Managing ill-health and sickness absence

Policy and procedure

1. Policy

  1. The University will foster a supportive and inclusive environment where the wellbeing of all employees is prioritised, recognising the diverse needs and experiences within our community.
  2. We have equitable, clear and transparent expectations and procedures regarding sickness absence, acknowledging the importance of rest and recuperation in promoting recovery whilst managing the negative impact of high levels of absence.
  3. This procedure and guidance will ensure compliance with employment, equality and associated legislation - including the provisions of the Equality Act 2010 and relevant Health and Safety legislation.
  4. All information relating to employees' health will be treated confidentially as special category information in accordance with the Data Protection Act (DPA) and GDPR regulations.
  5. Any sickness absence related to a disability should be managed in line with our Disability in Employment policy. The University will explore reasonable adjustments to an individual's role, workplace, or working arrangements in order to remove barriers to employees attending work arising from a Disability.

2. Scope

  1. This Policy and procedure applies to all employees under a contract of employment at the University of York.
  2. This policy provides a framework for reporting and managing sickness absence and ill health, including both frequent short-term and long-term sickness absence, and any combination of the two.

3. Procedure

3.1. Reporting sickness absence

  1. All employees must notify their line manager if they cannot attend work due to illness.
  2. Employees must notify their line manager that they are unable to come to work, indicate the nature of their illness and the likely date of their return to work. This should be no later than 30 minutes after their normal start time.
  3. Employees are able to self-certify for absences of seven calendar days or less.
  4. Absences of eight calendar days or longer will require a fit-note, which should cover the entire period of absence. Failure to provide a fit-note in a timely manner will result in the payment of Occupational Sick pay being stopped.

3.2. Absence following an injury at work

  1. If an employee is absent due to a work-related injury sustained while employed by the University, it is essential that all appropriate documentation is completed, including:
    • The accident/incident must be reported to the line manager.
    • An accident/incident report must be completed.
    • If the accident/incident meets the appropriate criteria the manager must ensure that it is reported to the appropriate authority.
  2. Further advice is available on the Health and Safety Website.

3.3. Payment while on sick leave

3.3.1. Sick pay allowance

  1. The University will pay eligible employees “Occupational Sick Pay”, an enhancement to Statutory Sick Pay during relevant periods of sickness absence.
  2. Occupational Sick Pay is inclusive of the payment of any Statutory Sick Pay.
  3. Eligible employees receive Occupational Sick Pay based on their length of continuous service:
Length of service Entitlement
During the first three months. Up to two weeks on full pay, followed by two weeks half pay.
During the first year (after the first three months). Up to two months on full pay, followed by two months half pay.
During the second and third year of service. Up to four months on full pay, followed by two months half pay.
During the fourth and fifth year of service. Up to six months on full pay, four months half pay.
After completing five years of service. Up to eight months on full pay, four months half pay.
  1. For the Occupational Sick Pay Scheme, 'full pay' refers to an employee's gross pay, excluding variable earnings like overtime or temporary allowances. It does include regular payments such as shift pay for permanent shift workers and weekend enhancements for consistent shift patterns. 'Half-pay' is defined as 50% of this calculated full pay.

3.3.2. Calculating the rate of sick pay

  1. The University of York operates a rolling 12-month system for calculating sick pay entitlement.
  2. To calculate the appropriate rate of Occupational or Statutory Sick Pay the total periods of sickness will be added together and subtracted from the employees allowance as determined in the “Sick Pay Allowance” Section above. The remaining balance is the sick pay entitlement available to the employee at that particular time. Further guidance is available here.
  3. In instances where Statutory Sick Pay exceeds Occupational Sick Pay, it will be paid in full by the University. Further information on Statutory Sick Pay.

3.3.3. Pregnancy related sick pay

  1. Special conditions apply regarding sick leave and Statutory Maternity Pay (SMP) when an employee is pregnant.
  2. If you are absent from work due to a pregnancy-related illness within the four weeks leading up to your expected due date, your maternity leave will begin automatically. This overrides any previously agreed-upon start date for your maternity leave.
  3. Your maternity leave will commence on the day immediately following your first day of absence due to that pregnancy-related illness within this four-week period.
  4. For further clarification on any aspect of this policy, please do not hesitate to reach out to the Payroll department.

3.4. Returning to work

  1. An employee can return to work when their fit note expires, an earlier return may be possible at the request of the employee and subject to agreement with their Line Manager.
  2. Line managers should organise an informal return to work conversation with all employees on their return from sick leave, irrespective of grade or length of sickness absence.

3.4.3. Phased return to work

  1. A phased return to work is when an employee is fit to return to work but has a need to build up to returning to their normal hours and duties over a short period. There is an expectation that there will be incremental progression, normally on a week-by-week basis during the agreed period, with the employee returning to their full contracted hours and duties at the end of the phased return.
  2. The period for a phased return should not normally exceed six weeks and will be paid at full basic pay.
  3. If after a period of six weeks an extension to the phased return is required, a medical practitioner ‘fit note’ is required to support the extension. Further absences after this six week period will be paid at the relevant occupational or statutory rate of sickness pay and not necessarily paid at full basic pay.
  4. Occupational sick pay is not accrued until an employee has returned to their full contractual duties.

3.5. Management of sickness absence

  1. Every effort will be made to comply with timescales outlined in this procedure. If the complexity or specific circumstances of a case mean timescales need to be extended, then the employee and/or nominated attendee will be advised of the reasons for any delay.
  2. It is recognised that some employees may experience a combination of both long term and frequent short term absence. There may be occasions when, as a consequence of information obtained under one procedure, it is appropriate to use that information to inform or transfer a case to another procedure.
  3. If the employee has a disability, the manager must work with the employee to explore making reasonable adjustments to both the formal and informal procedures to enable them to fully participate.
  4. Colleagues have the right to be accompanied by a work colleague or Trade Union representative to all formal meetings. There is no right to Trade Union representation at an informal meeting.
  5. If an employee is unable to attend formal meetings due to the severity of their illness, they can nominate a representative to attend on their behalf. If the employee can't nominate someone, the Director of HR will do so. The nominated person can also choose to be accompanied by a trade union representative or a colleague from the University of York.
  6. If an employee misses a meeting without providing a valid reason, the manager may make a decision in their absence based on the available information.
  7. In exceptional situations, it may be appropriate for an employee to be suspended on medical grounds with full pay. The suspension will be reviewed and determined based on medical advice available. The decision will be made by a Head of Department, Director of Professional Support Service or University Executive Board member, in consultation with an HR Adviser.
  8. The University’s contractual terms of employment require an employee to agree to a request to undergo a medical examination by a suitably qualified medical officer, nominated by the University, and to authorise a medical report for disclosure to the University.
  9. A HR Adviser must be consulted for advice at all stages of the formal process.
  10. Before considering a dismissal, the line manager must always seek medical advice from the University’s Occupational Health Service.
  11. The employee has the right of appeal against a decision to terminate their employment under this procedure. Any dismissal will remain in force pending the outcome of any appeal.

3.6. Sickness absence prompts

  1. The University has adopted the following prompts for the informal management of sickness absence. Managers should consider an informal review at the stage an employee's absence reaches the following levels:
    1. Frequent short-term sickness absence: refers to periods of sickness absence, usually unrelated that occur within a 12month rolling period. This includes three or more separate absences equal to a total of ten or more days of absence (pro-rata for part-time or shift workers). These patterns may involve single days, longer continuous periods, or a mix of both. See guidance for further information.
    2. Long-term sickness absence - Absence from work because of sickness or ill health lasting more than four weeks (28 days, or pro-rata for part time employees or shift workers). This includes, but is not limited to:
      • Long-term absence because of a single illness or disability;
      • Repeated periods of absence arising from a single illness or disability.

3.7. Short-term sickness absence

  1. Managers should address concerns about frequent short-term sickness absences as soon as possible. These issues should be handled informally in the first instance, offering support to help the employee attend work regularly.
  2. Before any meetings, the manager should ensure that they have accurate details of the absences being reviewed.

3.7.3. Informal procedure

  1. The informal approach is aimed at bringing concerns regarding attendance to the attention of the employee in a supportive manner; exploring causes, identifying responsibilities and agreeing actions to be taken.
  2. The Line Manager will meet with the employee informally to reflect concerns regarding levels of attendance and explore ways of addressing them. The employee will be advised of the improvement required and a review period will be set.
  3. Managers should make a note of the details of these informal discussions.
  4. Following improved attendance using the informal procedure, the matter will be considered resolved.

3.7.4. Formal procedure

  1. Before initiating the formal procedure, the manager should:
  2. Consider whether the employee should be referred to the University's Occupational Health service to advise whether there is any underlying medical condition that is giving rise to the level of sickness absence; and
  3. Seek to establish whether the short-term absences are the result of an underlying medical condition or disability and consider reasonable adjustments.
  4. Seek advice from HR Operations (hr-operations@york.ac.uk).

3.7.5. First formal meeting

  1. If the attendance targets set at the informal meeting have not been met, the employee will be invited in writing to a Formal Meeting, normally with at least five working days' notice.
  2. The meeting will be conducted by the manager, who will outline the level of sickness absence that has led to the meeting and will review the circumstances of the case and the actions taken to date.
  3. The employee will be provided with the opportunity to provide any relevant information verbally or in writing.
  4. If, having considered any representations made by the employee, the manager determines that the level of attendance is not satisfactory, the employee will be issued with written formal warning within five working days confirming:
    • The improvement in attendance required.
    • The timescale for improvement.
    • Any support to be received.
    • The consequence of not meeting the required level of attendance.
  5. A copy of the letter will be retained on the employee's personal file until a satisfactory level of attendance is achieved.

3.7.6. Second formal meeting

  1. If the employee fails to meet the attendance targets set in the first meeting, they will be invited in writing to a second formal meeting, usually with at least five working days' notice. The invitation letter will outline the issues, inform the employee that they can submit a written statement, and confirm that they have the right to be accompanied by a Trade Union representative or colleague if they wish.
  2. The meeting will be conducted by the manager, who will outline the level of sickness absence that has led to the meeting and will review the circumstances of the case and the actions taken to date. The manager will consider any written or verbal information presented by the employee.
  3. If the manager decides an employee’s attendance remains unsatisfactory after considering the employee's input, the manager will issue the employee with a final written final formal warning within five working days confirming:
    • The required attendance improvement.
    • The timescale for improvement.
    • Available support.
    • The consequences of not meeting the targets, including the possibility of dismissal if no acceptable improvement is made within the set timeframe.
  4. A copy of the letter will be retained on the employee's personal file until satisfactory levels of attendance are achieved.
  5. If the attendance targets set at the second Formal Meeting have not been met then a further final Formal Meeting should be arranged, at which dismissal may be considered.

3.8. Long-term sickness absence

  1. Once a manager becomes aware that an employee's health may lead to long-term sickness absence, they should discuss the situation with the employee as soon as possible. The aim is to understand the employees health condition, offer support, and help prepare for their return to work. Additional meetings may be arranged if needed.
  2. Regular contact with the employee should be maintained over any period of sickness absence, with the timing and method (email, phone, letter, or visit) adapted to the employee's situation and medical condition. Line Managers should use the Keeping in touch during long-term sickness absence form for this purpose.
  3. If a manager is concerned about long-term sickness or an employee’s health condition, they should consult the HR Adviser as soon as possible by emailing hr-operations@york.ac.uk.
  4. Where the employee may not be able to return to work owing to a very long-term or permanent condition, consideration should be given to whether they wish to apply for ill health retirement. Guidance should be sought from the HR Adviser by emailing hr-operations@york.ac.uk.
  5. If a manager becomes aware that the employee is suffering from a terminal illness where the life expectancy is less than 12 months, this should be brought to the attention of the HR Adviser immediately by emailing hr-operations@york.ac.uk.

3.8.6. Informal procedure

  1. If it's decided it's appropriate to meet with the employee, the manager should invite them to an informal meeting. The purpose of the informal meeting is to discuss/consider;
    • the nature of the employee's ill health and the impact on the employee’s ability to undertake their role
    • the potential implications of this for their return to work (i.e. the potential length of the absence and any longer-term impact of their condition)
    • whether an occupational health referral is appropriate, what mechanisms are in place to support the employee during their absence, and any support that will help them prepare for their return e.g. a phased return to work.

3.8.7. Formal procedure

  1. 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 arrange a Formal meeting.
  2. The employee must be invited in writing to the Formal Meeting, normally with at least five working days' notice (unless agreed otherwise via mutual agreement). The letter inviting the employee to the meeting shall set out the issues to be considered, advise the employee that they may provide a written submission of their case for the meeting, and advise them that they may be accompanied by a Trade Union representative or colleague.
  3. The meeting will be conducted by the manager, who will outline the level of sickness absence that has led to the meeting and will review the circumstances of the case and the actions taken to date. The manager will consider any written submission or verbal information presented by the employee, and/or the University’s Occupational Health Service, and will consider if any further support can be reasonably offered to facilitate the employee's return.
  4. Where the information considered suggests that there is a likelihood of recovery and return to work within a reasonable timeframe, then the outcomes of this first Formal long-term sickness absence may include:
    • Arranging further informal meetings to allow a longer period of rehabilitation.
    • A provisional date for return to "normal working", (i.e. when the employee will be fit to undertake the same range of duties and responsibilities they had before they went on long-term sickness absence). A phased return to their normal duties will usually be considered.
    • A provisional date for return to their previous role, but with temporary or permanent adjustments in working arrangements, in recognition of the individual's health condition.
  5. The manager will write out to the employee after the meeting, summarising the discussion and outlining next steps.
  6. Where the information considered suggests that there is not a likelihood of recovery and return to work within a reasonable timeframe, then a Final Formal meeting should be arranged to consider whether dismissal on the grounds of capability/incapacity because of ill health is appropriate.
  7. The manager will write out to the employee after the meeting, summarising the discussion and outlining next steps. This will include advising the employee that termination of their contract of employment may be considered at a Final Formal Meeting, if this is to be arranged.

3.9. Final formal meeting (dismissal)

  1. A Final formal meeting will be held when:
    • Frequent Short Term sickness absence: the attendance targets set at the second Formal Meeting have not been met, or
    • Long Term Sickness Absence: if a Formal meeting under the long term absence procedure has established that the long term issues of incapacity appear unlikely to be resolved.
  2. The employee shall be invited in writing to a Final Formal Meeting will be conducted by the Head of Department or other Senior Manager. An HR Partner/Adviser must also be present.
  3. The letter inviting the employee to the meeting shall:
    • give ten days' notice of the meeting,
    • advise the employee of their right to be accompanied by a Trade Union representative or a work colleague,
    • set out the issues to be considered,
    • invite the employee to provide a written submission of their case at least five days prior to the meeting,
    • advise that a possible outcome of the meeting is termination of their contract of employment.
  4. The employee will be provided with copies of all papers that will be considered at least five days prior to the meeting.
  5. At the meeting, the employee's manager will outline the level of sickness absence that has led to the meeting and will review the circumstances of the case and the actions taken to date. The employee will be given the opportunity to state their case and raise any factors they wish to have considered.
  6. The manager hearing the case can question those involved and will review all information before making a decision. Possible outcomes may include:
    • Insufficient grounds to terminate the employee’s contract, and further consideration for reasonable adjustments, such as a longer period for improving attendance or recovery.
    • Managing the matter under an alternative procedure.
    • Consideration of redeployment to another role within a reasonable timeframe (usually one month).
    • If supported by medical evidence, consider ill-health retirement if the employee has applied for it.
    • Terminating the employee’s employment with appropriate notice or pay in lieu of notice.
  7. The decision may be given verbally at the hearing and will be confirmed in writing, usually within five working days. If the decision is to dismiss the employee, the letter will inform them and any nominated attendee of their right to appeal. The letter will also include the termination date, notice details, and payment for any unused annual leave.

3.10. Appeals against dismissal

  1. The employee has the right to appeal against a decision to terminate their employment under this procedure. Any appeal should be sent in writing to the Director of HR within ten working days of the employee receiving the written decision to dismiss. The appeal must state the grounds for appeal, which are:
    • The appeal will be heard by an appeal panel consisting of three senior managers of the University and will include academic representation where appropriate. The appeal panel will have had no prior involvement with the case and the appeal hearing will be a review of the decision to dismiss.
    • The decision may be given verbally at the appeal hearing and will in any event be conveyed or confirmed in writing within ten working days of the hearing.
    • The decision following the appeal shall be final and there will be no further internal right of appeal.

3.11. Roles and responsibilities

Role Responsibilities
Head of Department
  • Submit weekly absence reports to Payroll.
  • Conduct final formal meetings where dismissal is possible.
Managers Handle sickness absence in line with policy.
HR adviser / officer
  • Provide advice on policy application.
  • Support managers in fair decision-making.
  • Attend meetings, ask questions, and challenge evidence.
Employee
  • Report sickness promptly and engage in absence procedures.
  • Present their case as necessary in any meetings that are required.
Representative / companion
  • Support the employee
  • Ask questions or make representations but cannot answer on the employees behalf.
Nominated attendee A family member or relevant person who may attend a formal meeting on the employee’s behalf if they are too ill.
Note taker Record points from formal meetings (not verbatim).
Appeal panel Three senior managers appointed to review dismissal appeals.
Payroll office
  • Process absence reports, record sickness and manage sick pay.
  • Monitor long-term sickness and adjust pay when needed.
  • Ensure compliance with statutory payments.

3.12. Further details

  1. Approval - Policies Development Group.
  2. Monitoring: This procedure will be reviewed periodically to ensure compliance with changes in employment law and equality and diversity legislation.
  3. Related Documents - Guidelines and template letters are available and should be referred to in the application of this procedure.

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  • Last reviewed and updated: 26 August 2025