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HomeMy WebLinkAboutHUR130-025 Attendance ManagementPICKERING City Procedure Procedure Title: Attendance Management Procedure Number HUR 130-025 Reference Date Originated (mIdly) March 31, 1998 Date Revised (m/d/y) July 29, 2003 November 1, 2015 Pages 33 Approval: Chief Admi. trat ;Officer Point of Contact Division Head, Human Resources Procedure Objective The Corporation of the City of Pickering (the "City") is committed to providing its constituents with the highest level of service in a cost effective manner. Service excellence can only be achieved and maintained through the consistent and regular attendance of every employee. Each employee directly contributes to this endeavour by maintaining their health and ensuring regular and punctual attendance. Attendance management is a process which takes into consideration disability and attendance support/monitoring. When attendance is managed in its entirety, significant results can be achieved. Regular attendance is an expectation of employment. It is an essential duty of every employee. The objective of this policy is to: 1. Establish programs, processes and clear guidelines in order to reasonably and consistently manage attendance. 2 Help employees to achieve and maintain regular attendance. 3. Facilitate employees return to work as quickly and safely as possible thereby returning valuable human resources to productive employment. 4. Accommodate employees who can perform the essential tasks of their pre -disability position. 5. Improve the quality of service to the public. 6. Ensure reasonable and consistent application of sick leave benefits to all employees as appropriate. 7. Promote health and wellness and prevent illness and injury. 8. Increase attendance awareness, reduce absences and its associated costs. Index 1. Definitions 2. Responsibilities 3. General Principles 4. Absence Reporting Process 5. Scheduled Medical Appointments 6. Culpable Absence 7. Disability Management and Return to Work 07.01 Purpose 07.02 Program Success 07.03 Case Management 07.04 Return to Regular Work 07.05 Unable to Return to Regular 07.06 Return to Modified Work 8. Attendance Management Program 08.01 Purpose 08.02 Responsibility 08.03 Absences 08.04 Absence Monitoring 08.05 Attendance Improvement Process 08.06 Employment Termination for Absenteeism 08.07 Attendance Improvement/Regression 01 Definitions 01.01 Absence — Time away from work for any portion of a scheduled shift. 01.02 Absence Rate — For the purpose of the Attendance Management Program, the total hours of paid and unpaid sick time multiplied by one hundred divided by regular hours of work during the same period. In the case of part-time employees seniority hours will be used as the employee's regular hours. For the purposes of this procedure the City will be utilizing a 12 month rolling average to determine the absence rate. 01.03 Accommodation — A change or modification to the job or workplace so the work is within the injured or ill person's functional abilities and the risk of injury is reduced. Procedure Title: Attendance Management Page 2 of 33 Procedure Number: HUR 130-025 01.04 Culpable Absenteeism — Absence from work due to factors that are within an employee's control. Culpable absences include but are not limited to: • absences without permission; • abuse of leave; I • failure to notify; • patterned absences; and • lateness/leaving early. 01.05 Functional Abilities Information — A medical assessment to assist employers and employees to identify suitable and available jobs consistent with the employee's functional abilities, limitations or restrictions. This information is typically found on a completed Functional Abilities Form (FAF), or Attending Physicians Report (APR). 01.06 Innocent Absenteeism — Absence from work that is beyond an employee's control, such as illness and injury. 01.07 Medical Certificate — A signed and dated letter/report from the employee's physician which includes the following: a) the physician's name; b) the date and time of visit; c) a declaration that the employee was unfit for work (regular or modified) on the date(s) of their absence and the date they are able to return to regular work; d) functional abilities information; e) a declaration concerning modified work; f) the dates the employee is being advised to remain off work if totally disabled; and g) a return to work date (regular job or modified work), if possible, and the physician's signature. 01.08 Medical Restriction — Movement or physical activity that has been limited or temporarily eliminated by order of a physician so as to promote the healing process. 01.09 Modified Work — Available work which has been modified to meet the medical limitations or restrictions of employees who are disabled. This may include modified duties, graduated hours, more rest breaks, assistance from co- workers, alternative jobs or shifts (i.e. special projects, assistive devices, etc.). Modified work and work hardening (the gradual increase of working time over a designated period) are subject to periodic review. These are programs intended to temporarily assist employees who are disabled to return to their own pre- disability position or other established positions suitable within the employees' functional abilities. Procedure Title: Attendance Management Page 3 of 33 Procedure Number: HUR 130-025 01.10 Patterned Absenteeism — Unscheduled absences that occur with a common factor, for example the day before or after a scheduled holiday, vacation, or personal day; on a desirable day off, a specific day of the week, or adjacent to a weekend; a specific or unique work day; or as sick time is accrued. 01.11 Release of Medical Information — A written authorization signed by the employee addressed to the employee's physician allowing the physician to verbally communicate with a named employer representative about the employee's medical condition. The Release should only allow the employer access to medical information pertinent to the absence. The Release should identify those who are responsible for the management of the absence. 01.12 Rolling Average - the total hours of absence for the preceding twelve (12), months from the date of review, times one hundred divided by the hours of regular work during the same period (i.e. 1820, 2080, or 2184). Permanent part-time absenteeism will be calculated using the seniority hours calculated during the same 12 month period. 01.13 Total Disability — As defined in the City's insurance contracts. 01.14 WSIB — The Workplace Safety and Insurance Board. 01.15 WSIA — The Workplace Safety and Insurance Act. 02 Responsibilities 02.01 Chief Administrative Officer to: a) set organizational attendance goals; and b) evaluate direct reports respecting the City's attendance goals. 02.02 Director/Division Head/Supervisor to: a) actively manage attendance by identifying areas requiring improvement and initiating appropriate remedial actions; b) ensure accurate and timely reporting and coding of absences in their area of responsibility; c) initiate meetings with Human Resources representative to formulate appropriate return -to -work strategies to reduce employee absenteeism; d) ensure that employees have been advised of their responsibilities to attend work regularly, to maintain contact with the Supervisor during periods of absence, and to provide required information to allow the City to manage the absence; and e) identify operational issues and problems arising out of poor attendance. Identify barriers to satisfactory attendance and inform employees of the availability of the Employee and Family Assistance Program (see HUR- 020 EFAP Policy). Procedure Title: Attendance Management Page 4 of 33 Procedure Number: HUR 130-025 f) convene attendance meetings with employees to discuss attendance objectives and set attainable goals for the reduction of absences. During the course of these meetings the Supervisor will: (i) advise employee of number of absences to date; (ii) review the City's expectation of regular attendance at work; (iii) inform employee of operational problems caused by absenteeism; (iv) set goals and time frames with the employee detailing how and when attendance will improve; (v) advise employee of what action will be taken if absences continue; (vi) advise employees, at the appropriate time, in writing, about the City's expectation with respect to improving attendance; and (vii) follow-up at the appropriate time with the employee to review current attendance against established goals. Confirm results in writing. g) ensure communications with absent employees on a regular and ongoing basis; h) document all phone calls and meetings with the employees recording dates and details of conversation; and i) maintain absence rates within guidelines established periodically by the City. 02.03 Employee to: Take all steps necessary to: a) attend work regularly and punctually; b) report any absence from work in accordance with department call in procedures; c) complete an Incident/Accident/Illness Form for occupational injury, illness, exposure, or near miss within 24 hours with the Foreperson/Supervisor; d) participate in the Attendance Management Program and promptly provide all relevant information in reporting the reason for any period of absence; e) cooperate with the City, and physician(s) respecting the identification of a safe, suitable and available position if unable to return to regular work consistent with functional abilities; f) maintain regular contact with the Supervisor during the period of absence; g) attend to personal affairs and obligations outside working hours; and h) provide medical certificates from a duly qualified medical practitioner for any period of absence in excess of three (3) working days in duration, prior to returning to work or as provided for in the applicable collective agreement. Each medical certificate will include the information as specified in the definition section of this procedure. Procedure Title: Attendance Management Page 5 of 33 Procedure Number: HUR 130-025 02.04 Human Resources representative to: a) maintain employee health and wellness through preventative and promotional health care activities; b) coordinate the management of workers with a disability within organizational policies and procedures and communicate with appropriate parties to bring about successful claims management outcomes; c) communicate with employees as needed; d) liaise with employee's physician in a manner consistent with the employee's Release of Medical Information and ensure confidentiality is maintained at all times; e) evaluate employee's fitness to return to modified duties or regular employment; f) initiate and coordinate the development of case management meetings; g) refer employees for a comprehensive functional abilities evaluation to assess an employee's ability to perform their regular job tasks in relation to current health status; h) keep the Supervisor advised of the employee's medical progress (in a manner respecting employee confidentiality if medical information includes information beyond functional abilities information), the possible or planned date of return and the potential need for accommodation of temporary or permanent disabilities in accordance with the City's Occupational Health & Safety Policy, Attendance Management Program, Disability Management Program, and other policies and procedures that may apply; and i) communicate with insurance carriers or outside organizations as required. 03 General Principles 03.01 The City of Pickering's mission is greatly dependent upon the physical, psychological and vocational wellness of its employees. The City's employees are its most valuable resource. As such, programs have been developed to ensure employees achieve a healthy, balanced and satisfying work experience. 03.02 It is known employees who return to work quickly following an injury or illness recover faster; therefore, the City will make every attempt to accommodate employees in their regular positions or in positions which are safe and suitable within their medical limitations and restrictions for occupational and non- occupational injuries and illnesses. 03.03 Whether it is an occupational or non -occupational injury or illness, there must be a conscious attempt by the City to develop a case management strategy which, in most instances, begins to operate before the employee visits the physician. Procedure Title: Attendance Management Page 6 of 33 Procedure Number: HUR 130-025 03.04 A weekly routine is to be established to keep in contact with the employee during the period of convalescence. This benefits the employee by maintaining his/her sense of belonging and allows the City to obtain current case information. 03.05 Supervisory staff will be held accountable for their part in implementing and directing attendance management programs and processes as they would for any other bottom line performance indicator. 03.06 The quality of management decisions depends on accurate, consistent and meaningful information, particularly attendance statistics. Each employee's attendance will be tracked using standardized criteria to assist supervisors in distinguishing acceptable from unacceptable employee attendance by analyzing frequency and patterns of absences. 03.07 Employees are expected to be on duty and be ready to commence work at the designated starting time. Employees are expected to remain on duty until the stipulated quitting time. Employees are not allowed to leave work during working hours without permission from their Foreperson or Supervisor. 03.08 Employees who are unable to report to work at their scheduled starting time are required to report their inability to attend work to their Supervisor according to departmental call-in procedures. 03.09 It is the responsibility of each employee to attend work as scheduled and to take whatever steps are necessary to ensure they are able to attend work regularly. 03.10 For all absences, in order to qualify for sick benefits an employee must: a) remain under active, continuous and appropriate medical care; b) comply with the physician's and other caregiver's treatment plan (i.e. physiotherapist); c) actively participate in all Case Management Meetings; and d) participate in a modified work or a work hardening program designed to temporarily accommodate the employee's physical restrictions and limitations. 03.11 The Human Resources representative at the appropriate time will consult with the attending physician, Supervisor, employee, and the Union representative (as applicable), and will develop an individualized modified return to work program with specific goals and time frames. 03.12 Employees who have improved their attendance record to an acceptable level shall be recognized by letter. 03.13 Employees, through their Supervisor, may have access to their personal absence data maintained by the City. Procedure Title: Attendance Management Page 7 of 33 Procedure Number: HUR 130-025 04 Absence Reporting Process 04.01 All employees are expected to notify their designated Supervisor regarding impending absences and when returning to work in a timely fashion. a) Call -ins to report an absence must be made by the employee and not by their spouse or any other individual. b) The timing of call -ins will be established by individual departments. c) Call -ins are to be made directly to the employee's immediate Supervisor or designate and not to clerical staff or co-workers. If not immediately available, the Supervisor will return the employee's call. d) Call -ins are not to be left on voicemail under any circumstances unless otherwise stated in the department call-in procedures. e) A call-in must be made on each day of the absence, unless an alternate arrangement has been made with the Supervisor consistent with employer policy. f) Employees who do not report absences at the first opportunity may not be entitled to pay or benefits depending on the provisions of the collective agreement, or the employment contract, or applicable legislation. 04.02 A medical certificate from the employee's physician will be required: a) if requested by the immediate non-union supervisor at the time of call in; b) if an employee will be off for more than three (3) consecutive working days or less if provided for in the applicable collective agreement; or c) if an employee has been previously advised in writing that such information is required for every absence. 04.03 If the medical certificate does not provide satisfactory information, the City reserves the right to require further information including a second medical opinion. 04.04 If the medical certificate indicates an extended absence, includes limitations, restrictions, or recommends modified work the supervisor is required to contact the Human Resources representative to determine if the employee will be referred to the disability management program. 04.05 When an employee reports that they will be absent, the immediate Supervisor will determine: a) reason(s) for absence detailing enough information to determine if absence is valid; b) the expected duration of the absence; c) what the employee is doing to improve their situation; d) what the employer can do to assist the employee; Procedure Title: Attendance Management Page 8 of 33 Procedure Number: HUR 130-025 e) a weekly schedule for further ongoing contacts, if required, that is to be initiated by the employee; and f) if warranted, contact the Human Resources representative to initiate a case management meeting to request attending physician or functional abilities information from the employee's physician. 04.06 If the cause of absence appears to be work-related, within 24 hours the Supervisor will investigate and prepare an Incident/Accident/Illness Form with the employee and submit to the Human Resources representative who will complete the required WSIB forms (Form 7A) and provide a copy to the employee. 05 Scheduled Medical Appointments 05.01 Employees are encouraged to schedule such appointments on their days off and, if that is not possible, to schedule the appointment resulting in the least interference with the operation of the department. All time off for scheduled medical appointments such as physician visits, chiropractic treatments, physiotherapy, tests, procedures etc. will require prior approval. At the discretion of the Supervisor, such time off may be approved as follows: a) Time -in -lieu. b) Sick leave if written confirmation of the appointment from the office of the employee's medical practitioner is provided. c) Leave of Absence without pay. 05.02 If an injury or illness is work related as recognized by the WSIB and the medical appointment cannot be scheduled outside working hours, the absence from work will be recognized and will be paid for by the City as per the WSIB guidelines. 06 Culpable Absence 06.01 Culpable absences are considered within the employee's control. Examples include repeated lateness, leaving early, absent without leave, patterned absences, and misuse of sick leave benefits. 06.02 Employees are expected to be on duty and be ready to commence work at the stipulated starting time. Employees are also expected to remain on duty until the stipulated quitting time, and are not allowed to leave work early during working hours without permission from his/her supervisor. 06.03 Culpable absences are addressed through progressive discipline. 06.04 Termination of employment may be warranted after the employee has received adequate warnings through the Attendance Management Program and, where appropriate, they have been provided an opportunity to correct their behaviour. Procedure Title: Attendance Management Page 9 of 33 Procedure Number: HUR 130-025 07 Disability Management and Return to Work Management cannot take a passive approach to disability claims management. Highly structured disability claims management models which include early intervention, constant and inclusive communications, case monitoring and active return to work plans provide improved results and substantial cost savings. Whether it is an occupational or non- occupational injury or illness, there must be a conscious attempt by the City to develop a case management strategy which, in most instances, begins to operate before the employee visits the physician. This is especially applicable for work-related injuries. Accommodations must be designed and implemented in order for the individual case management plan to be successful. 07.01 The purpose of this program is to: a) provide an early and safe transition from convalescence to productive employment; b) assist employees in providing an opportunity to gradually build their physical and mental conditioning prior to engaging in regular full-time or part-time work if required; c) mitigate the employee's loss of earnings; and d) expedite the rehabilitation process. 07.02 The success of the program is based on the ability of the Case Management Team to: a) collect accurate information on a timely basis b) manage information: internally within the City; externally with physicians and other health care professionals to ensure that opinions are rendered on objective facts, and also with claims adjudicators and return to work specialists to ensure benefit entitlement decisions are made on the best evidence. c) develop an effective disability management plan with specific, individual, identifiable benchmarks. d) communicate with all parties involved in the management of the case (i.e. the employee, the employee's physician, the non-union Supervisor, Human Resources, WSIB and insurance carriers as appropriate). e) influence senior management decisions. 07.03 Case Management 07.03.01 Upon notification of a workplace accident, or an occupational or non -occupational illness or injury, a Case Management Team will be developed comprising of key individuals, namely the employee, Procedure Title: Attendance Management Page 10 of 33 Procedure Number: HUR 130-025 07.03.02 07.03.03 07.03.04 07.03.05 07.03.06 the employee's immediate non-union Supervisor, the Human Resources representative, a union representative, and other Human Resources Division representatives as required. The team will meet to develop a plan to promote an early and safe return to work. If appropriate, the Human Resources representative will provide the employee with a copy of their job description and a Functional Abilities Form/Attending Physicians Report, or other relevant forms to be completed by their physician. The job description conveys to the physician an accurate description of the job so they, in turn, can specify the employee's functional abilities with a sense of objectivity. The physician must be informed that modified work is available for both work and non - work related medical conditions. The Case Management Team will consult with the employee regarding the case management plan prior to its implementation. The Human Resources representative will review any medical documentation submitted by the employee. Documentation advising the City of any medical restrictions the employee might have is to be submitted by the employee as soon as possible after the medical visit. All medical information will be filed with the Human Resources representative. Programs including attendance counselling, medical assessment and treatment, functional abilities evaluations, vocational rehabilitation, work hardening, modified duties, and accommodation may all be included as components to increase the success of the disability management/return to work process. The Case Management Team's intervention may be the first of many along a claims management continuum which ends when the affected employee's productivity is restored to the fullest extent possible. Decisions in respect of the employment status of any employee rest solely with the City. 07.04 Return to Regular Work 07.04.01 07.04.02 The employee is responsible for contacting the Supervisor to notify him/her of their return whether to regular employment or to modified duties. Employees are required to notify their Supervisors at least the day prior to their return. The employee must provide medical documentation acceptable to the City and as outlined in the definition section of this procedure prior to his/her returning to work. The employee is required to Procedure Title: Attendance Management Page 11 of 33 Procedure Number: HUR 130-025 07.04.03 07.04.04 provide the appropriate medical documentation in writing to the Human Resources representative for return to work clearance in the following circumstances: a) following an injury whether work-related or not; b) there is uncertainty about the employee's ability to return to regular duties; or c) there is concern about infectious diseases. The City may request further medical information from the employee's physician regarding the employee's ability to return to regular duties. The employee's physician is expected to cooperate in returning the employee to work by providing timely relevant information. Where the City has reasonable grounds for concern regarding an employee's fitness to return to regular work, it may require the employee to undergo an independent medical assessment or a functional abilities evaluation. 07.05 Unable to Return to Work 07.05.01 07.05.02 07.05.03 07.05.04 During an extended absence, the employee will be provided with information to be reviewed and completed by their physician(s). The information to the physician(s) will include the availability of modified work, the employee's current job description summarizing the job requirements and physical demands of the position, and a Functional Abilities Form, Attending Physicians Report or other relevant forms. If the medical documentation deems the employee unable to return to work the Supervisor will develop a weekly routine with the employee to ensure regular communication. While absent from work, the employee will be required to submit updated medical information according to the timeline stipulated by the Human Resources representative. Sparse or questionable medical information will be clarified. The Human Resources representative will conduct comparisons to ascertain if the period of employee convalescence is in keeping with the norms of the injury or illness as per the Human Rights Code, WSIB legislation, or the insurance carrier, as appropriate. The claim management strategy can then be modified accordingly. For example, if a claim goes beyond the maximum medical recovery and the employee is medically certified as "totally disabled" and deemed unable to perform modified work, a Procedure Title: Attendance Management Page 12 of 33 Procedure Number: HUR 130-025 07.05.05 third party medical assessment may be scheduled to obtain objective medical findings which serves to confirm the prognosis and/or recovery. This routine will be followed until the employee receives medical documentation asserting their ability to resume full responsibilities or they begin participating in the City's Return to Work Program. 07.06 Return to Modified Work 07.06.01 07.06.02 07.06.03 07.06.04 Upon proper notification from the employee, the WSIB or the insurance carrier that the employee is not totally disabled and is capable of performing modified work, the Human Resources representative will inform the Case Management Team. To qualify for modified work the employee is required to submit medical documentation clarifying their functional abilities inclusive of limitations, restrictions, prognosis, and recovery. The City may request further medical information from the employee's physician regarding the employee's ability to return to modified work. The employee's physician is expected to cooperate in returning the employee to modified work by providing timely relevant information on medical limitations and restrictions, etc. The Team will meet to discuss the viability of modified work and coordinate a Return to Work plan based on the employee's medical limitations and restrictions and the organization's ability to accommodate such restrictions to the point of undue hardship or health & safety. 07.06.05 Modified work may include the following time -defined accommodations: a) fewer and/or graduated working hours; b) more rest breaks; c) assistance from co-workers; d) alternative jobs; e) assistive devices; f) special projects; or g) alternate assignments and/or shifts. 07.06.06 The Modified Work plan shall include: a) a brief description of the job duties the employee will perform; Procedure Title: Attendance Management Page 13 of 33 Procedure Number: HUR 130-025 07.06.07 07.06.08 07.06.09 07.06.10 07.06.11 07.06.12 b) the department, date, and shift the employee is to commence modified work, and when updated medical information is to be provided to the immediate non-union Supervisor; c) specific dates on which work time and/or workload increases in the case of work hardening; and the date of the next case management meeting; and d) the date the employee is to return to regular full-time or part-time work. If the employee will be working on rotating shifts, it is the responsibility of the immediate non-union Supervisor to ensure all supervisors are informed, in writing, of the employee's functional abilities and limitations. If the Return to Modified Work plan is to be carried out in a department other than the employee's own, that department Supervisor shall form part of the return -to -work Case Management Team. The Human Resources representative will provide notification of available safe and suitable work in writing to the WSIB, or insurance carrier if applicable. If deemed appropriate and all parties agree, the Human Resources representative may verify and coordinate a return to modified work without a formal Case Management Meeting. For the duration of the program, the Human Resources representative and the employee's Supervisor will monitor the employee's progress to assist if any difficulties arise and to ensure the plan is being followed. It is the employee's responsibility to report to their Supervisor any problems or concerns they are experiencing with the assigned work. 07.06.13 When the modified work program is nearing the end of its term, the Human Resources representative will meet with the employee and reaffirm, by means of written communication from the employee's physician, the employee's ability to perform regular work. If the employee requires a medical assessment, the Human Resources representative will ensure the employee has the appropriate forms to take to their physician. 07.06.14 The employee must obtain appropriate medical clearance before commencing regular work, 24 hours prior to returning to work. Procedure Title: Attendance Management Page 14 of 33 Procedure Number: HUR 130-025 08 Attendance Management Program 08.01 Purpose of the Program The purpose of this Program is to establish a proactive role in the management of attendance and to assist permanent full and part-time employees with higher than average absenteeism to improve through the development and implementation of an attendance improvement plan. 08.02 Responsibility 08.02.01 08.02.02 08.03 Absences Attendance management is the direct responsibility of line management. Supervisors/Division Heads and Directors are required to track, identify and manage the attendance of employees. Those with good attendance should be recognized. Conversely, employees with below average attendance should be given counselling and assistance to help them remove the barriers preventing them from regular attendance. 08.03.01 Absences addressed in the Attendance Management Program may include: a) paid Sick leave for personal illness/injury that is unrelated to work (and the employee is not participating in the Disability Management program); b) paid Sick leave for illness of an immediate family member; c) paid Sick leave for Scheduled Medical Appointments in accordance with the provision set out in 06.01 (b); d) unpaid Sick leave for personal illness/injury (unrelated to work); and e) culpable absences (refer to Employee Absences, Section 06). 08.03.02 Absences not addressed in the Attendance Management Program: a) vacation (paid and unpaid); b) family medical leaves and emergency leaves as defined by the Employment Standards Act; c) pre -approved Leaves of Absence; d) bereavement leave (paid and unpaid); e) lieu time; f) union leave; Procedure Title: Attendance Management Page 15 of 33 Procedure Number: HUR 130-025 g) pregnancy/parental leave; h) Jury Duty; i) Suspensions; j) absences due to a work related illness or injury and approved by WSIB ; k) sick leave absences related to a declared disability (and employee is participating in the Disability Management program); and I) long-term disabilities (as determined by the City's LTD carrier). 08.04 Absence Monitoring 08.04.01 08.04.02 The process to improve attendance begins with absence monitoring through the City's computer software program and the immediate non-union Supervisor. Employee absences will be reviewed quarterly and compared against the City's average Absence Rate. To determine the average Absence Rate, Human Resources will review the level of absenteeism annually, compare to the industry norm and set an acceptable average for the following year. 08.04.03 The level of absenteeism will be assessed in two ways: 08.04.04 08.04.05 a) First, the employee's rolling absence rate will be compared with City's average absence rate. The rolling absence rate is defined as the total hours of absence for the preceding twelve (12) months times one hundred divided by the hours of regular work during the same period (i.e. 1820, 2080, or 2184). Permanent part-time absenteeism will be calculated using the seniority hours calculated during the same 12 month period. b) Second, the non-union Supervisor will review absences for late arrivals and/or early departures or to determine if a pattern exists. Directors will appoint the most appropriate non-union Administrative Assistant(s) to complete the Tracking & Reporting process quarterly as outlined in Appendix 6 and provide the reports to the appropriate Supervisor. Supervisors will review quarterly reports and take the necessary action described in Section 08.05, Attendance Improvement Process, to improve attendance with employees with late and/or early departures, patterned absences or who meet or exceed the City's reasonable standard of absenteeism. Special Procedure Title: Attendance Management Page 16 of 33 Procedure Number: HUR 130-025 circumstances will be considered when there is a single clearly identifiable cause for absenteeism over a defined period of time, and where the employee's attendance record has previously been acceptable. 08.05 Attendance Improvement Process Stage 1 — Informal Attendance Improvement Process — First Meeting 08.05.01 08.05.02 08.05.03 Employees with patterned absences, late or early departures, or a rolling absence rate at or above the absenteeism standard for the first time will be counselled to assist them in improving their attendance. Their attendance record will be reviewed to determine whether or not their absences are innocent or culpable. Counselling will take the form of an informal meeting between the employee and their Supervisor. At the meeting the Supervisor will follow the Attendance Management Meeting Guidelines (Appendix 2) and complete an Attendance Improvement Plan (Appendix 3) outlining detailed absences and expectations for review and discussion. The employee is to be given a copy of the signed improvement plan for reference. This meeting is seen as preventive in nature and as such the improvement plan is given only to the employee. The Supervisor is to inform the employee that they have the choice of having a union representative in attendance during any phase of the process. Stage 2 — Formal Attendance Improvement Process — Second Meeting 08.05.04 08.05.05 08.05.06 Once the employee has participated in an informal meeting, the next quarter that the employee's attendance has not improved and/or their rolling absence rate is at or exceeds the absenteeism standard, the employee will be contacted regarding a meeting date and time to review their attendance record. The Supervisor is to inform the employee that they have the choice of having a union representative in attendance during any phase of the process. At the meeting the Supervisor will follow the Attendance Management Meeting Guidelines (Appendix 2) and review the expectations set out in the first Attendance Improvement Plan. A second Attendance Improvement Plan (Appendix 3) outlining detailed absences and reiterating expectations will be provided to the employee, Human Resources, and the Union (as applicable). Procedure Title: Attendance Management Page 17 of 33 Procedure Number: HUR 130-025 08.05.07 If absences are deemed to be culpable the Supervisor should consult with Human Resources to determine if discipline is appropriate. 08.05.08 A follow-up period (approximately 3 months) shall be established to monitor improvements. 08.05.09 A counselling letter (Appendix 5) documenting the meeting must also be given to the employee with copies to Human Resources and the Union. 08.05.10 The Supervisor will monitor the employee's attendance and his/her adherence to the Attendance Improvement Plan for the periods specified in the counselling letter. Stage 3 — Formal Attendance Improvement Process — Third Meeting 08.05.11 08.05.12 08.05.13 08.05.14 08.05.15 If the employee has not achieved the required results, a third formal meeting will be scheduled with the individual to offer further assistance. The Supervisor is to inform the employee that they have the choice of having a union representative (if applicable) in attendance during any phase of the process. At the third meeting, the second improvement plan is reviewed. A third Attendance Improvement Plan is completed outlining detailed absences and reiterating expectations. The employee is informed that a physician's certificate is required for future absences. If absences are deemed to be culpable the Supervisor should consult with Human Resources to determine if discipline is appropriate. A follow-up period, usually 3 months, to track the employee's progress should be identified. A second counselling letter documenting the meeting and the third attendance improvement plan shall be given to the employee with copies to Human Resources and the Union. The Supervisor will continue to monitor the employee's attendance and progress with the improvement plan specified in the second counselling letter. Stage 4 — Formal Attendance Improvement Process — Fourth Meeting 08.05.16 If the employee has not achieved the required results, the Supervisor will consult with Human Resources and a fourth formal meeting will be scheduled with the individual to offer further Procedure Title: Attendance Management Page 18 of 33 Procedure Number: HUR 130-025 08.05.17 08.05.18 08.05.19 08.05.20 assistance. The Supervisor is to inform the employee that they have the choice of having a union representative in attendance during any phase of the process. At this meeting, the previous attendance improvement plan is reviewed and revised, or a new plan is developed. The employee is asked to undergo a medical assessment with their physician to provide a medical prognosis as to whether the employee is capable of regular future attendance. If absences are deemed to be culpable, the Supervisor should consult with Human Resources to determine if discipline is appropriate. A follow-up period (approximately 3 months) to track the employee's progress should be identified. A third counselling letter documenting the interview and the revised attendance improvement plan shall be given to the employee with copies to Human Resources and the Union. The employee will be given the appropriate forms to take to their physician. The Human Resources representative will review the results of the medical assessment to determine if the employee should be referred to the disability management program. 08.05.21 If the employee does not require referral to the disability management program and the prognosis for regular future attendance is good, the Supervisor will continue to monitor the employee's attendance and progress with the attendance improvement plan specified in the counselling letter. Referral to Human Resources 08.05.22 If the employee's attendance has not improved, the matter will be referred to Human Resources for consultation and guidance. Human Resources will provide support for the continued management of attendance. 08.05.23 Possible next steps may include: a) If there is a reasonable basis to believe that the employee's attendance will improve to an acceptable level within the foreseeable future, an attendance improvement plan will continue with review after three months. b) Discussing with the employee other options that may improve absence rate (i.e. transferring to an alternate position, part-time status, or reduced hours). Procedure Title: Attendance Management Page 19 of 33 Procedure Number: HUR 130-025 c) Advising the employee that continued failure to improve attendance to an acceptable level may lead to disciplinary action up to and including termination. 08.06 Employment Termination for Absenteeism 08.06.01 08.06.02 08.06.03 During the entire process, it is the City's intent to have the employee resolve whatever difficulties are involved and return to an acceptable level of attendance. The City will provide reasonable assistance to support a return to that level. If the employee, with the City's support, has been unsuccessful in improving their attendance, the City of Pickering may terminate an employment relationship where the employee is unable to fulfil their obligation to regularly attend work as an essential duty of the job. The following factors will be taken into consideration in determining whether termination of the employment relationship is warranted: a) Is the employee's absence record significantly higher than the average of other employees in the City? b) Are there objective findings that it is unlikely that the employee will be able to attend work regularly in the future? c) Has a disruption to the workplace occurred as a result of the employee's excessive absenteeism? d) Has it been made clear to the employee that the level of attendance is unsatisfactory? e) Has the employee been given written notice that the unsatisfactory record of attendance may lead to the termination of employment if there is no improvement to an acceptable level? 08.07 Attendance Improvement/Regression 08.07.01 08.07.02 At any stage, if the employee's attendance meets the agreed upon attendance improvement plan and/or absenteeism rate is below the City's absenteeism standard, a letter of acknowledgment is sent to the employee highlighting the improvement. If an employee meets the attendance improvement plan however their absenteeism rate for the previous 12 months is still higher than the City's absenteeism standard, the employee will repeat the current stage in Attendance Management Program. Procedure Title: Attendance Management Page 20 of 33 Procedure Number: HUR 130-025 08.07.03 If an employee does not sustain acceptable attendance in subsequent quarters, the employee will repeat the previous stage. If the employee has sustained improvement for a period of 1 year, they will return to the first stage (Informal Attendance Improvement Process) of the Attendance Management program if their attendance declines to an unacceptable level in the future. Appendices Appendix 1 Lateness/Absence/Early Departure Notification Report Template Appendix 2 Attendance Management Meeting Guidelines Appendix 3 Attendance Improvement Plan Appendix 4 Letter of Acknowledgment Appendix 5 Counselling Letter (Formal Stages 2 — 4) Appendix 6 Attendance Management Program Tracking & Reporting Process Procedure Title: Attendance Management Page 21 of 33 Procedure Number: HUR 130-025 Appendix 1 Lateness I Absence / Ear y Departure Notification Report Lateness 0 Abse, Employee's time Early Departure Dent Plea_ Sded Scheduled Shift Reason(s) for Repoit Please Select Call Re<thved Vision / Se t Ie Employees Supervisor Division / Section Recormer Procedure Title: Attendance Management Page 22 of 33 Procedure Number: HUR 130-025 Appendix 2 Attendance Management Meeting Guidelines 1. Meeting Preparation Prior to the meeting, the Supervisor needs to: • Review the employee's absenteeism record and request/review any additional documentation about absences available (i.e. EZ Labour reports, and/or Lateness/Absence/Early Departure Notification Reports). • If there are extenuating circumstances, discuss with HR whether an Attendance Management meeting is appropriate (extenuating circumstances may include a single occurrence due to surgery, declared medical condition, etc.). • Advise employee the purpose of the meeting and ensure employee understands that it is non -disciplinary (the employee is entitled to a union representative at every stage and if they elect to have one present the Supervisor will arrange for one to attend). • Make arrangements for a private location (i.e. Meeting room or enclosed office) and schedule a mutually convenient time with enough time for discussion. • Prepare the Attendance Improvement Plan and organize the facts and information in advance of the meeting. Obtain EAP (Employee Assistance Program) brochure from HR. • Plan to take notes. 2. During the Meeting During all attendance improvement meetings, the Supervisor should: • ensure confidentiality; • show respect for the individual's integrity; • use a tone which demonstrates genuine concern and understanding; • take a professional and positive approach; • discuss the attendance concern, not other issues; and • actively listen to the employee. Key discussion points: • The purpose of the meeting is to make the employee aware of the late or early departures, patterned absences, or of the unacceptable absenteeism rate that is higher than the established absenteeism rate (show documentation). • Review the Attendance Management Program: o quarterly review of each permanent employee in the City; Procedure Title: Attendance Management Page 23 of 33 Procedure Number: HUR 130-025 o review records for employees whose absenteeism rate is above the average; o explain and address "innocent absenteeism". Legitimate absences due to illness or injury; and o explain employee's stage in the program. • Discuss any patterns that may exist (i.e. Frequent absences on/before/after the weekend). • Discuss any late arrivals and/or early departures. 3. Attendance Management Meeting Template • Enquire about the cause(s) of their absenteeism (do not get into detailed medical dialogue) and record information. • Show concern with the level of absences and overall well-being of the employee. • Stress the negative impact of the employee's absenteeism: o fellow workers having an additional workload; o morale of fellow employees; o unmet deadlines; o the negative impact on the department's productivity and/or the departments inability to provide expected services; and o the time and cost of finding a replacement and the disruption of department routine. • Offer assistance to employee. • Remind of the availability of the EFAP (Employee Family Assistance Program also covers family members). • Emphasize the expectation that attendance improve to an acceptable level. • Communicate to the employee that their attendance will be monitored over the next three months and the next steps if attendance does not improve. • Advise the employee that they will receive a letter confirming the details of the meeting and a copy of the completed Attendance Improvement Plan During the informal phase only the improvement plan is required. Additional discussion points for Stages 2 - 4: • Review previous Attendance Improvement Plan. • Acknowledge any improvement. • Enquire about the reasons the employee was not able to improve attendance to an acceptable level and record information. • Develop (or revise) a plan for improved attendance and document. • If at Stage 3, indicate to employee that a physician's certificate will be required for future absences due to illness. • If at Stage 4, request employee undergoes a medical assessment to determine if there is an underlying medical condition that may be preventing the employee Procedure Title: Attendance Management Page 24 of 33 Procedure Number: HUR 130-025 from improving attendance. Advise the employee that the Human Resources representative will provide the necessary medical release and physician's forms. • At either Stage 3 or 4 if absences are deemed to be culpable, seek guidance from Human Resources to determine if discipline is appropriate. Note: If the employee indicates that the attendance difficulties are as a result of a medical condition or disability at any stage, the Supervisor needs to refer the matter to the Human Resources representative. 4. After the Meeting Follow through on any commitments from the meeting including: • ensure the employee receives a copy of the signed Attendance Improvement Plan and counselling letter (if beyond Stage 1) confirming the details of the meeting and plan for improvement within a reasonable time frame (i.e. one week); • provide copies to HR and the Union for Stage 2 - 4 meetings; • address any work-related issues that may be impacting attendance (i.e. workplace conflicts); and • consult with Human Resources or Human Resources representative on any concerns. Procedure Title: Attendance Management Page 25 of 33 Procedure Number: HUR 130-025 Appendix 3 Attendance Improvement Plan (Complete For All Stages) f f"f gflrop 4 'f�s,3'�r m i € I t i s I 1, .-i E p3ii Z [ a..; h .... Y I StlHtl9 NHi ft .0 a. ce fm a r�vemeh t F = `� '3E �4t ! Y -=_c ..l ! w . l3 as f P , I , 'S'—G. '" B « F r ; u.:<av� t--.'1 I V! �[ i ! � f ax- Y F� ftlL€4' :r�z C EEEEE. "�E. ftl Review Period (list - Month / Year ) to (list - Month/Year) fes..rr R {r 5 � [ f - r # .. Ts ' u � '9 E J, G C'�' - f { L Date: Supervisor: Employee: Position: gg 4 pC �- I€€; ''' € N�F irzsl.€.€g.0 a��f gr - _ - ayl It: E -.-. - e' r Excessive 20xx absences: (List occurrences) 20xx absences: (List occurrences) use of uncertifed sick time (and/or lateness). (include total number of days/hours) �/>. 3. _ '� �fff'nt tl I I a Yg A e1V �E �p�a#tli €tF [' �1 �i E,�. 9' '� fi yrl�ii.� 4 5 $" 3i .� EE - F ��� - , F E f _ �'e€ it,_ To arrive to work on a regular basis and on time and improve attendance. Date for Review of Plan Progress: in 3 months. fable 46---urces- 3 P �`" E 6�s y€I i�l 9kF ,i,,,;_._,. i ��F tl=�3f UI f �. �T s.e t.„...._, €.�.{. E ..qe L' -.�. -} •'�i...e>.. �``-' Please list available etc.): resources (e.g EFAP Wellness Program, Childcare services, Contact information for resources: di ulr p € i4N '` - � ; a l�� � .. .. — ��{ ` Iia 1 -F E�Y �FEG - Date: Time: Location: d A H1Iriii p .:iI r, , ---A, R,: 5 1 bf+-,'ate- k. --c''^:f !€.E ` r "{ -- , c 9iPi�fiE �: t { ,' €'-z' ,gr"u. L 1c1 it e4a Comments: Employee Signature: Date: Supervisor Signature: Date: Procedure Title: Attendance Management Procedure Number: HUR 130-025 Page 26 of 33 Appendix 4 Letter of Acknowledgement Confidential Date Name Address City, Prov PC Subject: Attendance Improvement sub heading if required File: A-4310 You have now completed three months of employment since our last meeting and I am pleased to inform you that your attendance has improved. Please continue the good work as I am sure you realize the importance of your steady contribution to the overall success of our organization. Should you require assistance in future to maintain or improve your attendance, please do not hesitate to contact me. Yours truly Supervisor Name Title Copy: Director/Division Head Human Resources Union Procedure Title: Attendance Management Page 27 of 33 Procedure Number: HUR 130-025 Appendix 5 Counselling Letter (Formal Stages 2 - 4) Personal & Confidential Date Employees Name Address City, Prov PC Subject: Attendance Improvement sub heading if required could specify discipline letter File: A-4310 This letter is to summarize and confirm the information discussed in our meeting held on <Date>. As you are aware, the City's Attendance Management Program monitors the attendance for all permanent employees and seeks to assist employees {choose one —with patterned absences — late and/or early departures — or - whose absenteeism rate is higher than the established absence rate}. In reviewing your attendance record for the past 12 months, your absenteeism continues to be (at an unacceptable level) or (above that rate at <employee's rate%>). Below is a summary of your absences and or late/early departures since our last meeting three months ago. <Date(s) (? hours)> - <Reason provided> ie. November 1 & 2 (16 hours) — Sick <Date(s) (late or early departure)> - <Reason provided, if any> *(Provide any details discussed during the meeting) During our meeting on DATE, you committed to improving your attendance through the enclosed Attendance Improvement Plan. Procedure Title: Attendance Management Procedure Number: HUR 130-025 Page 28 of 33 a ending 3 ®rf4i 1;pr ont t�io�, rou e rrras mu The City of Picker'ng is committed to being socially and economically responsib e and having a respectful work environment. Absenteeism has a detrimental impact on our ability to provide quality services, increases costs, places additional workload on colleagues and reduces staff morale. While the validity of your absences is not being questioned, the City of Pickering needs to be able to depend on your regular attendance. Your attendance will continue to be monitored and reviewed again for improvement in approximately three (3) months. I again, encourage you take whatever steps are necessary to improve your attendance. I would be pleased to provide any assistance required and strongly encourage that you contact the City of Pickering's confidential Employee Family Assistance Program (EFAP), which may be reached at 1-800-387-4765 or workhealthlife.com, for additional assistance. Yours truly Supervisor Name Title XX:xx Enclosure Copy: Director/Division Head Human Resources Union President Union Secretary Procedure Title: Attendance Management Page 29 of 33 Procedure Number: HUR 130-025 Appendix 6 Attendance Management Program Tracking & Reporting Process Reports are to be completed quarterly after EzLabor submission for the period ending March 31, June 30, Sept 30 and Dec 31 (i.e. April 15, July 15, October 15 & January 15). Initial Report Set-up Create a master "Time Card Report" in ezLabour for your payroll area. After the initial set-up use the master report found under "My Reports" when preparing the quarterly reports. Create a Time Card Report for payroll area in ezLabour 1. Select Reports (top right). 2. Select Supervisor Reports (bottom of the page). 3. Go to Time Card Report. 4. Choose t Edit Report. 5. Change the Name to "Payroll Area Time Card Report" (i.e. C&R Time Card Report 6. Change Time Frame to Define at Runtime. 7. Go to Create a New Filter (bottom of page) 8. Under Select Field choose Department 9. Under Selected Values, click 11 10. Select all department codes within the payroll area and Submit 11. Select Add Filter _ M- 12. Under Select Field choose Earnings Code 141 13. Under Selected Values, click 14. Select Sick Paid and Sick Unpaid and Submit 15. Select Add Filter Adt__L . 16. Under Select Field choose Pay Group 17. Under Selected Values, click L 18. Select all codes that start with FT or PT (so that all permanent part-time & full-time are selected) and select Submit. 19. Click Add Filter 20. Save the report for quarterly reporting. Determining Absenteeism Rates To determine each employees' 12 month rolling absenteeism rate, the quarterly reports will be divided and prepared as follows: Report to include up to date Due date to Supervisor and HR March 31 April 15 June 30 July 15 September 30 October 15 December 31 January 15 Procedure Title: Attendance Management Page 30 of 33 Procedure Number: HUR 130-025 1. Run Total Hours Report for previous 12 months a. Go to Reports — Home (top left) b. Under "My Reports", select the saved "Time Card Report" report. c. Choose Download Report. d. Enter date range for previous 12 months (i.e. 01/07/2013 to 30/06/2014) e. Enter File Name (Attendance Report Payroll area & Date i.e. Attendance Report C&R June 2014) and select Submit (bottom of page). Choose Open. 2. Save File a. Under the office button, select Save As b. Change type to Excel Workbook c. Save file in a Confidential location 3. Add a column for Name (to combine first and last name) a. Hi -lite column "D" and right click on mouse and choose "Insert" b. Add Header Name in D1 c. In D2 add the following formula =B2&", "&C2 d. Copy the formula to the rest of rows in the column 4. Create a pivot table. a. Go to cell Al b. Click Insert on the ribbon c. Choose Pivot Table d. Select OK e. Select the following fields; Name, Earnings Code and Hours f. On the right hand side drag the fields below to the applicable header ®o '-'5.4.-2 , ., 7 ' '�1 (Blank) Earnings Code rr4d ; .r -SA Wr : i !i -07� .� I - _ lop r Uzi, rm- �: �_ ..'%� 1,1 poll�9 �.. Ilk C _g _44 k �d uNul � g r.=.M%I lP$IIV{i Al -� Company Code rr - D - I Worked D lr F ... Earnings (Hours fix_ ��.:. ar A.Cornea v Last Name First Nam eEmployee Description 2 ; 822A 3sR77A e. Select the following fields; Name, Earnings Code and Hours f. On the right hand side drag the fields below to the applicable header ®o '-'5.4.-2 , ., 7 ' '�1 (Blank) Earnings Code Name Sum of Hours (Hours) NOTE: When Hours is moved to the Values column, it should show Sum of Hours. If it does not, click on the arrow beside Hours and choose Value Field Setting, scroll to the top and choose Sum and click OK. Procedure Title: Attendance Management Procedure Number: HUR 130-025 ]hP mmikw'u�Ni oe d,6 Code MLast Flame E First Marne uWorked t Code R] norms 5. Calculate Absenteeism Rate. a. Add a column at end of spreadsheet titled Absenteeism Rate. b. Use the following formula in the cell under Absenteeism rate to determine the rolling absence rate. =(grand total)/Regular hours x 100 ie.=(D511820, 2080 or 2184 *100) Note — grand total should represent sick paid + unpaid. Regular hours is based on the following 1820 7 hours per day employees 2080 8 hours per day employees 2184 Fire Services employees Seniority Hours* part-time employees *(use seniority hours for the same 12 month period c. Copy formula to all rows (including last row with totals) and change to number with one decimal place (Under Home Tab > Number). 6. Copy Pivot table to new worksheet in file. a. Select all columns and rows in pivot table. b. Right click mouse and choose Copy. c. Go to new sheet (bottom of spreadsheet). d. Right click mouse and paste. e. Rename Worksheet at bottom to "Over Average". 7. Create a filter for employees over average. a. Go to Absenteeism Rate cell. b. Select Data from tabs at the top of page and select filter. c. In the Absenteeism Rate cell click on the arrow d. Select i. Number Filters ii. Greater than or equal to and enter the City's annual average absence rate (provided by Human Resources) e. Choose OK. Only those employees with absences equal to or greater than the average absence rate will be included. 8. Save File. 9. Advise Supervisors a. Provide supervisors with the quarterly report and highlight employees who meet or exceed the average absence rate. Provide them with a detailed listing of employee absence incidents upon request. b. Provide a copy of the quarterly report to Human Resources. Procedure Title: Attendance Management Page 32 of 33 Procedure Number: HUR 130-025 Step 10 will need to be completed upon request from the Supervisor 10. Provide a Time Card Report to Supervisor for requested employees a. In ezLabour go to Supervisor Reports. b. Choose Timecard Report. c. Select Edit Report. d. Change the Name of the Report to "Employee Name" Timecard Report i.e. Joe Smith Timecard Report. e. Change Time Frame to Define at Run Time. f. Select Create a New Filter. g. Under Field, select Employee. h. Choose and select the employee. i. Click Submit (bottom of page). j. Choose "Add Filter" ® k. Choose "Save" — Choose Preview. I. Define the time period (should be the same as the initial report) then submit. m. Print a hard copy or a PDF and provide to the supervisor for review and action. Repeat step 10 for each requested employee. If the supervisor is requesting multiple employees, they can be included on the same report by repeating steps h -j to add additional employees. Procedure Title: Attendance Management Page 33 of 33 Procedure Number: HUR 130-025