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Guidance for employers on handling unauthorized absences in the workplace. It explains the difference between authorized and unauthorized absences, the various forms unauthorized absence can take, and the steps employers should take when dealing with unauthorized absence. Employers are advised to investigate the situation, hear the employee's explanation, and follow a fair procedure before taking formal action. The document also discusses the legal considerations, including the employer's obligation to pay for authorized absences and the potential consequences of unfair dismissal and discrimination.
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An unauthorised absence is an absence during which an employee fails to attend work but where he or she does not have a statutory or contractual right, or the employer's permission, to be absent. Usually, the employer has failed to contact the Company and people may well be con- cerned as to the employee’s health or safety. Absences that are due to pre-booked annual leave , genuine and correctly reported sickness absence or family-related (e.g. maternity) leave, or that result from a statutory right to take time off (for example to look for work in a redundancy situation, or for antenatal care) of course do NOT constitute unauthorised absence. Simply put if an employee fails to attend work without a good reason, or without notifying the Company, this will amount to unauthorised absence. Unauthorised absence may take various forms. It can take the form of an isolated unplanned absence for a good reason (for example to care for a dependant in the event of an emergency) or a persistent pattern of unauthorised absences (for example "Monday morning syndrome"), which are likely to be less acceptable. Alternatively, an employee may "go AWOL", taking an extended period of unauthorised absence. Employers should not therefore deal with every situation in ex- actly the same way, it is recommended that the length of, and reason for, the absence should de- termine how the employer deals with it. While unauthorised absence without good cause is a disciplinary offence, an employer faced with an incidence of unauthorised absence should investigate the situation and hear the employ- ee's explanation, before it takes formal action. Clearly, employers need to be consistent, fair and non-discriminatory in how they deal with unauthorised absence, or risk being liable in the event of an unfair dismissal and/or unlawful dis- crimination claim. However, the level of action that is appropriate for an employer to take in re- spect of unauthorised absence will depend on the circumstances of the case. For example, an employee who takes a one-off day of unauthorised absence for a good reason would normally be treated differently to an employee who has a prolonged period of absence without proper cause and who repeatedly fails to return the employer's attempts to contact him or her. There is no obligation on employers to pay employees their normal pay for periods of unau- thorised absence, whatever the reasons for it. An employer that fails to pay an employee in these circumstances would not normally be in breach of the employee's contract of employment. Non-payment would also not amount to an unlawful deduction from wages because payment would not be "properly payable" (under s.13 (3) of the Employment Rights Act 1996) in the first place. However, to help reduce the likelihood of a dispute about non-payment, employers can include a clause in the contract making clear that employees will not be paid for periods of unau- thorised absence. Whether or not an employer can lawfully dismiss an employee for unauthorised absence de- pends on the reason for, and length of, the absence and the procedure that the employer fol-
lows. It will be difficult for an employer to argue successfully that its dismissal of an employee for one day's unauthorised absence that was taken for a good reason was fair. However, if the unau- thorised absence is prolonged, persistent and/or not for a genuine reason, dismissal is more likely to be fair, provided that the employer follows a fair procedure. In seeking to follow a fair procedure, the employer should