Checking up on sick workers: The 6 do’s and don’ts
When used appropriately, sick days benefit both employee and employer. They provide workers with time off to recover from an illness or injury.
They also play a critical role in maintaining a healthy workplace by avoiding office germs that might infect others on staff.
Managers usually avoid workers pretending to be sick to avoid coming in. They may view it as a violation of trust and dislike the extra burden it places on remaining team members.
With 40 percent of workers admitting to calling in sick when they weren’t, leaders have some grounds for suspicion. Thirty-eight percent of employers have checked on a sick worker, and 26 percent have fired someone for using a fake excuse.
However, companies should be aware that going too far to catch a lie could invite discrimination and harassment claims or unnecessarily damage morale. A better route is to establish a written policy regarding sick days and stick to it for everyone.
Here are six do’s and don’ts to keep in mind when it comes to checking up on sick workers.
DO follow your organization’s stated guidelines for sick workers
Leave no doubt about expectations regarding sick days. Who does the person who will be out need to contact, and by what time? Is an email or text acceptable? Under what circumstances does the company require a doctor’s note? What disciplinary measures can someone be subject to for lying or not following sick-day protocol?
Establishing a typical frame of reference reminds employees of their obligations and reduces claims of a manager just “picking on” someone who takes a sick day.
DON’T play games designed to catch lies
If a worker does not call in or won’t return calls within a reasonable period, a manager may decide to visit the employee’s home to check their well-being. However, if the employee isn’t home, the manager can later ask where the person was during that time. If the worker claims to have visited the doctor or a drug store, the company can request a note, prescription receipt, or other proof.
Watch, however, not to enter murky territory. Sitting in front of someone’s house to monitor comings and goings looks like stalking. Ditto for repeatedly phoning the person out sick to make sure he’s home.
Do you want to risk annoying someone genuinely trying to attend to his health? What message are you sending to your staff about mutual trust? Are such actions a good use of your valuable time?
DO be careful when using social media as “evidence”
Social media posts often bust modern fakers. For example, a worker supposed to be resting at home shares a picture of her delicious lunch at a trendy new restaurant. You should immediately call her on it.
If the person’s settings are such that anybody can see the picture, a manager might draw this to her attention at a meeting to discuss the sick day. Be cautious, though, if you cannot personally access the page.
It might give others (including lawyers in future suits) the impression that you’re targeting this specific employee or trying to invade her privacy.
DON’T involve other employees
Refrain from putting the rest of your team on the spot. Yes, an employee with whom the absent person is close may know the sick claim is a front for a day at the beach. Testing loyalties, however, can lead to staff discord that may prove more damaging to the workplace than the initial sick day offense.
Likewise, don’t ask team members to call the colleague in question or to pull up their friend’s social media for you to view. It’s also best to discourage ratting. Tattling creates tensions, and information received may not be accurate as colleagues sometimes enjoy getting a fellow worker in trouble.
DO hold discussions with repeat offenders
A manager may let an isolated incident slide, but a history of such behavior needs addressing. Talk with the employee in question. Stick with observations rather than sounding accusatory. “Your attendance history shows a sick day taken on the Friday leading into a holiday weekend three times this year” differs from stating, “I’m tired of you always claiming to be sick when anyone can see it always happens on the last workday before a long weekend.”
If appropriate, use this meeting to discuss overall performance issues. Taking unwarranted sick days may be just one element in a pattern of low productivity or poor attitude (or poor morale!).
Keep an open mind during the discussion. Something may be going on that you aren’t aware of. An employee might have a recurring health problem. Perhaps she doesn’t want to reveal it. Or, she might feel embarrassed that the real reason behind absences is depression. Treating the person respectfully and wanting to help with adjustments or accommodations may lead to better attendance.
DO consider combining sick days and vacation days into a general category of PTO
Many people lie when taking a sick day for a simple reason: They do not get sick often but feel entitled to those days off. They feel “punished” for staying healthy or think they deserve to use those days to assume greater responsibilities while others are out sick.
Companies can avoid such a scenario by lumping sick and vacation days together as paid time off. Employees can use the days as they need or like without explanation, sick or not.
This system may promote general well-being by eliminating the need for lies and making time off fairer for all. Individuals who could use a mental health break often do not feel comfortable admitting it.
Some people feign an “acceptable” reason for a break, like a backache. Then, they feel guilty. Alternatively, they ignore their desire for respite and wearily carry on. However, taking a pressure-free day without an excuse is important. Consider what everybody has been through due to the COVID-19 pandemic. Therefore, taking a break may prove genuinely impactful.
Additional resources – Opens in new tab:
No-call no-show: Crafting an effective employee absence policy
Sick leave policies: A comprehensive guide for employers and employees
Employee rights calling in sick: What you must know
