When people are not there.
WHY IT REQUIRES MANAGEMENT
Absence handled badly prolongs it and it damages relationships.
WHAT TO ESTABLISH
How absence is reported To whom When
WHY CLARITY
Uncertainty produces inconsistent practice and disputes.
WHAT TO AVOID
Requiring people to attend when unwell Penalising genuine sickness Contacting people repeatedly during absence
WHY ATTENDING WHEN UNWELL
It prolongs illness, spreads infection and produces poor work.
WHAT TO ESTABLISH
That people are not expected to attend when genuinely unwell.
WHY IT MUST BE EXPLICIT
Financial pressure and fear of consequences bring people in regardless.
WHAT TO ADDRESS
Whether sick pay arrangements force attendance.
WHAT TO MAINTAIN DURING ABSENCE
Reasonable contact, agreed with the person.
WHY AGREED
Contact experienced as pressure delays return.
WHAT TO ESTABLISH ON RETURN
A conversation: how they are, what would help, whether anything should change.
WHY
Return without discussion produces recurrence.
WHAT TO CONSIDER
Phased return Temporary adjustment of duties Reduced hours initially
WHY
Full return immediately after significant absence frequently fails.
WHAT TO ESTABLISH ABOUT LONGER ABSENCE
Regular agreed contact Understanding of what would support return Professional advice, where appropriate
WHAT TO AVOID
Assuming someone will not return Making decisions without speaking to them Discussing their condition with colleagues
WHAT TO ESTABLISH
What colleagues are told, agreed with the person.
WHAT TO EXAMINE
Patterns of absence across the organisation.
WHAT THEY REVEAL
Conditions, workload or management problems in specific areas.
