Health Work and Wellbeing (HWWB) - Long Term Absence
This is another in a series of articles relating to the HWWB agenda.
Research shows that an employee off work for six months has an 80% chance of being off for five years; effectively that means that they will move from employment to incapacity benefit. Long term absences (20 days or more) accounted for 43% of working time lost in 2006. That was 38% in the private sector and 52% in the public sector. Managing long-term absences in a positive and proactive way is good for everyone.
Those people fortunate enough to take two weeks annual leave know that returning to work, even after such a relatively short absence can be a daunting prospect. The work environment is dynamic and moves on; new faces appear; organisational politics change; orders are fulfilled and new ones appear on the books; perhaps new and challenging equipment has been purchased. Now image that your broke your leg and are returning after 2 months instead of 2 weeks ………it is not hard to see how difficult that might be. It is even more difficult if the cause of the absence has been mental ill health – such as stress, when returning can be tinged with embarrassment.
Part of managing long term absence must focus on helping and gently encouraging the employee back into the workplace. You may try a phased return, perhaps part-time and/or light duties; make it known that the individual does not need to be 100% fit to come back and you will support them through their final convalescence. For phased return you should use a SMART process.
Specific – ie bespoke for the individual
Measurable – objective indicators so you know it is working for the individual and the organisation
Achievable – fit the timeframes to the diagnosis
Reasonable – for both the employee and the organisation
Timebounded – build in regular monitoring meetings for reassessment. This element is perhaps the most important, otherwise you might find yourself with someone working part-time light duties two years later !
If an individual is working part time, pay them for the hours they work, it will almost certainly be more than SSP so it will be a win-win situation for the individual and the organisation.
Of course, you may find that all that is required is the ability for someone to travel outside the rush-hour. Traveling can be difficult if you are on crutches or subject to panic attacks.
The single most important thing is to keep in touch with the long term sick although not necessarily with a deputation at the employee’s front door ! Simple regular telephone calls or cards may be all that is required for an employee to know that they are not forgotten and that the organisation values them as individuals; inviting convalescing employees to drop in for a coffee and a chat with colleagues also helps. Continuing to feel a part of the organisation makes returning to work so much easier and is good for the individual’s wellbeing.
Regular contact serves an additional purpose; it gives you the opportunity to monitor their progress towards recovery and to plan for their return or to consider whether you need a medical opinion to help you manage the situation. There will be a separate article on achieving a helpful medical opinion.
Exploding some myths – contact with a sick employee
- Is not bullying provided it is done sensitively;
- Is not forbidden by any legislation;
- Is not frowned upon by Trades Unions:
Of course, it is not particularly difficult to keep in touch with someone who has a physical illness. But keeping in touch with someone who has a mental health problem or has been bereaved causes managers, colleagues and HR professionals a level of anxiety – and if something makes us anxious we tend to avoid it if possible. Try to be proactive
- Send a card saying you would like to be in contact
- Speak to a husband/wife/partner on a regular basis, perhaps on the telephone.
- Keep a note of visits and/or conversations. If all fails and the situation ends with a capability dismissal you may need to prove that you have been reasonable.
All employees should be aware of your absence policy so there are no unpleasant surprises during a period of ill health. Sending a copy in the post to someone who is ill may be perceived as bullying – a threat of dismissal. Make sure -
- You have a clear absence management policy
- Everyone gets a copy during induction
Discretionary sick pay is a minefield. Whose discretion? How do you monitor its equitable application? If discretion plays a part in your sick pay policy, be sure to keep a clear audit trail which includes the criteria you used to make your decision.
Finally, readers should note the recent (January 2008) ruling by the European Court of Justice – Stringer v HMRC. The Advocate-General ruled that entitlement to paid holiday does accrue whilst an employee is absent on sick leave – this overturns the previous Court of Appeal ruling. This is particularly relevant if dismissal on the grounds of incapacity does take place, you must include accrued holiday entitlement in the notice pay. The ruling includes the statement that workers may not take their holiday whilst they are on sickleave.
However, do not forget that the Working Time Directive does not allow for annual leave to be carried forward over leave year end, although you may need to apply any contractual or customary practices to carrying over annual leave.
References
Is work good for your health and wellbeing: HSE 2006
CBI Absence Surveys 2006/07 and 2006/08
