??The HR Hero Weekly Newsletter ??
Kate Bennett The-HR-Hero
Helping SME’s from 1-100 staff with employment law, HR and people management. To set healthy boundaries with your team and protect the business - SOS Call | on going support | HR consultancy | training - DM me????♀?
Thank you to everyone who attended my free masterclass on Wednesday, on how to manage staff?absence and sickness.
For those that?registered for the masterclass you have received:
The mini course?is great resource to have in your HR Toolkit and is available for half price, today only.
What??you'll get:
The documents are in word format and can be easily customised to suit your business, so you can add your company name and logo. Together with a short video.
Everything you need to successfully manage staff absence and sickness in your business.
Half Price! Available for ￡99 for today only, usually ￡199.
Click the button below to get your managing staff absence toolkit.???
HR Practice
Long Term Sickness
An employee is typically considered to be on long-term sick leave or absence after being off work for four consecutive weeks or more.
Employers should take an active role in managing long-term absences, and have a robust policy in place.?That clearly explains to staff, how their absence will be managed long term and explains to managers, what to do when managing a member of the team who is off work for a long period of time.?
Maintaining appropriate, regular communication with the employee is essential, and this may differ for each individual.?It is important to get the balance right, so that people do not feel abandoned whilst off work long term, but also do not feel hounded with constant communication.??
Welfare meetings and seeking advice from occupational health professionals are also ways to manage long term absence and support staff.
Additionally, adjustments or accommodations may be necessary to facilitate the employee's return to work, such as phased returns or modified duties. Employers should consider conducting return-to-work interviews to ensure that the employee is supported and to identify any adjustments that may be necessary.
Ultimately, employers should ensure that all relevant policies and procedures are followed, and that the employee is supported as they transition back to work.
In This?Week's?News?: 'Unwise' Workplace Relationship
Across most news channels this week, has been reporting about Phillip Schofield, the daytime TV presenter of 'This Morning' for over 20 years.??
An article in?HR Grapevine?explains, 'Schofield stepped down from hosting the daytime show last week after two decades as a presenter, as pressure grew following his admission of an affair with a much younger colleague while he was still married.
Schofield recently admitted in a statement: "I did have a consensual on-off relationship with a younger male colleague at This Morning.
"Contrary to speculation, whilst I met the man when he was a teenager and was asked to help him to get into television, it was only after he started to work on the show that it became more than just a friendship.
"That relationship was unwise, but not illegal. It is now over."
Schofield resigned following his admission, and an ITV spokesperson subsequently said the broadcaster was “deeply disappointed by the admissions of deceit made… by Phillip Schofield.
"The relationships we have with those we work with are based on trust. Phillip made assurances to us which he now acknowledges were untrue and we feel badly let down.”
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The fallout from the controversy continued this week with his removal from the Prince’s Trust website, with the young people’s charity stating: “In light of Phillip's recent admissions, we have agreed with him that it is no longer appropriate to work together."
The revelations have prompted questions around what is and isn’t appropriate workplace behaviour, particularly when it comes to relationships between employees.
This is especially important given the senior position Schofield held and the, reportedly, very junior employee he has admitted to being in an ‘unwise but not illegal’ relationship with.
Below, employment experts have shared their insights with HR Grapevine.
Kate Palmer, HR Advice and Consultancy Director at Peninsula, addressed Schofield’s description of his workplace relationship as ‘unwise but not illegal’.
“When you hold a senior position at work, your actions are scrutinised from all angles,” said Palmer.
“Not breaking the law, both from a business and personal point of view, will undoubtedly be top of the list but you’ll also be held to account on your moral standpoint too, even when your actions aren’t unlawful.
“You are expected to set an example for the rest of the organisation; to do the ‘right thing’. If you don’t uphold professionalism, then how can you require that of everyone else?”'
To read the full article,?click here.
When?behaviour and standards in an organistion becomes unethical or breeches professional codes.?Employers and staff should know and understand what they are able to do about it.??
We all have a duty of care and if anyone in the workplace has such concerns, they should be encourage to report them immediately and know that their concerns will be taken seriously.
Having a robust whistleblowing policy in place, will support this processes, together with a personal relationships policy.?But for them be effective and support the?business to uphold its standards and integrity, your people need to understand them and feel comfortable to whistleblow.
If you need help or support to put appropriate workplace policies or training in place, that will support healthy workplace relationships then book a FREE call with me.??
"Dear week, I am so over you.?I am leaving you for your best friend
-the weekend."
-Ourmindfullife-
Have a great one!
Best wishes, Kate ????
?
PS.?Managing staff absence toolkit is available at half price for today only.
Everything you need to successfully manage?short and long term sickness in your business??
Disclaimer:??Every reasonable effort is made to make the information accurate and up to date, but no responsibility for its accuracy and correctness, or for any consequences of relying on it, is assumed by the author or publisher.?If you are unsure about how this information applies to your specific situation, please seek expert/legal advice.