Attend Aware

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Attendance Awareness Program

The University ofWestern Ontario

Human Resources

Updated January 2004


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Table of Contents

1. Introduction.............................................................................................................. P. 1

2. Forms of Absenteeism............................................................................................. P. 2

3. Role Definitions - Who Is Involved? Who Are the Resources?............................. P. 5

4. The Process of Addressing Innocent Absenteeism ................................................. P. 7

5. Introduction to Interviewing/Counselling ............................................................... P. 9

6. Medical Explanations/Notes - What is the Employer=s Right to Information?..... P. 11

7. Termination - Frustration of Contract ................................................................... P. 12

8. Workplace Safety Insurance Board (WSIB) ......................................................... P. 13

9. Health Care Appointments .................................................................................... P. 14

10. Appendices

Appendix A - Attendance Flowchart..................................................................... P. 15

Appendix B - Attendance Awareness Interviewing/Counselling Guide............... P. 16

Appendix C - Absenteeism Counselling - Record of Discussion ......................... P. 17

Appendix D - Referral to Rehabilitation Services................................................. P. 18

Appendix E - Attendance Initial Letter (Phase 2) ................................................. P. 19

Appendix F - Attendance Second Letter (Phase 3) ............................................... P. 20

Appendix G - Attendance Final Letter (Phase 4) .................................................. P. 22

Appendix H - Attendance Improvement Letter..................................................... P. 24


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1. Introduction


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. Introduction1

It is an expectation that an employee who is hired to perform a job attend work on aregular basis in order that scheduled work assignments can be carried out by the mostappropriate staff without disruption to other staff. All University staff are expected, to

the greatest extent possible, to create workplace conditions that are conducive to goodattendance. When utilising theAttendance Awareness Program, management staff areexpected to proceed in a manner that will encourage and motivate their employees toattend work regularly and be a valued contributor to the workplace.

It is recognised that, despite this expectation, employees may suffer an illness or injurythat prevents them from attending work regularly. For this reason, there are varioussick leave benefits outlined in collective agreements or policies, including Long TermDisability (LTD), an Employee Assistance Program, as well as the availability services ofRehab. Services. Of course, in the case of some occupational illnesses or injuries,employees may be entitled to Workplace Safety Insurance benefits (WSIB).

In conducting itsAttendance Awareness Program, the University endeavours to ensurethat employees who use excessive amounts of sick leave are aware of the unit =sconcerns and its hopes and expectation that their use of sick time will be reduced. Theintention is to encourage employees who use excessive amounts of sick leave to do allthey can, with our assistance, to achieve and sustain regular attendance at work.Employees who demonstrate that they can no longer fulfil their employment obligationswill be dealt with fairly and in a manner that is appropriate for the circumstances.

It is hoped that the application of the principles associated with addressing innocentabsenteeism will improve the overall attendance record and reduce unacceptable costs

now associated with absenteeism.

The principles for achieving this goal are:

$ Employee Commitment$ Consistent attendance administration process$ Modified work$ Support structure

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2. Forms of Absenteeism


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Forms of Absenteeism

A. CULPABLE ABSENTEEISM

Culpable absenteeism refers to lateness or absence problems for which the employeeshould be held responsible because the problems are within the employee =s power toaddress and correct. This type of absenteeism is addressed through progressivediscipline. The four key types of culpable absenteeism are:

1. Lateness/leave early;2. Failure to notify;3. Absences without leave; and4. Abuse of leave.

It is essential when addressing these types of absenteeism that there are clear, express

and reasonable rules to be observed by all employees and consistently applied by theemployer. It is important to build in some flexibility in consideration of the facts ofindividual cases and to determine if the employee has acted reasonably in all thecircumstances.

Leaders/managers should take into account the following factors in determining whetheror not progressive discipline is warranted:

(i) Are there clear guidelines/procedures relating to culpable absenteeism(e.g., lateness)?

(ii) Have these guidelines/procedures been communicated clearly to all

employees?(iii) Have they been consistently and uniformly applied in the past?(iv) How serious is the incident in question?(v) What is the impact of the absence on the employer=s business?(vi) Are there any relevant personal factors?(vii) What is the nature of the employee=s past disciplinary record?

Contact your HR Consultant in Staff Relations to discuss the facts ofthe situation, the appropriate approach, what past practice has beenestablished in the bargaining unit or employee group and what are the

contractual and legal obligations/limitations that exist.

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B. NON-CULPABLE (INNOCENT) ABSENTEEISM

Innocent absenteeism refers to the absence of employees due to illness or injury for reasons beyond theemployee=s control. This does not include absences due to injury due to a work related injury for whichthere is a Workplace Safety Insurance Board (WSIB) claim.

Innocent absenteeism is not subject to disciplinary action but is approached on the basis of identifying andunderstanding the medical needs of the employee and any restrictions as identified by the employee=shealth care practitioner. This includes modifying the work where possible to ensure the employee is ableto come to work on a regular basis.

Ultimately, after significant effort in modifying work, etc. has been made yet it has been identified that theemployee will not be able to attend work on a regular basis in the future, a termination forAfrustration of

contract@ may be upheld. This outcome is only after a significant degree of effort by all involved isdemonstrated and several criteria are met. This will be described in greater detail in this document(Termination B Frustration of Contract, page 12).

If a leader/manager believes an innocent absenteeism problem exists, the following should be examinedto confirm this:

1. Attendance Record: There are three important statistics relative to the attendance record. Ineach case, the absence is medically justified.

i) Number of days absent: Does the employee=s number of sick days off exceed the unit peergroup average. If the employee=s number of days absent is merely above the average it isimportant to look at the entire record to see if this is an anomaly.

ii) Number of incidents: Does the employee have frequent occurrences of absenteeism ascompared to the unit peer group average? A high number of separate incidents of absenceis disruptive to a unit, often requiring adjustments of schedules and work requirements thathas a detrimental impact on other staff.

iii) Pattern of absences: This may also be relevant. A history of intermittent and frequent

absences for different reasons may cause more operational difficulties for a unit as shortterm, intermittent absences are infrequently back-filled.

$ Calculation of average lost time due to illness/injury:

Number of sick hours in the fiscal year May 1 to April 30 divided by 7.5 (hours in a workday) givessick days.

# of sick days = Departmental average of sick daysemployees

$ Calculation of average number of incidents due to illness/injury:

This should be done for the period of the fiscal year May 1 B April 30 each year.

# of incidents = Departmental average of incidentsemployees

Throughout theAttendance Awareness Process it must remain clear to the employee that theUniversity is working to help the employee improve his/her attendance and that no form of

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discipline is being imposed.

Procedure: The leader/manager will assess all employees where the sick time exceedsthe unit=s average or the leader/manager has cause for concern (e.g., repeated patternof illness such as only Fridays and Mondays).

2. Attendance Standards: The rule has been for units to look at the peer group average in a fiscalyear (May 1- April 30) for all employees and compare an individual=s attendance against that.However, having said that, it is important that all the facts of the individual situation are consideredas a whole to ensure that the standard being applied is not unreasonable.

As a benchmark, the reported national average for days lost due to illness or injury is 9 days peryear.

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3. Role Definitions - Who Is Involved?Who Are the Resources?


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3. Role Definitions B Who Is Involved? Who Are theesources?R

The key individuals at the University involved in the process of addressing innocent

absenteeism are the employee, the leader/manager, HR Consultant, and Rehab.Services. The following provides a summary of these roles and how they interact.

1. Role of the Leader/Manager

The role of the leader/manager is the critical link in establishing a successfulAttendance Awareness Program. This role is supportive of the individual yetproactive in asserting the services that are available to the individual, particularlythat of Rehab. Services, to ensure that the situation improves itself oraccommodations are put into place to meet any restrictions in the workplace thathave been identified in conjunction with Rehab. Services. The leader/manager

establishes the protocols for calling into work sick and ensures that these arecommunicated to all employees as well as monitoring the records of allemployees and identifying pressures in the workplace that may be having animpact.

2. Role of the HR Consultant

The HR Consultant (Staff Relations) will provide overall guidance and co-ordination for the Attendance Awareness Program. The HR Consultant willadvise leader/manager on the appropriateness of factors to be considered andrecommend actions to be taken as well as provide tools to support the

leader/manager in addressing innocent absenteeism cases. The HR Consultantwill also impart critically important information to assist the leader/manager inunderstanding policies, collective agreements, and legal or legislativerequirements. This provides a solid framework from which to proceed.

When do I, as leader/manager, call the HR Consultant? The HRConsultant should be contacted once you have identified that apotential innocent absenteeism case exists. A discussion of thepertinent information including the attendance history and attendancestatistics of the peer group will be necessary to determine the course ofaction to be undertaken.

3. Role of Rehab. Services

This is a critical role in the process. Employees that are having difficultyattending work on a regular basis should be referred to Rehab. Services. Rehab.Services can assist the individual by liasing with the medical professionals and

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the department, sharing with the leader/manager only relevant, non-medicalinformation that is pertinent to the workplace to successfully improve attendanceor return an employee to the workplace. Rehab. Services will work with theleader/manager and the HR Consultant in determining the best course of action.It is critical to understand that no medical information received by Rehab.

Services is sharedB

only that information related to the return to work or anyaccommodations to be made are shared.

$ When do I call Rehab. Services? When it is identified that there isan issue with an employee attending work regularly for medicalreasons, Rehab. Services should be contacted and engaged alongwith the HR Consultant on determining the best strategy toaddress the situation and when the situation is likely to improve.(See Appendix D)

$ What if the employee has gone off with no clear indication ofreturn? If an employee goes off work with no indication of apossible return date, Rehab. Services should be contacted as soonas possible and when no greater than five consecutive days ofabsence has occurred. Research and practice has clearlydemonstrated that the longer an employee remains off work, themore difficult is the re-integration of that employee back into theworkplace. Every consideration should be made to bring theemployee back to work without jeopardising their health andsafety and that of others. To wait until the paperwork is filed forLTD benefits loses valuable time and opportunities to reduce theperiod the employee may be off work.

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4. The Process of Addressing InnocentAbsenteeism


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4. The Process of Addressing Innocent Absenteeism

As mentioned previously, the process of addressing innocent absenteeism is supportiveand non-disciplinary in nature. The intent is to understand the absences, discuss theimpact the absences are having on the unit and other staff, to provide support and

indicate support services available to the employee to allow the employee to addressissues so they will attend work regularly in the future.

It is the role of the leader/manager to work with employees on concerns related toattendance. It is the role of the leader/manager to bring to the attention of the employeewhose attendance is of concern, the standards expected and to offer help and support.The following provides a framework to address issues of innocent absenteeism withemployees.

Phase I: The Initial Interview between the Leader/Manager and

the EmployeeIt is important to remember that this meeting is counsellingin nature and is notintended to be disciplinary. The leader/manager is bringing to the attention of theemployee the concern of the level of absenteeism and is working with theemployee to identify ways to improve his/her attendance. The interview shouldbe noted on the Record of Discussion form (Appendix C).

Depending on the circumstance, this phase may take 2-3 counselling sessionswith the employee. The HR Consultant can assist in determining the structure ofthe process for an individual including how frequently the lost time issue shouldbe addressed. The services of Rehab. Services should be accessed in supportof trying to address the issues of attendance, with Rehab. Services working withthe leader/manager and the HR Consultant in support of the process.

The review of the attendance record can occur anywhere from a bi-weekly basis to every three months, depending on the facts of the case.The intention is to provide time to allow the employee to demonstrate a

change in the record/behaviour. Appropriate time frames to review thematter should be discussed with the HR Consultant.

Phase 2: Interview followed by a Letter

Within a predetermined and reasonable length of time of the initial interview,Phase 1, the leader /manager will arrange for a meeting with the employee andfollow up with a letter outlining what was discussed. (Appendix E).

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Phase 3 : Second interview followed by a Letter

Within a pre-determined and reasonable length of time of the Phase 2 interview,the leader/manager will arrange a meeting with the employee and follow up witha letter outlining what was discussed. In this letter, the possible implications

relative to the question of continued employment are referred to. (Appendix F)

Phase 4 : Third Interview followed by a letter

Within a pre-determined and reasonable time of the Phase 3 interview, theleader/manager will arrange a meeting with the employee. At this point, in reviewof the actions that have occurred to date (e.g., patterns, causes of absenteeism)and previously agreed upon solutions, the leader/manager must explicitlystate that continued employment is at risk. It is critical that this is reviewedwith a Human Resources Consultant prior to proceeding with this phase.(Appendix G)

Phase 5 : Next/Final Steps

Should improvement not be achieved and sustainedat the conclusion of thisprocess, further action should be taken in consultation with the appropriate

Human Resources Consultant. The prognosis for future attendance isessential for this phaseB what is the likelihood of regular attendance at work inthe future.

Human Resources= role is determining with the leader/manager whenAfrustration of contract@ likely has been reached.

Human Rights Considerations

It is equally as important to ensure obligations under any policy or collectiveagreement are fulfilled as to ensure that any conduct towards the employee isnot in violation of the Human Rights Code. If accommodations can be made tomeet the restrictions, permanent or temporary, then these must be put into place.Accommodation does not mean creating a new job for the individual and filling

their position with another individual but it does mean that there may be requiredadjustments depending on the nature of the illness/injury.

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5. Introduction to Interviewing/Counseling


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5. Introduction to Interviewing/Counseling

The counseling interview is intended to bring to the employee=s attention theirattendance, the impact on the workplace and on their colleagues and to motivate theemployee to do all that s/he can to improve and sustain regular attendance at work. As

a leader/manager this is an opportunity to bring to the employee=s attention theresources that are available to assist the employee in this regard.

Resources for leaders/managers and employees:$ Rehab. Services$ Employee Assistance Program$ Representatives from Employee Groups

How do identify which employees I should be interviewing/counseling? As abenchmark, this process should be undertaken with those employees that have twoconsecutive quarters of above average absenteeism. This should be done consistently

with all employees that fall in this category after review of the attendance summaries. Indetermining which employees have the concern discussed with them, a review of a twoto three fiscal year (May 1 B April 30) history is helpful and may inform the discussion.

The following provides a framework for the discussion with the employee and is a usefulguide to ensure that the discussion remains focused.

1. Planning the Meeting

! Organise information for the discussion including attendance records, unitpeer group average, etc.

! Note any patterns (e.g., Mondays, Fridays)! Identify incidents vs. days! Identify any known reasons for absences and if absences are all related! Identify the impact on the operation

2. Opening Discussion and Identifying the Problem

! Clarify that the meeting is not intended in any way to be disciplinary! Ensure privacy! Describe attendance in terms of incidents and days B assume absences are

innocent therefore do not be judgmental

! Identify any trends/patterns! Be clear you are concerned about their health and you have no right or

desire to know medical information

3. Discuss Causes for Absenteeism and the Impact

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! Discuss with the employee the effect absenteeism has on productivity, co-

workers, impact on morale, complaints from customers

4. Offer Assistance

! Refer to Rehab. Services! Identify the confidential services of the Employee Assistance Program

5. Establish Guidelines and Follow Up

! Determine if the employee expects his/her attendance to improve and noteresponses B ask for the employee=s suggestions for improving theirattendance

! Re-communicate procedures and guidelines such as calling you directly,etc.

! Set a follow up date to review process B a benchmark is generally eachmonth however reviewing attendance sooner than that should be discussedwith the HR Consultant

6. Documentation and Follow Up

! Note the discussion with the employee including date, time, agreed uponcommitment of employee and leader/manager

! Advise employee that a letter outlining interview will follow

This is a progressive process yet is dependent on the specific circumstances in eachcase. If attendance does not improve to an acceptable level, the counselling interviewprocess is repeated in a reasonable time frame. If the excessive absenteeismcontinues, the employee is advised that there is a possibility of job loss if there is noimprovement in the foreseeable future as previously noted in Phase 4 of the process toaddress absenteeism issues use.

The above interviewing/counseling process is outlined in Appendix B :Attendance Awareness - Interviewing/Counseling Guide

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6. Medical Explanations/Notes -What is the Employer=s Right to Information


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6. Medical Explanations/Notes B What is the Employer=sight to Information?R

Many times employees will bring in a note from their physician which states ANAME has

been seen by me on DATE and is able/unable to return to work@

. This may besatisfactory if only a single day was missed and if the absence was not part of a patternor continuing problem. What is the employer=s right to information?

The confidentiality of an employee=s health record is paramount and the need for writtenconsent is enshrined in subsection 63(20) of the Occupational Health and Safety Act:

No employer shall seek to gain access, except by an order of the court or othertribunal or in order to comply with another statute, to a health record concerninga worker without the worker=s written consent.

As such, Rehab. Services is the contact in this regard for the University relative to anyand all medical information.

Arbitrators and courts have stated that an employee has an obligation to provideinformation to demonstrate a satisfactory reason for any absence. Absences of greaterthan five days should be referred to Rehab. Services to gather information necessary todetermine if the employee is able to work with or without restrictions or to substantiatethat the illness necessitated absence from work. In longer-term absences or whereissues of accommodation may be involved, details of the prognosis and any continuingeffect on ability to attend regularly would also be relevant. In any event, if satisfactorymedical justification for the absence is not provided, discussions between the HRConsultant and the leader/manager are necessary to determine whether sick benefitsshould be withheld unless adequate medical justification is received.

Independent Medical Examination (IME): In some cases, it may be useful to getfurther information about the continuing condition from an independent medicalpractitioner. This decision is made by Rehab. Services. The collective agreementsrefer to the terms around IME=s and this is arranged with full knowledge of the employeethrough Rehab. Services.

What questions can I ask/cannot ask? It is important to understandthat as leaders/managers you are not entitled to any confidential

medical information, even if voluntarily offered by the employee. Theneed for information should focus on the workplace, the impactabsences are having on service, the support services that are availableto them and what suggestions employees have for improving theirregular attendance in the future.

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7. Termination - Frustration of Contract


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7. Termination - Frustration of Contract

Although innocent absenteeism does not constitute Acause@ for termination, there maybe a basis for termination (justification) at some point. The principle is that the

employment contract has dissolved due to unforeseen events and the contract istherefore Afrustrated@; the parties to this contract are simply then released from theirmutual obligations.

Having said that, it is imperative that leaders/managers are conscious of the potentialhuman rights implications in relying upon Afrustration of contract@ in cases of excessiveor extended absences.

The following provides a summary of all factors that must be met in contemplatingtermination:

Excessive absenteeism ! Employee=s absence exceeds the departmentaverage

! There have been attempts but no significantmprovementi

No reasonableexpectation of regularattendance in the future

! Absences are due to a variety of non-recurring, non-chronic causes

! Return to work attempts have been unsuccessful! Prognosis from a medical practitioner indicates no

future success at regular attendance

Employee understandsconsequences

! Through counselling and letters, the employee isaware clearly that their continued employment is at

riskHuman Rights Code ! If a handicap has been identified, have all efforts

been made to accommodate the disability to thepoint of undue hardship?

! If job modification is not possible, what otherpossibilities for accommodation exist?

Contractual Rights ! Assurance that any rights outlined by policy or acollective agreement are met

Disruption to theperationO

! Has there been a significant, negative impact upon

the operation?

Reason for the employerto act

!Has there been a recent incident of absenteeism oran appropriate occasion, which would cause theemployer to act?

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8. Workplace Safety Insurance Board(WSIB)


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8. Workplace Safety Insurance Board (WSIB)

As mentioned at the outset of this document, absenteeism cases that involve a claimupheld by WSIB are not addressed under the process for addressing innocent

absenteeism.

Both employees and employers have special rights and obligations under theWorkplace Safety and Insurance Actin cases involving work related injuries andillnesses. In addition, there are considerable cost consequences when a WSIB claimresults in lost time from work. In other words, the longer an employee is absent fromwork due to a workplace injury, the more likely it is that the claim will be very costly tothe employer.

It is essential that leaders/managers identify work that is suitable for an employee andto work with Rehab. Services to ensure a return to work plan is established and followed

with the key objective to keep the employee at work and avoid lost time from work.

With the changes to the Workplace Safety Insurance Act, both the employee and theemployer are obligated to participate in an early and safe return to work. Failure tocomply with these obligations can result in financial penalties for both parties. Rehab.Services plays a critical role and needs to be contacted as soon as possible after theinjury occurs especially if there is lost time or if the employee has sought medicaltreatment.

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9. Health Care Appointments


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9. Health Care Appointments

The different collective agreements and policies provide for paid time off to attendhealth care appointments with the expectation that these will normally be outside of

working hours and if not possible, will be as close to the start and end of the day aspossible so as to minimize disruption to the unit.

However, in many cases, the amount of lost time due to various health careappointments can be excessive and problematic yet the actual lost work time due to

illness is minimal. This is a hidden costof attendance at the University as these healthcare appointments are not captured in attendance statistics. Given the nature of work,

it is imperative that a HR Consultant be contacted in the event that excessive timeis taken to attend medical appointments to explore different ways to resolve theissue. This may involve Rehab. Services as Rehab. Services may have influenceattaining specific times for health care appointments by working with the individual and

their health care providers.

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10. Appendices


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Attendance Awareness Program

PHASE 1 ACB

Dept/Fac reviewsemployee attendancerecords on a quarterly

basis Leader/Manager counselsLeader/Manageremployee, including usecounsels employee,of Rehab Coord, risk toincluding use ofcontinued employment,Rehab Coord andDoes an

No issues 1st letter to and issues 3rd letteremployee excee dthe peer group

the employee

over 2 quarters?Leader/ManagerPHASE 3

Yes reviews Employee'sattendance over the

Leader/ManagerLeader/Manager next period*reviews the

No decides in employee'sconsultation with Staff attendance over

NoRelations to counsel the next period* Does employeeemployee? Aexceed peer

group?Yes

No YesDoes employeeLeader/Manager A exceed peerprepares counseling Leader/Manager, ingroup?with HR Sta ff

Relationsconsultation with HR

Staff Relations,

requests Rehab Coordto determine prognosisYes

Leader/Manager and if a relevantLeader/Managercounsels employe disability existsprepares counselinge

including use of and 2nd letter withRehab Coord and HR Staff Relationsprovides summary Leader/Manager, HRPHASE 5

record Staff Relations andRehab Coord determine

Yes if employee can beLeader/ManagerDoes a relevant accommodated by thecounsels employee,

Leader/Manag r disability exist?ereviews the

Universityincluding use of Rehab

Coord, possibleemployee's implications relative to

attendance over t ehnext period* continued employment University is Yesand issues 2nd letter able toaccommodate

employee'sNo

disability?PHASE 4

Does employe No e

exceed pe r Noegroup? Leader/Manager Does prognosisreviews the Possible termination of

Yesindicate employee isemployee's employment basedYes unable to attendattendance over the upon frustration of

work on a regularnext period* contractbasis?

Has employee Nobeen counseled

No Nomore than 2 times

in the last year? Does employeeA Leader/Managerexceed peer

reviews employee's

PHASE 2 group? attendance over the

15

B

Leader/ManagerYes next period*

Yes

prepares counselingand 1st letter with HR * Period of review mayLeader/Manager

YesDoesStaff Relations vary e.g. biweekly toprepares counseling employeequarterly, dependingand 3rd letter with exceed peerupon specifics of theHR Staff Relations group?situation

No

C A


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APPENDIX B

Attendance Awareness - Interviewing/Counselling Guide

Action Steps_ Organise information for the discussion including attendance records,

unit peer group average, etc.

_ Note any patterns (e.g., Mondays, Fridays)

_ Identify incidents vs. days

Planning themeeting

_ Review past and current performance, personnel file

_ Clarify the meeting is not intended in any way to be disciplinary

_ Ensure privacy; indicate that the meeting is confidential

_ Describe attendance in terms of incidents and days - assume absencesare innocent therefore do not be judgmental

OpeningDiscussions andIdentifying theProblem

_

Show physical record of attendance to employee indicating anypatterns/trends

Discuss causesfor absenteeismand the impact

_ Discuss with the employee the effect absenteeism has on productivity,co-workers, impact on morale, complaints from customers

Offer Assistance _ Indicate that intention is to support the employee in their efforts to cometo work on a regular basis

_ Refer to Rehab. Services for assistance in working to achieveexpectation of attendance at work

_ Identify the confidential services of the Employee Assistance Program

EstablishGuidelines and

Follow up

_ Determine if the employee expects his/her attendance to improve andnote responses - ask for the employee=s suggestions for improving

their attendance_ Re-communicate policy, procedures, guidelines such as calling you

directly, etc._ Set a follow up date to review process (quarterly? - discuss with Human

Resources)Documentationand follow up

_ Note discussion with employee including date, time, agreed uponcommitment of employee and leader/manager

_ Advise employee that a letter outlining interview will follow

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APPENDIX C

Absenteeism Counselling B Record of Discussion

Employee=s Name:

Date:__________________

Number of sick incidents for current fiscal year (May 1 - April 30): ___________________

Number of sick days for current fiscal year (May 1 - April 30): ______________________

History of sick incidents and total days:

Fiscal Year Incidents Days Peer Group

ncidentsI

Peer Group

aysD

Dates of Previous Counselling/Interview meetings:

Notes from discussion:

Employee Comments:

Plans for Improvements:

Supervisor=s Signature: ___________________________________

Follow-up Meeting Scheduled for: ________________________

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APPENDIX D

REFERRAL TO REHABILITATION SERVICES

To: _________________________________ Date: ____________________________

To facilitate the Rehabilitation Services= involvement in employee rehabilitation andassistance at work or during an absence, please complete the following information.Please fax the completed form back for Rehab. Services attention as soon as possible.

Confidential fax number is 661-2079.Thank you.

Name: _____________________________ Department _________________________

ID#: _____________________________ Location: _________________________

Address: ___________________________Union/Association: ___________________

____________________________Position/Job: ________________________

Phone # ____________________________(H) Full time ____ Part Time: ____

Date of Birth: _____________________ Phone extension at work: ______________

Date first employed at UWO: ______________

Manager=s name: ______________________ Phone number: ____________________

Supervisor=s name: ____________________ Phone number: _____________________

Is the employee currently at work? Yes No (Please circle)

Date first absent if applicable: ___________________

COMMENTS: (reason for referral, concerns identified at work, refer to attached relevantdocumentation if applicable)

_______________________________________________________________________

Completed by: __________________________________ Date: ___________________

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APPENDIX E

Sample: Attendance Initial Letter(Phase 2)

PERSONAL - CONFIDENTIAL

Date

NameAddress

Dear Name,

As you are aware through counselling sessions on (date) and (date), we have discussed aconcern with your attendance at work. In recently reviewing your attendance, I found thatyou are absent more than your peers.

The nature of the University operations and the nature of your responsibilities within theUniversity require that the [UNIT NAME] be able to depend upon your regular attendanceto reasonably meet scheduling requirements. As you are aware your absenteeism makes itdifficult for the department to function efficiently and puts an extra burden on the staffwhich must cover for your absences. If your attendance continues to be less than yourpeers in the future, the University may reassess your employment relationship.

The University understands that from time to time employees may experience healthconcerns which cause difficulties in attending work. To assist employees with these types

of problems the University provides various programs and services such as theRehabilitation and Accommodation Program, the Employee Assistance Program.

We encourage you to take advantage of these programs and services, and to takewhatever steps are necessary or possible to improve your health so that your attendanceat work will improve.

If I can be of assistance to you in pursuing the programs and services as mentioned, or inany other way, please do not hesitate to contact me. I look forward to seeing animprovement in your attendance at work.

Yours truly,

NameTitle

Cc: File

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APPENDIX FSample: Attendance Second Letter

(Phase 3)


Date

NameAddress

Dear name,

In reviewing your attendance record, I find that you have been absent due to illness orinjury approximately X times for X days in (May 1-April 30 fiscal year), X times for X days

in (May 1 - April 30 fiscal year), X times for X days in (May 1 - April 30 fiscal year), X timesfor X days in (May 1 - April 30 fiscal year), and in (May 1 - April 30 fiscal year) as of (date)you have been absent due to illness or injury X times for X days.

Your level of absenteeism has been and continues to be well above the average for yourpeers at The University of Western Ontario.

I have discussed my concerns over your attendance record with you on several occasionsincluding counselling on (date) and (date) and letter dated (date) and made suggestions onhow to improve your attendance.

The expectation of the University with respect to attendance has been reviewed as well asthe problems caused by your absenteeism. The nature of the [UNIT] operations and thenature of your responsibilities within the [UNIT] require that the [UNIT] be able to dependupon your regular attendance to reasonably meet scheduling requirements. Yourabsenteeism makes it difficult for the [DEPARTMENT] to function efficiently and puts anextra burden on the staff which must cover for your absences.

The University understands that from time to time employees may experience healthconcerns which cause difficulties in attending work. To assist employees with these typesof problems the University provides various programs and services such as theRehabilitation and Accommodation Program, the Employee Assistance Program. We

encourage you to take advantage of these programs and services and to take whateversteps are necessary or possible to improve your health so that you will be in a position tomeet the attendance requirements of the University.

This letter is not intended in any way to be disciplinary in nature. However, we must informyou that if your record of absences in the future remains such that you are not able to meetyour reasonable scheduling requirements, we may find it necessary to terminate youremployment with the University.

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Please be advised that your attendance record will continue to be monitored for the next

___________ ( reasonable length of time).

Yours truly,

NameTitle

Cc: File

21


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APPENDIX G

Sample: Attendance Final Letter(Phase 4)

Proceeding with this letter should only be done in consultationwith the HR Consultant (Staff Relations)


Date

NameAddress

Dear Name,

In reviewing your attendance record, I find that you have been absent due to illness orinjury approximately X times for X days in (May 1 - April 30 fiscal year), X times for X daysin (May 1 - April 30 fiscal year), X times for X days in (May 1 - April 30 fiscal year), and in(May 1 - April 30 fiscal year) as of (date) you have been absent due to illness or injury Xtimes for X days.

Your level of absenteeism has been and continues to be well above the average of yourpeers in [Department] at The University of Western Ontario.

I have discussed my concerns over your attendance record with you on several occasionsincluding counselling on (date) and (date) and letters dated (date) and (date) and madesuggestions on how to improve your attendance.

The expectation of the University with respect to attendance have been reviewed as wellas the problems caused by your absenteeism. The nature of the University operations andthe nature of your responsibilities within the University require that the University be able todepend upon your regular attendance to reasonably meet scheduling requirements. Asyou are aware your absenteeism makes it difficult for the [Department] to functionefficiently and puts an extra burden on the staff which must cover for your absences.

Although we empathize with your situation, we are requesting that you see medical

personnel for the purpose of ascertaining whether or not there are any particular healthproblems which may be the cause of your difficulty in attending work on a regular basisand to provide a prognosis as to your ability to attend work on a regular basis now and inthe future. Please provide this information by (date).

22

This letter is not intended in any way to be disciplinary in nature. However, I must informyou that if there is not immediate and sustained improvement of your record of absences inthe future, your employment with the University will be terminated.


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Your attendance will be closely monitored for the next few months, and you must providethe University with a medical certificate for any sick time taken.

If, in the next quarter [date to date], you fail to meet the peer group average, youremployment will be terminated. The expected peer group average for this period, based

upon an average of the same period of time over the previous four (5) years, is X days. Iwill meet with you in early (date) to review your attendance and assess your progress.

If you fail to meet the peer group average over any_______ (reasonable period of time)your employment will be terminated. Prior to the beginning of the next quarter we willprovide you with the expected peer group average for that period of time based upon anaverage of the same period of time over the previous five (5) years.

The University has various services which may be of assistance to you including theEmployee Assistance Program and the Rehabilitation and Accommodation Program. Iencourage you to take advantage of these services and to take whatever steps are

necessary to improve your health so that you will be in a position to meet the attendancerequirements of the University.

I look forward to seeing an improvement in your pattern of attendance.

Yours truly,

NameTitle

Cc: FileAdministrative OfficerHR Consultant (Staff Relations)

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APPENDIX H

Sample: Attendance Improvement Letter

PERSONAL B CONFIDENTIAL

Date

NameAddress

Dear Name:

Since we met on _____________, I have noticed a significant improvement in yourattendance. While I continue to monitor your absences, I am most appreciative of yourefforts to date. I am confident that you can maintain/continue to improve this level ofattendance.

Congratulations.

Yours truly,

Title

Cc: File

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