Effective Management of Sickness Absence
Code of Practice
1. Introduction
The purpose of this code of practice is to provide guidance and support to managers
and employees in fulfilling their obligations under the Effective Management of
Sickness Absence Procedure.
1.1 Disability
The University is committed to providing an inclusive working environment where
disabled employees are treated fairly, solely on the basis of their merits and provided
with development and training in order to work to their full potential. Employees with a
disability are encouraged to disclose their disability at an early stage to allow the
University to act upon any reasonable adjustments required to assist the employee to
participate fully in life at the University. Guidance on disclosing a disability can be
found via the following link; Disclosing a Disability
1.2 Support and Guidance
The University has a dedicated web page outlining a package of support for both
managers and employees found via the following link; Disability Support
The range of support includes;
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Training sessions, guidance and advice for line managers and staff including
case studies.
Advice on practical support schemes available such as the Hardware Loan
scheme; or the Government Access to Work scheme;
Car park access;
Advice on holding a disability case conference;
2. Responsibilities
The Head of Academic/Service Unit is responsible for;
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Familiarising themselves with the Effective Management of Sickness Absence
Policy and Procedure and ensuring its implementation
Establishing clear procedures for reporting sickness absence in line with the
procedure
Ensuring there are clear procedures for the monthly sickness returns to be sent
to payroll in a timely manner
Clearly communicating procedures to staff
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Managers are responsible for;
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Familiarising themselves with the Effective Management of Sickness Absence
Policy and Procedure
Effectively communicating local sickness absence reporting procedures to staff
Ensuring staff, including new starters understand the local sickness absence
reporting procedure
Undertaking return to work interviews where necessary
Referring employees to the Occupational Health service where agreed
Seeking advice from the local Human Resources (HR) team in relation to
disability, occupational health, work related absences etc.
Keeping accurate records of absence including return to work interviews,
informal discussions and/or actions, Sickness Absence Review forms.
Monitoring sickness absence in their teams
Chairing formal sickness absence meetings with support from the local HR
team
Employees are responsible for;
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Familiarising themselves with local reporting procedures
Reporting absence on day one and providing basic information according to the
local reporting procedure
Abiding by agreements to maintain regular contact during periods of absence
Submitting self-certification forms and Medical Fit Notes in a timely manner
Attending Occupational Health appointments where agreed
3. Reporting Sickness Absence
3.1 Reporting Procedures
It is important for Academic/Service Units to establish clear procedures for the
reporting of sickness absence by employees who are absent from work. The standard
approach is for one designated contact number to be made available within the unit to
report sickness absence. However, due to the diverse nature of the University’s
operations, it may be necessary for a unit or sub unit to establish a procedure specific
to that unit e.g. reporting sickness absence direct to a line manager. HR must be
informed and approve any non-standard reporting procedures before they are put in
place.
Staff will be expected to provide basic details in relation to their absence to ensure
appropriate arrangements for cover can be made. The designated person receiving
this information or tasked with monitoring an answer phone should be mindful of the
sensitivity of this data and ensure that it is processed appropriately and confidentiality
is maintained. When drafting reporting procedures, Academic/Service Units will need
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to consider how line managers are kept informed of sickness absence during the
process.
In situations where staff have provided limited information when reporting their
absence, it may be necessary for line managers to make contact to obtain further
details. Reasons for this could include the uncertainty of the absence or the sensitivity
of the absence.
3.2 First Day of Absence
It is expected that employees will report their absence in person before work is due to
commence giving consideration to core business hours within the unit and by no later
than one hour of normal starting time. In exceptional cases it may be necessary for
someone to contact the unit on behalf of the employee, for example where the
employee has been admitted to hospital or the absence is of a nature that means they
are unable to contact in person.
In exceptional circumstances employees may report their absence to HR. This would
only be in circumstances where serious difficulty exists in the working relationship with
the employee’s line manager or within the unit.
When receiving a call from an employee to report that they are to be absent from work
due to sickness, the manager or designated contact should deal with the call
sensitively whilst obtaining some basic details necessary to record the absence as
follows;
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The start date of the absence
The estimated duration of the absence
The reason for the absence
Depending upon the nature of the absence it is advisable to inform the employee of
the requirement to submit timely Medical Fit Notes for absence of over 7 calendar days
and to confirm details of the next communication if required.
3.3 Maintaining Contact
Agreement between the manager and the employee should be made during the early
stages of absence to determine the responsibility, the method and the frequency of
contact. This will be determined by the nature of the absence, for example a defined
recovery period from an injury or operation may require less frequent contact than the
uncertainty of an undiagnosed illness. The University requires that contact between
managers and employees who are absent be maintained in a sensitive and
considerate fashion. Likewise it requires employees who are absent due to illness to
participate fully in the process.
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4. Recording Sickness Absence
4.1 Process
In order to ensure that pay remains correct all reported sickness absence must be
entered onto the monthly absence return by the designated person, signed off by an
authorised signatory and submitted to the payroll section on a monthly basis by no
later than 5th of each month for the previous months absence information.
A ‘day’ for reporting purposes is the hours due to be worked on a particular shift,
whether this is part-time or full-time.
Part day absences will be recorded as follows:
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Where the employee is at work for less than two hours, a full day sickness
absence will be recorded.
Where the employee is at work for more than two hours, up to half a day, this
will be recorded as a half-day’s sickness absence.
Where the employee has worked more than half a day but leaves work more
than one hour before the end of their normal working day, this should be
recorded as half-day’s sickness absence. In appropriate circumstances,
consideration for the use of flexi-time for non-core hours for the unit may be
taken by the manager.
In situations of minor, self-limiting ailments, for example colds or headaches, where
the employee accepts advice from their line manager to go home, this should be
recorded as sickness absence in line with the above guidelines. It is the responsibility
of the member of staff to decide whether they are well enough to be at work and carry
out the full remit of their role.
There are roles across the University which will allow an employee to work from home
on a temporary basis when they are not well enough to be in work but could carry out
productive work from home. It is acknowledged that these circumstances will apply to
a limited number of roles.
In circumstances where there is serious concern in regards to an employee’s health
and their attendance at work the University may consider medical suspension. The
local HR team must be consulted before this decision is taken.
4.2 Documentation and Certification
All employees must complete the Self Certification of Sickness form on the first day of
their return to work following a period of sickness absence of any duration. This
includes sickness absence periods of a half day in duration. The form should be
completed online and sent direct to the line manager who will review and forward it to
payroll immediately. This form notifies payroll of a return to work and ensures the
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accuracy of any Occupational or Statutory Sick Pay. Hard copies of this form should
only be used when e-mail submission is not possible.
For absences of more than 7 calendar days the employee must return a Medical Fit
Note in a timely manner and at regular intervals during long term absence. It is an
employee’s responsibility to ensure they see their GP/Medical Practitioner in order to
obtain Medical Fit Notes in good time to cover their absence. Good quality copies of
the full document can be sent via e-mail in order to expedite the process and for
situations where the individual requires the original for other purposes.
If Medical Fit Notes are not submitted in a timely manner to cover the full period of
absence this may affect occupational or statutory sickness payments and may result
in the absence being classified as unauthorised absence. Managers should consult
their local HR team for advice on dealing with unauthorised absence.
Medical Fit Notes received by the Unit must be returned to payroll on a monthly basis.
It is recommended that Academic/Service Units submit them to payroll along with the
monthly absence return. Please note that due to payroll cut off deadlines, employees
who are receiving OSP at half pay or nil pay during their sickness absence and who
return to work on or after the 18th of the month, they will receive their full pay salary at
the end of the following month which will be backdated to the day of their return to
work.
Employees who have been entered into the Government Fit for Work service by their
GP may consent to the release of a return to work plan to the University. The return to
work plan will act as evidence of sickness absence in exactly the same way as a
Medical Fit Note and no further fit notes will be required. Managers who receive a
return to work plan from the Fit for Work service should contact their local HR team for
advice. Further information about the service is found at section 8.
5. Monitoring Absence
Under the guidance of HR, managers are required to review absence within their unit,
at least on a monthly basis and assess which cases require follow up action in
accordance with the Effective Management of Sickness Absence Procedure.
Managers should remain vigilant to situations relating to sickness absence which
should be dealt with as a conduct issue under the disciplinary procedure. Examples
may include but are not limited to the following;
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Failing to follow the notification procedure for sickness absence
Failing to submit medical fit motes to cover a period of sickness absence
Failing to attend Occupational Health appointments without notice or good
reason
Claiming sick pay when absent from work for other reasons
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There may also be circumstances where employees are requested to provide medical
certification from day one of their absence. Examples may include but are not limited
to;
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Absence on a day where annual leave has been refused
Absence which impedes or frustrates due process
A pattern of absence;
o Before or after annual leave or Bank Holidays
o On certain days of the week (Mondays or Fridays)
o During peak workloads or deadlines
The manager should contact their local HR team for advice before proceeding with
this action. Staff should be advised that they may be reimbursed for the cost of
obtaining a first day Medical Fit Note and informed of how to do so.
In order for sickness absence to be managed in a consistent and fair manner, the
University has designated a series of trigger points by which sickness absence will be
monitored and actions taken. These trigger points have been bench marked and are
what the University consider to be a reasonable standard of attendance for staff.
6. Return to Work Discussion
Managers or employees may request a ‘light touch’ return to work discussion after an
employee has been absent from work. Return to work discussions are not compulsory
for absences of 7 calendar days or less, however they provide an opportunity to
welcome back the member of staff and seek confirmation that they are fit enough to
return. They offer a forum for either party to highlight any issues, to establish solutions
and for the manager to direct the employee towards appropriate support mechanisms.
The return to work discussion should ideally take place face to face on the first day of
return to work. However, if this is not practical a telephone interview may take place.
A brief note of the discussion should be made and retained by the manager.
A return to work discussion must take place where an employee returns to work after
an absence of more than 7 calendar days or in situations where there is a possibility
that a member of staff may reach a trigger point as outlined in the Effective
Management of Sickness Absence Procedure (see section 7.1 below).
A Return to Work Discussion form must be used to help capture the discussion points;
Points to cover during a return to work discussion can include but are not limited to the
following;
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Welcome the member of staff back to work
Was the absence caused by an accident at work? If so ensure it has been
reported and followed up through the incident reporting procedure
Is the member of staff fit and well enough to resume full duties?
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Was the absence related to a disability? If ‘yes’ are appropriate adjustments in
place to support the employee?
Does the member of staff require a referral to Occupational Health?
Did the member of staff follow the correct notification procedure? If not issue a
reminder.
Has the member of staff been brought up to date with anything that they may
have missed whilst absent?
Review the member of staff’s absence history over the past 6 months and
establish whether any sickness absence triggers are likely to be reached in the
near future.
In circumstances where it is unclear about the employee’s health and ability to carry
out their full duties, the line manager may consider it necessary to refer the employee,
with advice from HR, to Occupational Health. Occupational Health will advise on the
employee’s fitness for work and any work place restrictions of duties, or reasonable
adjustments to enable employees to return to work without ill health consequences.
Where the employee has a disability, in many cases adjustments can be agreed with
the employee without the need for a referral to Occupational Health. Advice can be
sought from HR and in our Enable Guidance
7. Managing Short Term Sickness Absence – Informal Procedure
The University acknowledges that there will be occasions, from time to time when staff
are unable to attend work due to absence of short term self-limiting conditions.
The fact that somebody who is frequently absent with short-term illness is genuinely
unwell does not mean the University can allow the situation to continue indefinitely.
Frequent short-term absences are a particular problem for the University as it is
difficult to plan for their impact. The impact can therefore be substantial and can
frequently disrupt the normal operation of an Academic/Service Unit, having a negative
effect on work colleagues, students and other users.
7.1 Informal Absence Counselling
Where an employee has reached a trigger point set out in the Effective Management
of Sickness Absence Procedure the line manager must arrange an Informal Absence
Counselling Meeting. This will require a more detailed documentation of the discussion
in order to understand the support requirements needed to enable the employee to
sustain their attendance at work and to clarify ongoing expectations concerning
attendance and the potential consequences if those standards are not achieved. The
employee may be supported by a colleague at this meeting should they wish.
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7.2 Before the meeting;
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Review the employee’s attendance record over the previous 6 months noting
frequency of absence, any patterns and/or any repetitive absence reasons.
Review paperwork from previous informal discussions and/or return to work
meetings and note any actions.
Where necessary, understand possible support options available for staff with
a disability.
Book a private room away from colleagues and students ensuring that enough
time is booked to hold a comprehensive discussion.
Print out a Return to Work Discussion form to capture the points of the
discussion.
Inform the employee of the meeting, giving notice where possible. This can be
verbal notice or in writing in an e-mail.
Approach the meeting in a genuine spirit of enquiry, remain calm and open
minded and do not make any unsubstantiated statements.
7.3 During the meeting;
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Inform the member of staff that they have reached a trigger in line with the
Effective Management of Sickness Absence Procedure, explain that it is an
informal meeting and encourage a two way discussion.
Confirm that the absence record is correct by discussing the reasons for each
absence and check that they are fully recovered to resume full duties. If the
member of staff is not fully recovered but wishes to return to work, where
possible, attempts will be made to make any necessary temporary reasonable
adjustments to the work/workplace to facilitate a return. If this is not possible
they may be sent home.
Where there are underlying health issues identified it is advisable to;
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establish whether reasonable adjustments/supportive measures are
required;
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review any previous support measures which have been implemented to
establish effectiveness;
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establish what external support the member of staff is receiving (GP,
physiotherapist etc.);
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consider whether a referral to Occupational Health is appropriate (seek
advice from HR/OH);
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establish whether there are any work related factors;
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consider whether there is a requirement for a risk assessment if the
absence is related to pregnancy or disability (seek advice from HR/OH)
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Establish whether there are any external factors contributing towards sickness
absence e.g. family issues or personal issues.
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Review any actions or relevant points from previous return to work discussions.
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Discuss what actions the individual is taking to improve their attendance.
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Agree upon any new actions and responsibilities.
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Explain the standards of attendance required moving forward and outline the
triggers which may lead to formal action.
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Explain the University’s commitment to supporting staff with a disability and
the benefits of disclosing a disability so that appropriate action can be taken.
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Establish whether a review period is necessary.
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At the end of the meeting complete the Return to Work Discussion form. Both
line manager and employee sign the form and each retain a copy. A copy must
also be sent to Human Resources.
7.4 After the Meeting;
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Follow up with any actions agreed within the meeting e.g. risk assessment or
referral to Occupational Health.
Agree date of next meeting if a review period is appropriate.
File paperwork in accordance with Academic/Service Unit procedure.
Ensure any agreed workplace adjustments are put in place quickly.
8. Managing Short Term Sickness Absence – Formal Procedure
The formal procedure will be instigated where an employee’s absence record does not
improve and triggers are reached as outlined within the Effective Management of
Sickness Absence Procedure. Line managers must contact their local HR team before
proceeding with formal action.
Formal meetings under the procedure will normally be conducted by the line manager
and HR may be in attendance at the meetings, however it will be necessary to observe
levels of authority as outlined within the Effective Management of Sickness Absence
Procedure.
8.1 Representation
The employee will have the right to be accompanied by a trade union representative
or work colleague during the formal stages should they wish. They should notify the
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manager responsible for chairing the meeting, in advance of the meeting if they wish
to be accompanied and who their companion will be.
The companion is in attendance in a supportive capacity and may, at the employee’s
request:
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Assist the employee to prepare for the meeting.
Put forward the employee’s response.
Sum up the employee’s response.
Respond on the employee’s behalf to any view expressed at the meeting.
Confer during the meeting and/or request an adjournment.
The companion cannot answer questions on the employee’s behalf.
8.2 Notification
The employee will be given a minimum of 5 working days’ notice of any meeting held
under the formal procedure. The manager should ensure that any reasonable
adjustments required to enable the employee to attend should be made.
Where the chosen companion cannot attend on the date proposed, an employee can
propose an alternative date and time so long as it is reasonable and falls within 5
working days of the original date.
8.3 Before the Meeting
It is essential that line managers prepare thoroughly for a formal meeting by reviewing
all documentation related to the sickness absence. This may include;
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The Effective Management of Sickness Absence Procedure
The sickness absence history
Notes from the Informal Absence Counselling Meeting
Notes/outcome letter from the Stage 1/Stage 2 Absence Review Meeting
Copies of return to work discussions
Copies of Occupational Health reports
Copies of risk assessments
Any additional support or actions that have been agreed
Consideration should also be given to the effects of any reasonable adjustments which
have been made, the impact of the absence upon the service or team and whether
there are any mitigating circumstances.
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8.4 During the Meeting
The purpose of the formal absence review meeting is to review the employee’s
absence history, review all documentation and support offered and, based upon the
employee’s response and facts of the case, decide whether attendance has been
satisfactory. If the decision is made that attendance has not been satisfactory then a
formal caution may be issued.
Line managers should clearly explain the purpose of the meeting, outline the use of
adjournments and be mindful of the potential pressures of formality for the member of
staff. Employees must be offered the opportunity to respond to questions and be given
an opportunity to present any relevant information. A guide to the format and content
of the meeting can be found on the sickness absence website.
8.5 Appeals
Staff will have the opportunity to appeal against any formal caution issued and
guidance on how to do this will be outlined within the formal outcome letter. Decisions
made following an appeal meeting are final and binding and there are no further rights
of appeal.
9. Managing Long Term Sickness Absence
The University defines long term absence as absence from work because of ill health
lasting more than 4 weeks.
Evidence suggests that regular contact and early supportive intervention can
significantly improve the prospect of the employee returning to work within a
reasonable timeframe. It is therefore important to establish arrangements for
communication, including frequency of calls during long term absence. As a general
guide it is advised that the employee should make contact on a fortnightly basis in
order to update on their current situation.
In less complex cases, where the prognosis for absence is clear from an early stage
and the employee is expected to be fit for work within a particular timeframe, the line
manager and employee may be able to agree locally what contact and support is
required in order to devise a plan to support the return to work.
Where the prognosis for long term absence is unclear and the employee remains unfit
for work, the manager should review the absence at regular intervals to ensure that
the absence does not drift without a regular flow of information.
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9.1 Conducting a Welfare Call
A welfare call will generally be made where contact has not been made by an
employee during sickness absence as required under the Effective Management of
Sickness Absence Procedure or because the employee has failed to call on an agreed
day during long term absence.
Managers should approach a welfare call in the spirit of enquiry and out of concern for
the employee to establish that no unforeseen circumstances have arisen to prevent
the employee maintaining contact.
Managers are advised not to be judgemental during a welfare call and the following is
suggested as a framework for the call:
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To enquire how the employee is
What is the current medical positon concerning their absence?
Have they visited their GP recently?
Is there any indication of prognosis?
Any further support the University can offer
Agree date and mechanism for keeping in touch
Stress the importance of maintaining contact during absence
9.2 Occupational Health and Medical Information
Medical information and guidance obtained through Occupational Health is key to
informing the management of long term absence and ascertaining the medical
position. This information will be considered in relation to legal requirements for
disabilities within the scope of the Equality Act 2010.
For the majority of long term absence cases it will be necessary to initiate a referral to
Occupational Health at the earliest possible stage when it becomes known that the
absence is likely to last beyond 4 weeks. A referral must be discussed with the
employee before the referral is made and a copy of the referral form sent to the
individual. A link to the referral form and guidance for managers.
Employees must make every effort to attend an Occupational Health appointment and
give at least 24 hours notice of a cancellation.
In most circumstances the Occupational Health team will be able to produce a medical
report based upon the employee attending an appointment. For complex absence
cases the team, with the employee’s consent, will seek a medical report from the
employee’s GP or specialist where it is necessary to obtain further information to
provide clear guidance to inform judgements on the management of the case and
decisions about the future employment of the employee. Where information is not
forthcoming or consent is not given however, a decision will be made in the light of
information available to the University.
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9.3 Government Fit for Work Service (FFW)
(Temporary insertion – to be reviewed August 2017)
The new Fit for Work service is intended to provide employers with help to manage
sickness absence in the work place and provides employers, employees and their GP
with access to work-related health advice.
There are two main elements to the service:
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Free health and work advice – through a website and telephone line to assist
with absence prevention.
Free referral for an occupational health assessment for employees who
have reached, or whose GP expects them to reach, four weeks of sickness
absence. The service aims to help employees return to work sooner.
Employees, with their consent will normally be referred by their GP, but
employers can also make a referral after four weeks of absence.
The assessment with a FFW case worker will take place two days after a referral and
the referral appointment will take place via telephone.
The service is intended to work alongside existing Occupational Health provisions and
not to replace them. The University will continue to direct all Occupational Health
referrals through the University Occupational Health service and managers should
continue to follow the process as outlined in section 8 of the Effective Management of
Sickness Absence Policy and Procedure.
Employees are encouraged to inform their GP when a referral to the University
Occupational Health service has been made in order to avoid duplication, however
there is nothing to prevent two separate referrals to both services being made. Where
an employee is referred to the FFW service by their GP and has had a previous
appointment with the University Occupational Health service they are advised to put
this down as their point of contact; 0191 208 7344. Where they have not had a previous
appointment with the University Occupational Health service they are advised to put
down their line manager as their point of contact.
Managers who receive a support plan for a member of staff from the FFW service
should contact their local HR team for advice without delay. Support plans will be
directed through the University Occupational Health service for review before actions
relating to recommendations are taken. In situations where managers receive phone
calls or e-mails from the FFW service in regards to an employee who has been
referred, please attempt to provide the information requested in relation to the
employee’s role. If there is information which is difficult to obtain please refer to your
local HR team for advice.
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The maximum duration of support provided by the FFW service is 3 months, after
which time they will be discharged. Employees who have been referred in the previous
12 months are not eligible for FFW support, nor are those employees without a
reasonable prospect of a return to work such as hospital in patients or those in acute
stages of a medical condition.
9.4 Case Conference
A case conference may be recommended by Occupational Health or by HR to discuss
the management of a long term absence case. The purpose of a case conference is
to agree actions required to support the employee back to work following sickness
absence and/or to address work related issues (including disability) which require
collective discussion/actions. Where a pre meeting is required the employee will be
notified.
Attendees to the case conference will typically include:
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The relevant line manager/Head of Academic/Service Unit
HR Manager or HR Adviser
Occupational Health (where necessary)
Employee
Employee representative (if required)
In some circumstances it may be necessary to include representatives from other
areas such as IT or Estates in order to obtain specialist advice on potential supportive
measures.
The meeting will usually address:
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Occupational Health recommendations (where applicable)
Phased return to work programme requirements (where applicable)
Workplace adjustments and/or restrictions (where applicable)
Key actions required to support the employee at work.
Either Occupational Health or HR will co-ordinate attendance to the case conference
and HR will lead the discussion and take notes of the meeting. However, the line
manager will do so in cases where HR and Occupational Health are not present.
An open discussion will be held to clarify the actions required to enable the employee’s
sustained return to work or to ensure work related issues are addressed.
9.5 Supporting a Return to Work
The University recognises that returning to work after long-term absence can be a
difficult experience for an employee and that support is required to phase staff back
into work. A return to work plan will normally be agreed following consultation with
Occupational Health. However, in less complex cases a plan may be agreed locally
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between an employee and their line manager where it is in response to a Medical Fit
Note recommendation and the work the employee is employed to do is low risk.
There are several supportive measures which can be considered either individually or
as a package all with the aim of getting the employee back to fulfilling their full role
after a gradual return. These include;
A phased return to work - a phased return to work will normally last for no more than
4 weeks and would usually include working reduced hours that gradually increase over
the duration of the phased return work period with adjusted start and finish times.
Employees will receive full pay during a standard 4 week phased return. Only one paid
phased return to work will be available in a rolling 12 month period. This may be split
if necessary where a full 4 weeks has not been taken. Details of the phased return to
work must be recorded on the Return to Work Discussion form and submitted to HR.
In exceptional cases, following a recommendation from Occupational Health, it may
be necessary to consider a short extension that would take the phased return to work
period beyond 4 weeks. In this situation the employee may use outstanding annual
leave to offset the shortfall in working hours and maintain full pay during the extended
phased return. If annual leave has been exhausted then unpaid leave or a temporary
variation to employment will be considered.
Line managers should communicate regularly with staff on a phased return to work in
order for either party to review progress and raise any concerns.
Light duties – temporarily carrying out light duties may include restrictions in lifting
heavy equipment, reduced travel requirements or a reduction to a smaller proportion
of tasks associated with the role.
Hardware/Technology/Equipment – there may be the option of temporarily hiring or
installing supportive equipment in order to assist the employee back to work, subject
to OH approval. Employees will need to register for this service.
9.6 Reasonable Adjustments
Adjustments may be implemented in a number of scenarios to enable employees to
fulfil their role. Often the consideration of adjustments will be done in consultation with
the employee and with guidance from Occupational Health and HR. Reasonable
adjustments may be implemented temporarily during a phased return or to support a
temporary condition or they may be implemented permanently to support a disabled
employee.
When considering adjustments the line manager should consider whether the
adjustment is reasonable bearing in mind the following;
 The effectiveness of the adjustment in preventing the person being placed at a
substantial disadvantage
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 The practicality of the adjustment;
 The availability of financial and other assistance; the financial or other costs of
the adjustment and the extent of any disruption caused.
Line managers should review all reasonable adjustments with the employee on a
regular basis to ensure that they remain applicable and effective.
Funding may be available to assist reasonable adjustments for disabled employees
through the government’s Access to Work Scheme; Academic Units and Professional
Support Services will need to meet the cost of reasonable adjustments where the
funding is not available externally. In determining whether it is financially reasonable
to support an adjustment the decision must be within the context of University’s overall
budget and not be limited to individual Unit’s ability to fund.
Failure to make reasonable adjustments in a timely manner is a common complaint
amongst disabled staff, and a breach of our duties under the Equality Act 2010.
Managers should seek to identify and implement adjustments as soon as is practical.
9.7 Job Redesign
If an employee is considered permanently unfit to return to their substantive duties but
not unfit to return to work, they will be invited to a meeting by their line manager to
discuss options for job redesign. This situation may arise following the onset or
deterioration of a physical disability and where the individual’s role contains an
element of manual handling which could be assisted with equipment or distributed to
others, for example. Line managers will lead the meeting with support from a member
of the HR Team. On occasion it may be necessary for an Occupational Health
representative to be present. The employee may be accompanied to the meeting
should they wish.
An open discussion will take place in consideration of job redesign, amendments to
the job description and/or hours of work and attempts will be made to accommodate
employee requirements, however this may not always be possible. It is possible that
substantial changes to a role may affect the grade of a job. This will be discussed
formally with the employee before a final decision is made.
9.8 Alternative Role
If job redesign of the substantive post or type of work is not possible then options for
another type of work will be considered where appropriate, taking into account the
Enable Managers Guidance supporting disabled staff at Newcastle University.
Again, the employee will be invited to a meeting by their line manager to discuss
options for alternative roles. Line managers will lead the meeting with support from a
member of the HR Team. The employee may be accompanied to the meeting should
they wish.
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To explore if alternative work may be available it will be important to agree what kind
of work and tasks the employee can realistically fulfil after ill health. The HR Team and
line manager will carry out an initial review of current vacancies within the parameters
agreed. Input from the Occupational Health team may be required.
Where alternative work is available at a lower grade a period of pay protection may be
offered to facilitate to the transition to the new role in accordance with the University
standard policy on pay protection.
9.9 Ill Health Retirement
If an employee is deemed to be permanently unfit for work within the University and
they are a member of one of the occupational pension schemes then a case will be
submitted, in consultation with the employee, to the scheme trustee to consider
retirement on the grounds of ill-health.
The case will require the employee to be assessed by Occupational Health and, with
the employee’s consent, relevant reports to be sought from the employees GP and/or
specialist. This is to provide the necessary information to the trustees of the relevant
pension scheme. In some cases the trustees may request their own medical report
and an assessment by an independent medical adviser where they feel they need
further information to make a decision.
The trustees may arrive at one of the following decisions:




To decline the application for ill-health retirement
To grant full incapacity ill-health retirement
To grant partial incapacity ill-health retirement
To grant full commutation (this is the option to convert the total pension payable
in a lump sum in circumstances of serious ill-health and where life expectancy
is less than one year)
The benefits payable in circumstances where full or partial incapacity ill-health
retirement is approved by the trustees are available in the pension scheme guide for
the relevant pension scheme.
It will be explained to the employee in a meeting prior to submission of the ill-health
retirement application that should the trustees decline the application for ill-health
retirement the employee’s employment will terminate on notification of the decision
from the trustees as outlined in section 9.10 below.
9.10
Termination of Employment
The employee will be invited to a meeting to review their absence situation and
possible termination of employment on the grounds of ill-health capability. This will
occur when it has been identified that there are no suitable alternative roles available
and one or more of the following circumstances apply;
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



Medical information confirms that the employee is deemed permanently unfit
for their and they are not a member of one of the occupational pension
schemes
Medical information is unable to give a clear indication of a reasonable
timeframe for a return to work
The employee has had their application for ill-health retirement declined
A supportive return to work following long term sick has been unsuccessful and
has resulted in further sickness absence
The meeting will be chaired by a manager with the authority to consider termination of
employment who will be supported by a member of the HR team. The employee will
have the right to be accompanied should they so wish. The manager will thoroughly
review all absence and medical documentation including all attempts to provide
support to enable the employee to return to work and/or sustain attendance. Where
all options have been exhausted and the decision is made to terminate employment
relevant contractual notice will be given.
The decision will be confirmed in writing and the employee will have the right of appeal
(see procedure for full details). Decisions made following an appeal meeting are final
and binding and there are no further rights of appeal.
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