Holding a formal review meeting

If during a period of long term sickness it becomes clear that a return to work within a reasonable time frame is unlikely, then the manager should consult with their HR Operations to consider whether a Formal Meeting is necessary.

Prior to the formal review meeting

• Ensure you have the full and accurate detailsregarding the employees absence, this may include:
  • Attendance record and reasons for absence.
  • All medical certificates and fit notes for the period.
  • Notes from any previous informal meetings.
  • All reports from Occupational Health (OH).
  • Any previous correspondence about their attendance.
• Invite the employee in writing. You need to send a formal letter giving them at least five working days' notice using this template. This letter must state:
  • The specific attendance and health issues you'll be discussing.
  • That they have the right to be accompanied by a trade union representative or a university colleague.
  • That they can provide a written statement for you to consider at the meeting.
• What to do if the employee is unable to attend. If the employee is too ill to attend, they can nominate a family member or other suitable person to attend in their place. This nominated person also has the right to be accompanied. If the employee is unable to do this, contact HR Operations for advice who will ask the Director of HR to nominate another person to attend on the employees behalf.

At the formal review meeting

Your role is to lead a fair, sensitive, and structured two-way conversation focused on finding a sustainable solution.

• Explain the concerns. Carefully and sensitively explain the purpose of the meeting, referring to their absence and the information gathered.
• Review and discuss:
  • The employees' absence and any actions taken so far.
  • A recap of your informal discussions and a chance for them to raise any new or ongoing work or wider issues affecting their health.
  • Any advice received from Occupational Health, discussing it openly with them.
  • All potential support options, temporary and/or reasonable adjustments that could facilitate a return to work.
  • Whether a further referral to OH, the EAP, or the Mediation Service is appropriate.
• Listen. It is essential that you give the employee and their representative an opportunity to state their case, ask questions, and raise any issues they wish to discuss.

At the end of the formal review meeting

After you've heard everything, you need to consider the information and then clearly communicate the potential outcomes and next steps.

• State the possible outcomes. Based on the discussion, explain what the next steps could be. These may include one or more of the following:
  • Arranging further informal meetings to allow for a longer period of recovery.
  • Agreeing on a provisional date for a return to the employees full duties, which will usually be on a phased basis
  • Agreeing on a return to work with temporary or permanent adjustments to their role, in line with the Equality Act 2010.
  • Considering redeployment to a suitable alternative post.
  • Arranging a Final Formal Meeting to consider dismissal on the grounds of ill-health capability, if a return to work in any capacity is not likely within a reasonable timeframe.

After the formal review meeting

• Send a formal outcome letter. You must write to the employee within 5 days after the meeting to summarise the discussion, record any agreed actions and outline the agreed next steps.
• Include the potential consequences. Including that termination of their contract of employment may be considered at a Final Formal Meeting if this is to be arranged.