BULLYING TACTICS WHILE OFF SICK

[mailsort6]

Hi, had a WTL today. Have been told if you are off sick you have to phone in everyday. The manager in control of sickness will phone you everyday to make sure you're at home. They will also call around your house to make sure you're at home. This is only if you are short term sick. If you are signed off sick by the doc or long term sick they will not use these bullyboy tactics. Trying to catch the one dayers I feel. However surely this is bullying and harassment can they do this? Does it happen at any other offices? Is it against the law? Look forward to your replies.

We had this system at our office until it got kicked out, this is bullying and harassment at its worst. All that is required for the first seven days of your sickness is that you phone your manager, on the day you go sick and phone your manager to tell him/her when you will be back to work (give 24hr notice). Plus have the union agreed to these procedures? Its about time the CWU do something about these inhumane procedures which would not be supported by an employment tribunal.

[madelin4]

Regarding the long term sick ones so long as you attend the atos and any other meetings they make for you one should be fine, its only if you say your not attending(within good reason and not just you dont want to) they cant stop your pay!!

As for the short term sick i.e. 1 day -1 week we have had ones in our office having a manager ring at all hours and calling out to the house or even 1 guy had a postie call out to his house (order from D.O.M) unreal!!!!!!

[TrueBlueTerrier]

I have been sent a document that is entitled (Cheers to Brothermagrew)

BEDFORDSHIRE AND HERTFORDSHIRE STRATEGIC HEALTH AUTHORITY
ATTENDANCE MANAGEMENT POLICY


its obviously not a Royal Mail one and should not be taken as such - however RM could do worse and take up this best practice

I have copied it unformatted below:

BEDFORDSHIRE AND HERTFORDSHIRE STRATEGIC HEALTH AUTHORITY
ATTENDANCE MANAGEMENT POLICY
1. FOREWORD
1.1 Sickness absence can be very costly to the organisation, both in financial terms and in personal terms, since it affects not only the member of staff who is ill but also colleagues who have the additional pressure of covering the absence whilst ensuring the continuity and delivery of service.
1.2
The principles set out in this document are designed to encourage full
attendance.
1.3 The organisation has a responsibility to manage the absence of its staff in an empathetic and consistent way and at the same time, ensure that it uses its staff effectively. Whilst it is acknowledged that there must be a caring approach towards sickness, it is an area that must be monitored closely.
1.4 Monitoring and analysis of absence may provide management with opportunities to improve working conditions, communications and appropriate recruitment techniques.
2. STATEMENT OF INTENT
2.1 The organisation recognises the need to deal with the cases of absence among its employees sensitively whilst ensuring that the interests of individual employees are balanced with needs of the service. The organisation will ensure that all absences are treated fairly to ensure just and equitable treatment.
2.2 This procedure will be applied consistently to all employees.
3. RESPONSIBILITIES OF THE ORGANISATION
3.1 Preventative action is the primary goal in the effective management of sickness absence and ill health. This should be based on establishing a positive attendance culture and tackling work related causes of ill health e.g. stress and promoting health in the workplace.
3.2 The organisation recognises that the most effective way to reduce absence levels is to provide positive measures to support staff in the workplace. In order to enable staff to maintain their attendance the following measures will be taken:
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• The organisation will ensure that it meets its obligations under Health & Safety Legislation paying particular attention to the general working environment and welfare provision for its staff
• The organisation will continue to address the problem of recruitment shortages and build on the recruitment and career development initiatives.
3.3 We will ensure that this policy and its procedures will be fully explained to staff and will be a part of the Induction process.
3.4 We will ensure that all managers will be fully trained in this policy and its procedures. The Trade Union Representatives will be invited, as delegates, to participate in this training.
4. RESPONSIBILITIES OF EMPLOYEES
4.1 Inform their manager of any absence in line with local reporting procedures. Employees will also keep in regular contact during sickness with regard to treatment and progress.
4.2 Adhere to both this policy and guidance notes at Appendix 1.
4.3 Ensure that properly completed medical certificates are received by their department.
4.4 Notify Manager of any injury due to an accident at work immediately.
5. RESPONSIBILITIES OF THE MANAGER
5.1 As well as a manager’s individual responsibilities as outlined above and at Appendix 1, s/he will also have the task of managing absence within their area on a daily basis. Line managers are expected to personally monitor the attendance and performance of their staff and to take any necessary action – this responsibility must not be delegated to other people.
5.2 Managers must ensure that all staff are familiar with this policy and with their department’s absence reporting procedure and that these are explained to all new employees as part of their local induction.
5.3 Managers must adhere to both this policy and the guidance notes in Appendix 2 to ensure best management practice. Confidentiality is to be maintained.
5.4 Training in the management of absence will be available to all managers/supervisors.
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5.5 Payroll will notify the manager/individual in respect of reduction to half pay or nil pay prior to the changes being effected.
5.6 Managers must ensure that they notify Occupational Health immediately of any injury due to an accident at work.
6. RESPONSIBILITIES OF THE OCCUPATIONAL HEALTH DEPARTMENT
6.1 The Occupational Health Service will provide specialist advice and education, with particular regard to the prevention of ill health and the promotion of a healthier lifestyle.
6.2 In cases of ill health the Occupational Health Service will provide appropriate, timely support and advice to individuals and managers.
6.3 The Medical Adviser to the Occupational Health Department will, on request, provide the manager with a report regarding the condition of an employee’s health and how this affects their capacity to work. S/he will determine whether or not an employee has an underlying medical condition, is likely to return to work and when, and whether they will be able to perform all their duties.
6.4 Where the Medical Adviser has medical evidence that an employee is unable to continue in their job, he/she will inform the Human Resources Department and Trade Union representative to enable them to support the employee through the ensuing stages.
6.5 Where there is medical evidence that the employee is unable to continue in their present job but could work in an alternative post, the manager will discuss current vacancies with the employee and take the appropriate action to ensure, wherever possible, their continued employment. Discussions will take place with the employee’s Trade Union representative at this point if the employee requests it.
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APPENDIX 1
ATTENDANCE MANAGEMENT POLICY
ATTENDANCE AT WORK – GUIDANCE NOTES FOR EMPLOYEES
Contents:
1. Why Your Attendance Matters to the Organisation
2. Help and Advice
3. Harassment at Work
4. Stress
5. Special Leave
6. Medical and Dental Appointments
7. Looking After Your Own Health
8. Attending the Occupational Health Service
9. What to do if you are not Well Enough to Come to Work
10. Self Certificates and Medical Certificates
11. Working and Activities Whilst Off Sick
12. Sickness During Annual Leave/Rest Days
13. What to Expect When you Return to Work 4
Appendix 1
ATTENDANCE MANAGEMENT POLICY
ATTENDANCE AT WORK – GUIDANCE NOTES FOR EMPLOYEES
1. Why Your Attendance Matters to the Organisation
We aim to provide the best care and services to service users. Regular attendance is imperative to reach this goal.
2. Help and Advice
i. It is important to seek help whenever you need it. In the first instance talk to your line manager. If for any reason this is not possible contact the Human Resources Department or your Trade Union representative. They may not be able to help you directly, but they will probably know someone who can. It is important that the organisation is alerted to any issue that concerns you.
ii. The Occupational Health Service, Counselling Service or Staff Support Officer is also there to help you and to provide independent and confidential advice. Assistance with the counselling, immunisation, dealing with work related injuries, rehabilitation, the promotion of healthier life style etc. is available from the Occupational Health Service.
3. Harassment at Work
The organisation recognises that if at any time you feel harassed or intimidated at work the Harassment Policy provides advice and guidance to individuals. The Human Resources Department or your Trade Union representative may also be able to help.
4. Stress
If you have concerns over any aspects of health and safety in your job, including any unreasonable stress you are feeling, you should discuss these as soon as possible with either your line manager, Trade Union representative, a member of the Human Resources Department or Occupational Health Department. It is every individual’s responsibility, under the Health and Safety at Work Act, to report such concerns.
5. Special Leave
i. At some point, we all have personal problems; bereavement, relationship difficulties, child-care problems, financial, legal or other issues – these can all interfere with our work. In recognition of this, the organisation has a Special Leave Policy, allowing special leave to be taken in response to an unexpected event/crisis at home. In such circumstances, discuss the situation personally with your line manager, who may be able to help you work things out.
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ii. Such help may come in the form of Special Leave, temporarily reducing your hours or changing your shift patterns to help you get over the immediate problem.
6. Medical and Dental Appointments
Whenever possible, medical and dental appointments should be made outside working hours or at a time with least impact on the service. It is recognised that on occasion members of staff will have no jurisdiction over the time of their appointments.
7. Looking After Your Own Health
It is important for us all to remember that there is life outside of work! All too often we work through our breaks. A short break ideally away from the workplace allows us to switch off from work, clear the mind, take a well deserved rest and ‘recharge’ our batteries. You should not feel pressured to work through your rest break, except in an emergency – you are entitled to this valuable time.
8. Attending the Occupational Health Service
Occupational Health is a specialist and advisory service both to management and employees. The main aim of the service is to enhance the health, safety and welfare of all who work with the organisation. The principle function of the service is to advise on all matters, which relate to the effects on health at work. The service is independent and does not get involved in any form of disciplinary measures. All individual occupational health records are confidential to the Occupational Health Service.
You may be asked to attend the Occupational Health Service if you are off sick for more than 4 calendar weeks at any one time, if you have had repeated periods of sickness which amount to the equivalent of 4 or more weeks away from work. You may also be asked to attend the Occupational Health Service if there are doubts about your capability to carry out your duties due to health reasons even when you are not actually off sick.
You need not feel threatened by a request to attend the Occupational Health Service. This referral is a means of gaining a clear picture of your current state of health and your ability to carry out your duties and responsibilities at work.
9. What to do if you are Not Well Enough to Come To Work
i. As soon as you know that you will be unable to attend work, notify your line manager using the procedure and timescales applicable to your area of work. If you are unable to make the call yourself, ask a friend or relative to do this on your behalf. Obviously it will be helpful if you can give as much notice as possible.
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ii. When notifying your manager be ready to supply specific information regarding your absence. Have the following information ready:
• date illness started
• expected date of return if known
• whether you have or intend to contact your GP
• the reason for the absence if known – confidentiality will be maintained
• you may also need to mention any urgent work that might need to be covered in accordance with professional codes of practice.
10. Self Certificates and Medical Certificates
i. You must produce the relevant sickness certificates, i.e. for the 4th to 7th day of absence you must complete a self certificate (available from your manager), beyond 7 calendar days a medical certificate must be produced.
Certificates will be required to cover the period of sickness. The reason for this request will be fully explained to you by your manager and any charges you incur for these private certificates will be reimbursed, on the production of a receipt.
ii. Late notification of sickness absence may mean that you do not qualify for sick pay.
iii. It is very important to keep in regular contact with your manager and to keep him/her updated with regard to treatment and progress, in order that the necessary staffing arrangements can be made to cover your absence.
11. Working and Activities Whilst Off Sick
Whilst off sick from work you have a responsibility to help your own recovery. You are trusted to act sensibly and honestly and the organisation would not expect any employee who is off sick to:
• undertake any employment
• if the organisation suspects that an employee continues or commences work with another employer whilst reporting unfit for duty the Disciplinary Policy may be invoked and employment terminated on grounds of misconduct..
• engage in any activity, which is inconsistent with the nature of the illness or injury whether paid or unpaid.
12. Sickness During Annual Leave/Rest Days
In the event of sickness prior to, or following annual leave or weekends/rest days you should notify your manager whether or not you would have been fit to resume work had your days off or annual leave been normal working days. Unless informed otherwise, your manager will assume that your sickness is continuous and the appropriate certification will be required.
13. What to Expect When you Return to Work
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On your return to work, your manager will welcome you back, and discuss with you any work place problems that there might be, your absence with you and assure him/herself that you are fit to return to work. He/she will also want to discuss if there are any work-related problems that may have contributed to your absence. Discussions will be confidential.
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APPENDIX 2
ATTENDANCE MANAGEMENT POLICY
THE MANAGEMENT OF ATTENDANCE – GUIDANCE NOTES FOR MANAGERS
Contents
1. The Role of the Manager
2. Recruitment and Retention
3. New Staff
4. Stress
5. Rest Breaks
6. Sick Pay Entitlements
7. Recording and Monitoring
8. Return to Work Interviews
9. Definitions of Different Types of Sickness Absence
10. Absence Review Meeting
11. Disciplinary Action
12. Managing Long Term Absence
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Appendix 2
ATTENDANCE MANAGEMENT POLICY
THE MANAGEMENT OF ATTENDANCE – GUIDANCE NOTES FOR MANAGERS
1. The Role of the Manager
For the organisation’s Attendance Management Policy to be effective, action by the first line manager is invaluable; no other individual or level of management is in as good a position to influence employee behaviour and performance and to create the purposeful working atmosphere which plays a large part in reducing absence.
2. Recruitment and Retention
i. Previous attendance is a good indicator of future behaviour. You should ensure that you scrutinise previous sickness absence information declared on all application forms.
ii. Questions may be raised at selection interviews regarding the number of days lost in the previous 2 years – particularly if there are discrepancies between the information provided by the applicant and the referee.
iii. You should also ensure that any demands of the job are clearly understood by all applicants. If an applicant has indicated that they are disabled you will need to consider making reasonable adjustments to the post and working environment in line with the Disability Discrimination Act so that they are not put at a disadvantage. In such circumstances, you should seek the advice of the Human Resource Department.
3. New Staff
Attendance should be closely monitored in the early months of employment when turnover is generally highest, so that any issues can be spotted and addressed quickly. It is good practice to have regular meetings with all new staff. This will allow you to check that they are settling in well and will give you an opportunity to discuss any concerns, for example their attendance record, so that potential or current problems can be resolved.
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4. Stress
i. Stress contributes to sickness absence at work. Managers should be aware that stress is most likely to occur where:
• pressures pile up on top of each other, or are prolonged
• staff feel or unable to control the demands made on them
• staff are confused by conflicting demands made on them
• staff resent the way they are treated at work (managerial styles, harassment, etc)
• staff have no control over their work and are not involved in decision making
• there is a lack of clarity about role
• there is lack of management support and guidance
• poor health and safety management is occurring. You have a duty to assess risks to health and to bring in control measures (e.g., manual handling training, personal safety training, etc) based on risk assessments undertaken on your behalf. These will be done on a regular basis.
ii. Significant regular stress should be assessed under the risk assessment process.
iii. Ensure that in your role of Manager you provide support to any member of your team who is experiencing stress e.g. identify the source of the stress – consider more training, flexibility and advice on the services provided by the Occupational Health Department. You may want to consider referring the person to Occupational Health if the situation does not improve.
iv. To help promote good attendance at work you should aim to develop a workplace culture that is supportive, people friendly and therefore less stressful, where staff feel motivated to come to work.
Rest Breaks
Managers should make their staff aware of the importance of taking recognised breaks and encourage them to take them.
5. Sick Pay Entitlements
Entitlements vary according to staff groups and length of service. Managers should familiarise themselves with these policies.
6. Recording and Monitoring
i. The key element for managers in the effective management of attendance is the ability to record and produce accurate information about an individual’s attendance. Managers should produce a snapshot of all a person’s absence i.e., sickness, study leave, 11
maternity/paternity leave, lieu days, annual leave and special leave, on a calendar basis. Patterns of absence will then easily stand out and can be addressed.
ii. A Record of Sickness Absence Form should be kept for each member of staff. This should be placed on individual personal files for ready reference. This form must be accurately maintained, as it will form part of the evidence needed for any formal action.
iii. The Human Resources Department will provide reports on the overall work attendance within the organisation and identify trends.
iv. Managers should use the information on absence, gathered through monitoring, to assess work-related health problems and incorporate into risk assessments, where appropriate. Risk assessments and work related problems should also be reported to your local Health and Safety Committee.
v. Procedural accuracy in recording absence information and any subsequent actions taken is as necessary in health cases as in disciplinary cases.
7. Return to Work Interviews
i. All employees must be contacted by their immediate (first line) manager on the day they return to work following any period of sickness absence and the Record of Sickness Absence Form should be completed.
ii. You should discuss absence with the member of staff informally and in private.
• Welcome Back – positively stressing the individual’s value to the team
• Enquire About Health – You will need to ascertain:
Are they fit to resume duties?
Was the absence work related?
Can any preventative measures can be taken to ensure that future absences are minimised?
(The reason for the absence should be recorded if this information is volunteered. However, in certain circumstances, the member of staff may not feel comfortable in you giving this information. In these instances you should check that they have informed the Occupational Health Services instead).
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• General Observations
If a pattern emerges highlight any worrying aspects and discuss ways of improving the individual’s attendance
• Future Action
If the member of staff has had repeated periods of sickness which amount to the equivalent of 6 weeks away from work in one rolling year, you may wish to take advice from the Occupational Health Service.
You may also consider referring a member of staff where their illness is less than 3 weeks, where their illness/condition may have repercussions for their work. You should explain the reason for this referral to the member of staff and complete the Occupational Health Referral form. You should always seek the advice of the Occupational Health Service if you have any doubts about whether or not to refer a member of staff. Confirm any agreed action with the individual and the possible implications of further non attendance. Set a date for a review meeting.
Your attention is drawn to Appendix 3 – Action to be Taken Following a Period of Sickness Absence – Guidance for Managers
8. Definitions of Different Types of Sickness Absence
The management of sickness absence depends on the category into which it falls.
• Frequent Short-Term Sickness Absence
Repeated short-term absence. This is defined as six separate episodes of sickness absence (where an episode is one or more working days) over a period of one rolling year or more than 3 weeks calculated on ‘normal’ contracted working week for each employee. Long term absence – this is defined as four consecutive calendar weeks with no prospect of return to work.
• Long Term Absence
Defined as four consecutive calendar weeks with no prospect of immediate return to work.
You must ensure that you deal with every case of sickness absence with care, sensitivity and respect for the individual concerned.
9. Absence Review Meeting
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i. If an individual’s attendance record falls within the short or long term definition as above you should arrange an Absence Review Meeting to establish the facts. This needs to be put in writing to the employee specifying the time and date and should make reference to his/her right to have a Trade Union representative present.
ii. The meeting will take place in private and on a 1 to 1 basis, with the absence record available for discussion. The purpose of this meeting is to consult with the employee to ascertain their views of the situation. The importance of adequate and meaningful consultation cannot be overstressed. Written correspondence alone is not an adequate substitute for interviews and except where the individual is unable, by reason of this illness, to meet the manager, these consultations must be face to face. It should not be confrontational, but rather an investigation into any underlying problems, medical, work related or domestic issues which may be preventing the employee from attending work regularly.
iii. It is important to remember that the reasons for the absences may be sensitive and that confidentiality is very important. There may be situations when an employee will not wish to disclose information to you and they may prefer to discuss the reason for their absence with another party e.g., another person of the same sex or ethnic group, a member of the Occupational Health or Human Resource Department.
iv. It is important that you explain what is considered to be a reasonable standard of attendance and the possible implications of continued low work attendance. The meeting must produce a decision, preferably jointly agreed, on action to be taken by you and the employee and a timescale to help achieve this standard. This decision should be followed up in writing.
Types of action that could be agreed upon include:
- referral to the Occupational Health Service
- referral to a counselling service
- the use of a special equipment to make work physically easier
- temporary reduction in hours
- formal review of employee’s attendance performance after a specified period
v. If the employee’s attendance record does not improve they must be referred to the Occupational Health Service for a medical examination prior to any further action being taken. The purpose of this examination will be to assess the employee’s capability to
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undertake the duties and to determine if there are any underlying medical factors that prevent their regular attendance at work.
vi. If the employee refuses or fails to attend for the appointment they should be informed that part of their contractual obligations is to attend for a medical opinion, if requested to do so. Without a medical opinion an informed decision cannot be made and management may act on what information is available. Every attempt will be made to arrange this appointment in work time.
10. Managing Long Term Absence
i. Where an employee is absent for a prolonged period of time or recurrent periods of time with a serious health problem the procedure that is adopted should allow for:
• on-going consultation with the employee
• appropriate investigation of the medical facts
• exploration of all available employment options
• reasonable adjustments to the work environment and liaison with the Disability Employment Adviser
ii. Where an employee is absent due to a long term ill-health problem, the following procedure should apply:
a) The manager must maintain on-going contact with the employee throughout the absence. However, care must be taken that this approach is not perceived as harassment. The purpose of the contact is to ensure that there is appropriate support for the staff member and to ensure that he/she understands the relevant stages of the Attendance Management Policy.
You will be expected to refer the individual to the Occupational Health Department after 4 calendar weeks of absence from work with no prospect of return. Once the feedback following this appointment has been received, you should arrange to meet with the employee to discuss their progress.
b) Where recovery looks favourable and an early return to work seems probable, you should review the situation at regular intervals.
c) On receipt of the medical report, a further interview should be arranged with the employee (and their Trade Union representative if they wish) to discuss the options available to them. These options may include the following:
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i. The employee will be returning to work, but not before their entitlement to sick pay expires. In exceptional circumstances advice should be sought from your Human Resources Departrment regarding the possibility of an extension of sick pay.
ii. The employee is unfit to perform their current duties but may be capable of other work. In this case, alternative employment must be considered. There is a duty to consider the employee for alternative employment that is available within the organisation, e.g., lighter work or part-time hours. Whilst every effort will be made to find alternative employment on the employer does not have a duty to create a post for the individual.
iii. It is unlawful to discriminate against an individual on the grounds of his or her disability under the Disability Discrimination Act 1995. Managers are obliged to make reasonable adjustments to premises, equipment, hours of work, duties and so on. Advice is available from your Human Resources Officer, who will seek the assistance of the local Disability Employment Adviser, Occupational Health and other relevant agencies.
iv. Where the employee is unable to return to work and there is no suitable alternative work, the employee will either be:
• recommended for retirement on the grounds of ill health following a medical opinion being sought and in accordance with the terms of the Pension Scheme. This action should only be taken after all other options have been explored.
• dismissed on the grounds of incapability due to ill-health. Appropriate notice must be given.
Particular sensitivity will be necessary when dealing with individuals who have been diagnosed as having or are suspected of having a terminal illness
In exceptional circumstances, the manager in conjunction with the Human Resources Service
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has the discretion to extend the period of sick leave beyond the individual’s entitlement.
v. In cases of long term sickness absence, where termination of employment on the grounds of ill health is considered, action should only be taken after:
• full discussions have taken place with the employee and the Trade Union representative or friend
• the employee has been advised that continued absence may result in termination of employment
• the possibility of alternative work within the organisation has been fully explored.
Disciplinary Action
The rules of natural justice will be applied
i. If, following an Absence Review Meeting, an employee’s attendance does not improve, even if the sickness is accepted as genuine, this may be classed as an attendance issue and will be dealt with under the stages set out in the Disciplinary Procedure including the issue of warning and relative to future absence. Managers should discuss each situation with their Human Resources Department, in the first instance, for advice on how to proceed.
ii. Before any disciplinary action is taken a review of the employee’s work attendance record will be undertaken and the employee will be given a reasonable opportunity to improve their attendance.
iii. Any formal disciplinary action will allow for:
• adequate and appropriate informal and formal warnings
• the employee to be accompanied by a Trade Union representative or friend
• management’s right to request a medical opinion of the employee
• full investigation and consideration of the facts
• management’s right to dismiss an employee, where appropriate
• an employee’s right of appeal
A:\ATTENDANCE MANAGEMENT POLICY TEMPLATE.doc22/03/01

[warlord]

I apologise for being human. I apologise for my comrades on their behalf for also being human too.
If, indeed, a divine creator exists (excluding Alan Leighton) then it is he/she that should stand trial for failing to create the human race far from perfect. The individual has to bear the brunt of this less than perfect human model due to ancestory or genetics.
The font of all knowledge, AKA, (Don't give) ATOSS ORIGIN are unblemished in thier expertise when contacting the home to interview the unfortunate absentee.
(Have you noticed that they speak to you like a retarded child)
Anyhow, back to buisiness... Concerning managerial harassment. R.M.'s policy on the harassment of ill employees with a legitimate Doctors sick note obviously must be sanctioned in an hidden agenda otherwise these fools would not be employing these tactics.
I'm due to stand trial soon in their predetermined and premeditated judgement for a serious illness that evolved late in 2007.
No one has to be a psychic to conclude that this farce WILL result in a Stage 1 warning the sentence has already been placed before the 'trial'
My CWU rep' is in place to defend my position and (I love his bit..) the screws ask me why I shouldn't get a stage 1. In the past I've always told them it would be a privilage because it proves I am just human.
The Stages 1 -2-3 ARE nothing more than R.M. A.S.B.O.'S. ...... Sorry for being human... it's not my fault....... Honest!!!!!!

[kingsmoor]

in reply to the first post,coming around your house is abit much,but a call a day seems perfectly acceptable.if your genuinly ill why would it bother you..surly your think half empty rather than half full..it could be there showing you they care and there thinking of you....coarse you could be like the guys in my office who are just skiving t&*ts and couldnt give a flying you no wot if the rest of us have to cover his work.while your at home doing some diy project or worse are taking a wekk in ibiza

just an opinion

[madelin4]

in reply to the first post,coming around your house is abit much,but a call a day seems perfectly acceptable.if your genuinly ill why would it bother you..surly your think half empty rather than half full..it could be there showing you they care and there thinking of you....coarse you could be like the guys in my office who are just skiving t&*ts and couldnt give a flying you no wot if the rest of us have to cover his work.while your at home doing some diy project or worse are taking a wekk in ibiza

just an opinion

Week in Ibiza sounds good!!!! Its not prob calling you when off but once one has a sick line in it is not necessary to call everyday!

[k979aaa]

in reply to the first post,coming around your house is abit much,but a call a day seems perfectly acceptable.if your genuinly ill why would it bother you..surly your think half empty rather than half full..it could be there showing you they care and there thinking of you....coarse you could be like the guys in my office who are just skiving t&*ts and couldnt give a flying you no wot if the rest of us have to cover his work.while your at home doing some diy project or worse are taking a wekk in ibiza

just an opinion

I am sure you would love to call your manager once a day when he /she has been bullying you everyday for the last year?.

[kingsmoor]

bully you for a year for what?

[k979aaa]

bully you for a year for what?

You must have some good manager's in your area pity i never had the benifit of good management.

[DGP1]

bully you for a year for what?

You must have some good manager's in your area pity i never had the benifit of good management.

Ignore him he's just trolling

[norbert]

bully you for a year for what?

You must have some good manager's in your area pity i never had the benefit of good management.

Ignore him he's just trolling

like something off Hellmail , the site moderated by a DUM from Hell and idiotic Senior Mangers ,full of strike breakers ,trolls and brownnosers , RM managers masquarading as Joe Public /staff , Union Bashing Mods and trolls ; RM will love all this , at first it was "education " , they love playing all the grades up against each other , then you realize no-one is immune and what the bigger picture is really like with RM from experience .

Go far with Royal Mail , bad spelling mistakes , failing to use the function key or MS Word Tools to spellcheck , will be a white shirt in no time ?

Glass half full , that style of management is negative full stop , and people in other industries complain about it too.This is a once proud public service , we don't do all that Thatcher's Children , Corporate cobblers on here or in RM.

[curly1975]

in reply to the first post,coming around your house is abit much,but a call a day seems perfectly acceptable.if your genuinly ill why would it bother you..surly your think half empty rather than half full..it could be there showing you they care and there thinking of you....coarse you could be like the guys in my office who are just skiving t&*ts and couldnt give a flying you no wot if the rest of us have to cover his work.while your at home doing some diy project or worse are taking a wekk in ibiza

just an opinion

If i was ill and off on the sick the chances are that i would want to rest, be in bed and try to get some sleep, so having a manger calling everyday while i was trying to recover would be totally unacceptable to me!!!!!

Also RM managers do not seem to realise that many people partners/family may not want the constant phone calls to the house!!

I have been off sick since October with major problems and have had two operations in that time. I find people like you coming on making comments about people "skiving" and not being bothered about colleagues having to "cover his work" totally offensive.

One day you might be seriously ill and you should bear that in mind before making pathetic ill informed comments!!!

Just an opinion.

[Sparrowhawk]

I've been off sick since November and I can truthfully say that I have appreciated all contact I have had from both work and OHS. I'm not ashamed to admit that either ! Hopefully , on the recommendation of OHS , I will be able to go back to work very soon on rehab. I'm just waiting now for a phone call to agree to the arrangement OHS would like to put in place. I'm so fed up being stuck in the house all the time and I'm looking forward to going back to work. I do not understand why so many of you see these phone calls etc as bullying and harassment , that's unless it was B&H that caused your absence in the first place. Otherwise , in my opinion , they are trying to help and it should be seen as that.

[TrueBlueTerrier]

I've been off sick since November and I can truthfully say that I have appreciated all contact I have had from both work and OHS. I'm not ashamed to admit that either ! Hopefully , on the recommendation of OHS , I will be able to go back to work very soon on rehab. I'm just waiting now for a phone call to agree to the arrangement OHS would like to put in place. I'm so fed up being stuck in the house all the time and I'm looking forward to going back to work. I do not understand why so many of you see these phone calls etc as bullying and harassment , that's unless it was B&H that caused your absence in the first place. Otherwise , in my opinion , they are trying to help and it should be seen as that.

I think it completely depends on the approach.

Postie rang in sick at locally agreed time


DOM - "Just rung/popped round to check to see if your OK and how everything is going,
Postie - "Still don't feel to well boss I think it'll be a couple of days yet before I'll be back"
DOM - "Ok No problems, if you have any worries contact me, you have my number don't you"
Postie - "Sure no problems, jsut off to Chemist too see if I can get anything to make me feel better"
DOM - No worries look after yourself and don't come back till you fell ok and give us a call if you can"

That approach I can see nothing wrong with and even contacting every 2 or 3 days is good practice.

However this following scenario seems more prevalent and this is what can cause bad feeling: again postie has rung in


DOM - Either ringing or knocking on door "Where are you you should have started at 6.00am"
Postie - "I rang in yesterday and said I would be off for a few days as I have flu"
DOM - "So I have told you before to ring in at 6.00am everyday"
Postie - "Sorry boss I was feeling so bad I hardly slept last night so I must have overslept"
DOM - "Grmmph, right when are you coming back"
Postie - "Still don't feel to well boss I think it'll be a couple of days yet before I'll be back"
DOM - "Right make sure you ring tomorrow and that you are back in a few days"

Approach one shows that this particular manager is more concerned about the Postie and in most cases the Postie wont feel harassed and will probably turn into work quicker than in the second scenario. Also as he was handled with tact he is more likely to go out of his way to help.

Approach Two - This shows that this Manager is more worried about the difficulty that the absence is causing him and the postie themselves will feel harassed and bullied. In this case he is more than likely to go back on the last possible date and will feel no loyalty to the DOM, and therefore will probably only do the minimum work that they can get away with.

Neither approach is more right or wrong but if you treat people with respect you more likely to get respect and loyalty in return.

[norbert]

I've been off sick since November and I can truthfully say that I have appreciated all contact I have had from both work and OHS. I'm not ashamed to admit that either ! Hopefully , on the recommendation of OHS , I will be able to go back to work very soon on rehab. I'm just waiting now for a phone call to agree to the arrangement OHS would like to put in place. I'm so fed up being stuck in the house all the time and I'm looking forward to going back to work. I do not understand why so many of you see these phone calls etc as bullying and harassment , that's unless it was B&H that caused your absence in the first place. Otherwise , in my opinion , they are trying to help and it should be seen as that.

problem is the macho , negative blame culture approach , the trying to help is corporate sugar to swallow s**t with , poor people skills/leadership-motivation and mediocre management . RM has the same problems /issues as anywhere else , unfortunately they are handled badly and matters get taken to extremes .