Carolyn Black's List: Final Project HR Management

• The Responsibilities of the Supervisor

   In addition to ensuring that work is appropriately covered during the employee’s absence, there are a number of other critical actions that supervisors need to take to manage absenteeism. They should: 
  • ensure that all employees are fully aware of the organization’s policies and procedures for dealing with absence,
   
  • be the first point of contact when an employee phones in sick,
   
  • maintain appropriately detailed, accurate, and up-to-date absence records for their staff, (e.g., date, nature of illness/reason for absence, expected return to work date, doctor’s certification if necessary),
   
  • identify any patterns or trends of absence which cause concern,
   
  • conduct return-to-work interviews, and
   
  • implement disciplinary procedures where necessary.

• The Return-to-Work Interview

   The training of supervisors in how to best manage absenteeism should include instruction on how to conduct effective and fair return-to-work interviews. Recent national surveys indicate that these interviews are regarded as one of the most effective tools for managing short-term absenteeism1.

   The return-to-work discussion will enable the supervisor to welcome the employee back to work, in addition to demonstrating management’s strong commitment to controlling and managing absenteeism in the workplace. The interview will enable a check to be made that the employee is well enough to return to work.

   The necessary paperwork can be completed, so that the absence and its conclusion are properly recorded. The fact that an established procedure is in place to investigate and discuss absence with an employee may, on its own, act as a deterrent for non-attendance for disingenuous reasons.
• Interviews need to be carried out as promptly as possible following the absentee’s return to work (no later than one day after his or her return). The employee should be given ample opportunity to outline the reasons for his or her absence. The supervisor should use the interview as a time to explore any issues that the employee may have which are leading to absence.
• The goal is to foster an open and supportive culture. The procedures are in place to make sure that help and advice is offered when needed and to ensure that the employee is fit to return to work. Employees will usually appreciate the opportunity to explain genuine reasons for absence within a formalized structure. Should the supervisor doubt the authenticity of the reasons given for a
• bsence, he/she should use this opportunity to express any doubts or concerns.
• At all times, the employee must be aware that the interview is not merely part of company procedures, but a significant meeting during which the absence has been noted and may have implications for future employment. The company’s disciplinary procedure, in the event of unacceptable levels of absence, should be explained to the employee.
• The supervisor should then brief the returning employee about the current situation (i.e., what tasks are now priorities, what work has already been carried out and where the employee should now focus his/her efforts).
• At no point during the meeting should the interview become a form of “punishment,” but should be seen as an occasion to highlight and explain the repercussions of absence within the department. The vast majority of employees derive a sense of pride and achievement from their work and management should be encouraged to treat these individuals as responsible adults.

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• Stage 1: Counseling Interview
• Stage 2: First Formal Review (Verbal Warning Stage)
• Stage 3: Second Formal Review (Written Warning Stage)
• Stage 4: Temporary Suspension From Work
• Stage 5: Termination of Employment
• Challenges in Managing Absenteeism

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• • Academic Source