The management of Occupational Health referrals can be a complex and sensitive task. Having worked closely with a number of providers both good and bad, I have found that the below tips generally get me as close as I need to be to move forward with an absence management process.

1. Be discerning

Do not undertake referrals as ‘standard’ especially in cases of short-term absence. Discuss with your employee whether a referral will be of real benefit. If the employee is not indicating that there is an underlying problem and says that their absence record is simply a matter of unfortunate timing or circumstance and that they believe they can improve, then there really is very little point in referring at the first opportunity. You can always reconsider a referral at the next stage.

2. Be precise

On the referral form, stick with factual statements to ensure that you have not written anything that could be construed as discriminatory. Use of subjective language may change the tone of the referral and unwittingly undermine what is intended to be a supportive process. Provide as much information as you can in relation to the role that the employee undertakes along with a copy of the current job description. This context will be essential for Occupational Health to provide you with the best advice that they can.

3. Ask additional questions

Most services have template referral forms but there is usually a box to add any further questions you would like to be addressed. Unless covered elsewhere on the form, you may consider asking:

• What is the likelihood of a return to work?
• If a return to work is likely, what would be the timeframe for this factoring in agreed interventions/support?
• What should the return to work look like in terms of possible duties and facilitation?
• What reasonable adjustments, if any, should the employer be considering both pre and post return to work? 
• Is the condition likely to affect future attendance or performance?
• How likely is a full recovery?
• Is a further assessment needed/recommended?

4. Be realistic

As an employer, you are obliged to act reasonably but you also have a duty to weigh the balance of what is right for the employee with what is right for the organisation. Often, the recommendations from a report become a starting point for discussion and negotiation. Whilst you are not obliged to follow the advice of Occupational Health, if you choose not to you must be clear as to reasons why. Ensure you consider both local policy and precedent, as you will be expected to justify your decision to the employee, their representative and quite possibly a tribunal. 

5. Occupational Health is not the ‘Hall of Prophecies’

Whilst Occupational Health can provide you with an informed medical opinion, they cannot predict the future with any more certainty than you. What you need from the report is to be able to determine what is reasonable for you to not only do but also to expect in relation to the employee and their condition. The report will ideally allow you to set both realistic and reasonable targets and determine ways in which you can move forward in all scenarios whether that be a return to work or progression to the next stage of the process. 

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Written for: Primary School Management Magazine (@primaryleaders)