Handling an unauthorised absence

At one point, I supported a line manager dealing with an employee who didn’t turn up for a shift—and hadn’t made contact. The team was concerned, but unsure what to do. There was no clear guidance or process to follow, which made the situation stressful for everyone involved.

This led to a broader review of how we manage unexplained absences. Here’s the approach we introduced to give managers confidence, while making sure our response was both responsible and compassionate.

Step 1: Prepare with Clear Expectations

We started by putting a clear attendance policy in place. It covered how to report an absence, who to notify, and what methods of communication were preferred (e.g., call, text, or absence system). This gave everyone the same baseline understanding.

Step 2: Give Managers a Step-by-Step Guide

We created a simple action plan for managers to follow if someone didn’t show up. This included timeframes, suggested wording for messages, and when to escalate. We also made sure emergency contact details were up to date and easy to access.

Step 3: Train and Equip Supervisors

Managers received regular training on handling these situations, with an emphasis on empathy and consistency. We encouraged them not to jump to conclusions, but to approach with concern and curiosity. A checklist supported them through the process.

Step 4: Implement a Simple Tracking System

We introduced a log to track communication attempts—what was sent, when, and any replies. It proved invaluable in showing that managers were acting responsibly and fairly, and also helped us spot patterns over time.

Step 5: Prioritise the Employee’s Wellbeing

If contact couldn’t be made, we supported managers in contacting emergency contacts and, where appropriate, arranging welfare checks. In one case, this step led to emergency assistance reaching an employee who had fallen ill at home—it reminded us all why this work matters.

Step 6: Review and Learn from Each Case

If no contact was made after repeated efforts, we followed up with a formal letter to the employee’s home, stressing our concern and explaining next steps. Only after all avenues had been exhausted would disciplinary action be considered.

Each time we handled one of these cases, we took the opportunity to review our processes, train teams, and refine the policy. Having a consistent, supportive approach in place made a real difference—not just to the manager, but to the employee when they did return.