WELCOME MANAGING ATTENDANCE GOVERNOR / PRINCIPAL TRAINING MARCH 2012

1. WELCOME MANAGING ATTENDANCE GOVERNOR / PRINCIPAL TRAINING MARCH 2012

2. Aims of the Policy • To promote and encourage an attendance culture • To inform staff and Boards of Governors of the policy and procedures for managing attendance in schools and confidentiality of information • To ensure that all staff are treated fairly, consistently and with sensitivity during times of illness • To address the negative effect on staff morale • To raise awareness of health and welfare support services

3. Effects of Absenteeism • Staff morale • Quality of service • Customer service • Temporary cover • Overtime costs

4. Role of the Governors • To adopt and promote the Managing Attendance policy • To monitor the implementation of the policy in your school • To ensure that Governors receive up to date information regarding absence management and action taken • To ensure this area features as an item for discussion and update during each BOG’s meeting. • To manage the principal’s attendance

5. Role of the Principal(Induction for new staff) • Inform staff of procedures • Monitor absence levels • Maintain contact with employee • Conduct absence interviews/meetings • Provide support • Maintain confidentiality • Discipline – misuse of policy

6. Role of employee • Follow reporting procedure • Submit documentation promptly • Appropriate conduct during absence • Maintain regular contact • Attend return to work/absence meetings • Attend occupational health as required • Discipline for misuse of policy

7. Role of human resources • Monitor policy – consistent application • Advise on policy • Medical referral arrangements on request • Provide support – Elements of Staff Welfare Role • Independent Counselling Service • It is the role of the principal and/or Governors to monitor and manage attendance – not human resources

8. Reporting absence Any employee who is sick should: • Make personal contact (only in exceptional circumstances should a relative or friend contact on their behalf) Text messages and e-mail messages are not considered an appropriate method of communication. • State nature of illness, expected date of return, or potential length of absence • Maintain appropriate contact during absence with principal and/or Governors • Provide relevant documentation to cover absence – Teaching CCU67 – Self Certification Non-Teaching SC1, SC2 Self Certification, medical certificates

9. Trigger points NON-TEACHING STAFF (Support Staff) : • More than 8 casual days • More than 3 periods of 3 days or more • Continuous absence 4 weeks or more • Individual absence rate of 5% or over TEACHING STAFF : • The reason for the absence is STRESS (including work related stress) • More than 6 casual days in 12 month rolling period • Continuous absence of 4 weeks or more

10. Action to be taken(Informal Return to Work Meeting) After every absence principals and/or Governors should: • Welcome the member of staff back • Check that good health is restored • Update regarding developments during the absence • This should be informal in nature

11. Action to be taken(Informal Return to Work Meeting) When an employee is approaching a trigger point principals and/or Governors should: • Meet confidentially with the employee • Raise awareness of absence levels • Identify any problems • Advise that absence levels will be monitored • This should be informal in nature

12. Action to be taken(Formal Return to Work Meeting) When an employee exceeds a trigger point principals/and or Governors should: • Conduct a formal return to work meeting • Decide what if any action is necessary eg further monitoring, medical referral • Adopt a fair and consistent approach • Meeting must be confidential in nature • Written record should be maintained

13. Formal Return to Work Meeting • Should be supportive – not critical • Welcome employee back and update • Discuss attendance problems • Identify support required • Determine appropriate action e.g. medical referral, further monitoring period • Monitor attendance for a period • Provide written confirmation to employee

14. Aims of Return to Work Meeting • To make the employee feel welcome and valued • To ensure that the employee is fit to return • To create an atmosphere of trust and support • To approach the meeting in a genuine spirit of enquiry (exercising duty of care) • Be prepared to address the issues

15. Options available if no improvement in attendance A Further meeting B Medical referral C Referral to officer responsible for Staff Welfare eg work related stress D Disciplinary action eg high levels of absence

16. Role of Occupational Health Service • Support and guidance for individual staff in relation to their illness • A mechanism to address absence problems, work related stress and identify staff with disabilities • Establish existence or otherwise of genuine medical conditions to enable appropriate action • Facilitate ill health retirement • Act as a deterrent where illness is not genuine

17. Summary • Return to work meetings, both formal and informal, are the single most effective tool for reducing absence • Principals and/or Boards of Governors must carry them out for every person • The meeting is part of the support structure of the organisation – not the disciplinary structure

18. What Human Resources can offer • Group training sessions on policy and procedures for principals/managers/Governors on annual basis • On site training for staff/principals provided on request • Specific training for conducting Return to Work Meetings • One-to-one advice & support for principals and/or Governors re specific cases • Arranging medical referrals on request • Providing draft documentation to assist principals

19. Contact Us • Bernadette Doherty Managing attendance and medical referrals e-mail: bernadette.doherty@belb.co.uk Tel. 9056 4361