Managing absences and balancing the wellbeing of your dental staff doesn’t have to be a struggle. In this article, Medical Protection partner, Croner shares techniques to help ensure your team remains present and correct.

For immediate advice, contact Croner's free advice line on 0844 561 8133.

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1. Return to work interviews

This is considered one of the most effective ways of reducing absence. After any time off, but particularly after sickness absence, have a catch-up with the employee. This helps establish any alternative arrangements that might need to be made to accommodate the employee. It also highlights that you are monitoring employee absence closely, meaning the number of unauthorised absences drops.

2. Measure lost time

This helps you understand the full extent of absences, and what the root causes are. With this knowledge, you are able to implement new systems to address the problem. Using methods such as the Bradford Factor, you’re able to identify persistent short-term absence. This allows you to sit down with the individuals and discuss what their particular issue is.

3. Create an absence management policy

Having a clear policy will reinforce that you take absence seriously while demonstrating employees’ rights and responsibilities. You’re legally obliged to inform the employee about sick leave and pay, but why not take the opportunity to go into detail on the other types of leave and absence?

4. Employee assistance programmes (EAP)

If employees are struggling, or they have problems at home, an EAP is a great way of ensuring they get the help they need quickly and effectively.

Finally, when all other options are exhausted, you can go down the disciplinary route. This should always be a last resort after trying everything else. Ensure that any dismissals as a result of absence are non-discriminatory and follow a fair procedure. That way, you can minimise the risk of an unfair dismissal claim.

What can be done to improve mental wellbeing?

1. Be proactive, not reactive

Take the time to identify any indication of poor mental health in your practice. The first step towards dealing with mental health can often be the hardest one, for fear of making matters worse. But by spotting signs of mental ill-health early, employers can often prevent it from escalating. Taking a proactive approach also reduces the risk of having to deal with the detrimental consequences of discrimination claims.

The Equality Act 2010 makes it unlawful to discriminate against employees because of a mental or physical disability. To be answerable for alleged disability discrimination, an employer has to know or be in a position where they should have known that the employee was disabled. With compensatory awards for disability discrimination claims being uncapped, and the abolishment of tribunal fees, the government drive is clear, ensuring that employers are actively managing disabilities.

The Equality Act 2010 promotes a legal obligation for employers to make reasonable adjustments for employees suffering from a disability, and failure to do so can also be classed as disability discrimination.

2. Know the signs

Unfortunately, mental health is such a fluid term that individuals suffering from poor mental health/mental illness often have a hard time recognising that something isn’t quite right, let alone employers spotting a problem.

Two employees with the same condition may have entirely different symptoms and coping mechanisms, and some may never exhibit any symptoms at all. This means that having one-to-one conversations and promoting an open environment is essential.

The Advisory, Conciliation and Arbitration Service (ACAS) have identified some common signs to watch out for, including:

• changes in usual behaviour, mood or how they interact with colleagues
• changes in the standard of their work or focus on tasks
• appearing tired, anxious or withdrawn and reduced interest in tasks they previously enjoyed
• changes in appetite and/or increase in smoking or drinking
• increase in sickness absence and/or turning up late to work.

3. Manage the issue properly

The return-to-work meeting is a great starting point, and its consistent implementation is likely to help employers underpin such illnesses as early as possible.

A one-to-one welfare review process can give you a detailed view of the employee’s situation and allows consideration for reasonable adjustments, as legally required under the Equality Act 2010. A medical opinion from a GP, consultant or occupational health adviser is also key to this process, which will assist with the review and recommendations for reasonable adjustments.

Reasonable adjustments can vary and are likely to depend on the facts of the individual case, but can include reduction in hours, workload and allocation of a different type of work. A broader approach appears to be necessary according to the Stevenson and Farmer Review; ensuring a culture where employees are more open to talking about their mental health.

Published guidance by ACAS supports the embedding of a proactive approach to mental health in the workplace.

A mental health policy might include:

• provision of training for managers
• educating the workforce promoting physical and mental wellbeing
• provision of a supportive professional and confidential environment for employees to voice their issues

In the employer’s interest, all related processes should be well documented for reference and evidence purposes.

4. Implement an Employee Assistance Programme

Employee Assistance programmes (EAP) help employees deal with personal problems that might adversely impact their work performance and health and wellbeing. EAPs generally include assessments, short-term counselling, and referral services for employees and their immediate family.

Get expert advice

We know how delicate the line can be for helping your employees improve their mental wellbeing and managing absences in the workplace. Get in touch with Croner on the partnership advice line on 0844 561 8133