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HCS43-Absence and Sickness Management Policy

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Registration Number: {{org_field_registration_no}}

Absence and Sickness Management Policy

1. Purpose

The purpose of this policy is to ensure that {{org_field_name}} has a structured and effective approach to managing staff sickness and absence while maintaining high-quality care standards. This policy aims to provide guidance on reporting, recording, and managing sickness-related absences fairly and consistently, ensuring compliance with employment law and the Health and Social Care Standards (Scotland).

The policy ensures that all employees understand their responsibilities regarding sickness absence, the support available to them, and the procedures for managing both short-term and long-term absences. It also provides a framework for reducing absence levels while maintaining staff well-being and ensuring the continuity of care for people we support.

This policy also supports {{org_field_name}} to meet its duties as a registered care service in Scotland by ensuring that sickness absence is managed in a way that protects the health, wellbeing and safety of people using the service, maintains continuity of care and support, and ensures that staffing arrangements remain appropriate to meet assessed needs and personal plans. Absence management decisions must take account of safe staffing, staff wellbeing, equality, fairness, confidentiality, and the need to avoid missed or late care visits wherever possible.

2. Scope

This policy applies to all employees of {{org_field_name}}, including full-time, part-time, fixed-term, temporary, bank and relief staff. It also applies, where relevant to service continuity and safe staffing, to agency workers, contractors, apprentices, students on placement, volunteers and any other person working in or on behalf of the service.

Employment rights, sick pay and contractual entitlements will apply according to the individual’s employment status, contract and statutory entitlement. However, all workers and persons providing care or support on behalf of {{org_field_name}} must follow the service’s absence reporting arrangements where their absence may affect safe staffing, continuity of care, planned visits, medication support, or the wellbeing of people using the service.

3. Legal and Regulatory Framework

This policy is designed to support compliance with the following legislation, regulations, standards and guidance, as amended or replaced from time to time:

4. Reporting and Recording Absences

Employees must follow a clear process for reporting sickness absences to ensure service continuity and adequate staff coverage.

4.1 Reporting Absence

Employees must notify their line manager or designated person by phone call ({{org_field_registered_manager_phone}}) at least one hour before their shift starts.

Text messages, emails, or messages via third parties (except in exceptional cases) are not considered acceptable methods of reporting absence.

When reporting absence, employees must provide, where they are able to do so:

Where an employee becomes unwell during a shift, between visits, or while lone working, they must contact the line manager or on-call manager immediately and must not leave a person without essential care or support unless safe handover or alternative arrangements have been confirmed. The manager must assess any immediate risk to people using the service, arrange cover, update the rota or electronic care planning system, and record the action taken.

If the absence is due to suspected or confirmed infectious disease, symptoms of a transmissible illness, exposure to infection, or any condition that may create an infection prevention and control risk, the employee must report this immediately. The manager must consider current infection prevention and control guidance, whether any people using the service, colleagues or others may have been exposed, whether the local Health Protection Team or Public Health Scotland advice is required, and whether a Care Inspectorate notification is required, including where there is an outbreak of infectious disease.

4.2 Recording Absence

All sickness absences will be recorded in the absence management system or HR record. Records must include the dates and duration of absence, the reason for absence in appropriate and proportionate terms, certification received, contact made with the employee, return-to-work discussions, support offered, reasonable adjustments considered, and any management action taken.

For care-at-home and support service staff, the manager must also record the operational impact of the absence, including any affected visits, the cover arrangements made, any changes to staff allocation, any late or missed visits, any impact on medication support or personal care, and the action taken to ensure people continued to receive care and support in line with their personal plans.

Pregnancy-related absence and disability-related absence must be recorded separately from ordinary sickness absence where this is known or reasonably suspected. Such records must be used fairly and must not be used in a way that unlawfully disadvantages the employee.

Sickness and health information must be treated as confidential health information. Access must be restricted to those who need the information for legitimate management, payroll, health and safety, occupational health, regulatory, or safeguarding purposes.

4.3 Service Continuity, Missed Visits and Care Inspectorate Notifications

Managers must ensure that staff sickness absence is managed in a way that prevents missed or late visits wherever possible. Where a staff absence affects planned care or support, the manager or on-call manager must:

Where a missed or late visit has, or may have, a significant impact on the health, safety or wellbeing of a person using the service, {{org_field_name}} will notify the Care Inspectorate within the required timescale and will investigate the circumstances, record learning, and implement actions to reduce the risk of recurrence.

5. Certification Requirements

Employees may self-certify sickness absence for the first seven consecutive calendar days of absence, including non-working days and weekends. A fit note is not normally required for sickness absence of seven calendar days or less.

If the absence continues for more than seven calendar days, the employee must provide a fit note from a registered healthcare professional. Fit notes may be issued by doctors, nurses, occupational therapists, pharmacists or physiotherapists. The fit note may state that the employee is “not fit for work” or “may be fit for work” if suitable support or adjustments are available.

Where a fit note states that the employee may be fit for work, the manager will discuss this with the employee and consider whether adjustments, amended duties, amended hours, a phased return, redeployment, equipment, training, supervision, or other support can reasonably be put in place. If suitable arrangements cannot reasonably be made, the employee will be treated as not fit for work for the period covered by the fit note.

Employees must provide updated fit notes for continuing absence and must keep the service informed of any change in their expected return date. If there is a delay in obtaining a fit note, the employee must contact their manager to explain the reason for the delay and when the fit note is expected.

6. Managing Short-Term Absence

Short-term absence is defined as sporadic absences lasting fewer than four weeks. {{org_field_name}} aims to support staff while managing patterns of absence that could affect service delivery.

6.1 Trigger Points for Absence Review

Trigger points are management review points only. Reaching a trigger point will not automatically result in disciplinary action, formal warnings or dismissal. The purpose of a trigger point review is to understand the reasons for absence, check the employee’s wellbeing, consider whether the absence may be disability-related, pregnancy-related, mental-health related, work-related or linked to caring responsibilities, and identify appropriate support, adjustments or action.

When a trigger point is met, the employee will usually be invited to an informal sickness absence review meeting. The meeting will be handled sensitively and will consider:

If concerns continue after support and reasonable adjustments have been considered, the matter may be escalated to the formal absence management process. Any formal action will be reasonable, proportionate, non-discriminatory and based on the circumstances of the individual case.

6.2 Disability-Related Absence and Reasonable Adjustments

{{org_field_name}} will manage disability-related absence in accordance with the Equality Act 2010. Where an employee has, or may have, a disability or long-term health condition, managers must consider whether sickness absence is related to that disability and whether reasonable adjustments are required.

Reasonable adjustments may include, but are not limited to:

Managers must not make assumptions about disability or fitness for work. Occupational health advice may be sought where appropriate, but decisions must also take account of the employee’s own views, medical evidence, service needs, safe staffing requirements and the duty to avoid discrimination. Any adjustment must be reviewed regularly to ensure it remains appropriate and effective.

6.3 Pregnancy-Related Sickness Absence

Pregnancy-related sickness absence will be managed in accordance with employment law and equality requirements. Employees must report pregnancy-related sickness absence in the usual way and will receive the sick pay to which they are entitled.

Pregnancy-related sickness absence will be recorded separately from other sickness absence and will not be counted towards absence review triggers, attendance improvement plans, disciplinary thresholds, redundancy selection scoring or any other process that may disadvantage the employee because of pregnancy.

Where an employee experiences a difficult pregnancy or pregnancy-related health issue, {{org_field_name}} will consider appropriate support, including temporary adjustments to duties, working hours, rota patterns, travel, moving and assisting duties, lone working, breaks, occupational health advice, and health and safety risk assessment.

If an employee is absent from work because of pregnancy-related sickness during the four weeks before the week the baby is due, maternity leave may start automatically in accordance with statutory maternity rules.

7. Managing Long-Term Absence

Long-term absence is classified as four consecutive weeks or more. In such cases, a structured approach is required to support the employee’s return to work while maintaining service delivery.

Long-Term Absence Management Process

Regular supportive contact: The manager will maintain reasonable and supportive contact with the employee during long-term sickness absence. The frequency and method of contact should be agreed with the employee where possible and should take account of the employee’s health, wellbeing, communication needs and circumstances. Contact must not be excessive or applied in a way that creates pressure to return before the employee is fit to do so.

Occupational health and medical advice: Where appropriate, {{org_field_name}} may seek occupational health advice or, with the employee’s consent, medical evidence to understand the employee’s fitness for work, likely return date, functional limitations, adjustments, phased return options and whether the condition may amount to a disability under the Equality Act 2010.

Reasonable adjustments and return planning: Before considering formal capability action, managers must consider reasonable adjustments, phased return, amended duties, amended hours, altered rota patterns, reduced travel, equipment, support, supervision, training, redeployment or other measures that may support the employee’s return.

Service continuity: Managers must ensure that long-term absence is reflected in workforce planning, rota planning and safe staffing arrangements so that people using the service continue to receive care and support in line with their assessed needs and personal plans.

Capability review: If the absence continues for an extended period and there is no foreseeable return date, or if the employee is unable to return to their role even with reasonable adjustments, a formal capability meeting may be arranged. Dismissal on capability grounds will only be considered after reasonable support, medical evidence, consultation, alternatives to dismissal, and reasonable adjustments have been fully considered.

8. Returning to Work

Employees must take part in a return-to-work discussion with their manager after every period of sickness absence. This discussion should take place as soon as reasonably practicable after the employee returns to work.

The purpose of the return-to-work discussion is to:

Where the employee has had an infectious illness, the manager must consider infection prevention and control requirements before the employee resumes direct care duties.

A phased return may be agreed following prolonged absence, disability-related absence, mental health absence, pregnancy-related health issues, injury, surgery, or other circumstances where a supported return is appropriate. The terms, duration, duties, hours and review arrangements for the phased return must be recorded.

9. Sick Pay Entitlement

Sick pay will be paid in accordance with the employee’s contract of employment, statutory entitlement and current legislation.

9.1 Statutory Sick Pay

Eligible employees are entitled to Statutory Sick Pay from the first day of sickness absence, subject to statutory rules. From 6 April 2026, the previous three waiting days no longer apply and the lower earnings limit for SSP has been removed.

SSP is payable for up to 28 weeks where the employee meets the statutory eligibility requirements. The amount of SSP payable will be calculated in accordance with the current statutory rules and HMRC rates. For the 2026/2027 tax year, the weekly SSP rate is £123.25 or 80% of the employee’s average weekly earnings, whichever is lower.

SSP will be calculated by payroll using the employee’s qualifying days, average weekly earnings, linked periods of incapacity for work and any applicable statutory rules.

9.2 Company Sick Pay

Any contractual or enhanced company sick pay entitlement is set out in the employee’s contract of employment or written statement of terms and conditions. Company sick pay is inclusive of any SSP due unless the contract states otherwise.

Company sick pay may be withheld or suspended where the employee fails to follow absence reporting or certification requirements without good reason, provides false or misleading information, works elsewhere while claiming sick pay without permission, or otherwise abuses the sickness absence procedure. Any decision to withhold company sick pay must be reasonable, non-discriminatory, documented and communicated to the employee.

9.3 Sick Pay and Annual Leave

Employees continue to accrue statutory annual leave during sickness absence. Where an employee becomes sick during annual leave or wishes to take annual leave during sickness absence, this will be managed in accordance with current employment law, the employee’s contract and the organisation’s annual leave policy.

10. Managing Unauthorised Absence, Misuse of Sick Leave and Attendance Concerns

{{org_field_name}} recognises that most sickness absence is genuine and will manage absence with fairness, consistency and compassion. However, the service must also ensure safe staffing, continuity of care and proper use of sick leave.

Unauthorised absence, failure to follow absence reporting procedures without good reason, falsifying sickness information, providing misleading information, claiming sick pay while working elsewhere without permission, or undertaking activities inconsistent with the stated reason for absence may be investigated under the Disciplinary Policy. Falsifying sickness records or dishonestly claiming sick pay may be treated as gross misconduct.

Repeated short-term absence will not automatically be treated as misconduct. Managers must first consider the reasons for absence, whether the absence is genuine, whether there is an underlying health condition, whether reasonable adjustments are required, whether the absence is pregnancy-related or disability-related, whether work may be contributing to the absence, and whether support or occupational health advice is appropriate.

Where attendance concerns remain after support has been offered and relevant adjustments considered, {{org_field_name}} may use an attendance improvement plan or formal absence management procedure. Any action taken must be reasonable, proportionate, evidence-based and non-discriminatory.

10.1 Work-Related Illness, Injury, Stress and RIDDOR

Where an employee reports that their sickness absence may be caused or contributed to by work, including accident, injury, moving and assisting, violence or aggression, exposure to infection, stress, workload, lone working, bullying, harassment, travel, fatigue or another work-related factor, the manager must record this and consider whether further action is required.

The manager must ensure that any relevant accident or incident form is completed, risk assessments are reviewed, immediate control measures are put in place, and the employee is offered appropriate support. This may include supervision, debriefing, occupational health referral, counselling, amended duties, training, equipment review, moving and assisting reassessment, lone-working review, or referral to another relevant policy.

{{org_field_name}} will report work-related accidents, injuries, dangerous occurrences and diagnosed occupational diseases under RIDDOR where legally required. Employees must inform their manager if they receive a written diagnosis from a doctor or registered healthcare professional which may indicate a reportable occupational disease or work-related condition.

Where the incident may also affect people using the service, {{org_field_name}} will consider whether a Care Inspectorate notification, adult support and protection referral, safeguarding action, Duty of Candour procedure, or commissioner notification is required.

11. Employee Support, Wellbeing and Safe Practice

{{org_field_name}} recognises that staff wellbeing is essential to safe, compassionate and high-quality care. The service is committed to supporting employees who experience physical health issues, mental health difficulties, disability, pregnancy-related health issues, work-related stress, trauma, burnout, fatigue, domestic abuse, bereavement, menopause-related symptoms, or other circumstances that may affect attendance or wellbeing.

Support may include:

Employees are encouraged to tell their manager at the earliest opportunity if their health, wellbeing or personal circumstances may affect their ability to work safely or reliably. Employees must not work where they are unfit to do so, where this may place themselves, colleagues or people using the service at risk.

11.1 Confidentiality, Health Information and Data Protection

Sickness absence records, fit notes, occupational health reports, medical information and information about physical or mental health are confidential and will be processed in accordance with UK GDPR and the Data Protection Act 2018. Health information is special category data and must be handled with additional care.

{{org_field_name}} will only collect health information that is necessary and proportionate for legitimate employment, payroll, health and safety, occupational health, equality, safeguarding, regulatory or service-continuity purposes. Access to sickness and health information will be restricted to those who need it to carry out their role.

Managers must not disclose an employee’s diagnosis or health information to colleagues, people using the service, families or other third parties unless there is a lawful basis to do so and disclosure is necessary, proportionate and authorised. Where rota changes or visit cover are required, managers should share only the minimum information necessary, for example that the employee is unavailable for work.

Occupational health referrals must be explained to the employee, including the reason for referral, the information being requested, how the report will be used, who will see it, and how the employee’s consent will be managed.

11.2 Absence of Registered Manager or Service Manager

Where the registered manager or service manager is absent, {{org_field_name}} must ensure that effective management and leadership arrangements remain in place. The provider must record the period of absence, the reason where appropriate, the interim management arrangements, decision-making authority, on-call arrangements, supervision arrangements, and how staff and people using the service will be supported.

Where the registered manager proposes to be absent from the duties of manager of the care service for a continuous period of 28 days or more, {{org_field_name}} will submit the required Care Inspectorate notification no later than 14 days before the proposed absence. Where the absence arises unexpectedly or as an emergency, the notification will be submitted within one week of the manager becoming absent.

The notification and internal records must include the expected length of absence and the arrangements in place for management and leadership of the service during the absence.

12. Related Policies

This policy should be read alongside:

13. Policy Review

This policy will be reviewed at least annually, or sooner where there are changes to employment law, statutory sick pay rules, equality law, health and safety law, Scottish care service regulations, Care Inspectorate guidance, SSSC Codes of Practice, Health and Social Care Standards, Health and Care (Staffing) (Scotland) Act guidance, or organisational needs.

The review will consider absence trends, staff feedback, return-to-work records, occupational health themes, missed or late visit records, Care Inspectorate notifications, complaints, incidents, safeguarding concerns, and any impact of staff absence on safe staffing and continuity of care.

Any amendments will be communicated to staff and, where relevant, managers will receive updated guidance or training on implementing the policy fairly and consistently.

Responsible Person: {{org_field_registered_manager_first_name}}{{org_field_registered_manager_last_name}}
Reviewed on: {{last_update_date}}
Next Review Date: {{next_review_date}}
Copyright © {{current_year}} – {{org_field_name}}. All rights reserved.

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