Posted By Kieran J Duignan "Kinnikin" or whatever your real name may be. This is an attempt to answer the specific questions you raise and to response to the final remark about valuing opinions that readers may offer. 1. How would you feel if I received this memo? Personally, I would be a little amused, in view of the apparent fact that, as you say, your organisation has never had any sickness absence management and has never carried out back to work interviews or implemented any back to work strategies. I would express my humour by stating that I personally regard the matter as a very formal one, in accordancw with the INformation and Consultantion Regulationas 2004 and that I want the meeting audiotaped and minutes, with a copy to the Chief Executive. I would add that, on the basis of the information set out in the memo, I regard the claim about the stated purpose of the meeting as false, and that I want it formally withdrawn and replaced by a statement of the truth of the motive guiding the writer. 2. 'What do you think the motive is?' Ask God. There is no reliable data on the motive; I would wish to very, very, firmly insist that the writer either substanties their claim with evidence or states the real motive in writing. 3. 'How would you tackle it differeently?' You add 'I would value any opinions you may have'. My opinion is that this is a good opportunity to challenge management to introduce a fair, reasonab le and competent process to manage absence well and to avoid the stresses arising from the sacle of ambivalence and ambiguity generated by this unacceptable memo. In my view, it is the responsibility of the Chief Executive to ensure that this happens. Incidentally, I write this as a Chartered Fellow of the CIPD, a Chartered Psychologist and a registered counsellor as well as a RSP and MIOSH. Hope that may help, even if it's not quite what you anticipated.

Posted By Kinnikin Kieren, Many thanks for your advice and comments, they have, certainly given me something to consider. I would still value comments from others so as to guage how other organisation deal with this type of situation or, indeed, how thet should deal with this. Thanks, Kinnikin

Posted By Kieran J Duignan Kinnikin As you now raise the question of how organisations manage absence well, the methods include a. producing a clearly expressed policy on managing absence, usually after consulting employees, b. training line managers to exercise primary responsbility for managing absence in ways they choose c. making specialist OUTSIDE profssional help available to staff on recommendation of the line manager or HR manager, out of a central budget (HR and/or OH) d. systematically gathering data on absence classified by, amongst other things, time periods, gender, age, attributed causes and patterns of problem management and presenting it in an annual report to directors and to staff.

Posted By Merv Newman We consultants, living in our ivory towers and having no knowledge of the real world as lived by HSE persons working at the coal face, can be as guilty as anyone of constructing a poor document. But if we do that too often we don't get asked back or passed on to other potential clients. Honestly, the document you quote could be the start of a disciplinary procedure against you, or a reason for giving you a poor evaluation. Be very, very careful.

Posted By Kieran J Duignan I share Merv's words of caution (and his interesting observations about consultants!) Whoever is the target employee, it is worth downloading the ACAS Code of Practice on Disciplinary and Grievance procedures from www.acas.org.uk Para. 11 refers to an 'informal' action in the words 'Cases of minor misconduct or unsatisfactory performance are usually best dealt with informally. A quiet word is all that is required to improve an employee's conduct or performance. Para. 13 sets out the position about 'formal action' in these words: 'The first step in any formal process is to let the employee know in writing what it is they are alleged to have done wrong. The letter or note should contain enough information for the individual to be able to understand both what it is they are alleged to have done wrong and the reasons why this is not acceptable'. While you didn't give details of the absence or its roots, your original question apparently described what ACAS define as formal action under the misleading guise of 'informal'. Much like HSE documents, the ACAS guidelines are the product of extensive consultation and the writing of experienced go-betweens, simply responsible for presenting as clear an interpretation of relevant law as possible, it could be a good basis for responding along the lines Merv indicates.

Posted By Kieran J Duignan ... so what was first described as 'out of the blue' is now described as part of a process of change. Since they offer 'An exploration of whether there is a need for the organisation to provide additional support for you', it may be an opportunity for pressing for improved management of change and of management of work-related stress.

Posted By Merv Newman This might be a good time for a few people to realise that they are suffering from work-related stress. Say about 90% of those who received the letter.

Posted By Lorraine Shuker I came across this saga whilsts searching for something else. Thing is ... ... WHAT HAPPENED NEXT?????????