Olivia began at Thames Reach having had a previous history of substance misuse. After completing a few months of her traineeship she began to have personal, family-related problems, which were leading to high levels of sickness. However, communication was mostly maintained, certification provided, and she returned to work. Olivia was advised to contact the employees’ confidential helpline to discuss her financial issues.

A few months later, when Olivia was about to begin her mini-placement, she was absent again. She remained absent and did not start work at her new team or return to work before the end of her traineeship, almost three months later. A handover between the trainee’s old line-manager and her new line-manager did not occur.

The new line-manager spoke to Olivia on a few occasions at the beginning of the absence, but found managing and supporting her complex personal issues, which were causing the absences, difficult.

After the first week of absence Olivia stopped communicating with the line-manager, who was unable to make contact. She had not provided medical certificates for this period of her absence and continued not to do so. There were also concerns that Olivia may have relapsed and for her wellbeing.

The line-manager sought advice from Human Resources as well as the GROW Project Manager, all of whom were hoping to support the trainee to return to work. HR advised that, in line with Thames Reach’s Managing Sickness Absence Policy, because medical certificates had not been provided and communication had not been maintained, the period of absence should be recorded as unauthorised leave and Olivia should receive no pay.

Letters were sent informing her of this but also expressing concern for Olivia and encouraging her to contact her line-manager for support. Olivia’s emergency and support contacts were also used to try to reach her and provide her with additional support.

Her mini-placement supervisor remained concerned during this period and the new team’s service users, who had been expecting the trainee, were disappointed.

Olivia did not communicate with her line-manager or the GROW Project Manager and her 9-month traineeship contract ended. At the end of the contract, the trainee owed Thames Reach monies for overpayment of sickness.

The GROW Project Manager wrote to Olivia explaining this, and that the monies could be repaid when she felt ready. Olivia was also encouraged to get in touch with Thames Reach when she felt able and to consider volunteering opportunities.