Category Archives: Absence Management
Stress in the Workplace
Stress seems to be the one word that reduces otherwise competent managers to jibbering wrecks. It’s every manager’s nightmare.
There is a direct link between stress and long term sickness absence. Where someone is signed off with stress it normally becomes a long-term issue. All too soon several months have gone by and nothing has been done. It then becomes more difficult to take action. Not only do you have an employee who has been away from work for months, but those covering the work become more and more frustrated at the extra effort needed. Ultimately you then may have to recruit a temporary person to cover the workload. All in all it’s a very problematic area that is complex and difficult to solve simply. There is however a simple model that can be applied. This blog introduces and defines stress and then sets out a simple procedure for managing employees suffering stress.
Managing business when others go on strike
Most firms employ some staff with school-age children. The latest news that schools and colleges could be closed next week due to strike action is not very helpful, particularly for small firms. So, how can you manage when some of your staff will be forced to look after their school age children (through no fault of their own) instead of coming to work? A little forward planning will help so that you are prepared if the strikes do go ahead.
The announcement was made last week that the National Union of Teachers, Association of Teachers and Lecturers and the Universities and Colleges Union were to join the strike which has been called for 30 June in protest at the new pension proposals suggested for the public sector. The fact that private sectors workers have already been through this pain and are no longer able to join final salary schemes is a different story! This article discusses how small firms can manage their businesses when staff need to look after children at short notice.
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Tackling alcohol abuse
This post reflects TimelessTime consultants’ experience in managing problems associated with alcohol abuse by employees. This experience covers all grades of staff including directors.
The problem begins with definition and description. What is it? It is abuse? Or alcoholism? And does it have to be at work? Can there be issues that spill from home to the workplace? Don’t people have the right to do what they want in their own time? The definition is not easy. The issue is the degradation of an employee’s capability through being under the influence of alcohol at work. It doesn’t matter when the alcohol was consumed. What matters is that capability is impaired.
Critical Actions During Ill-health Dismissal
We’ve recently been working with a medical practice. One of the nurses was suffering depression and became unfit to undertake her duties. She had been off sick for three months and the principal asked TimelessTime for help. We facilitated medical advice and clarified both parties’ positions. The principal decided on pursuing ill-health dismissal.
There are a number of key points that all principals should note when faced with this situation:
• Deal with sickness early. Don’t wait. Manage the sickness absence and manage the employee back to work;
• Get medical advice. Let other staff know you are dealing with the issue (but keep confidences);
• Follow your Sickness Absence Procedure (not Disciplinary since it is a performance and not a disciplinary issue).
• Be absolutely clear in your communications with the sick staff member. Minute all meetings fully;
• Make sure those meeting with the sick staff member have been trained – it’s not a normal situation and supervisors are seldom ready to cope;
• If dismissing, get help. Dismissal is the last resort and you must be able to demonstrate you have pursued all other options. Proceed with care. Manage sensitively.
• Be ready for a backlash. The sick staff member may be angry and upset. Don’t be surprised if they lodge an ET1 – the notice of a pending Employment Tribunal case against you.
Such situations can be managed successfully. The critical points are to proceed with caution, compassion and clarity.
The principal of the medical practice subscibed to Timeless SUPPORT at a cost of £600 per year and was able to check actions every step of the way. They were further supported with several hours of ad-hoc Timeless PROJECT work. See http://www.timelesstime.co.uk/products/timeless-support for further information.
