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Weekly UpdatesThis checklist looks at various options open to employers to minimise the level of sickness absence in organisations.
The CBI/PPP Healthcare Absence and Labour Turnover Survey 2000 found that the average number of days absence per employee per year was 7.8, and the total cost to UK employers was 10.5 billion [pounds sterling].
There is much that organisations can do and are doing to reduce the level of sickness absence.
Management Standards
This checklist has relevance to the MSC National Occupational Standards for Management: Key Role C--Manage People.
Definition
The term "sickness absence" is generally accepted to cover all employee absences from work where the employee pleads illness. Whilst most employers believe that genuine illness accounts for the majority of days lost, it is also considered that other factors, such as poor management, lack of motivation, domestic difficulties or the low priority given to absence control by the employer may contribute to sickness absence, particularly in the case of minor ailments.
Advantages of an absence control policy
* Reduces absence levels.
* Minimises disruption to workflow and production.
* Saves costs associated with absenteeism.
* Achieves a better-motivated workforce.
* Prevents unnecessary extra pressures and stress being placed on co-workers.
* Ensures that absence is tackled in a fair and consistent manner throughout the organisation.
* Removes managerial subjectivity by indicating what are unacceptable levels of absence and the procedures to deal with them.
* Reduces expectations of staff to what might be regarded as extra annual leave.
Disadvantages of absenteeism policies
There are no real disadvantages of an absenteeism policy, but it is important to ensure that staff who are genuinely ill are not penalised, and that sick people are not encouraged to work when they are not fit. Overly stringent policies run the danger of disaffecting staff by giving them the feeling that they are not trusted.
Action checklist
1. Know the legal framework
Approach the case of each employee who is frequently sick or has a long long-term illness on an individual basis, as each situation will be different. Do not treat an underlying medical condition on a disciplinary but on a sympathetic basis, thoroughly investigating the situation with the employee and doctors and following fair procedures. In the case of persistent, intermittent, unconnected illness, again fair procedures should be followed with the situation reviewed and discussed with the employee. Give the person the opportunity to improve and a warning that appropriate disciplinary procedures may be invoked if the situation continues.
2. Define what are unacceptable levels of absence
Consider setting trigger points where employees know that if they are absent more than a certain number of times within a given period, action will be taken, for example counselling interviews. Don't have a culture where absence is accepted without explanation, where staff feel they are entitled to take so many days sick leave and where managers set bad examples.
3. Keep records of absences
It has been proved that people are less likely to be absent in companies where absence is recorded, monitored and managed. Document absences and check the extent of the problem. Analyse patterns of short-term absence, for example by age and grade; focus on individuals whose attendance records need special attention; and evaluate trends in types of illness or accident which might indicate problems within the organisation. Feed the information back to line managers so that they know how effectively they are dealing with the problem. Encourage managers to keep absence levels under control by publishing comparative records or league tables of the performance of different parts of the organisation. Consider publishing these figures so that employees are aware how much time the organisation is losing through absenteeism.
The most commonly used measure of measuring absence is the crude absence rate. This is usually calculated as the time lost due to sickness absence as a percentage of contracted working time in a defined period.
Number of hours/days/shifts lost / Total number of working hours/days/shifts x 100
4. Establish formal reporting procedures
Require employees to notify either their line manager or personnel department of their absence by 10am on the first day and to give some indication of the reason for the absence and how long it is likely to last. Make it clearly known what other notifications are needed to cover the employee's absence, including self-certification forms and doctors' medical certificates.
5. Hold return to work interviews
Establish the reason for absence and whether the illness is likely to recur. If appropriate, the line manager should refer the employee to the company's doctor or occupational health service. The line manager should also take the opportunity to update the employee on developments that may have occurred during their absence. This approach will not worry those who have been genuinely sick, but may deter others from taking avoidable absence. Try to find out if there are underlying causes of absenteeism such as personal difficulties or problems of motivation. This should not be a substitute, however, for daily contact with employees; managers should be generally aware of their employees' attitudes and any problems they may be having.
6. Train line managers
Explain to line managers why they are key figures in absence control and provide support and training for them. It is important to recognise that the policy will succeed or fail by their efforts.
7. Don't recruit poor attendees
When recruiting, ask for references that refer to the candidate's attendance record and assure yourself of their fitness for work. Do not assume that disabled workers or older people will be poor attendees; it is often quite the reverse.
8. Maintain a safe and healthy workplace
Ensure that you follow the legal requirements on health and safety at work. Consider encouraging people in healthy lifestyles by introducing policies that embrace no-smoking, no-alcohol, healthy eating options in the staff restaurant, access to exercise facilities, occupational health services and employee assistance programmes. Encourage people to take their annual leave and do not allow them to habitually work late and skip lunch. It is important, however, to consult employees in health promotion activities and not to be prescriptive.
The provision of private health insurance can speed up medical treatment in certain cases.
9. Motivate and gain commitment from staff
Find out what motivates staff and affects their commitment to the organisation. Think in terms of the way they are managed, the content of their job, their role within the organisation, and their employment and working conditions. Remember that poor management can contribute to high absenteeism. Ask if there are benefits which would help improve attendance, for example flexible working hours, loans for transport, or support in caring for children or elderly relatives.
Research has shown that motivated and committed staff are less likely to be absent, particularly in the case of minor ailments.
10. Consider offering incentives
Consider offering attendance bonuses or rewards, or docking the pay of staff who take sick leave. Beware, however, of the longer term implications of such a move which might force genuinely ill people to come to work, perhaps thus creating other problems. Avoid placing too much stress on the economic relationship between employer and employee to the detriment of other motivational policies.
11. Evaluate the absence control policy
Monitor the success of control efforts by seeing if absence levels are falling, whether the policy is more successful in some areas of the organisation than others and why, and by offering more support and training to line managers.
Dos and don'ts of managing absenteeism
Do
* Monitor absence rates.
* Treat each case individually.
* Avoid a culture of leniency towards absenteeism.
* Encourage managers to set an example of good attendance.
* Train and support line managers.
Don't
* Accept absenteeism or brush it under the carpet; it can be reduced in all organisations.
* Engender a climate of distrust.
Useful reading
Books
Journal articles
Related checklists
* Counselling your colleagues
* Introducing flexible working into your organisation
* Managing staff turnover and retention
* Motivating your staff in a time of change
* Stress management: self first
Thought starters
* How much lost time and productivity does absenteeism cost your organisation?
* What are the patterns of absenteeism?
* Do some staff feel resentment at having to regularly cover for others?
* Do you over-staff to cover for absent workers?
Further Information
Checklists are available in the following formats:
* Individual checklists.
* A complete set of 195 on CD-ROM or in hard copy.
* Checklists with permission to photocopy.
Full details of the range of checklists available can be obtained from:
Lavis Marketing, 73 Lime Walk, Headington, Oxford, OX3 7AD Tel: 0845 702 3736 (local rate call) Fax: + 44 1865 750079 or from Checkpoint on the Chartered Management Institute's website at www.managers.org.uk
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