to reduce the abuse on sick leave

CIPD has a huge amount of useful info in its knowledge bank on this site. Its advice for managing short term absence is

Absence interventions
Effective interventions in managing short-term absence include:

Return-to-work interviews.
Providing leave for family circumstances.
Using of trigger mechanisms to review attendance.
Disciplinary procedures for unacceptable absence levels.
Changes to working patterns or environment, such as flexible working.
Employee assistance programme.
Training line managers in absence management.
Involving occupational health professionals.
Return-to-work interviews can help identify short-term absence problems at an early stage. They also provide managers with an opportunity to start a dialogue about any underlying issues which might be causing the absence.

Disciplinary procedures for unacceptable absence should make it clear to staff that unjustified absence will not be tolerated and that absence policies will be enforced. It’s important that any underlying health conditions are taken into account as part of this process.

Promoting a positive attendance culture, while emphasising that genuine sickness absence will be supported, can help to ensure illegitimate absence is not tolerated and attendance-focused initiatives are supported.

The role of line managers
Line managers have an important role to play in managing absence, and our research shows that managers take primary responsibility for managing short-term absence in two-thirds of organisations. However, too few organisations train their line managers in the skills needed to do this effectively. Managers need good communication skills and the ability to create a trusting culture where employees feel able to flag issues at an early stage. If line managers can spot the early warning signs of potential problems, employees can be given appropriate support before matters escalate.

Line managers need to be trained in:

The organisation’s sickness absence policies and procedures.
Their role in the attendance management process.
The way fit notes operate and how to act upon any advice given by the doctor.
The legal and disciplinary aspects of absence, including potential disability discrimination issues.
Maintaining absence record-keeping and understanding facts and figures on absence.
How the trigger points system operates (where applicable).
The role of occupational health services and proactive measures to support staff health and wellbeing.
Managing complex cases with the support of occupational health professionals and HR.
Developing return-to-work interview skills.
The skills needed to raise and discuss potential issues, including those related to more complex or sensitive problems.

CIPD has a huge amount of useful info in its knowledge bank on this site. Its advice for managing short term absence is

Absence interventions
Effective interventions in managing short-term absence include:

Return-to-work interviews.
Providing leave for family circumstances.
Using of trigger mechanisms to review attendance.
Disciplinary procedures for unacceptable absence levels.
Changes to working patterns or environment, such as flexible working.
Employee assistance programme.
Training line managers in absence management.
Involving occupational health professionals.
Return-to-work interviews can help identify short-term absence problems at an early stage. They also provide managers with an opportunity to start a dialogue about any underlying issues which might be causing the absence.

Disciplinary procedures for unacceptable absence should make it clear to staff that unjustified absence will not be tolerated and that absence policies will be enforced. It’s important that any underlying health conditions are taken into account as part of this process.

Promoting a positive attendance culture, while emphasising that genuine sickness absence will be supported, can help to ensure illegitimate absence is not tolerated and attendance-focused initiatives are supported.

The role of line managers
Line managers have an important role to play in managing absence, and our research shows that managers take primary responsibility for managing short-term absence in two-thirds of organisations. However, too few organisations train their line managers in the skills needed to do this effectively. Managers need good communication skills and the ability to create a trusting culture where employees feel able to flag issues at an early stage. If line managers can spot the early warning signs of potential problems, employees can be given appropriate support before matters escalate.

Line managers need to be trained in:

The organisation’s sickness absence policies and procedures.
Their role in the attendance management process.
The way fit notes operate and how to act upon any advice given by the doctor.
The legal and disciplinary aspects of absence, including potential disability discrimination issues.
Maintaining absence record-keeping and understanding facts and figures on absence.
How the trigger points system operates (where applicable).
The role of occupational health services and proactive measures to support staff health and wellbeing.
Managing complex cases with the support of occupational health professionals and HR.
Developing return-to-work interview skills.
The skills needed to raise and discuss potential issues, including those related to more complex or sensitive problems.

I took your suggestion and gone through the website and guidelines and did some research on the RTW and I m very positive about it.

Thanks