Managing Absence in 2024
A common question we encounter is how to manage situations where employees have a health condition resulting in long-term absence. In many cases, the absence stems from a legitimate health issue, with the employee often demonstrating a strong work ethic and expressing a desire to return to work in the future. It is also highly likely that the employee would be considered disabled under the Equality Act 2010.
Business managers and HR managers alike will be very familiar with these significant problems;
1. Operational Disruptions
Increased Workload for Colleagues: Colleagues may need to cover the absent employee's tasks, potentially leading to stress and reduced productivity.
Delays in Projects: Critical tasks may be delayed, especially if the absent employee's role is specialised or integral to operations.
Need for Temporary Cover: Hiring temporary staff or reallocating resources can be time-consuming and costly.
2. Financial Impact
Cost of Temporary Staff: Recruitment or agency fees may strain the budget.
Reduced Productivity: The absence of a skilled employee can directly affect output and revenue.
Sick Pay Costs: Employers may bear additional costs associated with statutory or contractual sick pay.
3. Team Dynamics and Morale
Stress on Remaining Staff: The added workload can lead to burnout and lower job satisfaction.
Disruption in Team Cohesion: Frequent or prolonged absences can impact collaboration and team efficiency.
4. Administrative and Legal Challenges
Compliance with Employment Laws: Employers must ensure adherence to laws like the Equality Act 2010, which may involve making reasonable adjustments or engaging in lengthy consultations.
Performance Reviews and Planning: Long-term absences complicate performance evaluations and workforce planning.
5. Customer/Client Impact
Service Interruptions: Absences can affect the quality or timeliness of services provided to clients or customers.
Reputation Risk: Inconsistent service delivery may harm the organisation’s reputation.
What Should an Employer Do?
Employers must balance the needs of their business with their legal obligations under the Equality Act 2010 and their moral duty to support long-serving, dedicated employees with empathy and respect.
The first step is to gather clear and comprehensive information about the situation:
Identify Barriers to Returning to Work: What obstacles are preventing the employee from resuming their role? How does their condition impact their ability to perform their duties?
Assess Risks: Consider potential risks to the employee, their colleagues, or the business. For instance, could their return to certain duties pose health and safety concerns?
Explore Reasonable Adjustments: Are there practical ways to remove these barriers or mitigate the risks through reasonable adjustments?
If it becomes clear that the barriers and risks cannot be resolved, employers should evaluate the likelihood of the situation improving in the foreseeable future.
Each case is unique, and specific questions will inevitably arise depending on the circumstances. Taking these factors into account not only helps fulfil legal obligations but also demonstrates a compassionate and fair approach to employee wellbeing.
An occupational health report can be an invaluable tool in providing the answers to these questions and more.
The outcome of an occupational referral for long-term absence can be extremely variable. Sometimes we find that reassurance (to the employee, employer or both) or small work, health or lifestyle adjustments can result in a return to work.
Occasionally greater adjustments or a change of role is required. Although deciding what is a ‘reasonable adjustment ‘ will ultimately be a business choice, we can give advice about this and help employers avoid some of the pitfalls and misconceptions that often result in a poor outcome and litigation.
In cases where no foreseeable return is likely we often find that sometimes the employee finds that the conversation with occupational health is helpful in managing their expectations of themselves and coming to terms with this.
In summary, Managing long-term employee absences due to health conditions presents significant challenges for employers, including operational disruptions, financial strain, team morale issues, and legal obligations under the Equality Act 2010. Employers must gather clear information to assess barriers, risks, and potential reasonable adjustments to facilitate a return to work. Occupational health reports can provide critical guidance, offering practical solutions such as reassurance, minor adjustments, or role changes. While decisions on adjustments ultimately rest with the employer, professional advice can help navigate complexities, avoid legal risks, and manage expectations, fostering fair and empathetic outcomes for all parties involved.
Each case is unique, and Occupational Health and Training Services (OHTS) cannot be held liable for employers implementing this information in their specific circumstances without seeking appropriate professional advice.
If you find yourself in this position, please reach out to us on support@ohservices.org for professional guidance. Remember, you can register as a client completely FREE on our website. https://www.ohts.uk/register-for-free