HomeMy WebLinkAboutAttendance Management Policy
Cape Breton Regional Municipality
Human Resource Services
Policy
Category: Workplace Standards Page: 1 of 6
Approved by Council: April 20, 2010
Attendance Management Program
Attendance Standard:
Each employee is expected to be on the job, on time, in a fit condition to work, every scheduled work
day/shift.
Objective:
The purpose of this attendance awareness program is to look objectively at the attendance of each
employee. In instances where improvements are needed, this program, along with the disability
management program, establishes ways of maximizing attendance at work, balancing fairness to the
employee and maintaining work efficiency.
Absences that are accepted by WCB are not normally included in these statistics.
Only a small percentage of employees miss more than an average amount of time.
Of these, many absences relate to short term health problems that are resolved and probably will not
recur. Reason for a higher than average absentee rate may be individuals who have health or lifestyle
problems whose attendance can be greatly improved by focusing their attention on the problem and
offering assistance.
It is important for employees in all categories to be identified and given full support by the
Municipality.
In this program, employees who have serious health problems, either short-term (e.g., conditions
requiring regular treatments or therapy, surgeries, etc) or long-term, (e.g. heart conditions, cancer,
disabling illnesses) will be identified by their doctor’s reports and will fall in the “bridged” category.
This means that all absences attributed to the same cause are considered as one occurrence. Bridging
prevents any one illness from triggering the attendance awareness program described here. It is
certainly not our intent to alienate employees who are suffering unfortunate circumstances. By
identifying them correctly, more consideration can be given to their individual needs.
Attendance Management Program
If, in the process of defining a long term condition, it becomes apparent that the individual is able to
work but that the current work situation is unsuitable, this employee may be referred to the Disability
Management Program.
Those individuals who do not have chronic conditions and whose work performance is affected by their
absenteeism will proceed to the attendance awareness program, with the goal of improving their
health and attendance.
The process described will deal specifically with these employees.
Ownership of the Problem/Responsibilities:
There exists some confusion over medical matters – whose problem is it, what can be discussed, what
can reasonably be expected, what actions can be taken, etc.
Medical confidentiality refers to very personal medical information such as diagnosis and treatment.
Employers have the right to discuss work related aspects of health problems such as work restriction,
return to work date and activity and expected length of time off. While illness itself is a health issue,
the resulting absence, or the inability to perform the work, is a job performance issue. When this
becomes unacceptable to job performance standards, it must be addressed.
Another way of looking at this is to understand whose problem it is. Although the employer has many
support structures and makes allowances for illnesses, the employee, in fact, is the owner of the health
problem. Not that the employee is at fault, but simply that the problem belongs to the employee, not
the employer, and the employee has accountability for it. The illness must be recognized but not
“blamed” and the reality of the work situation clearly stated.
Generally, it is understood that both parties have some responsibilities in maintaining regular
attendance.
Employees are responsible for:
?
Maintaining reasonable health standards and lifestyles and taking precautions against
illness
?
Making every effort to work safely and practice accident prevention both on and off the job
?
Attending to personal affairs and obligations outside normal working hours
Employers are responsible for providing conditions that are conducive to regular attendance by:
?
Providing a safe and healthy workplace
?
Having hiring policies that match the employee with the job
?
Providing an Employee Assistance Program
2
Attendance Management Program
?
Having plans and programs designed to improve or maintain employee health; e.g.
Occupational Health services, back care, health awareness activities
?
Promoting job satisfaction and personal empowerment
?
Creating an environment of attendance awareness by recognizing good performance and
assisting in improvement of poor performance
?
Providing accommodation for the disabled
Blameworthy vs. Innocent Absenteeism
Blameworthy
Those absences that are clearly blameworthy and for which disciplinary measures are primarily
relevant are:
?
Failure to call when absent without leave
?
Failure to provide an adequate explanation
Examples: - failure to provide a Sick Leave report
- refusal to allow fitness to work assessment
?
Providing false information (fraud)
?
Unauthorized late arrivals/early departures
Innocent Absenteeism
All other absences for illness are presumed innocent. Because you should not discipline people for
things that are beyond their control, disciplinary measures are not appropriate here.
Regardless of the reason for absenteeism, the Municipality will deal with all in the same manner.
You can help them in gaining control over their absences by offering assistance (i.e. determining if
the problem is work-related or health-related and providing direction in addressing the causes).
Attendance is a job performance issue and the employer has a right to expect regular attendance.
Supervisors should not discipline for illness-related attendance, but they can and should:
?
Discuss with an employee their absence record relative to the average within a CBRM
division or site
?
Offer assistance (Occupational Health, Employee Assistance Program)
?
Warn an employee of the necessity to improve, clearly stating required attendance goals
?
Institute corrective action plan, complete with action dates
3
Attendance Management Program
?
Take necessary action which might include job accommodation, transfer, retraining, or
termination in the event when all other actions have been exhausted
?
Creating an environment of attendance awareness by recognizing good performance and
assisting in improvement of poor performance
?
Providing accommodation for the disabled
Absenteeism Criteria
Frequency (number of occurrences) is the best indicator of an attendance problem and is monitored by
the supervisor. Duration (the length of time off compared with the functional ability) is monitored by
the Health and Wellness Manager or designate. Both criteria must be considered when assessing
absenteeism.
Bridging – this refers to the grouping of all absences due to the same cause, which are to be considered
as a single occurrence. This will be determined by the doctors’ reports and will be coordinated with
the Health and Wellness Manager or designate.
This prevents a major illness or condition which may require several periods of time off from triggering
the attendance awareness process.
Flag for concern (typical) – frequency of more than three incidences in a rolling 12-month period,
adding to a total of seven days.
Three year guideline – if an employee misses a significant number of days (e.g. 30 scheduled workdays)
for three consecutive years, Management can request an assessment of the situation from the health
and from work-related perspective.
Note: It is best to establish a follow-up system that is linked to a recent occurrence (rather than yearly
purge).
Corrective Action Stages
The following actions may be taken when there is evidence of an attendance problem. The supervisor
should contact the Health and Wellness Manager or designate to determine if bridging applies.
4
Attendance Management Program
I.Initial Interview (see guidelines)
-Verbal counseling/followed by written notice of event (sample letter #1)
-Employee must contact supervisor personally with each subsequent absence, or make
arrangements for a personal contact (e.g. goal for six month follow-up is one-half the 12
month criteria; that is, no more than two absences adding to 3 ½ days.
II.Second Stage Interview
-Follow up in stated time frame
-If improved, acknowledge and set follow-up date
-If no improvement:
Stronger tone verbal counseling
?
Non-disciplinary warning letter (see sample letter #2)
?
Requirement to call Supervisor with each absence (goal is to provide assistance in
?
improving health and attendance)
Set attendance goals
?
Set follow-up time frame (e.g. six months)
?
III.Third Stage Interview
-Follow up in stated time frame
-If improved, acknowledge
-If no improvement:
Now a serious performance issue that requires resolution
?
Employee or supervisor may choose to involve union rep and another level of
?
management at this interview
Supervisor requests a fitness to work assessment from the Health and Wellness
?
Manager (sample letter #3)
Employee makes arrangements to meet with a health professional, as arranged by
?
the Health and Wellness Manager or designate
Health and Wellness Manager or designate will arrange for appropriate medical
?
investigations and report in writing:
If the employee has a chronic medical condition that requires individual
o
consideration, or if there is no medical condition or disability that would
prevent him from being able to attain regular attendance
5
Attendance Management Program
If the employee is receiving adequate medical attention and participating in
o
proper self-care to obtain the optimum level of health
If the level of absence is expected to increase, decrease or stay the same
o
Any restrictions or recommendations
o
The health professional will discuss report with employee before it is submitted to
?
the Supervisor
IV.Fourth Stage – Problem Resolution
-Supervisor and senior management will review the assessment and develop an
action plan/resolution designed to deal with the specific situation fairly
-Outcomes would likely be in one of three categories:
1.Known medical condition and expected behavior, defined accommodation in the
workplace can be made
2.Known medical condition and expected behavior, but unacceptable in that job,
and suitable accommodation cannot be made
3.Performance is unacceptable – termination
-If outcome is in category 2, referral can be made to the Disability Management
Process. This would involve a meeting of interested parties to determine if potential
opportunities may exist for the employee elsewhere in the organization.
Participants might include HR Consultants and/or Managers from other Divisions,
Employee Relations and a union representative (if applicable).
-A corporate action plan would be devised which may include job accommodation, transfer,
retraining or termination.
-The chosen action plan is communicated verbally to the employee by the supervisor
and documented (sample letters #4A and B).
Approved by Council: April 20, 2010
6