If you are sick

If you are unwell and cannot come to work:

• Contact your manager as soon as possible by phone and/or e-mail
• Make your manager aware of your condition and agree when you will next make contact
• If your absence lasts for four calendar days or more up to seven calendar days you need to complete a sickness self-certification form [pdf]. This must be sent to Payroll.
• If your absence is more than seven calendar days you must see a doctor to get a Statement of Fitness for Work (Fit Note). The Fit Note will indicate that you are either:
  • Not fit for work - the doctor has assessed that you should not work for the period indicated
  • May be fit for work - contact your line manager and discuss what options may be available to you. Your line manager will need to discuss this with the Occupational Health Advisor and then an appropriate return to work will be agreed. If no suitable options can be found then the Fit Note should be treated as though you are 'Not fit for work'. You don't have to go back to your doctor in this instance.
• Post your Fit Note to your manager, marked ‘Addressee only’ or hand it to them personally if you are meeting with them
• If you are still ill at the end of the period on the Fit Note, you must see your doctor again and if necessary get a further Fit Note.
• If you are ready to return to work during or at the end of the period specified on your Fit Note you don't need to return to your doctor.
• When you return to work make sure that you have a Return to Work discussion and sign part two of the Sickness Absence Form [MS Word], which your manager will have begun.

If your employee is sick

Recording the absence

• When an employee who is sick contacts you, complete part one of the sickness absence form [doc]
• Maintain contact with the employee where possible
• Forward any medical certificates to Payroll:
  • Absences of 7 calendar days or less don't require a Statement of Fitness for Work (or 'Fit Note'). The employee should complete an employee's statement of sickness [PDF] to self-certify their absence.
  • Absences of more than 7 calendar days do require certification by a doctor. Make sure that your employee is aware they need a Fit Note if their absence is going to continue beyond 7 days. They should also complete the statement of sickness [PDF] on their return to work.

  All sickness, whether self-certified or covered by a Fit Note, will be accepted as justification for absence. If exceptionally there are reasonable grounds to suspect that a reported sickness absence is not genuine, the matter will be dealt with as a disciplinary case.

• Make sure the employee is listed on the weekly Departmental Absence Report for Payroll [doc]
• When the employee returns hold a return to work discussion (see below). Complete part two of the Sickness Absence Form [doc] and forward it to the Head of Department or appropriate senior manager
• If an employee returns from sickness absence on a phased basis make sure that the days when they do not work are recorded as sickness absence on the Departmental Absence Report for Payroll [doc].

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Holding a return to work discussion

A return to work discussion provides the correct forum for the member of staff’s sickness record to be discussed. The tenor and tone of the discussion will vary considerably depending on the nature of the sickness absence. Somebody returning to work after several months’ absence for major surgery and extended convalescence will expect and require a full return to work discussion that may have to be spread over several days. Somebody who has been away for a few days with a minor ailment having previously enjoyed perfect health will probably only require a few minutes for their return to work discussion.

However before any return to work discussion, you should gather all relevant information regarding the member of staff’s absence record and decide under what category of absence you wish to deal with the case.

Preparing for the discussion

Cases that may fall within the category of frequent short-term sicknesses absences are possibly going to generate the most problems. Staff who have been off for several weeks are unlikely to dispute the fact that they have a long-term absence. But your decision to treat a series of short-term absences as amounting to ”frequent” may be challenged. If therefore you feel that a case should be dealt with on that basis you should prepare for the discussion by giving consideration to the following factors:

• Is the member of staff’s absences part of a regular or erratic pattern?
• Does the absence precede or follow annual leave?
• In which part of the week do their absences occur?
• What is the average length of their absences?
• What is the reason given for the absence?
• Are the reasons varied or is there a pattern?
• How does their absence record compare with other staff in the department/section?

Conducting the discussion

Whatever the category of sickness absence the same structure can be followed for the return to work discussion although the time taken for the process will vary from a couple of minutes for an occasional short-term illness to several hours over several days for somebody returning after a long-term absence. Matters to be covered in the return to work are:

• Welcome back
• Discuss the reason for the absence
• Any effects of absence
• If relevant any further action including changes to working arrangements
• Completion of formalities

During the discussion, ensure that you give the member of staff every opportunity to discuss any concerns that they may have with regard to their absence. Do not be judgmental, become over-involved, make assumptions about their absence, or attempt to give any advice that you are not qualified to give. Be open-minded and stick to the facts.

Welcome back

Begin the discussion by welcoming back the member of staff and letting them know that they have been missed. In many cases the primary purpose of the return to work discussion will be a brief thank you to the member of staff for all that they do for the University. The discussion confirms that the member of staff is valued, which is evidenced by the fact that even when they were not here for a few days he or she was missed. Only in a minority of cases will the process be more complex and complicated. In all cases explain the purpose of the discussion and make it clear that it is routine to conduct one with all members of staff who are absent due to sickness absence.

Discuss the absence

Having regard to the nature and length of the sickness absence you need to gain information on the following:

• Whether the member of staff is fit enough to resume their duties
• Whether the absence was work related
• What steps the member of staff has taken towards their recovery
• What preventative measures they are taking to reduce the likelihood of such absence occurring in the future
• Place the absence in the context of any previous absences and, where appropriate, seek an explanation for any apparent patterns or trends.

These areas should be explored in a caring and concerned manner. The best way to do this is by active listening i.e. listening carefully to what the person has to say.

Any effects of absence

In cases of persistent absence, you should take this opportunity to remind the member of staff of the importance of full attendance whenever possible. You should point out the actions that either you or your colleagues had to take as a result of their absence e.g. working extra hours, employing extra help etc. Discuss any observations you have made regarding their absence e.g. if their absence seems to form a pattern, and explore ways in which you can help the member of staff attend as required.

Remind the employee that they have an obligation to be present at work. Then state that the University understands that people are afflicted by events and illness that sometimes prevent them from discharging their obligation. Both the University and the member of staff need to co-operate to ensure that this contractual obligation is maintained but the responsibility for absence rests with the member of staff.

Future action

You should summarise any action that you have agreed should take place e.g. referral to the Occupational Health Advisor, referral to counselling, changes to working arrangements etc. You should ensure that it is clear who will be taking this action and whether anyone else needs to be involved. In most cases of occasional short-term absence no further action will need to be taken and accordingly there will be no need to take notes.

It is very important to leave the discussion on a positive, upbeat note. In the case of staff who have been absent for some time you should brief them on the events that occurred during their absence and discuss any work that they need to do to catch up.

In a minority of cases further action may be needed which could affect the member of staff’s contractual relationship with the University. This could involve taking formal action under the University’s procedures for managing sickness absence and capability. If that is being proposed the member of staff will be notified of the reasons for taking that course of action.

Completion of formalities

You should now complete the sickness absence form [doc], ensuring that you note any future action you have agreed to take as above.

Managing absence

Occasional short-term sickness absence

Typically three or fewer occasions totaling no more than 10 days of sickness absence in a twelve month period

For somebody who is only away from work on an occasional short-term basis all that will usually be required is a brief, routine return to work discussion with the Head of Department or line manager.

However, this discussion may identify issues (such as those of a newly acquired disability or changed personal circumstances) which require action on the part of the University and/or the employee. If you need assistance in tackling these issues, contact your HR Manager.

Frequent short-term absence

Patterns of absence due to minor illnesses

Frequent, short-term absences are a particular problem as it is difficult to plan for their impact. The impact can be substantial and have a negative effect on colleagues, students or other service users. If an employee frequently has short-term absences you should read and follow the guidance in the sickness absence policy and procedure.

Long-term absences

Absences of more than four weeks

Any period of absence from work because of ill health lasting more than four weeks will be deemed as long-term sickness. This includes:

• Long-term absence because of a single illness or disability;
• Repeated periods of absence arising from a single illness or disability;

Staff who are absent from work because of a long-term health problem continue to be the responsibility of their Head of Department and other senior members of the Department. Again, you should consult the sickness absence policy and procedure for further guidance.

Policy and procedure

Contents

1. Introduction
2. Sickness absence definitions
   1. Long-term absence
   2. Frequent short-term absences
   3. Occasional short-term absence
3. Managing sickness absence: roles and responsibilities
   1. The member of staff:
   2. Heads of Departments and other senior staff
   3. Payroll Office
   4. Human Resources staff
   5. Specialist advisory services
4. Training
5. The return to work discussion
6. Managing long-term absence
7. Managing frequent short-term absences
   1. Informal stage
   2. Formal stage
   3. Final stage
8. Managing occasional short-term sickness absence
9. Disability Discrimination Act (1995)
10. Monitoring and reporting
11. Policy review
12. Sickness absence policy: forms

Introduction

1. As part of its general duty of care to staff the University has put in place procedures and guidelines to manage sickness absence. These procedures and guidelines detail the rights and responsibilities of individual staff; senior members of the University; Heads of Departments and their colleagues; HR staff; Payroll staff: Occupational Health; Disability Manager and other specialists in dealing with absences from work because of ill-health.
2. The University is committed to promoting the health, safety and welfare of staff. That commitment to staff includes having in place support mechanisms and procedures to allow staff to come to terms with the consequences of illness, injury and disease.
3. The Disability Discrimination Act (1995) requires the University to put in place reasonable adjustments to working practices and procedures to allow disabled employees, including those who become disabled, to remain in employment. As part of its HR Strategy, the University will continue to support the retention of disabled employees.

Sickness absence definitions

There are three main types of sickness absence:

Long-term absence

Any period of absence from work because of ill health lasting more than four weeks will be deemed as long-term sickness. This includes:

• Long-term absence because of a single illness or disability;
• Repeated periods of absence arising from a single illness or disability;

Long-term sickness absence will require the submission of Statements of Fitness to Work ('Fit Notes').

Frequent short-term absences

Frequent short-term absence involves patterns of absence due to minor illnesses that are usually not connected. Such patterns could vary from a relatively large number of single days of absence, to fewer occasions of absence involving a loss of up to a week or more, or a mixture of individual days and longer periods of absence. High levels of this type of absence may indicate problems, which need to be explored and resolved. A total of 12 days or more of such absence within a 12-month period will normally lead to discussions under the terms of the procedures detailed below for the management of frequent, short-term absences. Frequent short-term absences may be self-certified or covered by a Fit Note.

Occasional short-term absence

Occasional short-term absences are typically of 3 or fewer occasions totalling no more than 12 days of sickness absence. Occasional short-term absences may be self-certified or covered by a Fit Note.

Managing sickness absence: roles and responsibilities

The member of staff:

Has a contractual responsibility to attend work. In the event of absence due to sickness staff are required to follow the procedure detailed below:

• To follow the reporting arrangements as detailed in the departments absence reporting procedure (see Appendix A);
• On returning to work following sickness absence to attend a Return to Work Discussion with their HoD (or nominee) or line manager.
• To accept referral to Occupational Health or other appropriate medical or other specialists the University appoints to advise on an issue;
• To accept reasonable adjustments to working arrangements practices and procedures to deal with the challenges created by disease, illness or injury.

Heads of Departments and other senior staff

Heads of Departments and their senior colleagues are responsible for ensuring that the Sickness Absence Policy is implemented within their department. They must:

• Ensure that all members of their department understand and follow the procedures for reporting sickness absence;
• Ensure that accurate records relating to sickness absence are collected and forwarded to Payroll on a weekly basis.
• Ensure that on their return to work following an absence because of illness or injury all staff has a return to work discussion with their HoD (or nominee) or line manager. (See Appendix B);
• Following consultation with the relevant HR Manager and other specialists, decide on how to manage staff who are absent because of long term or frequent short -term ill health;
• Notifying a member of staff in writing if it is decided to refer the matter to Occupational Health or another third party for advice, or to take some other action designed to address long-term or frequent short-term ill health absences;
• Ensure that in dealing with sickness absence cases the Department is complying with the Disability Discrimination Act (1995) and the University's wider policies on equal opportunities and dignity at work;
• Ensure that all staff are treated fairly and sympathetically.

Payroll Office

Heads of Departments or their nominee are responsible for providing the Payroll Office with a weekly return showing individual details of all days lost because of illness, injury or disease. Departments should use the Weekly Absence Report Form, a copy of which is attached for information (See Appendix C) and available on the finance web page.

All days absent due to sickness must be reported and any single absence of 4 to 7 days must be self-certified. Absences of 8 or more days need to be covered by a Fit Note. The original Fit Notes for absences of more than 8 days must be forwarded to the Payroll Office.

The Payroll Office will collate the data and circulate appropriate information on a monthly basis to the relevant Head of Department.

The Payroll Office will provide the HR Department with the data required for high-level management reports as well as copies of departmental reports.

Human Resources (HR) Staff

HR staff have a key role in supporting Heads of Departments in implementing policies and procedures at departmental level.

HR staff provides Staff Committee, Health, Safety and Welfare Committee and other University committees with high-level management information on the cost and consequences of sickness absence.

HR staff must:

• Ensure that the Policy is being fully and correctly implemented and applied;
• Provide advice and support to Heads and senior members of Departments in dealing with individual staff;
• Work with Occupational Health, Disability Manager and other appropriate personnel on case management;
• Provide guidance and advice to individual staff on managing sickness absence;
• Provide training workshops on the management of sickness absence for all those with responsibility for managing and supervising staff;
• Ensure the effectiveness of the procedures by regularly reviewing their impact, and develop them in line with the review findings, new legislation and examples of best practice.

Specialist Advisory Services

Heads of Departments, other senior colleagues and HR staff may refer a member of staff who suffers from ill health for specialist advice. Reference to the Occupational Health Services or the Disability Manager is a normal process, especially in cases of long-term absence. In addition the University may, from time to time, call on the services of clinical consultants, work-place designers etc. to provide advice on specific cases.

Those providing specialist advisory services will be asked to provide independent confidential guidance to Heads of Departments, senior members of the University and HR staff on:

• Health implications of work place issues;
• The likely duration or pattern of sickness absence in specific cases;
• Advice on the steps to facilitate a return to work;
• The ability of the individual to carry out the work in question and reasonable adjustments to work procedures and practices that might assist the individual;
• Ill-health redeployments, early retirements and ill-health terminations.

Training

Heads of Departments, senior staff, managers and supervisors with responsibility for implementing this policy need to be fully briefed to manage sickness absence effectively. The University provides regular workshops on "Managing Sickness Absence" and, while attendance of such training is not mandatory, it is highly recommended. The workshops deal with:

• The direct and indirect impact of sickness absence;
• Organisational measures to avoid sickness absence;
• Management of staff who are away from work on health grounds;
• Return to work procedures;
• Disability Discrimination Act (1995): managerial and supervisory responsibilities;
• Redeployment, early retirement and termination.

The return to work discussion

All staff who have been away from work because of sickness absence must have a Return to Work Discussion. Ideally the discussion should be held on the first day the person returns to work or as soon as possible thereafter. In all cases the return to work discussion is designed to:

• Ensure that the person is fit to return to work;
• Allow the University to express its concern for the member of staff's welfare and discuss issues of relevance to it;
• Ensure that the HoD (or nominee) or line manager is aware of any ongoing health issues that need to be taken into account;
• Allow the University to explain how it has defined the persons ill-health absence as either long-term, frequent short-term or occasional short-term;
• Where the issue is one of frequent, short-term absence inform the member of staff of their total amount of absence in the last 12 months,
• Provide an opportunity for the member of staff to raise other, wider issues of concern in a confidential manner;
• Provide an opportunity to brief the member of staff on any changes that have taken place in the Department and University while they have been absent.

At the end of the discussion the HoD (or nominee) or line manager should complete the return to work discussion form. If it is decided to refer a member of staff to Occupational Health or another third party or to take some other action designed to deal with long-term or frequent short-term ill health absences, the member of staff must be told of that decision which should be confirmed in writing.

The time required for the return to work discussion will vary according to the nature of the absence. With a case of occasional short-term sickness absence the return to work discussion is likely to take only a few minutes. When a member of staff is returning to work after several months' absence the return to work discussion may be spread over several days, as there may be a need to discuss, for example, the use of newly-introduced equipment or work methods. The return to work discussion will normally be held without the member of staff being accompanied.

Managing long-term absence

Staff who are absent from work because of a long-term health problem continue to be the responsibility of their Head of Department and other senior members of the Department.

A key part of the process in managing a person on long-term absence is to ensure that regular contact with the employee is maintained. The timing and nature of that contact will be appropriate to the situation of the member of staff and their medical condition. However, it is expected that at no point in the absence will more than 6 weeks elapse without telephone or personal contact being made with the member of staff. The purpose of these contacts is to reassure the member of staff about their job and to enquire about their welfare. HoDs/Managers may wish also to provide information (for example on sick pay entitlements), discuss the likely length of absence and/or enquire as to whether any support can be provided that would assist the recovery of the individual.

Where the nature of the illness, as well as the duration and outcome of the treatment is fully known, both parties can plan the return to work as well as focusing on the member of staff's welfare while away from work. Where the diagnosis is unknown and/or the period of long-term illness uncertain, more difficulties are likely to arise in the management of the situation. Reports from Occupational Health Services and other specialists will be important in enabling Heads of Departments and other senior staff to best manage the situation and any difficult decisions that may be involved.

The outcome of a long-term sickness absence will be determined by the University on the basis of medical and other specialist advice and in consultation with the member of staff. The member of staff will have the right to be accompanied by a trade union representative or a work colleague at any meeting he/she attends within this part of the procedure. If the member of staff is unable to act on her or his own behalf, the University will consult with the person(s) authorised to act for them. Guidance and advice on dealing with long-term illness cases will be sought from the University's legal advisers as necessary.

The outcomes of a long-term sickness absence may include:

• Temporary reduction in responsibility and/or working hours and/or shift working to allow the person to complete their recovery and/or to enable an assessment to be made of whether or when the person is able to return to 'normal working'
• A return to 'normal working', in which case the person will undertake the same range of duties and responsibilities they had before they went on long-term sickness absence
• A return to their previous role but with permanent adjustments in working hours and procedures and practices to accommodate changes in ability levels. Such adjustments will be made in order to ensure compliance with the Disability Discrimination Act (1995) as well as the University's wider commitments to equal opportunities and dignity at work
• Redeployment to alternative employment which may involve a change in terms and conditions of employment
• Termination on the grounds of incapacity because of ill health. In such cases the member of staff may seek an ill-health retirement pension. However, the decision on whether to award an ill-health retirement pension rests entirely with the Trustees of the relevant pension fund and the University has no role in deciding the outcome of such applications. A termination on the grounds of incapacity because of ill health is not dependent upon the award of an ill-health pension

Managing frequent short-term absences

All sickness, whether self-certified or covered by a Fit Note, will be accepted as justification for absence. If exceptionally there are reasonable grounds to suspect that a reported sickness absence is not genuine, the matter will be dealt with as a disciplinary case.

However, the fact that somebody who is frequently absent with short-term illness is genuinely unwell does not mean the University can allow the situation to continue indefinitely. Frequent, short-term absences are a particular problem for the organisation as it is difficult to plan for their impact. The impact may therefore be substantial and can frequently disrupt the normal operation of a department, having a negative effect on work colleagues, students and other service users. The following procedures should therefore be followed in the case of frequent, short-term absence. A member of staff will have the right to be accompanied by a trade union representative or work colleague at any meeting held under the formal stages of these procedures.

Informal Stage

Early concerns about the level of an individual's absence should be raised at an appropriate Return to Work Discussion. Members of staff are frequently unaware of how much absence they have had, and bringing that to their attention, along with a discussion about factors that may be affecting their health, can lead to an early and informal resolution of the problem.

Where problems continue the HoD (or nominee) or an appropriate manager should discuss the matter informally with the member of staff, and inform them that their level of absence is causing concern. They should again enquire whether there are any factors affecting the health of the individual that can be addressed by the organisation. It is important to let the member of staff know that if the level of absence continues unchanged a more formal approach to the management of the issue is likely to be adopted.

Managers should make a note of dates on which informal discussion of this sort have occurred.

Formal Stage

Where levels of frequent, short-term absence have failed to reduce following informal management of the case the appropriate manager, together with the relevant member of the HR Department, will meet with the member of staff to consider how the problem should be addressed. The individual may be accompanied by her/his trade union representative or work colleague if he/she wishes. He/she will be given advanced, written notification that the Department has concerns about the level and pattern of absences and wishes to discuss them at a meeting. Details of the absences will be included in the letter, along with a record of dates on which the matter has been discussed informally.

The meeting should be supportive and aim to resolve the situation. It will seek to identify the reasons for the frequent absence, and measures that can be taken by the individual and the University to help to overcome the health or other problem and improve attendance. The University may seek advice and guidance from specialists such as Occupational Health or the Disability Manager. The University may also consider variations to working arrangements to ensure the member of staff's sickness absence record improves.

The member of staff will be sent a written summary of the meeting, an action plan detailing the steps to be taken by all parties to help improve attendance, and the timescales within which it is it happen. The matter will be kept under review for a maximum of twelve months.

If during the twelve month period there has been a sufficient reduction in the level of frequent short-term absences to deem the member of staff as having a normal level of attendance, the matter will be closed and no further action taken. However, should the level of short-term absence continue at the same level or become more frequent, the formal stage of the process will be repeated on one or two occasions (according to the circumstances of the case) to try and identify and overcome the reasons for the persistence of the problem.

Final Stage

If the level of absence fails to improve following the formal stage of this process, the University may conclude that the member of staff's lack of capability means that they cannot fulfil their contract of employment. At that point the member of staff, and her or his trade union representative or work colleague, will be asked in writing to attend a meeting for the purpose of reaching a final decision on the issues. The outcome of the meeting may be:

• Further action, with an agreed timescale, to try and address the problem. This option will only be pursued under the final stage of the process if there are clearly identified reasons why further action is likely to lead to an improvement where it has not done so previously.
• An agreed change to the contract of employment so that it reflects the capabilities of the member of staff. This may involve a change to the hours of work, the pattern of working hours or the grade or content of the job.
• Termination of the contract of employment. If this is the identified outcome the University will follow the relevant contract termination procedure for the staff concerned.

Managing occasional short-term sickness absence

For somebody who is only away from work on an occasional short-term basis all that will usually be required is a brief, routine Return to Work Discussion with the HoD (or nominee) or line manager. However, it may be that such a discussion will identify issues, such as those of a newly acquired disability or changed personal circumstances, which will necessitate action on the part of the University and/or the individual. Such action will be initiated as appropriate.

Disability Discrimination Act (1995)

All sickness absence cases, whether long-term, occasional short-term or frequent short-term may fall within under the Disability Discrimination Act (1995). Accordingly, Heads of Departments and others responsible for managing and supervising staff must ensure that in dealing with particular cases they comply with the provisions of the Act. Heads of Departments and others with responsibility for staff should ensure that they have been trained in the details of the legislation. If necessary, specialist advice on the application of the legislation to particular cases is available from the HR Department.

Monitoring and reporting

Sickness absence reports will be provided by the HR Department to Staff, and Health, Safety and Welfare Committees on a quarterly and annual basis. The data will show:

• Total days lost and total number of staff absent;
• Days lost divided into covered by a Fit Note (8 days or more) / Not covered by a Fit Note (7 days or less)
• Absence levels by staff grade giving numbers and percentage of that staff group subject always to the need to maintain anonymity and confidentiality.

Policy review

This policy will be developed and amended in line with comments from Heads of Departments, senior staff, trade union representatives and individual staff. Changes in the policy and procedure will require the approval HR Policy Committee.

Sickness absence policy: forms

The appendices are available below. All forms are in MS Word format which will enable you to modify the Department name etc.

• Appendix A contains a set of forms designed to assist departments with the process of managing sickness absence. Departments may develop their own forms or local processes consistent with this policy in consultation with their departmental HR Manager. While departments are encouraged to develop local variations in forms and processes that meet their needs they must ensure that the core aspects of the scheme operate as identified in this procedure in order to ensure an equitable approach for all staff.
• Appendix C: A copy of the Sickness Absence Record form that should be submitted to Payroll on a weekly basis.

Sick leave and pay

Collective agreement on sickness payments

1. Statutory Sick Pay

The University complies with the requirements of the relevant legislation and is responsible for paying Statutory Sick Pay (SSP) to members of its staff.

Further information on Statutory Sick Pay can be found at https://www.gov.uk/statutory-sick-pay-ssp/overview. This includes who is covered by and qualification for SSP and rates of payment.


If you require any further information please contact Payroll office.

2. The University's Occupational Sick Pay Scheme

In most cases where the University's Occupational sick pay scheme is applicable, SSP is a sum less than that paid by the University and is included within the allowances payable under the University's own scheme. Where SSP exceeds those allowances, it will be paid in full.

2.1 Entitlement to payment

Under the University's Occupational Sick Pay Scheme and subject to the conditions which follow, you are entitled to receive Occupational Sick Pay for a period of absence due to sickness in accordance with the following (less any maternity allowance or Employment and support allowance where this is payable).

Length of service	Entitlement
During the first three months of service	Up to two weeks on full pay and a further two weeks on half pay
During the first year (after first three months)	Up to two months on full pay and a further two months on half pay
During second and third year of service	Up to four months on full pay and a further two months on half pay
During the fourth and fifth year of service	Up to six months on full pay and a further four months on half pay
After completing five years of service	Up to eight months on full pay and a further four months on half pay

Notes:

1. For the purposes of the University's Occupational Sick Pay Scheme 'full pay' means gross pay excluding fluctuating emoluments such as overtime and temporary allowances, but includes those payments which are a planned and regular feature of the employee's remuneration, e.g. shift pay for permanent shift workers and enhanced payments for weekend work forming part of a regular shift pattern. 'Half-pay' means 50% of full pay as defined above.
2. Special conditions apply for periods of maternity leave - please contact Payroll for further information.

2.2 Calculation of allowance

Sick pay is payable for the working days that you are contracted to work during that week, as specified in your contract of employment.

Example

Someone who is contracted to work Monday to Friday inclusive and is absent from work from Monday to Friday due to sickness, will receive sick pay for those five days. A part-time member of staff who works on Monday, Wednesday and Friday and is absent from Monday to Friday will only receive sick pay for three days. A shift worker, who maybe contracted to work full or part time and works those hours over a shift system, will have their sick pay calculated over the duration of their absence i.e. if they are absent for one week, they will receive a week’s sick pay. However, if that sickness is for a short period of time, for example 2 days, they will receive 2/7ths of their pay as sick pay.

For the purposes of assessing the period of full pay and half pay, the definition of one month is as follows:

No. of days in a working week:	Definition of one month*:
1 day shall be	5 working days
2 days shall be	9 working days
3 days shall be	14 working days
4 days shall be	18 working days
5 days shall be	22 working days
6 days shall be	26 working days

Example

A person who is contracted to work 1 day a week and is entitled to receive 2 months' full pay and 2 months' half pay will receive:
2 x 5 = 10 days' full pay, plus 2 x 5/2 = 5 days' half pay

Notes:

• A partial days sickness is not included in the sick pay calculations.
• If arrangements are put in place for an employee to return to their full work pattern on a phased basis, with work time increasing over a number of weeks, please note that the days when they do not work (and they would normally work) should be recorded as sickness absence.
• The varying definitions of 'one month' given above are calculated to equalise monthly salaries throughout one year. As there are different numbers of days in calendar months, but salary is equalised, a similar formula has been evolved for sick pay allowances.
• All paid holidays are counted as full working days.
• The rate of allowance and the period for which sick pay will be paid in respect of absence due to sickness will be calculated by aggregating any previous periods of absence due to sickness during the twelve months immediately preceding the first day of absence.
• In calculating the appropriate period of benefit referred to in paragraph 2.1 above, this refers to service with the University of York

2.3 Notification and certification of illness

In order to qualify for payment under the University's sick pay arrangements the following course of action should be carried out.

First Day of absence - You (or in exceptional circumstances someone acting on your behalf) must notify your line manager as soon as possible that you are unable to come to work and also indicate as accurately as possible the likely date of your return to work.   You should establish how ongoing contact will be maintained during the absence.

Fourth day - If you have been sick for four or more consecutive days and you wish to receive Statutory Sick Pay (SSP) from the University you will need to complete form SC2 which is available from Payroll Office or via the link below.  Forms should be completed immediately on your return to work and submitted to Payroll office.
http://www.hmrc.gov.uk/forms/sc2.pdf.

Eighth day onwards - If your sickness absence extends to eight calendar days or longer, a Fit Note (form MED 3) from your doctor or form MED 10 from the hospital must be submitted to your line manager at regular intervals

If it is necessary for you to see your doctor in the first seven days and it is clear to him/her that the incapacity will last more than a week, he/she may choose to issue you with a Fit Note, form MED 3 (although not obliged to do so) for the forward period and this should be submitted to your line manager in the normal way.  It is your responsibility to ensure that each day of sickness is covered by a Fit Note to qualify for SSP and/or the University's Occupational Sick Pay Scheme and that the Fit Note is submitted promptly.

If you work part-time and your average weekly wage over eight weeks is below the lower earnings limit for National Insurance contributions, you are ineligible for SSP. You should ask for a private medical certificate in those circumstances, as the doctor may not give you a 'Fit Note' (as required for SSP purposes). You may be asked to pay a fee to the doctor for this certificate and if so you should send a note of the cost with the certificate when you submit it to your line manager.  The University will reimburse such fees.

If you suffer from a serious condition and take time off for regular weekly treatment such as dialysis or chemotherapy, you should advise your line manager without delay.

Return to work

You no longer need to supply a certificate of fitness and can return to work immediately after the expiry of a Fit Note. You should, however, inform your line manager of your intention to return to work.

You may return to work prior to the expiry of a Fit Note as long as your line manager agrees. For example, you may want to go back to work sooner if you’ve recovered from your illness or injury more quickly than expected or your line manager can offer you support, to help you return to work

You do not need to see your GP again to be signed back to work, unless your GP has indicated on the Fit Note that they wish to see you to assess you before you return to work.

Hospital admission
If you are admitted to a hospital or similar institution, you should submit to your line manager a self-certificate form on admission and a medical certificate on discharge if your stay in hospital has been more than seven calendar days. If you are in doubt whilst in hospital you should seek advice from the hospital staff.

2.4 Sickness during holidays, public holidays and customary days
The University does not expect staff to lose holidays through sickness, and holidays in lieu (taken by mutual agreement with the individual's line manager) are given in cases of sickness during holidays, as long as a Fit Note is provided. Staff on long term sick leave who, as a result, are unable to take all of their leave entitlement in a particular year are allowed to carry forward any untaken annual leave to the following leave year.

Staff who are on paid occupational sick leave (or paid occupational maternity leave) on a Public/Statutory or Customary holiday are allowed to take the day(s) of holiday at a mutually convenient time (i.e. agreed with their line manager). Staff who are on unpaid sick leave (i.e. they not eligible to receive occupational sick pay or they have exhausted their entitlement to paid occupational sick leave) on a Public/Statutory or Customary holiday are not allowed to take the day of holiday on their return to work. However, such staff will receive payment of SSP for any Public/Statutory or Customary holidays which occur during any period of sickness for which there is an entitlement to SSP.

Notification of sickness on Public/Statutory or Customary holidays should be made to your line manager as soon as practicable, adhering as closely as possible to the conditions set out above. Sickness absences for all holidays, including Public/Statutory and Customary should be accounted for by Fit Notes and in these circumstances self-certification will not be accepted.