Sickness Absence Management

As a line manager, you play an important role in supporting staff who are absent due to sickness, while ensuring sickness absence is managed consistently and in line with the University's procedures.

This page provides practical guidance on what you need to do when a member of your team is absent, including recording absence, keeping in touch, managing medical evidence, conducting return-to-work discussions and responding to sickness absence triggers.

At a glance – what you need to do

When a member of your team is absent due to sickness:

  1. Report - The employee reports their absence to you.
  2. Record - Record the sickness absence on Staff Infobase as soon as possible (this can be recorded by you as the line manager or by your Sickness Administrator).
  3. Keep in touch - Agree appropriate arrangements for keeping in touch during the absence.
  4. Medical evidence - Check whether a Fit Note (or alternative medical evidence) is required.
  5. Return to work - Complete a confidential Return to Work discussion and record in Staff Infobase.
  6. Review - Monitor sickness absence and take appropriate action if a sickness absence trigger is reached.

Before you manage sickness absence

To support you in managing sickness absence, you should:

If a member of your team would benefit from additional wellbeing support, you can signpost them to the Staff Wellbeing Hub where they can find helpful information and free resources.

Reporting sickness absence

It is important that sickness absence reporting arrangements are clearly communicated to all staff.

Staff must report any sickness absence directly to their line manager before they are due to start work on the first day of absence, in line with the Sickness Absence Policy. Once a sickness absence has been reported, the absence should be recorded on Staff Infobase as soon as possible.

Keeping in touch during sickness absence

Staff should maintain contact with their line manager during sickness absence. Managers are also responsible for maintaining regular contact with staff where appropriate.

When a member of staff reports their sickness absence, you should discuss how and when you will keep in touch. The frequency and method of contact should reflect the individual circumstances.

Keeping in touch provides an opportunity to:

  • check on the employee's wellbeing
  • discuss their expected length of absence and likely return date
  • discuss any work that needs attention
  • identify whether any support may be helpful
  • keep arrangements for their return to work under review

If the employee knows their expected return date, they should confirm this with you before returning. If they are unable to return as expected, they should update you and provide further medical certification when required.

If you are unsure about the appropriate level of contact, speak to your HR Business Partner.

Fit Notes and medical evidence

The type of medical evidence required depends on the length of the sickness absence.

  • Seven calendar days or less: The employee can self-declare through Staff Infobase on their first day back at work. Line manager approval is required.
  • More than seven calendar days: The employee must provide medical certification.

A Fit Note will confirm whether an employee is not fit for work or may be fit for work subject to certain recommendations.

Return to Work

A confidential Return to Work (RTW) discussion should take place after every period of sickness absence.

The purpose of the discussion is to:

  • welcome the employee back to work and check on their wellbeing
  • discuss the reason for the absence and any relevant factors
  • identify whether any support could help prevent further absence
  • consider whether any reasonable adjustments may be appropriate
  • discuss any issues arising from the absence
  • ensure the sickness absence record is accurate and complete

Where sickness absence is related to a disability, speak to your HR Business Partner so that appropriate support and reasonable adjustments can be considered.

The outcome of the RTW discussion should be recorded on Staff Infobase.

Sickness absence triggers

Managers should monitor and accurately record sickness absence for their teams.

Short-term sickness absence trigger

10 working days of sickness absence over three or more occasions during a rolling 12-month period.

The trigger is pro-rated for part-time staff.

Reaching the trigger does not automatically mean that formal action will be taken but it will normally result in a Stage 1 – Informal Sickness Absence Review Meeting on their return from work.

If a member of your team reaches a sickness absence trigger:

  1. Conduct the appropriate review meeting.
  2. Consider the circumstances of the absences.
  3. Consider whether further support, reasonable adjustments or Occupational Health advice may be appropriate.
  4. Record the outcome on Staff Infobase.

Occupational Health

Occupational Health can provide advice to help managers understand how an employee's health may affect their work and what support or adjustments may be appropriate.

An Occupational Health referral may be appropriate where you:

  • have concerns about an underlying health condition affecting an employee's ability to undertake their role
  • need advice about whether an employee is fit to return to work
  • need advice about reasonable adjustments
  • need further information about an employee's likely return to work
  • are managing long-term sickness absence
  • need advice about rehabilitation or a phased return

Speak to your HR Business Partner before making an Occupational Health referral.

Reasonable adjustments and disability

If an employee has a disability or health condition that may affect their work, discuss their individual needs with them and work collaboratively to consider what reasonable adjustments may be appropriate.

The Workplace Reasonable Adjustment Passport can be used to support these discussions.

If you are unsure how a disability or health condition should be considered when managing sickness absence, speak to your HR Business Partner.

Managing long-term sickness absence

Long-term sickness absence may require a different approach from short-term sickness absence.

Managers should:

  • maintain appropriate contact with the employee
  • agree how and when contact will take place
  • keep the employee's likely return to work under review
  • consider whether additional support or reasonable adjustments may be appropriate
  • seek medical advice where appropriate
  • speak to their HR Business Partner about the appropriate next steps

Phased returns and rehabilitation

A phased return may be appropriate when an employee is returning from a long-term period of sickness absence. It allows the employee to gradually build up to their normal duties and contracted hours.

A phased return may involve temporary:

  • reduced working hours
  • changes to duties

Where working hours are temporarily reduced, LJMU's policy provides that annual leave should be used to make up the employee's contracted hours.

A phased return should be planned, monitored and reviewed regularly.

Speak to your HR Business Partner if you are considering a phased return or rehabilitation arrangements.

When you should speak to your HR Business Partner

You do not need to manage sickness absence situations alone.

Speak to your HR Business Partner if you:

  • are unsure how to manage a particular absence
  • are considering formal sickness absence action
  • are managing long-term sickness absence
  • have concerns about a possible disability or reasonable adjustments
  • are considering an Occupational Health referral
  • are unsure how to respond to recommendations on a Fit Note
  • need advice about a phased return or rehabilitation
  • have concerns about repeated or persistent absence

Your HR Business Partner can provide advice and support to help ensure sickness absence is managed fairly, sensitively and consistently.

Related resources