Attendance Management Policy

1.                     Statement of Policy

All officers and staff have a vital role to play in ensuring the highest standard of service delivery is provided to the community. The Force is therefore committed to creating an environment where everyone has the opportunity to achieve their full potential, regardless of their position in the organisation.

It is also recognised that in order to foster this environment it is essential that all staff fully understand the standards of attendance expected of them. Instances will however arise where the attendance of staff does not meet the required standard.

The Force have a responsibility to protect the health and wellbeing of all staff and to provide appropriate levels of support for individuals who are absent due to genuine ill health and assist them in returning to work as soon as is practicable.

The aim of this policy and the Attendance Management procedure is, therefore to assist managers and staff to quickly identify what assistance is required to improve the situation. It is intended as a mechanism to enable all staff to achieve the standards of attendance expected of them in a fair and consistent manner. Each case will be considered on its own merits.

This policy and the associated procedure set out the responsibilities of each individual in respect of absence management guidance. It informs line managers/supervisors how to record a member of staff absent from work due to sickness, the necessary action to be taken and documentation to be completed.

 

2.  Policy Scope

This Policy and the associated procedure document explains the rights and obligations of individuals when absent due to sickness and the responsibilities of managers to monitor and manage sickness absence in a robust but supportive and consistent manner.

The purpose of this policy and the associated procedure document is to:

• ensure all staff are aware of their rights and obligations under this policy and understand the recording, monitoring and procedures Dyfed-Powys may use in regard to sickness absence management
• provide managers and supervisors with a structured framework to assist them in managing sickness absence
• ensure all staff are treated with fairness and consistency
• create an opportunity for positive action to be taken to improve the welfare of staff by assisting them to overcome any difficulties that may affect their ability to work effectively
• ensure that the highest levels of quality and service can be maintained to all Dyfed- Powys Police to fulfil its obligations to the public

The policy and the associated procedure document applies to:

• All police officers except those above the rank of Chief Superintendent and those who have not completed their probation.
• All police staff except those within their probationary period
• Special Constables

Terminology

For the purpose of this policy and associated procedure document the terms ‘member of staff’, ‘staff member’ and ‘staff’ shall be used to refer to Police Officers, Police Staff and Special Constables.

The term ‘Workplace companion’ is used to describe a police officer or a police staff member employed by Dyfed-Powys Police, a trade union or staff association representative who may accompany, advise and represent the staff member during all formal stages of the procedure.

The term ‘Appropriate Authority’ is used to describe the Chief Officer with responsibility for People and Organisation Development.

The term ‘SMS’ refers to the Sickness Management System, the force online sickness recording system.

The term ‘HMAB’ refers to the Health Management Attendance Board.

 

3.  Powers and Policy/Legal Requirements

This policy and associated procedure document has been drafted to comply with the general and specific duties in:

• Police (Performance) Regulations 2020;
• Police Regulations 2003;
• The Equality Act 2010;
• The Equality Act 2010 (Specific Duties) Regs 2011
• The Data Protection Act 1998, 2018;
• Health & Safety at Work Act 1974
• Access to Medical Records Act 1998
• The Freedom of Information Act;
• The European Convention of Human Rights;
• Employment Act 2002;
• Employment Relations Act 1999
• Police Staff Handbook 2021
• IOPC Guidance (re directed surveillance)
• and other legislation relevant to policing.

 Related policies, procedures and guidance:

• Career Break Policy and Procedure;
• Change Management Policy;
• Data Protection Policy;
• Data Protection Breach Policy;
• Dignity in the Workplace Policy;
• Substance Misuse Policy
• Fairness at Work Policy;
• Flexitime Policy;
• Health & Safety Policy;
• Information Security Policy.
• Job Related Fitness Test Policy and Procedure;
• Leave for Personal Family reasons plus other Special Leave Policy;
• Limited Duties Policy and Procedure;
• Maternity, Paternity and Adoption Support Leave Policy;
• Management of Change Policy;
• Menopause Policy;
• Performance Management Policy and Procedure;
• Police Staff Misconduct Policy and Procedure;
• Promotion Selection Policy;
• Recruitment & Selection Policy and Procedure;
• Right to request Part Time & Flexible Working Policy;
• Smarter Working Policy;
• The Management of Stress at Work Policy.

Dyfed-Powys Police will operate within the policing principles as defined by the College of Policing Code of Ethics and in support of this our policies will seek to promote:

• Courage
• Respect and Empathy
• Public Service                                                                                                                                                                                                  The Welsh Language Standards explicitly provide that members of staff may undertake some processes, or receive some documentation through the medium of Welsh. These rights are listed below, and may or may not apply to this policy. Employees of Dyfed-Powys Police have the right to:

• Receive any documentation that outlines their training needs or requirements, performance objectives or their career plan through the medium of Welsh;
• Make a complaint through the medium of Welsh;
• Respond to a complaint or any allegations made about them through the medium of Welsh;
• To attend a meeting to discuss a complaint or a disciplinary matter through the medium of Welsh; and
• Receive decisions relating to a complaint or a disciplinary process through the medium of Welsh.

 

4.  Options and Contingencies

All individuals must take responsibility for their attendance at work, demonstrating a clear commitment to attendance in order to maintain high standards of service to the public.

Good attendance at work is expected to be maintained by the entire workforce. Individuals who are absent through illness will be supported to return to work as soon as possible.

Individual Responsibilities

Individuals are responsible for maintaining the standard of attendance expected of them. Individuals must take reasonable steps to uphold consistent attendance at work.

If an individual is unable to attend work through sickness, individuals are responsible for personally (or via third party if incapacitated) notifying their line manager (or if unavailable an equivalent manager) prior to their start time or at the earliest opportunity and when reasonably practical. Direct contact with line manager is expected either in person or by telephone. Text, WhatsApp or an email message is unacceptable, except in exceptional circumstances.

Individuals should inform their managers of any duties or outstanding work that will require attention during their absence.

If the absence continues, individuals must maintain regular contact (as agreed between both parties) with their line manager to provide an update on their situation and expected length of absence or expected return date. For long term absences (absences lasting more than 28 days) contact must be no less than fortnightly.

Individuals have an obligation to keep in regular contact with their supervisor giving any updates on their condition, its prognosis and progress towards recovery during any period of sickness absence. Failure to engage with contact could result in progression through to a formal stage of the process.

For any absence in excess of seven days, individuals must submit a doctor’s statement of fitness to work (‘fit note’) to the line manager, covering the period of absence from the 8th day onwards. Individuals failing to provide fit notes to cover absence within 14 days may lead to a loss of sick pay.

To ensure accurate recording of absence, individuals must advise their line manager when they are fit to work, even if this is a rest day or annual leave.

When requested to do so, an individual is required to attend the Occupational Health Unit (OHU) for an assessment. Failure to do so, may result in a management decision without the appropriate medical evidence.

Individuals must ensure that any injuries on duty are reported as soon as possible to their line manager (or if unavailable an equivalent manager) after they happen.

Individuals are responsible for avoiding activities that would be detrimental to their recovery or which may cause reoccurrence of their condition.

Co-operate with management in achieving a return to work as soon as fit to do so.

Where a member of staff is taking medication that may affect their safety at work they must disclose this to their line manager to ensure that their health and safety is not compromised.

Where a staff member has a recognised disability, they are encouraged to complete a Work and Wellbeing passport in order for the necessary support to be put in place.

 

Line Manager Responsibilities

Line managers will apply their professional judgement wen implementing this policy and must justify any deviations they make from the policy.

Line managers are responsible for ensuring that their team members are aware of the levels of attendance expected of them.

Line managers are expected to support their team members to maintain the expected level of attendance.

Line managers must promote the health, safety and wellbeing of their staff and this should be reflected in day-to-day working practices.

Line managers must also promptly record absences on the Sickness Management System (SMS). This will include logging the reason for absence, uploading fit note details and recording any on-going contact.

Line managers will conduct a return-to-work interview with their team member on the first day of their return to work or as soon as is reasonably practical. Any delay to conducting a return-to-work interview needs to be documented on the Sickness Management System (SMS)

Line managers will maintain reasonable contact (as agreed between both parties) with their team member who is absent due to sickness. For long term absences (absences lasting more than 28 days) contact must be no less than fortnightly.

Line Managers will provide appropriate support to create an inclusive working environment.

Line Managers will encourage their staff members who have a recognised disability to complete a Work and Wellbeing Passport. They will be responsible for implementing reasonable adjustments which have been identified and agreed as being suitable for the staff member. The line manager will upload the completed passport into the Sickness Management System and will ensure an annual review of suitability of adjustments.

Line managers are responsible for monitoring attendance levels of their staff, identifying patterns or trends, investigating underlying causes for absences and taking action where there are areas of concern.

Where an individual’s attendance record shows cause for concern the line manager is responsible for ensuring measures are put in place to address this including the creation of a Supportive Plan within the Sickness Management System.

Line managers must make individuals aware that failure to improve attendance may result in the formal procedure being instigated. Each case will be considered on its own merits in consultation with HR.

Where informal management interventions have not achieved the required level of attendance, line managers are expected to invoke the formal procedure to support their team member to achieve the required level of attendance.

 

Human Resources responsibilities

Human Resources (HR) will offer guidance to managers on the interpretation of the policy and guidance.

HR will promote consistent decision making when providing guidance to line management on the application of the Attendance Management Policy.

HR will monitor and evaluate the effectiveness of this policy.

 

Occupational Health responsibilities

Occupational Health will advise management on health and fitness for duty and likely timescales for recovery, return to work and recuperative recommendations.

 

Unison, Federation, Superintendents Association and Staff Support Networks

Representatives will provide support and guidance to colleagues with regards to policy and the procedure.

Representatives can act as a ‘Workplace Companion’ at all stages of the formal procedure.

Representatives will provide feedback on the effectiveness of this policy.

 

5.  Take action and review

Dyfed-Powys Police monitors the application of this policy and has discretion to review it at any time through the appropriate consultation mechanisms and in light of any developments in employment legislations and good employment practice.

Responsibility for the implementation, monitoring and development of this policy lies with Human Resources.

The review will take into account the following criteria:

• Examples of good practice from other Forces and/or other organisations
• Representations made by individuals and/or representative groups
• Relevant diversity data
• Any challenges to the policy.

The policy and associated procedure document will be overseen by the People, Culture and Ethics Board.

CODE OF ETHICS CERTIFICATE OF COMPLIANCE

This policy has been drafted in accordance with the Code of Ethics and has been reviewed on the basis of its content and the supporting evidence and it is deemed compliant with that Code and the principles underpinning it.

HUMAN RIGHTS ACT CERTIFICATE OF COMPLIANCE

This policy has been drafted in accordance with the Human Rights Act and has been reviewed on the basis of its content and the supporting evidence and it is deemed compliant with that Act and the principles underpinning it.

EQUALITY IMPACT ASSESSMENT

Section 4 of the Equality Act 2010 sets out the protected characteristics that qualify for protection under the Act as follows: Age; Disability; Gender Reassignment; Marriage and Civil Partnership; Pregnancy and Maternity; Race; Religion or Belief; Sex; Sexual Orientation.

The public sector equality duty places a proactive legal requirement on public bodies to have regard, in the exercise of their functions, to the need to:

• eliminate discrimination, harassment, victimisation, and any other conduct that is unlawful under the Act;
• advance equality of opportunity between persons who share a relevant protected characteristic and persons who do not share it;
• foster good relations between persons who share a relevant protected characteristic and persons who do not share it.

The equality duty applies to all protected characteristics with the exception of Marriage and Civil Partnership, to which only the duty to have regard to the need to eliminate discrimination applies.

Carrying out an equality impact assessment involves systematically assessing the likely or actual effects of policies on people in respect of all the protected characteristics set out above. An equality impact assessment should be carried out on any policy that is relevant to the public sector equality duty. 

EQUALITY IMPACT ASSESSMENT COMPLETED: August 2024