Medical incapacity is different from misconduct
Being unwell or injured is not disciplinary wrongdoing. The process should be directed at capability, prognosis and reasonable alternatives rather than blame.
An employer can eventually consider dismissal where illness or injury means an employee cannot perform the job for a reasonable period. But medical incapacity is not a shortcut. The employer should investigate actual work capability, use current medical information, consider the likely duration of incapacity and examine reasonable alternatives before deciding employment cannot continue.
Medical incapacity cases are fact-specific. Relevant factors include the nature of the role, length of service, how long the employee has already been absent, what the medical evidence says about prognosis, how long the employer can reasonably keep the job open, and whether temporary or permanent adjustments could allow a return to work.
Current medical information matters. An employer should not ordinarily base dismissal on guesswork or stale certificates if more useful information can reasonably be obtained. The employee should know what information is being relied on and have a meaningful opportunity to respond before the final decision.
ACC can add another layer. Where vocational rehabilitation obligations apply, the employer may need to take practicable steps to support the rehabilitation goals. Even outside that specific duty, the employer should consider alternatives such as adjusted duties, reduced hours or light work where reasonable.
Being unwell or injured is not disciplinary wrongdoing. The process should be directed at capability, prognosis and reasonable alternatives rather than blame.
Up-to-date information about capacity, restrictions, prognosis and likely return-to-work timing can be central to a defensible decision.
Temporary adjustments, reduced hours, light work, leave arrangements or redeployment may need genuine consideration depending on the case.
Where ACC is involved, rehabilitation steps and communication with ACC can be important evidence of whether the employer acted reasonably.
Keep certificates, specialist letters, return-to-work plans, ACC correspondence and any consent you gave for medical information.
Keep your job description and note which duties you can and cannot currently perform, including possible adjustments.
Correct factual errors, supply relevant prognosis information and identify realistic alternatives rather than simply saying you want to keep the job.
Preserve vocational rehabilitation plans, employer communications and any proposed graduated return to work.
The employer treats a short absence as permanent incapacity
No current medical evidence is obtained before dismissal
The employer refuses to consider a graduated return or other realistic alternative
A disciplinary allegation is mixed into the incapacity process without clarity
ACC rehabilitation information is ignored
Potentially, but being on leave does not remove the employer's dismissal obligations. The lawful basis and process still matter.
Potentially, especially in a long-term incapacity situation, but ACC rehabilitation obligations and the employee's actual work capacity must be handled carefully.
There is no single fixed period that applies to every medical-incapacity case. Reasonableness depends on factors such as prognosis, role requirements, service, absence, workplace impact and available alternatives.
Not automatically. The employer may reasonably need medical information relevant to work capacity and prognosis, but the scope and method of obtaining it should be proportionate to the employment issue.
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