Description

These virtual sessions are designed to provide managers and HR professionals with the knowledge and confidence to manage ill-health and sickness absence fairly and objectively in line with organisational policies. They focus on the importance of supporting employees using a positive and empathic approach as well as the need to take appropriate action to minimise impact at work. The sessions cover a range of topics including how to manage short-term persistent absence and long-term absence. They also cover particularly challenging issues such as managing disability, stress and mental health as well as adjustments to practice in relation to Covid-19 where appropriate.

The first session focuses on equipping the fundamentals of managing sickness and ill-health.

The second session gives an opportunity to apply the learning from the first webinar to a series of case studies on a range of challenging issues, as well as showing progression through the informal and formal stages of managing sickness. There is an option to extend the virtual session to allow participants to prepare and conduct a return to work interview or review meeting in small groups.

UNDERSTAND WHAT CONSTITUTES A GRIEVANCE

RECOGNISE THE BENEFITS OF PROACTIVELY MANAGING EMPLOYEE CONCERNS AND COMPLAINTS

BE ABLE TO MANAGE GRIEVANCES INFORMALLY

UNDERSTAND THE FORMAL STAGES, IN LINE WITH ORGANISATIONAL POLICIES

KNOW HOW TO HANDLE SENSITIVE AND CHALLENGING ISSUES

PROMOTE AND SUPPORT A POSITIVE CULTURE AT WORK

ON COMPLETION OF THE SECOND SESSION PARTICIPANTS WILL HAVE BUILT CONFIDENCE IN MANAGING ILL-HEALTH ISSUES THROUGH CASE STUDY EXAMPLES. THESE CAN BE TAILORED TO SUIT ORGANISATIONAL NEEDS AND CAN COVER A RANGE OF TOPICS AS SHOWN BELOW

SESSION ONE

1. Welcome, agenda, overview2. Managing ill-health and sickness absence

Balancing supporting employees and minimising impact

Extent of absence and causes of absence, including presenteeism

Key principles and best practice

Roles and responsibilities - employee / manager / HR / Occupational Health

Engaging positively with employees

3. Legal requirements

Disability and the law

Unfair dismissals

4. Sickness absence

Notification and certification of absence

Keeping in touch

Return to work interviews

Absence for non-sickness related reasons

5. When to take action

Monitoring and reporting absence

Trigger points for absence

Other considerations and when to get advice

6. Managing short-term absence

Informal and formal action

Getting medical input

Providing support and adjustments

7. Managing long-term absence

Keeping in touch

Informal reviews and formal action

Potential to dismiss on capability grounds

8. Challenges

Ensuring a consistent approach whilst taking into account individual circumstances

Adjusting the approach, eg, Covid 19

Sensitive issues, eg, stress / mental health

9. Action plans and next steps

SESSION TWO

1. Welcome, agenda, overview2. Case study 1

A progressive case to reinforce key stages within policies

Consideration of when to escalate

Brings a mix of short-term and long-term absence related to a potential disability.

Optional: Preparation and practice of a key element, eg, return to work interview or a review meeting

3. Case study 2

Focus on mental health / stress and behaviour at work

The need to take early action

Obtaining medical advice with guidance on working with medical / Occupational Health

Capability and conduct at work

4. Other case studies

These can focus on areas most relevant to the audience, eg, physical injury and phased returns; long-term absence and dismissal, etc

5. Open forum

Other challenges and questions

6. Action plans and next steps

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Managing Ill-Health and Sickness Absence

By Maximum Performance

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