This document provides guidance for managers on conducting return to work interviews following an employee's absence. It outlines steps managers should take before, during, and after the interview. Managers are instructed to put employees at ease, explain the purpose of the confidential interview, ensure accurate notes are taken, discuss any support needed, and create an agreed upon action plan. Managers are also told not to make assumptions or share employee information, and to store documentation securely after completing the interview. The goal is to determine an employee's readiness to return while establishing support needed and reviewing attendance levels.
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The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "The Appraisal Interview" and will show you how to prepare for and conduct a successful appraisal review session.
In this file, you can ref useful information about performance appraisal interviews such as performance appraisal interviews methods, performance appraisal interviews tips
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "The Appraisal Interview" and will show you how to prepare for and conduct a successful appraisal review session.
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Understanding the various types of performers in the organisation and following the ECONO way of performance management will ensure high level protection of any legal consequences of performance management issues.
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The success of your business relies on getting the best possible performance out of each of your employees. How can you address performance shortcomings – and boost results at the same time?
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In this file, you can ref useful information about process of performance appraisal such as process of performance appraisal methods, process of performance appraisal tips, process of performance appraisal forms, process of performance appraisal phrases … If you need more assistant for process of performance appraisal, please leave your comment at the end of file.
Understanding the various types of performers in the organisation and following the ECONO way of performance management will ensure high level protection of any legal consequences of performance management issues.
This ECONO process is designed with Australian Fairwork act's compliance considerations.
5 Performance Management Scenarios: Navigating Everyday Encounters for Greate...ComplyRight, Inc.
The success of your business relies on getting the best possible performance out of each of your employees. How can you address performance shortcomings – and boost results at the same time?
Join us for an in-depth review of common performance management scenarios and what you can do to enhance their outcomes. Whether you’re a new manager or a seasoned HR professional, you’ll get practical guidance on how to navigate the highs and lows of employee performance.
You will learn :
• Counseling techniques to improve behavior and outcomes
• How to balance positive and negative feedback
• Conflict resolution tactics when tempers interfere with team performance
• Coaching and mentoring tips to help employees reach new heights
• Fair and legal termination procedures for when all else fails
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A human resources manager oversees all aspects of workforce development and management for her employer, ensuring the company is appropriately staffed.
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Introduction to appraisal interview
Concept and need for conducting an appraisal interview
Appraisal interview from managers and employee perspective
Conducting an appraisal discussion
Perfect phrases for setting performance goalsjacobbell636
In this file, you can ref free useful materials about perfect phrases for setting performance goals and other materials for employee performance review.
Basic Supervisory Skills Training Presentation. Includes placeholders for customized company info and training games. Topics covered include:
Interviewing, Performance Evaluations,
Coaching & Communication, and Progressive Discipline. NOTE: handwritten fonts don't convert in SlideShare and were replaced with ComicSans.
Presentation on how to deliver effective feedback for your organization. This PowerPoint highlights positive, improvements, and addressing work habits types of feedback. Simple, easy to follow for all skill levels and individuals wanting to deliver better feedback. Tips for having a successful coaching feedback session are included to empower employees and achieve higher morale and engagement.
2. Don’t:
• Arrive unprepared for the interview.
• Discuss the employee’s record with colleagues
or employees other than HR or your direct line
manager.
• Use an alternative form to document the meeting.
• Complete the form prior to the interview.
During the return to work interview
Do:
• Put the employee at ease – this is not a
disciplinary meeting.
• Explain the purpose and process of the interview.
• Inform the employee that the discussion and
documentation are all confidential.
• Ensure accurate notes or summaries are written
onto the company form during the interview.
• Ensure that all issues that could affect ongoing
performances are fully probed and an action plan
mutually agreed.
• Ensure that the return to work interview form is
signed by the employee and the manager
conducting the interview.
Don’t:
• Hold the interview in a public environment.
• Allow your personal opinions to influence the
interview.
• Tell them what’s happening at work, or give them
a business update until after the meeting.
• Threaten disciplinary action during the interview
without discussing this course of action with your
line manager.
• Allow your personal opinion regarding medical
issues to influence the interview.
• Compare cases.
Post return to work interview
Do:
• Ensure that all documentation is stored securely
– preferably scanned and uploaded into
Snowdrop or sent recorded delivery to
HRM Choice Leicester c/o HR manager.
• Ensure all mutually agreed actions offered by
the manager to support the employee are
implemented within timescales agreed.
• Plan – set a date in the diary to review action
plan, absence, other issues discussed.
Don’t:
• Leave documentation relating to the interview
lying around.
• Discuss the content of the meeting with others.
• Victimise the employee in any way as a result of
their absence.
Return to work interviewer
guidance notes
• Explain the purpose of the interview – to
determine that the employee is ready to return to
work and establish the support that they may
need. If the employee has not complied with the
absence reporting procedures, the reasons
should be established through a formal fact-
finding meeting. The outcome of this meeting
should be recorded and appropriate action taken
e.g. file note, letter of concern or formal
disciplinary action dependent upon the reasons
for non compliance and frequency.
• Complete the information required within the
section of the return to work form following
discussions with the employee.
• Start the discussion with the reasons for the
recent absence using the self-certification
sickness form (SCSF) or doctors medical
certificate to guide you – make notes on the
return to work interview form.
• Check that they accept they are well enough to
return to work.
• Establish whether they are still taking medication,
which could impact on their ability to perform
their role.
• Find out if any adjustments are required to
assist them.
• Try to avoid having detailed discussions about the
work that needs to be completed before the
interview is complete.
Advise them on their absence levels:
• Ask if there are any links between their current
absence and previous absences.
• Get them to discuss any links and make
comments.
Ask them if there is anything they would like to
discuss that is affecting them and their attendance
at work i.e. are they struggling with their role?
• Probe as to how they think that they are getting
on at work.
• Do they feel that they have sufficient skills/
knowledge to carry out their job? If not, what do
they feel are the development areas?
Note these and use in the construction of the action
plan at the end of the interview.
If the employee’s sickness levels are nearing an
unacceptable level:
• Check with HR and then remind them that
prolonged absence or persistent short absence is
a potential breach of their contract and may put
into jeopardy their long-term employment.
• Tell them that accurate records are being kept of
their absence.
• Agree on an action plan to improve absence
levels.
Checklist for managing absence
• Spend time getting to know your employee
so that you can exercise your judgment as
a manager and deal with each person as
an individual.
• Never ignore sickness absence.
• Keep accurate attendance records and ensure
all periods of sickness are supported by the
appropriate certification, which is submitted to
staff payroll. Ensure you correctly complete
Snowdrop and keep a copy of the certificates.
• Make sure your employee knows what local
procedure to follow when notifying and
certifying sickness absence.
• Talk to your employee personally on their first
day back at work following any spell of
unplanned absence (return to work meeting).
• Do not make judgments, about the
medical justification for absence, or make
distinctions between medically certified or
uncertified absence. Your primary objective is
to help the employee achieve a satisfactory
attendance level.
• Ensure that your employee clearly
understands the level of performance and
attendance expected of them.
• When discussing attendance issues, ensure
that the discussion is open and honest and
expectations of all parties are fully understood.
• Develop an atmosphere that will encourage
people to come to work.
• Acknowledge your employee’s contribution to
the organisation by giving positive feedback.
We understand.
120890_MRM8001 Manager_12pp 28/4/08 15:40 Page 4
3. Appendix 3
Return to work interview
To be completed by the manager in the presence of the employee.
We understand.
Date
Date
Interviewer’s signature
Employee’s signature
Set out agreed action plan (including timescales)
Advise the employee of their absence level history with dates and reasons given
Is there anything else we can do to assist your rehabilitation?
Are you (the employee) now fully fit to return to work?
What are the reasons for your recent absence from work?
Do you require the company to make any reasonable adjustments to your role or duties to assist you in your
return to work?
I understand that if I provide inaccurate or false information about my absence it may, depending on
the circumstances, be treated as gross misconduct and result in disciplinary action.
120890_MRM8001 Manager_12pp 28/4/08 15:40 Page 8