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Last updated: 22 June 2006
Turned Up and Tuned In: A manager’s guide to maximising staff attendance
Never take your eye off the attendance ball as you and your team can quickly develop or fall back into poor practices
Frequently asked questions
| Question | Answer |
|---|---|
| What should I look for on medical certificates from health practitioners? |
Note that under the Workplace Relations Regulations, a registered health practitioner can only issue a medical certificate in respect of the area of practice in which that practitioner is registered or licensed under a state or territory law. |
| What other forms of documentary evidence are considered acceptable in place of a medical certificate? | If it is not reasonably practicable for an employee to obtain a medical certificate for a period of sick leave, then a statutory declaration can generally be provided. For example, a statutory declaration could be provided where an employee is unable to make an appointment with their health practitioner. Managers should check their agency’s relevant policy and if in doubt seek clarification from HR. |
| Are the evidence requirements different for carer’s leave? | The documentary requirements can be slightly different for carer’s leave – an employee can provide either a medical certificate or a statutory declaration if requested by their agency. |
| Are there any circumstances that allow for an employee not to provide documentary evidence? | First check your agency’s policy to clarify when documentary evidence is normally required. Generally circumstances found to be beyond the employee’s control, such as the employee suffering severe mental or physical impairment will negate the need for documentary evidence. Managers should seek HR guidance if and when a situation arises. |
| Can I contact the employee’s registered health practitioner? | No. Under privacy legislation an employee’s health and/or illness is regarded as both personal and sensitive information and requires the employee’s explicit consent before a registered health practitioner can disclose or discuss an employee’s medical condition. In addition, many registered health practitioners are also bound by a code of ethics or conduct that further prevents them from discussing an individual’s health or illness with others.
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| What should be my general approach when an employee states an absence/s is due to ageneric or recurrent condition? | After showing concern always aim to make the link back to work – what can be done at work to assist the employee return as soon as possible or to safely work through these periods. Given the recurring nature of the condition, options can be planned in advance. For example, consider alternative work arrangements, workplace modifications, change of duties or alternative leave arrangements. |
| What does an employee’s stress level have to do with me? | The cost of psychological injury claims (sometimes referred to as ‘stress’) is the highest of any compensation claim type because they usually involve extended periods of time off work, and higher medical, legal and other claim payments. Workplace influences, including management style, have been found to be significant contributing factors. |
| What if I suspect an employee has a second job? | Having a second job is generally okay but be sure to check your agency’s relevant policy. If the second job is impacting on the employee’s ability to perform their duties then raise the matter with the employee in private. |
| What if I suspect drug or alcohol abuse? | Like workplace absence itself, drug and alcohol abuse is a common response to personal stress or crises.
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| What if I suspect an employee is having issues or crises in their personal life? | Personal issues or crises are a fact of life. Expect them to occur during your management career.
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| What if I suspect my management style is the problem? |
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| Can I ask what the problem is? | Yes, but there is no requirement for the employee to provide extensive detail. Asking questions in a safe environment and supportive manner is more likely to encourage an open response from the employee. |
| When should I go to HR? | HR is there to support you with managing workplace absences in particular;
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Myths
| Myth | Reality |
|---|---|
| If a staff member provides a health care practitioner certificate, and they have the leave accrued, there is nothing a manager can do | A manager is still required to exercise their judgement when approving all leave taken. If a manager doubts the validity of an absence or requires further evidence before feeling confident to approve the leave then they should discuss their concerns with the employee and contact HR for further advice if these discussions are not productive. |
| There is nothing a manager can do until the staff member returns to work | The approach a manager takes can influence an employee’s safe and timely return to work. For example, managers can start by responding quickly, as soon as an absence is notified, by discussing the circumstances directly with the employee, offering and providing useful support and exploring the suitability of other leave options. |
| Privacy legislation stops a manager from contacting people at home | Privacy legislation stops you from seeking or sharing medical information without the prior expressed consent of the individual involved. You have a duty of care to ensure the wellbeing of your employees. This can reasonably include contacting them at home during business hours. It is best to have a workplace protocol in place so that staff can expect to be contacted and to seek agreement on further contact arrangements when an absence looks like, or ends up, being more than a couple of days in duration. |
| It’s the long term absences that managers need to focus on | Agency consultations revealed patterns of multiple 1 and/or 2 day absences have a significant impact on workplace absence rates. Managers should regularly analyse all the absences of their staff over the previous 6–12 months to gain a thorough picture. |
| All long term absences are unacceptable | Not necessarily, there are numerous situations that can result in an employee being genuinely absent from the workplace for an extensive period/s. For example, some medical conditions like cancer, stroke or heart attack and their associated treatments. Also a tragic event, such as the death of a spouse or child may trigger an employee’s longer term absence. |
| Carer’s leave is the main issue | Whilst carer’s leave is increasing as a result of improvements to agency’s family friendly and work/life balance initiatives, sick leave still accounts for 73% of APS workplace absences.13 |
| Part-time staff are not usually the problem | Agency consultations revealed part-time staff are just as likely as full-time staff to be absent on a scheduled workday for reasons that could be scheduled in advance and attended to in their own time or through the use of flex or time–in–lieu. For example, dental appointments. |
| Staff who are difficult to manage or who under perform are absent more often than others | Some of your quietest and/or best performers may be taking a day here and there because they may think you won’t notice them missing, or feel you take for granted the ‘extra miles’ they go to deliver a consistently good job. |
| The public sector provides access to carer’s leave that the private sector doesn’t necessarily have | Managers should encourage relevant employees to discuss with their partner or other potential alternative carer, the provisions for carer’s leave in their workplace award or agreement, and the opportunities these provisions present to share caring responsibilities. |
Your responsibilities in a nutshell
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Do | Don't |
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| 1. Your management style |
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| 2. The workplace culture |
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| 3. Team communication |
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| 4. Individual discussions |
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| 5. Your decision making |
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| 6. Your approach |
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| 7. Expertise |
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| 8. Record Keeping |
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| 9. Administration |
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| 10. Privacy and confidentiality |
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13 ANAO, 2003, p.4
