Will there be any disability at that time? How long is it likely to last? Are there any reasonable adjustments we could make to accommodate the disability? Is there any underlying medical reason for this attendance record? Is he/she likely to be able to render regular and efficient service in the future? Is there any specific recommendation you wish to make about him/her which would help in finding him/her an alternative job, if that is necessary, and if there is an opportunity for redeployment (for instance no climbing ladders, no driving). I would be grateful for an early reply and enclose a stamped addressed envelope. Please attach your account to the report (following the BMA guidance on fees). Yours sincerely Signed Name (BLOCK LETTERS) .................................................. Role in the company .................................................. Note: Please amend/delete where necessary
APPENDIX 4 71 Appendix 4 Dealing with absence This appendix considers how to handle problems of absence and gives guidance about unauthorised short-term and long-term absences, and the failure to return from extended leave. More extensive advice on attendance management is available in the Acas advisory booklet Managing attendance and employee turnover available to purchase or download on the Acas website . A distinction should be made between absence on grounds of illness or injury and absence for no good reason which may call for disciplinary action. Where disciplinary action is called for, the normal disciplinary procedure should be used. Where the employee is absent because of illness or injury, the guidance in this section of the booklet should be followed. The organisation should be aware of the requirements of the Equality Act 2010 when making any decisions that affect someone who may be disabled as defined by the Act 12 . Records showing lateness and the duration of and reasons for all spells of absence should be kept to help monitor absence levels. These enable management to check levels of absence or lateness so that problems can be spotted and addressed at an early stage (the Information Commissioner13 has produced a Code of Practice on employment records). How should frequent and persistent short-term absence be handled? ● ● unexpected absences should be investigated promptly and the employee asked for an explanation at a return-to-work interview ● ● if there are no acceptable reasons then the employer may wish to treat the matter as a conduct issue and deal with it under the disciplinary procedure ● ● where there is no medical certificate to support frequent short-term, self-certified, absences then the employee should be asked to see a doctor to establish whether treatment is necessary and whether the underlying reason for the absence is work-related. If no medical support is forthcoming the employer should consider whether to take action under the disciplinary procedure 6 7
DISCIPLINE AND GRIEVANCES AT WORK – THE ACAS GUIDE 72 ● ● if the absence could be disability related the employer should consider what reasonable
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- Fall '16
- Farah Nabilla
- representative, disciplinary problems, acas code