Summary
Levels of sickness absence and subsequent medical retirements within the Police service are issues of increasing concern. The 1998 Comprehensive Spending Review (CSR) emphasised the potential savings that Police Authorities could make from reducing sickness absence. Police Authorities have subsequently been asked to set local five-year targets for reductions. Various good practice recommendations have been issued which place significant emphasis on improving personnel and management procedures. However, little is known about whether such guidelines have actually been put into place, and if so, which of these have been found to be most effective. This research examines the various ways in which sickness absence is managed, and identifies the relative successes that these methods had achieved. The report found that : 1) The lack of suitable data prevented any robust evaluation of the various initiatives underway; 2) Poor monitoring information also created difficulties in the effective implementation of schemes. Managers were often unable to identify individuals with poor levels of attendance or the main causes of absence. However, a number of forces were in the process of introducing new recording and IT systems; 3) A range of diverse initiatives was being developed, many in response to previous policy recommendations (NAO, 1997; HMIC, 1997; Cabinet Office, 1998; and HM Treasury, 2000); and, 4) Some initiatives were perceived to be very effective; however implementing other initiatives has raised various objections from staff, line-managers, and representative bodies.
Contents
1. Introduction. -- 2. Sickness within the Police Service. -- 2.1. Police-focused research and guidance. -- 2.2. Current sickness levels and recent trends. -- 2.3. Relevant legislation. -- 3. Reducing sickness absence: management initiatives. -- 3.1. Background. -- 3.2. 'Knowing the score': data issues. -- 3.3. Keeping tabs: monitoring and managing staff. -- 3.4. Targeting the cause: proactive initiatives. -- 3.4.1. Occupational Health Units. -- 3.4.2. Stress and psychological services. -- 3.4.3. Incentive schemes. -- 3.4.4. Shift systems. -- 3.4.5. Role of family-friendly and flexible working practices. -- 3.4.6. Points for action. -- 3.5. Providing the medicine: reactive initiatives. -- 3.5.1. Private healthcare. -- 3.5.2. Physiotherapy services. -- 3.5.3. Recuperative duties. -- 3.5.4. Points for action. -- 4. Implementation and evaluation. -- 5. Conclusions.