Administrative HR: Leave, Absence & Working Time
Handle the everyday HR decisions managers make — leave, teleworking, absence, and social dialogue.
Learning objectives
- 1.Approve leave and teleworking requests fairly and within rules
- 2.Respond appropriately to sickness absence and long-term absence
- 3.Engage constructively with staff representatives and social dialogue
Leave and teleworking approvals
Managers approve annual leave, special leave, and teleworking requests within framework agreements and DG guidelines. Apply consistency: similar situations should receive similar treatment. Document reasons when declining. Plan coverage before approving concurrent team leave during peak periods.
- Annual leave planning — balance individual rights and unit coverage
- Parental and family-related leave — know entitlements, avoid informal discouragement
- Teleworking — assess role suitability, equity across team, data security
- Mission and training leave — align with development and operational needs
Sickness and absence management
Short absences require empathy and operational adjustment. Patterns of absence may require supportive conversation and HR involvement — never diagnostic speculation. Long-term absence triggers formal procedures; stay in appropriate contact through HR guidance and respect medical confidentiality.
You are entitled to know absence duration and any work restrictions — not medical diagnoses. Never share health information with colleagues.
Social dialogue and staff committees
Staff committees (CECS) and union organisations have information and consultation rights on matters affecting staff. Inform and consult where required before decisions. Constructive relationships with staff representatives prevent formal disputes and improve change acceptance.
Officials, contract agents, and temps
Your team may mix career officials, contract agents, trainees, and seconded national experts. Status affects rights, contract duration, and development paths. Know the basics for each category and consult DG HR when uncertain — do not assume one-size-fits-all treatment.
Key takeaways
- ★Consistency and documentation protect you and your staff in HR decisions
- ★Absence management balances empathy, confidentiality, and operational needs
- ★Social dialogue is a legal and practical requirement, not an optional nicety