1
Background ............................................................................................................................................. 4
Definition ............................................................................................................................................ 4
Purpose................................................................................................................................................ 5
The Turned Up and Tuned in Model .................................................................................................. 7
Section 1: Uncovering the causes of employee absence ......................................................................... 8
Did you know? .................................................................................................................................... 8
How to recognise a potential problem—Manager’s Checklist ........................................................... 8
Ask your Human Resources area for: ................................................................................................. 9
Tips ..................................................................................................................................................... 9
Section 2: Prevention is better than cure ............................................................................................... 10
Did you know? .................................................................................................................................. 10
Manager’s Prevention Checklist ....................................................................................................... 10
Tips ................................................................................................................................................... 12
Section 3: Missing someone?................................................................................................................ 13
Did you know? .................................................................................................................................. 13
Manager’s good practice checklist .................................................................................................... 13
Ask your Human Resources area: ..................................................................................................... 14
Tips ................................................................................................................................................... 14
Section 4: When all else fails ................................................................................................................ 15
Did you know? .................................................................................................................................. 15
Manager’s discussion guide .............................................................................................................. 15
Ask your Human Resources area: ..................................................................................................... 16
Tips ................................................................................................................................................... 16
Frequently Asked Questions ................................................................................................................. 17
Question: What should I look for on medical certificates from health practitioners? ...................... 17
Question: What other forms of documentary evidence are considered acceptable in place of a
medical certificate? ........................................................................................................................... 17
Question: Are the evidence requirements different for carer’s leave? .............................................. 17
Question: Are there circumstances that allow for an employee not to provide evidence? ............... 17
Question: Can I contact the employee’s registered health practitioner? ........................................... 18
Question: What should be my general approach when an employee states an absence/s is due to a
generic or recurrent condition? ......................................................................................................... 18
Question: What does an employee’s workplace stress level have to do with me? ........................... 18
Question: What if I suspect an employee has a second job?............................................................. 18
2
Question: What if I suspect drug or alcohol abuse? .......................................................................... 19
Question: What if I suspect an employee is having issues or crises in their personal life? .............. 19
Question: What if I suspect my management style is the problem? ................................................. 19
Question: Can I ask what the problem is?......................................................................................... 20
Question: When should I go to my Human Resources Area? ........................................................... 20
Busting myths ....................................................................................................................................... 21
Myth: There is nothing a manager can do until the employee returns to work................................. 21
Myth: Privacy legislation stops a manager from contacting people at home. ................................... 21
Myth: It’s the long term absences that managers need to focus on................................................... 21
Myth: All long-term absences are unacceptable. .............................................................................. 21
Myth: Carers leave is the main issue. ............................................................................................... 22
Your responsibilities in a nutshell ......................................................................................................... 23
Your management style .................................................................................................................... 23
The workplace culture....................................................................................................................... 23
Team communication........................................................................................................................ 23
Individual discussions ....................................................................................................................... 23
Your decision making ....................................................................................................................... 23
Your approach................................................................................................................................... 23
Expertise ........................................................................................................................................... 24
Record keeping ................................................................................................................................. 24
Administration .................................................................................................................................. 24
Privacy and confidentiality ............................................................................................................... 24
3
Background
A certain level of employee absence is a usual feature of a healthy work environment. It is also part of
a family friendly workplace. However, this does not mean that all unscheduled absences should be
regarded as inevitable and accepted without question.
Unscheduled absence can be caused by a range of complex and interrelated factors which affect a
person’s ability or motivation to attend work. Good management is a key driver to minimising the use
of unscheduled leave for non-genuine reasons.
Employee engagement has been shown to be related to APS employee use of personal leave for
personal illness or injury.1 The Australian Public Service Commission (the Commission) defines
employee engagement as the relationship employees have with four elements of their work: the job
they do daily; the team with whom they work; their immediate supervisor; and the agency they work
for.
APS employee census results in 2012 showed that individual health concerns were the primary driver
of personal leave for personal illness or injury use, however, there was a small but consistent
relationship between employee engagement and the use of personal leave for personal illness or
injury.2
Definition
Unscheduled absence is divided into five categories:

Personal leave for personal illness or injury (Sick) leave is an absence, regardless of
duration, whether paid or unpaid, resulting from an employee undergoing a planned medical
procedure or being too sick or injured to work. This category excludes absences related to
accepted compensation cases.

Carer’s leave is an absence, regardless of duration, whether paid or unpaid, resulting
from a member of the employee's immediate family or household, for which the
employee has caring responsibilities, being sick or injured and in need of care.

Compensation leave is an absence resulting from personal injury or disease sustained out
of, or in the course of employment (i.e. work related) and accepted by Comcare. The
leave includes the total number of days or part-days and the employee is absent from
work due to incapacity. It excludes time spent on rehabilitation programs, where
rehabilitation takes place at the workplace in paid employment.
1
Australian Public Service Commission, State of the Service Report 2010–11, 2011. p.32.
2
Australian Public Service Commission, State of the Service Report 2011–12, 2012, p.94.
4

Specific types of miscellaneous/other is a workplace absence, regardless of duration,
whether paid or unpaid, that is taken upon the death of a member of the employee’s immediate
family or household (bereavement), or to spend time with a seriously ill, injured or dying person
who is a member of the employee’s immediate family or household (compassionate), or in the
event of an unexpected emergency.

Unauthorised absence is an absence, regardless of duration, whether paid or unpaid, that
given the circumstances is not supported or approved by management.
APS Context
The advice given in this guide is framed by the Public Service Act 1999 as amended3 and its
subordinate legislation and other relevant legislation and policy direction. Agency Heads must put in
place measures in their agency that uphold and promote the APS Values and Employment Principles.
In certain circumstances, including if the Agency Head believes an employee’s state of health has
caused, or may cause, the employee to have an extended absence from work, they have the power to
direct an APS employee to undergo an examination by a nominated medical practitioner for an
assessment of the employee’s fitness for duty.4 Where an APS employee is unable to perform their
duty because of a medical condition, their employment may be terminated on medical grounds.
Generally, however, a range of options are explored before an Agency Head commences fitness for
duty processes.
Purpose
This guide provides a practical resource for managers. It is designed to complement agency policy
and procedures by:

introducing the ‘Turned Up and Tuned In’ model

helping to identify the influences on workplace attendance

highlighting the organisational influences involved in motivating employees to attend

outlining how to recognise a potential attendance problem

suggesting good practice approaches and tips

providing guidance on how to conduct ‘difficult’ conversations.
Employees exercise their discretion to ‘turn up’ and ‘tune in’ on a daily basis. Managers play an
important role in encouraging employees to attend work and to be productive while at work.
The benefits of focussing attention on unscheduled absence include:
3
See the Australian Public Service Commission website http://www.apsc.gov.au.
4
Regulation 3.2 of the Public Service Regulations 1999 as amended.
5

employees returning to work more quickly, minimising the potential for loss of
confidence and skills

the team pooling resources to achieve outcomes

increased team morale and commitment

enhanced perception of the team by others (this can attract skilled employees to the
team)

a reduction in costly workplace injuries and employee turnover

greater investment of in employee development and career and succession
management.
6
The Turned Up and Tuned in Model
The ‘Turned Up and Tuned In’ model5 (see diagram) identifies the influences on workplace
attendance, a number of which occur at the individual level and are largely beyond the control of the
organisation. These include an individual’s values, attitude and responsibilities. The model shows
where organisations and managers should focus their attention to improve employees’ motivation to
attend work. Organisations may influence leadership, culture, and people management policies.
Managers can influence management style and practices, team culture, team size and structure, job
design and workflow, and co-worker relationships. Managers may take steps to get to know their
employees. Individuals also have responsibility for managing their own attendance.
Draws on elements of the Steers and Rhodes model: Steers and Rhodes,‘Major influences on employee attendance: A
process model’, p. 393.
5
7
Section 1: Uncovering the causes of employee
absence
Did you know?

High absence rates can be a symptom of an underlying problem at the individual,
managerial and/or organisational level

Absence is sometimes an ‘escape’ or ‘withdrawal’ strategy and a common stress
response

The cause of absence is not always straightforward and often involves a combination of
individual, workplace and non-work related factors

Individual factors that affect employees’ attendance include: illness, injury and general
state of health

Non-work related factors, such as caring responsibilities and personal emergencies, act
as barriers to attendance Workplace factors are numerous and can either positively or
negatively impact on an individual’s motivation to attend. They include organisational
culture, management practices and job design.
How to recognise a potential problem—Manager’s Checklist
Some indicators to look out for include:

an emerging absence pattern occurring

an ‘entitlement’ mindset

reasonable deadlines are not met regularly

an overall decline in work performance

conflict between team members and/or supervisors

a lack of enthusiasm or indifference

employee survey results indicating low job satisfaction or dissatisfaction with
management.
Potential triggers include:

work areas where the roles are characterised by high demand and low control

seasonal or intermittent peak business periods

forced relocation or redeployment

organisational and/or leadership change
8

high turnover and recruitment of new employees

crises in an employee’s personal life

when an employee experiences physical or verbal assault, harassment or abuse

when an employee is being formally counselled for underperformance

when an employee is involved in an investigation of a suspected breach of the APS
Code of Conduct.
Ask your Human Resources area for:

regular leave reports

guidance on interpreting the figures and next steps to take

other sources of information and trends that can shed light on causal factors.

Managers have little direct influence over the individual or non-work related factors.
The key is to demonstrate care, concern, understanding and flexibility in your
approach.

A manager’s greatest opportunity to make a difference is in the workplace factors.
Focus your attention on areas that can influence employee motivation to attend.

Early intervention is important.
Tips
9
Section 2: Prevention is better than cure
Did you know?

A certain level of unscheduled absence is normal for the maintenance of a healthy
workforce and for supporting family friendly practices and work/life balance.

Manager behaviour can influence employee behaviour, in particular the roles they play
in supporting employee productivity. These include managers helping employees to
keep their work in perspective, that is, in balancing work and home life.

Organisational culture can be described as the way things are done around here. It is
what employees perceive or experience to be accepted or rewarded.

Adversarial workplaces, indicated by low supervisor and health and safety support, job
insecurity, ambiguity and boredom, contribute to unscheduled absence.

Work pressure, harassment and bullying increase the likelihood of psychological injury
and workers compensation claims.

A high proportion of psychological injury and associated workers compensation claims
are preventable by improving morale, leadership and team climate.
Manager’s Prevention Checklist
Management style

maintain an approachable and supportive style

invest time in getting to know employees

be open to alternative ways of working

effectively manage staff workloads

respect your employees by ensuring a workplace that is fair, flexible, safe and
rewarding.
Management practices

ensure employees have necessary equipment to do their job and attend to any required
workplace modifications and/or health and safety concerns promptly

involve your team in workplace matters and decisions

support healthy team dynamics

keep track of absences and leave approved

acknowledge staff (privately) who demonstrate commitment to minimise absence and
attend work whenever fit and able
10

encourage the regular use of annual leave or other planned leave

attend to employee safety by ensuring ill or injured employees are not compelled to be
at work.
Communication

send positive messages that convey the importance of attendance and employee welfare

frame your discussions on leave policies as employee benefits rather than as
entitlements.
Workflow

streamline workflow and avoid duplication

monitor work demands and review priorities so they remain realistic.
Job design

provide employees with opportunities to use their skills and task preferences

consider the individual’s work values, career goals and development needs

enrich jobs with meaningful work, variety, control of whole tasks and appropriate
delegation of responsibility for decision-making.
Recruitment

ensure job advertisements properly reflect the workplace and the job

discuss attendance expectations with potential recruits

consider the individual’s ‘fit’ with the APS Values, as well as their capability and
experience, in line with the merit principle.
Induction and Probation

use the induction process to establish effective working relationships and clarify
attendance expectations

use the probation period to observe attendance patterns and to identify and address
concerns early.
Performance management

provide regular feedback

focus on development to build employee confidence to perform

regularly acknowledge good performance, successes and achievements.
11
Tips

recognise the strong relationship between attendance and a positive and rewarding
work environment

cultivate a culture and management style that makes your workplace safe, engaging and
fulfilling for all.
12
Section 3: Missing someone?
Did you know?

Even the most committed employee’s ability to attend can be hampered by
unforeseeable circumstances like sickness, accidents, transport problems, family and
household emergencies.

Many of the signs of workplace stress are noticeable and include changes in a person’s
mood or behaviour. For example, deteriorating relationships with colleagues,
irritability, indecisiveness, reduced performance, increased mistakes, increased use of
stimulants such as smoking, alcohol and other drug use.
Manager’s good practice checklist
Have a protocol in place

adopt a protocol that is consistent with the agency’s enterprise agreement

be familiar with any graduated return to work programs

ensure absent employees know who to contact, by when

know what questions should be asked when absent employees call, to ensure all
important information is covered (see Section 4)

discuss reallocation of tasks.
Establish and maintain reasonable contact

discuss circumstances and offer support

explore all relevant leave options, and if suitable offer alternative leave arrangements

explore working from home possibilities depending on the reason for the absence

check what essential work priorities need to be attended to

agree on contact arrangements if the employee is going to be away for more than a few
days

note the absence and diarise next contact.
Hold an informal discussion on return

welcome the employee back to work and let them know they were missed

check the employee is recovered and fit to be at work

update the employee on work matters that have occurred during their absence

remind the employee to submit leave requests.
13
Attend to administration promptly

cross-check leave applications with valid evidence and your diary notes

promptly approve leave following your agency’s procedure.
Ask your Human Resources area:

how to interpret and apply leave provisions

what to do if you have doubts over the validity of the absence

how to securely file private and sensitive documents.

If you identify a pattern of absenteeism, speak to the employee to understand their
circumstances. If the employee is comfortable discussing their situation with you, be
prepared to actively listen.

Explore the suitability of alternatives to being absent the whole day – for example, use
of the agency’s carer’s room, taking a part-day absence, sharing the time required with
their partner/other person; if part-time, swapping with another day in the week, if
appropriate, or a temporary teleworking arrangement.

Have a work allocation discussion, considering the employee’s current deadlines, call
forwarding options and commitments to other clients. Make sure work allocation is a
consideration, as this shows the employee that they are missed.

Regularly monitor and analyse the workplace and absences to identify signs, triggers
and patterns.
Tips
14
Section 4: When all else fails
Did you know?

To determine if an individual’s absence level is reasonable, managers need to consider
the reasons for the absence. If a manager suspects that the reasons may not be
legitimate, then the level of absence might be unreasonable.

A more formal approach is required for frequent and prolonged absences that tend to
show a pattern or where reasons for the absence are questionable.

A more formal approach is required when an employee fails to follow procedures or
displays erratic work patterns like frequent lateness, leaving early and/or taking long
breaks.
Manager’s discussion guide
These discussions can be difficult for both the manager and the employee. With appropriate
preparation and skill, they provide the manager with the opportunity to demonstrate concern, build
trust and identify solutions. A manager’s checklist and key steps are outlined below.
Manager’s checklist

articulate concern for the employee’s ongoing wellbeing

confirm the employee is recovered and fit to return to work or other issues are resolved

update the employee on work matters

review the employee’s absence record and discuss areas of concern

use discussion to uncover circumstances and causes of absence

offer support to help the employee improve their attendance

explore opportunities to change work arrangements (e.g. start/finish times, working
from home, job sharing, job rotation or part-time work)

reaffirm the agency’s expectations

discuss a way of moving forward with a view to seeking agreement if possible

outline possible consequences of further absences (if necessary)

make a written record of the discussion, and have the employee sign that this is a
correct record.
Step 1—Prepare

Assess the situation and gather relevant information (see checklist above).
15

Speak to your Agency’s Human Resources area for advice. Ensure that appropriate
privacy and confidentiality are maintained.
Step 2—Arrange

Make an appointment to meet with the employee and let them know what the
discussion will be about so they can come prepared. Advise the employee that they can
be accompanied if they wish.
Step 3—Conduct

Set the scene by establishing rapport and checking the employee’s understanding of the
purpose for the meeting.

Outline your concerns and provide records of absences to support your concerns.

Discuss how absences have impacted on the employee’s and team’s performance.

Identify and explore possible solutions.

Document details, including agreements and actions.

Agree on time for follow-up to review progress—the individual circumstances will
dictate whether it might be necessary to meet on a daily, weekly, fortnightly, monthly
or longer term basis. An employee could be asked to suggest a time frame that can then
be considered and agreed.
Step 4—Follow-up
Ask your Human Resources area:

for expert advice and guidance

how to utilise Employee Assistance Program services and other expert support services

to explore career counselling services and fitness for duty assessments, if applicable.

It is more effective to work with employees to find a solution rather than to impose one
from above.

Keep discussion focused on the issue rather than the person.
Tips
16
Frequently Asked Questions
Question: What should I look for on medical certificates from health
practitioners?
Answer:
The usual requirements for a medical certificate are:

Name and address of the medical practitioner issuing the certificate

Name of the patient

Date on which the examination took place

Date on which the certificate was issued

Date(s) on which the patient is or was unfit for attendance

Any restrictions applicable to the employee’s work (e.g. to hours or functions)

Supplementary information of assistance to the patient in obtaining the appropriate
leave especially where there is a discrepancy in the period for which the certificate is
issued and the date of the certificate.
Question: What other forms of documentary evidence are considered
acceptable in place of a medical certificate?
Answer:
This will vary among agencies—refer to your agency enterprise agreement or policy.
Question: Are the evidence requirements different for carer’s leave?
Answer:
This will vary among agencies—refer to your agency enterprise agreement or policy.
Question: Are there circumstances that allow for an employee not to
provide evidence?
Answer:
First check your agency’s policy and enterprise agreement to clarify when evidence is normally
required. Managers should seek guidance from their Human Resources area if and when a situation
arises.
17
Question: Can I contact the employee’s registered health practitioner?
Answer:
Under privacy legislation, an employee’s health and/or illness is regarded as both personal and
sensitive information and requires the employee’s explicit consent before a registered health
practitioner can disclose or discuss an employee’s medical condition.
Contact your Human Resources area for advice if you are concerned about the validity of a certificate
or require more information to confidently approve the leave.
Note it is the employee’s responsibility to provide satisfactory proof to have absences authorised.
Contact with an employee’s registered health practitioner is best managed through Human Resources
areas and professional case managers.
Question: What should be my general approach when an employee
states an absence/s is due to a generic or recurrent condition?
Answer:
After showing concern, always aim to link it back to work—what can be done at work to assist the
employee to return as soon as possible or to safely work through these periods. Given the recurring
nature of the condition, options can be planned in advance. For example, consider alternative work
arrangements, workplace modifications, and change of duties or alternative leave arrangements. In
some cases, the employee may need to be managed in accordance with fitness for duty policy.
Question: What does an employee’s workplace stress level have to do
with me?
Answer:
The injury impact and cost of psychological injury claims constitute the highest of any compensation
type because they usually involve extended periods of time off work, and higher medical, legal and
other claim payments. Workplace influences, including management style, have been found to be
significant contributing factors.
Question: What if I suspect an employee has a second job?
Answer:
Having a second job is generally acceptable but be sure to check your agency’s relevant policy. If the
second job is impacting on the employee’s ability to perform their duties, you should raise the matter
with the employee in private.
18
Question: What if I suspect drug or alcohol abuse?
Answer:
Seek advice from your Human Resources area for advice and support on the approach to take.
Share the concern with the employee in a private discussion if there is a high level of certainty about
the concern. Suggest using the employee assistance program services. Provide contact details and
highlight the confidentiality of these services. Discuss the consequences that can arise if the employee
comes to work intoxicated or in an otherwise drugged state. This includes increased risk of injury to
self and others, costly work mistakes and overall poor performance if not addressed.
Question: What if I suspect an employee is having issues or crises in
their personal life?
Answer:
Seek advice from your Human Resources area on the approach to take.
Share your concern with the employee in a private discussion. Discuss how the employee’s changed
behaviour is impacting on their work and the team. Discuss what support the workplace can provide.
For example adjustments to regular hours, access to confidential employee assistance program
services, or working part-time until the issue/crises is resolved.
Question: What if I suspect my management style is the problem?
Answer:
Start actively reflecting on your behaviour when with others. Be conscious of your body language and
general tone. Do you adapt your style to suit the needs that each individual in your team best responds
to? Are you doing most of the talking and not enough listening? Do you tend to react rather than
respond?
Seek and be open to feedback. This feedback is more likely to be indirect than direct, i.e. through
employee surveys, 360 degree feedback mechanisms and via others.
Use expert and confidential manager assistance services offered through your agency’s employee
assistance program. These services include general advice and coaching on interpersonal and conflict
management skills.
Regularly invest in developing your leadership and people management skills through the use of peer
networks and off-the-job development programs.
19
Question: Can I ask what the problem is?
Answer:
Yes, but there is no requirement for the employee to provide extensive detail. Asking questions in a
safe environment and supportive manner is more likely to encourage an open response from the
employee.
Question: When should I go to my Human Resources Area?
Answer:
Your Human Resources area supports you with managing unscheduled absences and can:

provide you with regular absence data reports and help in interpreting them

help you interpret leave provisions

coach and guide you through difficult cases

provide advice on other processes such as fitness for duty assessment

identify training to improve your people management capabilities.
20
Busting myths
Myth: There is nothing a manager can do until the employee returns to
work.
Reality:
The approach a manager takes can influence an employee’s safe and timely return to work. For
example, a manager can start by responding quickly, as soon as an absence is notified, by discussing
the circumstances directly with the employee, offering and providing useful support and considering
the suitability of other leave options.
Myth: Privacy legislation stops a manager from contacting people at
home.
Reality:
Privacy legislation stops you from seeking or sharing medical information without the prior explicit
consent of the individual involved. You have a duty of care to ensure the wellbeing of your
employees. This can reasonably include contacting them at home during business hours. It is best to
have a workplace protocol in place so that employees can expect to be contacted and to seek
agreement on further contact arrangements when an absence looks like, or ends up, being more than a
couple of days in duration.
Myth: It’s the long term absences that managers need to focus on.
Reality:
Patterns of multiple 1 and/or 2 day absences have a significant impact on unscheduled absence rates.
Managers should regularly analyse all the absences of their employees over the previous 6–12 months
to gain a thorough picture.
Myth: All long-term absences are unacceptable.
Reality:
Not necessarily. There are numerous situations that can result in an employee being genuinely absent
from the workplace for an extensive period/s, for example some medical conditions like cancer, stroke
or heart attack and their associated treatments. A tragic event, such as the death of a spouse or a child,
may also trigger an employee’s longer term absence.
21
Myth: Carers leave is the main issue.
Reality:
While carers leave is increasing as a result of improvements to agencies’ family friendly and work/life
balance initiatives, personal leave for personal illness or injury is still the primary cause of
unscheduled absence.
22
Your responsibilities in a nutshell
Your management style

Do be approachable and considerate

Do make allowances for individual circumstances

Don’t dictate terms and conditions
The workplace culture

Do invest time to get to know your employees

Do tailor roles and work processes

Don’t demand hard-driving work behaviour
Team communication

Do keep team communication up, keep it open and two-way

Do regularly communicate that attendance matters and why

Don’t let tensions between team members go unaddressed
Individual discussions

Do plan and prepare in advance

Do seek to understand before seeking to be understood

Don’t lose respect by losing your composure
Your decision making

Do apply guidelines flexibly and consistently

Do customise rather than universally apply

Don’t delegate your formal responsibilities to others
Your approach

Be proactive and responsive

Negotiate reasonable win/win solutions with employees

Recognise your duty of care to both the agency and employees
23
Expertise

Do focus on prevention and day-to-day management

Access your Human Resources area for advice, guidance and referral to experts

Don’t try to diagnose what the condition is
Record keeping

Regularly access and analyse team absence reports

Ensure that employees enter leave into the Human Resources information system

Make a diary note of each absence
Administration

Attend to paperwork and processing quickly

Cross-check leave applications with evidence and your diary notes

Ask for evidence when required
Privacy and confidentiality

Maintain privacy and confidentiality at all times

Keep records secure

Take care to avoid openly discussing private or secure matters
24