Turned Up and Tuned In: A manager’s guide to maximising staff attendance

4. When all else fails - What you need to do

To determine if an individual’s absence level is reasonable, managers need to consider the reasons for the absence. If a manager suspects that the reasons may not be legitimate then the level of absence might be unreasonable
A more formal approach is required for frequent and prolonged absences that tend to show a pattern or where reasons given are questionable
A more formal approach is required when an employee fails to follow procedures or displays erratic work patterns like frequent lateness, leaving early and/or taking long breaks
Employees who make worker’s compensation claims for psychological injury take two to four times more unplanned leave than other employees prior to making a claim¹²

Tips

It is more effective to work with staff to find a solution rather than to impose one from above

Keep discussions focused on the issue rather than the person.

Ask HR

For expert advice and guidance
How to utilise employee assistance programme services and other external support services
To explore career counselling services and fitness for duty assessments

Assess the situation and gather relevant information

Make an appointment to meet with the employee and let them know what the discussion will be about so they can come prepared

Consider your approach and seek advice and feedback from your manager and/or peers

Set the scene by establishing rapport and checking the employee’s understanding of the purpose for the meeting
Outline your concerns and provide records of absences to support your concerns
Discuss how absences have impacted on the employee’s and team’s performance
Identify and explore possible solutions
Document details, including agreements and actions
Agree on time for follow-up to review progress

Articulated concern for employee’s ongoing wellbeing
Confirmed the employee is recovered and fit to return to work
Updated the employee on work matters
Reviewed the employee’s absence record and discussed areas of concern
Uncovered circumstances and causes
Offered support to help the employee improve their attendance
Explored opportunities to change workarrangements, e.g. start/finish times, working from home, job sharing, job rotation or part-time work
Reaffirmed the agency’s expectations
Gained agreement to a way of moving forward
Outlined possible consequences of further absences (if necessary)
Made a written record of discussion

12 Comcare, 2005, p.7