5 strategies to deal with pharmacy sick calls elegantly

How do you prevent sick calls?You don’t. However, dealing with them the right way will either ignite or stifle them.People get sick, it happens. But when we see obvious patterns like repeated incidents of staff calling in sick before a weekend or the same employee being sick on a weekly basis, there is some work do to. While it is not right to judge or ask for doctor notes, we do have a responsibility to build a predictable work schedule that supports patient care and the business. Moreover, not being able to fix it can be damaging to the work culture, setting precedence and corroding team morale. I strongly believe that when we make the decision to hire someone, they become part of the family and need our support and resources until they exit. The first priority of a leader is to take care of staff, then staff can take care of customers and customers can take care of business. So how do we deal with someone who is not showing us the same love?#1. Keep track of sick calls. Data is our friend as it allows us to frame the conversation and compare it to the future when we need to follow up later. Raw data allows us to frame a topic that is not black and white. We make something tangible when we explain that in January, they called in sick for five shifts out of 12 or they called in sick on three Fridays in the past six weeks. Or perhaps using the past month as an example, they are on pace for 32 sick days this year. Whichever model helps explain what is happening, it helps us paint a picture of what is unreasonable for our pharmacy. #2. Before going deeper, toss them a bone. We need to give them a chance to confide in us. Meet with them privately but with another supervisory witness involved (a union representative if you operate a unionized pharmacy) and ask them if they have any challenges at work or home that they need support with: “We’re on the same team; is there anything keeping you away from work?”Perhaps there is something at home they need time to work through. Perhaps they have a conflict with a colleague, are suddenly disinterested in the job or in working any job altogether. #3. If this checks out, we set a tangible plan. Remind them why you hired them, with compliments of what you see in them when they are at their best. The compliments provide encouragement and show that you are on the same team. Then, state your data very matter-of-factly and explain that we need a predictable work schedule for patient care and the business. Then explain that the team is better when they are present and that your job is to hold them accountable, just as they would expect you to do with their teammates. #4. Document your plan. I have developed a progressive discipline form that allows us to document the conversation and transparently show the path should the behaviour continue. Diplomatically, we state the required expectation, leaving it vague enough to capture any version of sick call patterns in the future (for example, arrive fit for duty, on time and as scheduled). For a free example of the form connect with me here and explore the option of my one-hour coaching call if you choose. Then we plan out what happens should sick calls continue. For example, being unpredictably absent for more than five percent of scheduled shifts in the next three months will result in a final written warning. Then another five percent of scheduled shifts thereafter will result in dismissal. #5. Finally, follow up on time. Meet with them to review the three-month result. Restate the data, what you see in them when they are at their best and review the next steps or close the case. It will be important that you ‘close the case’ if resolution has been achieved to avoid future unneeded pressure on them. One of two things will happenThey will continue to call in sick and you will support them through your progressive discipline model to their eventual termination with cause. Or they will arrive on time, fit for duty. Either way, you will have managed your staff fairly and professionally in a standard manner that has them in the driver’s seat to succeed. Gather accurate data, toss them a bone, then document the follow-up. Our aim is not to release someone or make an example of anyone. It is simply operating fairly to the entire team as a whole and operate in a way that provides supportive accountability.

5 strategies to deal with pharmacy sick calls elegantly

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Blog Author

Jason Chenard

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