1. Attendance policy
A manager’s guide
We understand.
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2. Don’t:
• Arrive unprepared for the interview.
• Discuss the employee’s record with colleagues
or employees other than HR or your direct line
manager.
• Use an alternative form to document the meeting.
• Complete the form prior to the interview.
During the return to work interview
Do:
• Put the employee at ease – this is not a
disciplinary meeting.
• Explain the purpose and process of the interview.
• Inform the employee that the discussion and
documentation are all confidential.
• Ensure accurate notes or summaries are written
onto the company form during the interview.
• Ensure that all issues that could affect ongoing
performances are fully probed and an action plan
mutually agreed.
• Ensure that the return to work interview form is
signed by the employee and the manager
conducting the interview.
Don’t:
• Hold the interview in a public environment.
• Allow your personal opinions to influence the
interview.
• Tell them what’s happening at work, or give them
a business update until after the meeting.
• Threaten disciplinary action during the interview
without discussing this course of action with your
line manager.
• Allow your personal opinion regarding medical
issues to influence the interview.
• Compare cases.
Post return to work interview
Do:
• Ensure that all documentation is stored securely
– preferably scanned and uploaded into
Snowdrop or sent recorded delivery to
HRM Choice Leicester c/o HR manager.
• Ensure all mutually agreed actions offered by
the manager to support the employee are
implemented within timescales agreed.
• Plan – set a date in the diary to review action
plan, absence, other issues discussed.
Don’t:
• Leave documentation relating to the interview
lying around.
• Discuss the content of the meeting with others.
• Victimise the employee in any way as a result of
their absence.
Return to work interviewer
guidance notes
• Explain the purpose of the interview – to
determine that the employee is ready to return to
work and establish the support that they may
need. If the employee has not complied with the
absence reporting procedures, the reasons
should be established through a formal fact-
finding meeting. The outcome of this meeting
should be recorded and appropriate action taken
e.g. file note, letter of concern or formal
disciplinary action dependent upon the reasons
for non compliance and frequency.
• Complete the information required within the
section of the return to work form following
discussions with the employee.
• Start the discussion with the reasons for the
recent absence using the self-certification
sickness form (SCSF) or doctors medical
certificate to guide you – make notes on the
return to work interview form.
• Check that they accept they are well enough to
return to work.
• Establish whether they are still taking medication,
which could impact on their ability to perform
their role.
• Find out if any adjustments are required to
assist them.
• Try to avoid having detailed discussions about the
work that needs to be completed before the
interview is complete.
Advise them on their absence levels:
• Ask if there are any links between their current
absence and previous absences.
• Get them to discuss any links and make
comments.
Ask them if there is anything they would like to
discuss that is affecting them and their attendance
at work i.e. are they struggling with their role?
• Probe as to how they think that they are getting
on at work.
• Do they feel that they have sufficient skills/
knowledge to carry out their job? If not, what do
they feel are the development areas?
Note these and use in the construction of the action
plan at the end of the interview.
If the employee’s sickness levels are nearing an
unacceptable level:
• Check with HR and then remind them that
prolonged absence or persistent short absence is
a potential breach of their contract and may put
into jeopardy their long-term employment.
• Tell them that accurate records are being kept of
their absence.
• Agree on an action plan to improve absence
levels.
Checklist for managing absence
• Spend time getting to know your employee
so that you can exercise your judgment as
a manager and deal with each person as
an individual.
• Never ignore sickness absence.
• Keep accurate attendance records and ensure
all periods of sickness are supported by the
appropriate certification, which is submitted to
staff payroll. Ensure you correctly complete
Snowdrop and keep a copy of the certificates.
• Make sure your employee knows what local
procedure to follow when notifying and
certifying sickness absence.
• Talk to your employee personally on their first
day back at work following any spell of
unplanned absence (return to work meeting).
• Do not make judgments, about the
medical justification for absence, or make
distinctions between medically certified or
uncertified absence. Your primary objective is
to help the employee achieve a satisfactory
attendance level.
• Ensure that your employee clearly
understands the level of performance and
attendance expected of them.
• When discussing attendance issues, ensure
that the discussion is open and honest and
expectations of all parties are fully understood.
• Develop an atmosphere that will encourage
people to come to work.
• Acknowledge your employee’s contribution to
the organisation by giving positive feedback.
We understand.
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3. Appendix 3
Return to work interview
To be completed by the manager in the presence of the employee.
We understand.
Date
Date
Interviewer’s signature
Employee’s signature
Set out agreed action plan (including timescales)
Advise the employee of their absence level history with dates and reasons given
Is there anything else we can do to assist your rehabilitation?
Are you (the employee) now fully fit to return to work?
What are the reasons for your recent absence from work?
Do you require the company to make any reasonable adjustments to your role or duties to assist you in your
return to work?
I understand that if I provide inaccurate or false information about my absence it may, depending on
the circumstances, be treated as gross misconduct and result in disciplinary action.
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