Dear Toby: HR Advice Column - Sick Time Fiasco

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Submitted April 2025

Dear Toby, 

I’ve got an employee who seems to call in sick every other week. I’m talking Monday sniffles, mystery stomach bugs, and “mental health days” on Fridays. I’m all for flexibility and people taking care of themselves, but at what point is it okay to say, “This isn’t working”? It’s starting to affect the rest of the team. Help! 

— Tired of the Call-Ins in Calgary 

Dear Tired of the Call-Ins in Calgary, 

Ah yes—the mystery illness shuffle. We've all seen it. One week it's “a bad sushi incident,” the next it’s “just not feeling it today.” And when those sick days start lining up with Mondays and long weekends, it’s hard not to raise an eyebrow. 

Here’s the deal: as frustrating as it is (and trust me, I feel your pain), this kind of situation needs to be handled with care. Because when sick days start to stack up, we’re not just dealing with attendance—we’re dealing with potential human rights issues, and that means we’ve got to tread carefully. 

Let’s walk through it together. 

First: Pause the Frustration and Get the Facts 

Before jumping to conclusions, start by documenting what's actually happening. Look for patterns—frequency, timing, types of absences. Then, schedule a check-in. Not an interrogation, but a supportive, one-on-one conversation to understand what’s going on. You might find there’s a legitimate (and private) health issue at play. Or maybe they’re disengaged and need a reset. Either way, don’t assume—ask. 

Pro Tip: Keep it curious, not accusatory. A simple “We’ve noticed a pattern of absences and wanted to check in to see how things are going—personally and professionally” can go a long way. 

What Not to Do: 

Please, for the love of all things employment-law-related, do not: 

• Demand a diagnosis. 

• Suggest someone doesn’t “look sick.” 

• Deny sick days if your policy allows them. 

• Discipline someone without a documented process. 

If there is an underlying medical issue (including mental health), your employee may be protected under human rights legislation—and mishandling it could land you in hot water faster than you can say “duty to accommodate.” 

What You Can Do: 

• Clarify expectations: Let the employee know how their absences are affecting the team and operations. Be clear about attendance expectations moving forward. 

• Request documentation: If absences continue, and especially if there’s a pattern, it’s okay to request a medical note (as long as it’s in line with your policy). 

• Offer support: If they do share a health issue, explore what accommodations may be needed. This could include a temporary flexible schedule, reduced hours, or other options. 

• Document everything: Keep a paper trail. Always. Every conversation, every absence, every policy reference. Future-you will thank you. 

Don’t Have In-House HR? Don’t Go It Alone 

This kind of situation is high risk. It blurs the line between performance and health, and if mishandled, it can turn into a human rights complaint real fast. If you don’t have internal HR support, now’s the time to bring in someone who knows ability and attendance management. 

An HR pro can help you: 

• Navigate sensitive conversations 

• Set up a defensible process 

• Ensure you're compliant with employment and human rights legislation 

• Protect your business and still be fair to the employee 

Quick Sick Math to Keep in Mind: 

If someone’s calling in sick every other week, that’s 26 days a year. Add in the impact on morale, customer service, and your own stress level—this isn’t just inconvenient, it’s expensive. But handling it the wrong way? That’s even more costly. 

Bottom Line 

You’re not wrong to be concerned, but you also can’t jump to conclusions or act on gut instinct. Lead with empathy, follow a fair process, and lean on professional HR support if you need it. There’s a way through this—and it doesn’t involve becoming the sick day police or putting your business at legal risk. 

Got a thorny people problem of your own? Ask Toby.  We don’t sugarcoat it, but we do help you get unstuck—with straight talk and smart HR. 

Disclaimer: The "Dear Toby" advice column is designed to provide general HR insights and guidance but should not be taken as legal advice. Every business and situation is unique, and employment laws vary by jurisdiction. Before implementing any advice from this column, we recommend consulting with a qualified HR professional or legal expert to ensure it aligns with your specific circumstances.