Employment Law Absence Management Glasgow

People will occasionally need time off from work due to illness or other circumstances, and this is just a reality of life. However, proactive approaches to monitor annual leave can enhance employee performance and well-being, which in turn can benefit employers’ enterprises. If you need to seek advice or any extra information on the contract of employment in Glasgow, Clarity Simplicity is here to help you! We help managers and employees make reasonable adjustments to benefit both parties.

According to recent assessments, hundreds of man-hours are lost daily, which has a substantial negative influence on business profitability today. According to recent figures, each employee loses 4.3 days on average annually, at a cost of £522 on average. Short-term absences lasting up to seven days account for almost two-thirds of lost working hours.

Below, we go over the fundamentals of efficient absence management.

Effective absence management techniques

The majority of organizations polled (94%) agree that tightening work related procedures to examine attendance has a significant impact on reducing absence rates, especially when three-fifths of absences are due to mild illnesses lasting fewer than five days.

The distinction between temporary and extended sickness absence

Employers must distinguish between short-term and long-term absences when handling sick pay and other sickness-related issues. Disciplinary action may be necessary where there are a series of brief but frequent absences that appear to have no connection to one another. When it comes to managing longer-term sick days, this is not the best course of action.

The terms and conditions of employment should be separate based on the period of sickness absence.

Short-term absence procedures:

  • Establish a detailed process that an employee may adhere to.
  • Create a method for tracking absences and check it frequently for new trends.
  • The person’s immediate line manager should always undertake return-to-work interviews to make sure that the reasons for taking time off from work are understood.
  • The employer should decide how much flexibility he or she is willing to offer and may be appropriate if the concerns are personal rather than work-related so that the worker can address them.
  • There may be a concealed underlying ailment, and linkages to disability discrimination may not be immediately obvious, therefore the employer should think about seeking a medical report to support the degree of absence.
  • Consider whether the absence has any connections to the Equality Act 2010, such as whether it is related to hospital appointments or necessary treatment if there are medical justifications for it.
  • If the situation deteriorates to the point where the employee must be fired and there is no known medical issue, it may be due to misconduct. In this case, the employer must be able to demonstrate that a fair process was followed.
  • If the employee has a recognized medical condition that is not a disability but the absence rate is excessive, it may be possible to reasonably terminate their employment after completing the proper procedures for some other compelling cause.

Long-term absence procedures:

The essential actions in managing extended absence include:

  • The importance of absence policies, monitoring, and return-to-work interviews cannot be overstated.
  • In the event of a brief absence, it is wise to seek medical advice to determine whether the employee’s condition qualifies as a disability and to determine the employee’s suitability for their position.
  • Moving forward, it is crucial to be clear about the details that the medical report must include, such as the type of sickness the patient has and their capacity to perform their job.
  • After receiving the medical documentation, the individual should be consulted and discussed with (during a welfare visit), subject to any recommendations made by the doctor. It is important to consider the employee’s suggestions for returning to work, and if the illness was brought on by work, the root cause should be looked into.
  • If the employee is to be fired, it will probably be on the basis of capability, so make sure all actions are considered reasonable and that everything is documented in writing to confirm what is expected of the individual as well as what the employer is going to do.

The topic of returning to work

You must take these steps when an employee is fit to work after a sick leave:

  • within two working days after the employee’s return to work, conduct a return to work discussion.
  • Inform and document the conversation using the Return to Work form.
  • record the Return to Work conversation on the relevant information system, such as the Manager Self Service in the Electronic Employee Support System (eESS).

Advice on Employment Law for Employers

Employers, insurers, RSLs, and membership organisations are just a few of the customers in the public and private sectors that our team of skilled employment lawyers advises on employment law concerns. Typical areas of guidance for employers include the following:

  • Settlement pacts Confidential chats and terminations
  • ACAS early conciliation, representation, and settlement for employment tribunals
  • HR recommendations for companies and organizations
  • employment agreements, rules, and regulations
  • Issues with discipline and complaints
  • Managing absences due to illness
  • performance supervision
  • dismissals for misconduct
  • Observance of anti-discrimination laws regarding sexual orientation, gender, age, handicap, marriage, civil partnerships, pregnancy, and other categories
  • Collective and individual consultation regarding redundancy
  • Transfers under the TUPE Act and open bidding
  • Enforcement of restrictive covenants in the workplace
  • Advice regarding complaints of whistleblowing
  • Training in employment law

Advice on Employment Law for Employees

We get that dealing with employment-related concerns can be difficult and frustrating. Whether you are still working or have quit, we can help you with problems like:

  • Settlement pacts
  • Confidential chats and terminations
  • ACAS early conciliation, representation, and settlement for employment tribunals
  • Advice on your employment agreement and your employer’s rules
  • Issues with discipline and complaints
  • ill-health absence
  • Problems with performance and misconduct
  • Advise if you have experienced workplace discrimination on the basis of your age, handicap, gender reassignment, marriage or civil partnership, pregnancy and motherhood, racism, religion or belief, sex, or sexual orientation
  • Guidance on layoffs
  • TUPE transfers for when your employment is transferred to another employer
  • What you can and cannot do when you change jobs according to the restrictive covenants in your employment contract
  • Whistleblower complaints
  • Workplace policies that are family-friendly and flexible, as well as job guidance for those starting fertility treatments

Get in touch today

Our firm, which has offices in Glasgow, East Kilbride, and Edinburgh, serves clients throughout Scotland, including those in Airdrie, Motherwell, Bellshill, Dumbarton, Paisley, Ayr, Fife, Crossmyloof, Giffnock, Clarkston, Newton Mearns, and numerous other nearby communities. Call us at 0808 169 7033 for a free* consultation with one of our Glasgow- and Edinburgh-based employment lawyers, or fill out our online contact form, and let us assist.