Sickness Absenteeism (Hansard, 9 March 1995)

Mr. John M. Taylor

The question partly concerns a specific operational matter on which the chief executives of the three agencies concerned are best placed to provide an answer. I have accordingly asked each of them to reply direct.

Absenteeism in my Department is taken seriously by managers at all levels in the organisation. All staff are issued with a handbook which explains the Department's policy on sick absence and details what will happen if poor attendance prevents an individual from giving regular and reliable service. Managers are required to tackle sick absence constructively and promptly and this includes conducting a "return to work" interview with staff after any period of sick absence. Levels of sick absence are monitored both locally and centrally and initiatives designed to tackle areas where sick absence is highest have been introduced. In particular, my Department is currently conducting research into the incidence and causes of stress in the Department and the linked problem of stress-related sick absence.

Letter from Julia C. Lomas to Mr. David Chidgey, dated 9 March 1995:

The Parliamentary Secretary of the Lord Chancellor's Department has asked me to reply to you as part of the Lord Chancellor's Department's response to your parliamentary question, listed on 28 February 1995, regarding measures being taken to combat sickness absenteeism.The Department's central guidance is available to all Public Trust Office staff. On return from sick leave, all staff are interviewed by their managers. Managers are responsible for monitoring sick absence levels, and for taking action if these are unacceptable.I am in the process of issuing new written guidance to managers, and a comprehensive refresher training programme is to be run shortly to support this.290W

Letter from John Manthorpe to Mr. David Chidgey, dated 9 March 1995:

I have been asked by the Parliamentary Secretary for the Lord Chancellor's Department to reply to your recent question concerning the measures being taken by HM Registry to combat sickness absenteeism. I can provide the following information.

1. Periodic health screening is carried out to assist in identifying potential health problems and providing information on healthy living.
2. Appropriately trained line managers at all levels are involved in managing attendance. Local Personal Managers oversee the operation and effectiveness of procedures.
3. There is close liaison with the Occupational Health Service over cases of concern and the Registry's own Welfare Service play an active supportive part in the well being of staff.
4. The Registry has developed a customised Personnel Information System which provides detailed information on sickness absence and its causes. This information is used to inform line managers and to further develop the Agency's sickness absence policy.
5. All staff in the Land Registry have a personal copy of the Agency's policy on staff attendance and this is publicised on a regular basis.

I do hope that this answers the point raised with the Parliamentary Secretary but please contact me if I can be any further assistance.

Letter from Sarah Tyacke to Mr. David Chidgey, dated 8 March 1995: I have been asked by the Lord Chancellor's Parliamentary Secretary to reply to your question about measures being taken to combat sickness absenteeism in the Public Record Office. In October 1993 the Public Record Office put in place a plan of action to combat sickness absenteeism. This included: drafting a revised sick absence policy which has now been circulated to all staff; Personnel Management Department providing managers with monthly reports about staff whose sick absence is a cause for concern, agreeing what action should be taken and ensuring that subsequent attendance is monitored regularly and; Statistical data on sick absence is now compiled and analysed by Personnel Management Department and this information is circulated to managers on a regular basis. This enables managers to identify and deal with problems at an early stage.

Specific action which has been taken since February 1994 is as follows: 64 staff have been asked to discuss sick absence with their manager and agree a plan of action to improve it. Their attendance is then monitored at least quarterly and further action taken if appropriate. Personnel Management Department work closely with managers throughout this process; 17 referrals have been made to the Occupational Health Service (OHS); 8 medical retirements have been requested (6 already actioned); 4 verbal warnings have been given; 1 written warning has been given; and 3 staff have been dismissed.