The employee is responsible for contacting the Supervisor to notify of their return whether to regular or modified duties. If requested and, where appropriate, the employee will provide a Doctor's Certificate acceptable to the Corporation prior to his/her returning to work. The Corporation may request further medical certification from the employee s physician regarding the employee s ability to return to regular or modified duties, if the doctor indicates that some restrictions will apply, further treatment is needed or some accommodation is required. The Employer will reimburse staff for such medical requests to a maximum of twenty-five dollars ($25.00) per occurrence. Where the Corporation has reasonable grounds for concern regarding an employee s fitness to return to regular work, it may require the employee to undergo an independent medical assessment 10

11 or a Functional Abilities Evaluation. Where circumstances warrant, appropriate releases of medical information will be obtained to allow the Corporation and the employee s physician to communicate easily regarding the employee s ability to return to regular duties or modified work. GUIDELINES CHAPTER Assistance Supervisors should always be alert to employees exhibiting signs of personal problems that are affecting their attendance or performance. Supervisors are not expected to be all things to all people - they are not doctors, lawyers, financial experts, etc. - but they should be aware that all of these services are available to employees through the Employee & Family Assistance Program. Where a problem appears to fall in this category, Supervisors should encourage the employee to seek assistance through the Employee & Family Assistance Program. 6.2 Corrective Action If an employee s absenteeism is excessive, the Supervisor must make the employee aware of the situation and try to impart some understanding of the importance of correction. This is done through an initial information interview or counselling session wherein the Supervisor will: (a) advise the employee of the number of occasions and days lost to date; (b) review the Corporation s expectation of regular attendance at work; (c) inform the employee of the problems caused by absenteeism; (d) ask for the employee s input; (e) discuss reasons for absenteeism and, if appropriate, make the employee aware of EFAP; (f) set goals and time frames with the employee concerning improved attendance; (g) schedule follow-up interviews; 11

12 (h) document all discussions; copies should be sent to Human Resources; (i) copies of any follow-up letter to the employee will be forwarded to Human Resources and the applicable Association/Union. It should be remembered that if an employee believes a discussion with a Supervisor might be the basis of disciplinary action, the employee has the right to have a Union representative present at the discussion. 6.2 (a) Appeal Process Employees may appeal actions taken under this policy by notifying the Director of Human Resources in writing. Where an appeal is initiated the Director of Human Resources and the Senior Manager will review the merits of the appeal. Where a bargaining unit employee initiates an appeal, a designated Union representative will also form part of the Appeal Committee. It is not the Corporation s objective to terminate an employee s employment. The objective is to achieve regular attendance through positive corrective actions. By following the suggestions and steps outlined in this handbook, supervisors and employees will be encouraged and supported in maintaining good attendance. 6.3 The Initial Interview or Counselling Session It should be remembered that if an employee believes a discussion with a Supervisor might be the basis of disciplinary action, the employee has the right to have a Union representative present at the discussion. The Discussion Atmosphere The atmosphere can determine if the discussion will be one of confrontation or co-operation. The atmosphere created by the participants will not only influence the result of this discussion, but all future discussions between the parties. In all discussions, the Supervisor should: ensure confidentiality; show respect for the individual s integrity; use a tone which demonstrates genuine concern rather than anger or discipline; take a positive approach, emphasizing future improvements rather than a poor history. Place yourself in the employee s position and ask yourself how you would wish to be spoken to if the situations were reversed. Employees respect Supervisors who can tactfully communicate the 12

13 need for performance improvement. Preparation For any interview or counselling session, preparation is important. The following guidelines may help in that preparation: focus on why you are meeting with the employee. Review the file and past attendance record. Try to identify any similar problems in the past, any of the reasons, and any action taken to resolve the problems; if appropriate, speak to other Supervisors who may be able to provide insight into any problems with employee and their cause; make suitable arrangements for the discussion well in advance to ensure privacy; set a time that is mutually suitable to you and the employee; be sure to allow enough time for the discussion; organize the information carefully to ensure that all facts are in order before the interview. Unless there is tangible evidence to the contrary always assume you are dealing with innocent or non-culpable absenteeism. 6.4 Five Formal Stages to Handling Innocent/Non-Culpable Absenteeism Introduction If the employee does not show any improvement after three months, and continues to exceed the average absenteeism rate, then formal administrative/corrective action procedures will follow. The following outlines the administrative procedures to be followed by Supervisors in pursuing formal corrective action. Stage One The Supervisor meets with the employee (and Union representative, where applicable) and reviews the employee s attendance record since the initial meeting. The employee is advised that their attendance is not satisfactory and he/she is encouraged to take steps to correct the situation. This meeting is followed up with a letter from the Supervisor reviewing the attendance record and expectations for improvement. (See Appendix 2 page 20) A copy of this letter and all subsequent attendance-related correspondence is to be forwarded to the employee s Union, if applicable, and a copy forwarded to Human Resources for the employee s personal file. 13

14 A documentation of the meeting should be completed by the Supervisor. (See Appendix 3 and 3(a) pages 21-22). The employee s attendance is then monitored to ascertain if there is any improvement. If attendance has improved over a period of three (3) months, a congratulatory letter is sent to the employee. (See Appendix 5 page 25). If no improvement is evident, another interview will take place within the next (3) months with the employee and Union (where applicable). Repeat Appendix 2 letter (page 20) and document interview using Appendix 4 and 4 (a) pages 23-24). If no improvement is evident in the next review period, the matter proceeds to Stage 2. Stage Two If no improvement is noted during the three month period following issuance of the initial letter, the Supervisor should meet with the employee and his/her Union representative to review the employee s attendance, to encourage the employee to seek assistance to attend work regularly, and to explore other avenues to achieve improved attendance. A letter documenting this discussion and the action plan agreed upon is to be forwarded to the employee by the Supervisor, with a copy to the Union, where applicable, and a copy to Human Resources. (See Appendix 6 page 26). A documentation of the meeting should be completed by the Supervisor. (See Appendix 7 and 7(a) pages 27-28). The Supervisor will closely monitor the employee s attendance during the next threemonth period. If attendance has improved over a period of three months, a congratulatory letter is sent to the employee. (See Appendix 5 page 25). If no improvement is evident, the matter proceeds to Stage Three. Stage Three If attendance has not improved, the Supervisor meets with the employee and his/her Union representative and advises that if there is no significant improvement in attendance during the next three (3) month review period, further action including termination may occur. This meeting is followed up with a letter to the employee confirming this discussion. (See Appendix 8 pages 29, 30). Copies to be forwarded to Human Resources and the employee s Union, if applicable. A documentation of the meeting should be completed by the Supervisor. (See Appendix 9 and 9(a) pages 31-32). Stage Four 14

15 If no improvement is evident during the Stage Three review period, the Manager/Supervisor will send a letter to the employee advising that termination of the employee s employment is being considered. The employee is directed to attend a meeting with the Manager/ Supervisor and the Supervisor of Human Resources and the Union to show cause why such action should not be taken. (See Appendix 10 page 33, 34). A documentation of the meeting should be completed by the Supervisor. (See Appendix 11 and 11(a) pages 35-36). If the employee shows cause why his/her employment should not be terminated, and/or is willing to abide by conditions of continued employment, the employee will be given one last opportunity to improve attendance. If it is considered appropriate to offer conditions of continued employment to the employee, a letter documenting the conditions agreed to will be prepared. If the employee fails to show cause, and/or is unwilling to abide by the conditions of continuing employment, the meeting will be concluded and the employee advised that the Manager/Supervisor will review the matter further and that termination is being considered. The Manager/Supervisor and Director of Human Resources shall jointly prepare a recommendation for the consideration of the Chief Administrative Officer. The Department Head will forward a letter to the employee advising of the decision. Any action taken will be consistent with the collective agreement. Stage Five If improvement occurs during the three (3) month monitoring period following the showcause meeting, the Manager/Supervisor will meet with the employee to review the progress made. A letter documenting this meeting and arranging for a follow-up meeting will be prepared. (See Appendix 12, page 37). If there is no improvement during the monitoring period following the show-cause meeting, the Manager/Supervisor will forward a letter of termination to the employee. (See Appendix 13 page 38). NOTE: The Corporation expects that improved attendance will be maintained over the long term employment relationship. Where it appears that such improvement is not sustainable within one (1) year, the administrative action will be resumed at the stage where such action was previously suspended. 15

16 Where an improvement is maintained for a period of one (1) year then any future attendance issue will be commenced at Stage 1. All correspondence arranging meetings to discuss attendance should include a reminder to the employee of his right to Union representation at the meeting. As well, at the outset of each meeting with an employee to discuss attendance related matters, the employee should be reminded of his/her right to Union representation. 6.5 Content of the Meetings The purpose of each meeting is to make the employee aware of his/her absence record and attempt to determine the cause(s). In addition, these meetings will identify the level of the employee s commitment to improved attendance. The employee should be advised these meetings are considered non-disciplinary. Meetings convened following Stage Three will be attended by the employee, the immediate exempt Supervisor, the Department Head/Manager, the Director of Human Resources and, if the employee so desires, his/her Union representative. The meetings will cover the following elements: (a) the employee s attendance record; (b) any patterns which exist ( seasonal, frequent one-day absences, absences before/after weekends etc.); (c) the Department s concern with the level of absences and overall well-being of the employee; (d) the negative effects of absenteeism on: (i) productivity (ii) costs (iii) continuity of service (iv) fellow workers having additional work (e) the steps being taken by the employee to improve his/her attendance; (f) the availability of the Employee/Family Assistance Program; (g) the requirement for medical documentation supporting absences; (h) discussion of a commitment to improve that includes a specific action plan to deal with the employee s specific situation fairly. The action plan may include: (i) referrals for treatment 16

17 6.6 Non-Disciplinary Discharge (ii) further monitoring (iii) counselling (iv) training (v) demotion or transfer where it is evident the job contributes to an employee s unsatisfactory attendance. Where positive intervention fails to resolve the situation in severe, well-documented cases of Non-Culpable Absenteeism, employees can be released through a non-disciplinary discharge. Any non-disciplinary discharge must be consistent with the collective agreement. Check List for Non-Disciplinary Discharge The employer must have accurate records to provide documented proof that the employee s absenteeism is excessive in relation to the norm for the Corporation. The employer must act fairly and without prejudice or discrimination. The employer must be able to provide documented evidence that: the employee was made aware that a problem existed; the employee was counselled; the employee was offered assistance; every consideration was shown for reasonable absences; every reasonable opportunity was given for the employee to improve. Before termination, the employer must demonstrate that the employee is unlikely to be able to maintain regular attendance in the future. This can be demonstrated by evidence of a known chronic, medical problem or by a record of inability or unwillingness to improve. clear CHAPTER Culpable Absenteeism In a case of Culpable Absenteeism, the employee may have no excuse for the absences, give a false reason, or provide no proof when it is required (for example - A Doctor s 17

18 Certificate.) This type of absence is totally within the employee s control and is a direct violation of the employment agreement between the employer and employee. It may be deliberate or as the result of repeated bad judgment. Meeting with Employee Within three (3) days of becoming aware of the occurrence, the Supervisor should notify the employee there is a concern regarding the absence(s) and: the Supervisor will immediately arrange a meeting with the employee and Union representative and request an explanation for the absence(s); the Supervisor will make a determination based on the facts presented; if the employee offers no explanation for the absence(s) or if proof of misrepresentation is available, progressive disciplinary action is warranted. The Supervisor will review the facts with the Department Head and a course of disciplinary action determined. The Department Head/Supervisor will prepare a letter to the employee identifying the facts and the progressive disciplinary action being taken. A copy of the letter is to be provided to the employee s Union and Human Resources. NOTE: Misrepresentations may apply to any and all types of leave benefits. Misrepresentation of leave benefits is considered a serious offence and may result in suspension and/or termination of employment. It is not the Corporation s objective to terminate an employee s employment. The objective is to correct attendance problems through positive corrective actions. By following the suggestions and steps outlined in this handbook, supervisors and employees will be encouraged and supported in maintaining good attendance Att Mgt Revised: June 17, 2005 Approved: July 5, 2005 Revised: Nov. 7,

19 W:\HUMRES\Policies\Approved Policies\Attendance Management Policy - Revised Nov 7 05.doc APPENDICES Attendance Calendars Appendix 1 It is not possible to manage and to resolve attendance issues unless we know the attendance record of each employee. Therefore, every Supervisor is responsible for ensuring the attendance of their staff is recorded and in the case of sick and vacation reported electronically to Human Resources. Supervisors are also encouraged to maintain attendance Calendars can assist considerably in carrying out this responsibility, but they must be used consistently and kept up to date. Human Resources will maintain a computer system and provide access to supervisor to view their employee sick and vacation records. These along with the attendance calendars will provide a complete and up to date record of each employee s attendance without consulting any other source. It will help you to detect any developing patterns of absenteeism and permit you to intervene quickly. It will provide all the information you need to review attendance with your employees. Procedure for Maintaining an Attendance Calendar 1. Prepare an Attendance Calendar for each employee. Keep the records in alphabetical order and place them in a three ring binder. 2. When an employee is absent, make a note on his/her calendar in the space provided for that day. Follow the codes at the bottom of the form to indicate the type of absence. 3. The back of the form can be used to record such things as: dates you discussed attendance with the 19

20 employee, any concerns you expressed to the employee, dates for follow-up meetings etc. 4. Because you only need to make an entry when an employee is absent, the time required to maintain the Attendance Calendar is minimal. But it will prove to be a most effective, versatile tool for managing staff attendance. 5. Each Department will be provided with a new set of Attendance Calendars at the beginning of each year. File away the old binder in a secure location in case the record is required to review attendance performance over a period of time beyond the current year. 6. Record only factual notes on the calendar that can be defended in the future. You should not record any comments that you would not make directly to the employee. 7. Supervisors should try to speak to each employee periodically to promote awareness, to praise good attendance or to express concern about poor attendance. In the case of non-union employees, attendance should also be included for discussion as part of the annual performance appraisal. 20

21 CONFIDENTIAL Appendix 2 DATE NAME Dear : Re: Attendance Management Stage 1: The City s Attendance Management Program monitors all employees and addresses innocent absenteeism which occurs when by no fault of your own you are absent from work because of a legitimate illness or injury. The reason for the absence is not the concern, but rather, the need to meet attendance expectations and standards. A review of your attendance record for the period to indicates your absenteeism has exceeded the Corporation s standard. Specifically, your record shows you were absent on occasions for a total of days/hours in 200_, and days/hours, to date, this year. The City of North Bay is committed to providing a healthy work environment for all staff. Absenteeism affects all of us, especially immediate co-workers, because it results in interrupted workflow, reduced staff morale, delays in service and reduced quality of service. While the validity of your absences is not being questioned, the Department must insist upon regular attendance. I must therefore advise you that immediate, significant improvement is required. Your attendance record will be monitored closely and reviewed again in three months time. You are encouraged to take the steps necessary to ensure regular attendance at work. You should also be aware that the Employee and Family Assistance Program provides a number of professional services which might be of assistance. This service can be contacted directly at I would like to meet with you on at in my office to discuss your attendance. While such a meeting is considered non-disciplinary, you are entitled to have a Union representative attend, if you so desire. Yours truly, Director/Manager/Supervisor c.c Human Resources - Employee File Manager Supervisor Union (if applicable) Appendix 3 21

22 CITY OF NORTH BAY ATTENDANCE MANAGEMENT INTERVIEW RECORD FORM STAGE I: INTERVIEW RECORD FORM 3 MONTH PERIOD EMPLOYEE: DEPART: DATE & TIME OF INTERVIEW: CITY OF NORTH BAY AVERAGE DAYS ABSENT PER EMPLOYEE FOR PERIOD: EMPLOYEE S ABSENTEEISM FOR PERIOD: DAYS/HOURS TOTAL NUMBER OF DAYS ABSENT: REVIEWED WITH EMPLOYEE ITEMS TO DISCUSS WITH THE EMPLOYEE: Discussion kept confidential Review definition of innocent absenteeism: ABSENCE WHICH OCCURS WHEN BY NO FAULT OF YOUR OWN YOU ARE ABSENT FROM WORK BECAUSE OF A LEGITIMATE ILLNESS OR INJURY. The reason for the absence is not the concern, but rather, the need to meet attendance expectations and standards. Meeting is non-disciplinary. Review the Attendance Management Program: o Semi-annual review of each employee in the City is done centrally o Above average situations are flagged and three year history of absences reviewed. If appropriate advance to the next step in the process. Impact of absenteeism on the department eg. Interrupted workflow, additional cost of overtime, delays in service, added responsibility on other staff, etc. Attendance expectations: ie. To attend work regularly and to take all steps necessary to ensure that the employee is able to attend work regularly. Resources available: provide EFAP pamphlet if appropriate. Ask if anything the corporation can do to facilitate improved attendance. Define the steps the employee is taking to improve attendance. Outcome of continued absenteeism: progression to next step in the process if above average absenteeism is experienced in the next six month period. It is possible to decrease steps based on improvement in attendance over a period of two years. If the employee s attendance continues to be less than the accepted standard, and does not 22

23 significantly improve, it may impact suitability for continued employment. COMPLETE ACTION PLAN ON NEXT PAGE CITY OF NORTH BAY ATTENDANCE MANAGEMENT INTERVIEW RECORD FORM Appendix 3(a) STAGE 1: INTERVIEW RECORD FORM 3 MONTH PERIOD Documentation of Meeting: Include major points of discussion and the action plans that will be taken to improve attendance. 23

24 Signature of Manager/Supervisor cc. Human Resources Date Appendix 4 CITY OF NORTH BAY ATTENDANCE MANAGEMENT INTERVIEW RECORD FORM INITIAL INTERVIEW/COUNSELLING SESSION 6 MONTH PERIOD EMPLOYEE: DEPART: DATE & TIME OF INTERVIEW: CITY OF NORTH BAY AVERAGE DAYS ABSENT PER EMPLOYEE FOR PERIOD: EMPLOYEE S ABSENTEEISM FOR PERIOD: DAYS/HOURS TOTAL NUMBER OF DAYS ABSENT: REVIEWED WITH EMPLOYEE ITEMS TO DISCUSS WITH THE EMPLOYEE: Discussion kept confidential Review definition of innocent absenteeism: ABSENCE WHICH OCCURS WHEN BY NO FAULT OF YOUR OWN YOU ARE ABSENT FROM WORK BECAUSE OF A LEGITIMATE ILLNESS OR INJURY. The reason for the absence is not the concern, but rather, the need to meet attendance expectations and standards. Meeting is non-disciplinary. Review the Attendance Management Program: o Semi-annual review of each employee in the City is done centrally o Above average situations are flagged and three year history of absences reviewed. If appropriate advance to the next step in the process. Impact of absenteeism on the department eg. Interrupted workflow, additional cost of overtime, delays in service, added responsibility on other staff, etc. Attendance expectations: ie. To attend work regularly and to take all steps necessary to ensure 24

25 that the employee is able to attend work regularly. Resources available: provide EFAP pamphlet if appropriate. Ask if anything the corporation can do to facilitate improved attendance. Define the steps the employee is taking to improve attendance. Outcome of continued absenteeism: progression to next step in the process if above average absenteeism is experienced in the next six month period. It is possible to decrease steps based on improvement in attendance over a period of two years. If the employee s attendance continues to be less than the accepted standard, and does not significantly improve, it may impact suitability for continued employment. COMPLETE ACTION PLAN ON NEXT PAGE Appendix 4(a) CITY OF NORTH BAY ATTENDANCE MANAGEMENT INTERVIEW RECORD FORM INITIAL INTERVIEW/COUNSELLING SESSION 6 MONTH PERIOD Documentation of Meeting: Include major points of discussion and the action plans that will be taken to improve attendance. 25

26 Signature of Manager/Supervisor cc. Human Resources Date CONFIDENTIAL Appendix 5 DATE NAME Dear : Re: Attendance Management Improved Attendance I refer to my letter of which summarized your attendance record since. You will recall the letter also advised you that your attendance record would continue to be monitored closely and reviewed again in three months time. Assessment of your attendance record for the period to reveals an improvement in your attendance during this period. I am very pleased to note this improvement and want to congratulate you on your efforts. While your attendance record will continue to be monitored on a regular basis, your improvement bodes well for the months to come. Keep up the good work! Yours truly, 26

27 Director/Manager/Supervisor c.c. Supervisor Manager Human Resources - Employee File Union (if applicable) CONFIDENTIAL Appendix 6 DATE NAME Dear : Re: Attendance Management Stage 2: On you were advised that your attendance record was below the City s acceptable standard and that an immediate and significant improvement was required. You were further advised that your attendance would be monitored closely and reviewed over a three- month period. The review of your attendance for the period to reveals that you were absent on occasions for days/hours. While the validity of your absence is not being questioned, as previously noted the efficient operation of the Department depends on good attendance. Unscheduled absences reduce the Department s ability to plan, organize and carry out our activities. Continual absences undermine employee reliability and may result in increased staffing or overtime costs. Although you have been given an opportunity to improve your attendance, significant improvement has not materialized. 27

28 Because your attendance has failed to improve following discussion with you and the offer of assistance, you have met the criteria for review based on the City s Attendance Management Program and have been placed on Stage 2 of the process. Accordingly, your attendance will again be monitored closely over the next three months. If your attendance continues to be poor, and does not significantly improve, it may impact your suitability for continued employment. I wish to meet with you on at in my office to discuss your attendance. I hope you appreciate the seriousness of the situation and that you will immediately take steps to improve your attendance. Please contact me directly if this time is not convenient. Additionally, although this meeting is of a non-disciplinary nature, you are entitled to have union representation present should you so choose. Yours truly, Director/Manger/Supervisor c.c. Manager Supervisor Human Resources Employee File Union (if applicable) Appendix 7 CITY OF NORTH BAY ATTENDANCE MANAGEMENT INTERVIEW RECORD FORM STAGE 2 INTERVIEW RECORD FORM 3 MONTH PERIOD EMPLOYEE: DEPART: DATE & TIME OF INTERVIEW: CITY OF NORTH BAY AVERAGE DAYS ABSENT PER EMPLOYEE FOR PERIOD: EMPLOYEE S ABSENTEEISM FOR PERIOD: DAYS/HOURS TOTAL NUMBER OF DAYS ABSENT: REVIEWED WITH EMPLOYEE 28

29 ITEMS TO DISCUSS WITH THE EMPLOYEE: Discussion kept confidential Review definition of innocent absenteeism: ABSENCE WHICH OCCURS WHEN BY NO FAULT OF YOUR OWN YOU ARE ABSENT FROM WORK BECAUSE OF A LEGITIMATE ILLNESS OR INJURY. The reason for the absence is not the concern, but rather, the need to meet attendance expectations and standards. Meeting is non-disciplinary. Review the Attendance Management Program: o Semi-annual review of each employee in the City is done centrally o Above average situations are flagged and three year history of absences reviewed. If appropriate advance to the next step in the process. Impact of absenteeism on the department eg. Interrupted workflow, additional cost of overtime, delays in service, added responsibility on other staff, etc. Attendance expectations: ie. To attend work regularly and to take all steps necessary to ensure that the employee is able to attend work regularly. Resources available: provide EFAP pamphlet if appropriate. Ask if anything the corporation can do to facilitate improved attendance. Define the steps the employee is taking to improve attendance. Outcome of continued absenteeism: progression to next step in the process if above average absenteeism is experienced in the next six month period. It is possible to decrease steps based on improvement in attendance over a period of two years. If the employee s attendance continues to be less than the accepted standard, and does not significantly improve, it may impact suitability for continued employment. COMPLETE ACTION PLAN ON NEXT PAGE CITY OF NORTH BAY ATTENDANCE MANAGEMENT INTERVIEW RECORD FORM Appendix 7(a) STAGE 2 INTERVIEW RECORD FORM 3 MONTH PERIOD Documentation of Meeting: Include major points of discussion and the action plans that will be taken to improve attendance. 29

30 Signature of Manager/Supervisor cc. Human Resources Date Appendix 8 CONFIDENTIAL DATE NAME Dear : Re: Attendance Management Stage 3: By letters dated and, and in discussions at a meetings held, you were advised your attendance was unacceptable to this Department. You were further advised that an immediate and significant improvement was required and that your attendance would be monitored and 30

31 reviewed again in three months time. A review of your attendance record from to reveals that you have been absent on occasions for a total of days/hours. Although you have been given a number of opportunities to improve, and despite your commitment to maintain an acceptable level of absence following the above noted meeting, no significant change has occurred. Your attendance record indicates that you have been absent for days in 200, days in 200 and days to date this year. The Department cannot permit such ongoing absences and the resulting strain they place on staff and operations in general. Accordingly, you have met the criteria to for review based on the City s Attendance Management Program and have been advanced to Stage 3. As a result your attendance will again be monitored closely over the next three months. The Employee Family Assistance Program (EFAP) is available to you and has excellent services to offer. It is entirely confidential. You are urged to obtain the assistance necessary in helping you improve your attendance record. EFAP can be reached at If your attendance continues to be poor, and does not significantly improvement, it may impact your suitability for continued employment. I wish to meet with you on at in my office to discuss your attendance. I hope you see the seriousness of the situation and that you will immediately take steps to improve your attendance. Please contact me directly if this time is not convenient. Additionally, although this meeting is of a non-disciplinary nature, you are entitled to have union representation present should you so choose. Yours truly, Director/Manger/Supervisor c.c. Manager Supervisor Human Resources - Employee File Union (if applicable) 31

32 NOTE 2: This letter may be modified where the unsatisfactory attendance has continued exception of one period of improvement. The following new paragraph, improvement, would be inserted after paragraph 1: with the noting the period of In a letter, dated, we noted a marked reduction in the level of absences between and _. You were congratulated on this improvement. CITY OF NORTH BAY ATTENDANCE MANAGEMENT INTERVIEW RECORD FORM STAGE 3 INTERVIEW RECORD FORM 3 MONTH PERIOD Appendix 9 EMPLOYEE: DEPART: 32

33 DATE & TIME OF INTERVIEW: CITY OF NORTH BAY AVERAGE DAYS ABSENT PER EMPLOYEE FOR PERIOD: EMPLOYEE S ABSENTEEISM FOR PERIOD: DAYS/HOURS TOTAL NUMBER OF DAYS ABSENT: REVIEWED WITH EMPLOYEE ITEMS TO DISCUSS WITH THE EMPLOYEE: Discussion kept confidential Review definition of innocent absenteeism: ABSENCE WHICH OCCURS WHEN BY NO FAULT OF YOUR OWN YOU ARE ABSENT FROM WORK BECAUSE OF A LEGITIMATE ILLNESS OR INJURY. The reason for the absence is not the concern, but rather, the need to meet attendance expectations and standards. Meeting is non-disciplinary. Review the Attendance Management Program: o Semi-annual review of each employee in the City is done centrally o Above average situations are flagged and three year history of absences reviewed. If appropriate advance to the next step in the process. Impact of absenteeism on the department eg. Interrupted workflow, additional cost of overtime, delays in service, added responsibility on other staff, etc. Attendance expectations: ie. To attend work regularly and to take all steps necessary to ensure that the employee is able to attend work regularly. Resources available: provide EFAP pamphlet if appropriate. Ask if anything the corporation can do to facilitate improved attendance. Define the steps the employee is taking to improve attendance. Outcome of continued absenteeism: progression to next step in the process if above average absenteeism is experienced in the next three-month period. Could impact employment. It is possible to decrease steps based on improvement in attendance over a period of two years. If the employee s attendance continues to be less than the accepted standard, and does not significantly improve, it may impact suitability for continued employment. COMPLETE ACTION PLAN ON NEXT PAGE Appendix 9(a) CITY OF NORTH BAY ATTENDANCE MANAGEMENT INTERVIEW RECORD FORM STAGE 3 INTERVIEW RECORD FORM 33