Manager criticised after telling employee with sick child 'can't someone else handle it'

A manager has been widely criticised after reacting insensitively when an employee said she needed the morning off to take her sick child to hospital, a case that has reignited debate about workplace attitudes to carer’s leave and staff obligations.

The employee, a mother, told her boss her son had a high fever overnight and that she had already cleared the absence with another manager. According to a post shared online by UK career expert Ben Askins, the manager replied, "That's really not ideal. You know we're up against it this week, can't someone else handle it?" He later grudgingly approved the leave but added, "Don't take too long, we need you on this project."

Askins, who posts regularly about workplace conduct, criticised the manager's response as lacking basic empathy, saying the exchange highlighted poor management practice. The post and subsequent reporting drew widespread comment, particularly from parents and carers who said similar responses are common in many workplaces.

Commenters recounted their own experiences of being pressured or dismissed when they needed time off for family medical emergencies. One user wrote, "If it's a medical emergency, you don't ask. You tell." Another described being reprimanded after calling out while ill; a separate commenter said a past employer had a written policy requiring 24 hours' notice for unplanned emergencies until the policy was rescinded amid criticism.

Others noted more supportive examples, with some saying managers had allowed extended leave or remote work to accommodate family health needs. Those supporters argued such responses ease stress and aid recovery, while critics of the unsympathetic manager warned that harsh reactions to care responsibilities can harm morale and make it harder for employers to retain staff.

Australian workplace law provides entitlements to personal or carer's leave for employees who need to care for sick family members, but many workers and advocates say workplace culture does not always reflect those legal protections. The episode drew particular attention in Australia, where debate continues over how employers balance operational demands with the rising expectation of flexible work practices and family-friendly policies.

Employment lawyers and human resources professionals caution that managers who appear to prioritise short-term project deadlines over employee welfare can create risks for businesses, including lower productivity, increased absenteeism and higher staff turnover. They say consistent, empathetic application of leave entitlements and clear contingency planning are important to manage both employee needs and business continuity.

The incident also prompted discussion about managerial training. Career commentators noted that managers often lack guidance on handling emergencies and on communicating supportively without jeopardising operational requirements. Some employers have instituted formal escalation procedures and cross-training to reduce pressure on single employees when emergencies arise.

The exchange has not been linked to any particular company in reporting, and no official statement from the manager or employer has been published. The account instead served as a flashpoint in online discussion about workplace norms, legal entitlements and the practical challenges facing organisations trying to balance deadlines with the personal responsibilities of their staff.

The debate comes amid broader scrutiny of how workplaces adapt to changing employee expectations on flexibility and care responsibilities. Employers and human resources experts say that clear policies, adequate resourcing and manager training can help reconcile short-term operational pressures with the long-term need to retain skilled workers and maintain a productive workforce.