Reducing absence rates February 2012
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Reducing absence rates February 2012



Half day open training event held in Oshawa, Canada.

Half day open training event held in Oshawa, Canada.



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Reducing absence rates February 2012 Reducing absence rates February 2012 Presentation Transcript

  • Reducing absence rates by Toronto Training and HR February 2012
  • 3-4 Introduction to Toronto Training and HR 5-6 Measuring absenceContents 7-8 9-10 Job strain model Absence for personal reasons 11-13 Managing sickness absence 14-18 Presenteeism 19-21 Lateness 22-24 What absence policies need to contain 25-29 Short-term absence 30-33 Long-term absence 34-37 Stress 38-42 Musculoskeletal disorders (MSDs) in Canada 43-45 Adjustments for disabled employees 46-50 Making return to work a success 51-52 Questions managers ask about absenteeism 53-55 Training line managers 56-57 Case study 58-59 Conclusion and questions Page 2
  • Introduction Page 3
  • Introduction to Toronto Training and HR• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR are: - Training event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
  • Measuring absence Page 5
  • Measuring absence‘Lost time’ rateFrequency rateBradford factor Page 6
  • Job strain model Page 7
  • Job strain model Low High psychological psychological demands demandsHigh job Low strain ActivecontrolLow job Passive High straincontrol Page 8
  • Absence for personal reasons Page 9
  • Absence for personal reasonsWorking conditions (physical environment,job stress, employer–employee relations, collectiveagreement provisions and work schedules)Adequacy and affordability of community facilitieslike child care centres and public transportationFamily circumstances especially the presence ofpreschool children or other dependent familymembersPhysical health of the worker Page 10
  • Managing sickness absence Page 11
  • Managing sickness absence 1 of 2Have a clear sickness policy and sickness reportingprocedureEnforce it and make it part of the routineInclude trigger points where the process escalatesWhere appropriate, invoke thedisciplinary/capability processMake sure there are consequences – triggeredinterviews and, where appropriate, formalcapability/disciplinary procedures Page 12
  • Managing sickness absence 2 of 2Consider terms and conditions of employment – dothey encourage sickness absence by providingoverly generous contractual sick pay?Focus on the employee and their absence, makingthem aware of the impact on colleagues and theconsequences for their own employmentDon’t make skiving easy Page 13
  • Presenteeism Page 14
  • Presenteeism 1 of 4Fear of losing your job, uncertainty surroundingjob roles, or having an organization culture thatequates being at your desk with loyalty andcommitment, are key causes of presenteeismA culture of presenteeism will not support thelong-term sustainability of the organization Page 15
  • Presenteeism 2 of 4People coming to work ill spread their germs tocolleagues and are more likely to make mistakeswhich could be costly and damage the employerbrand, resulting in others feeling obliged to takeon extra workload to help pick up the piecesOnly 35% of the employees in a recent surveywere found to be healthy and rarely take time offwork-these are the people who are engaged,motivated and contribute fully at work Page 16
  • Presenteeism 3 of 4A third of employees are coming to work whenthey are ill or dissatisfied, and most disturbingly, asmall proportion are probably being made ill byaspects of their workEmployee health and well-being needs to be acritical focus for organizations, not an optionalextra Page 17
  • Presenteeism 4 of 4 Page 27
  • Lateness Page 19
  • Lateness 1 of 2HOW MUCH DOES IT COST? EXAMPLECompany X has 150 employees10% of their workforce (15 employees) ispersistently late to work by 10 minutesTheir average hourly pay is $7.00 phIf we presume that there are 232 working daysper year, multiply it by the number of lateemployees and their lateness time results inpotential losses of $4043 per year! Page 20
  • Lateness 2 of 2AVOIDING THE ISSUESetting rulesCreating a formal procedureBeing fair and flexible Page 21
  • What absence policies need to contain Page 22
  • What absence policies need to contain 1 of 2THE POLICY SHOULDprovide details of contractual sick pay terms andits relationship with statutory sick payexplain when and whom employees should notify ifthey are not able to attend workinclude when (after how many days) employeesneed a self-certificate formcontain details of when they require a fit note fromtheir doctor Page 23
  • What absence policies need to contain 2 of 2THE POLICY SHOULDexplain that adjustments may be appropriate toassist the employee in returning to work as soonas is practicablemention that the organization reserves the right torequire employees to attend an examination by acompany doctor and (with consent) to request areport from the employee’s doctor includeprovisions for return-to-work interviews giveguidance on absence during major/adverse events Page 24
  • Short-term absence Page 25
  • Short-term absence 1 of 4MANAGING SHORT-TERM ABSENCEReturn-to-work interviewsUse of trigger mechanisms such as the BradfordFactor to review attendanceProviding sickness absence information to linemanagersDisciplinary procedures for unacceptable absencelevelsInvolving trained line managers in absencemanagement Page 26
  • Short-term absence 2 of 4MANAGING SHORT-TERM ABSENCEDisciplinary procedures for unacceptable absencelevelsInvolving trained line managers in absencemanagementProviding leave for family circumstancesOffering flexible workingInvolving occupational health professionals Page 27
  • Short-term absence 3 of 4COMMON CAUSESMinor illness (for example colds/flu, stomachupsets, headaches and migraines)Musculoskeletal injuries (for example neck strainsand repetitive strain injury, but excluding backpain)Back painStressHome/family responsibilities Page 28
  • Short-term absence 4 of 4COMMON CAUSESRecurring medical conditions (for example asthma,angina and allergies)Mental ill health (for example clinical depressionand anxiety)Injuries/accidents not related to workOther absences not due to genuine ill healthAcute medical conditions (for example stroke,heart attack and cancer) Page 29
  • Long-term absence Page 30
  • Long-term absence 1 of 3MANAGING LONG-TERM ABSENCEOccupational health involvement and proactivemeasures to support staff health and wellbeingRestricting sick payChanges to work patterns or environmentReturn-to-work interviewsRehabilitation programs Page 31
  • Long-term absence 2 of 3COMMON CAUSESStressAcute medical conditions (for example stroke,heart attack and cancer)Musculoskeletal injuries (for example neck strainsand repetitive strain injury, but excluding backpain)Mental ill health (for example clinical depressionand anxiety) Page 32
  • Long-term absence 3 of 3COMMON CAUSESBack painInjuries/accidents not related to workRecurring medical conditions (for example asthma,angina and allergies)Minor illness (for example colds/flu, stomachupsets, headaches and migraines)Pregnancy-related absence (not maternity leave)Work-related injuries/accidents Page 33
  • Stress Page 34
  • Stress 1 of 3CAUSES OF WORK-RELATED STRESSWorkloads/volume of workManagement styleNon-work factors – relationships/familyRelationships at workConsiderable organizational change/ restructuringPoorly managed organizational change/restructuringPressure to meet targets Page 35
  • Stress 2 of 3CAUSES OF WORK-RELATED STRESSJob insecurityLack of employee support from line managersLong hoursNon-work factors – financial concernsLack of control over how work is carried outPoorly designed jobs/poorly designed rolesLack of trainingLack of consultation Page 36
  • Stress 3 of 3METHODS TO IDENTIFY AND REDUCE STRESSEmployee surveysTraining for managers and employeesFlexible working options/improved work–lifebalanceStress auditsWritten stress policy or guidance policyEmployee assistance programInvolvement of occupational health specialists Page 37
  • Musculoskeletal disorders (MSDs) in Canada Page 38
  • Musculoskeletal disorders (MSDs) in Canada 1 of 4Occupations in Canada with higherthan average rates of MSDs include sales orservice, trades, transport or equipmentoperating, farming, forestry, fishing or mining,processing, manufacturing or utilitiesOne in eight Canadians reported having a chronicback problem and most Canadiansreport back pain at some point in their lifetime Page 39
  • Musculoskeletal disorders (MSDs) in Canada 2 of 4One in 10 Canadians were limited from theirnormal activities due to a repetitive straininjuryArthritis and other rheumatic conditions affectalmost four million Canadians and threeout of five people with arthritis are younger than65 years of ageAbout 215,000 people in Canada have rheumatoidarthritis Page 40
  • Musculoskeletal disorders (MSDs) in Canada 3 of 4IMPACT ON ASPECTS OF AN INDIVIDUAL’SPERFORMANCE AT WORKStaminaConcentrationRationality/moodMobilityAgility Page 41
  • Musculoskeletal disorders (MSDs) in Canada 4 of 4IMPROVING THE WORKING LIVES OF WORKERSWITH MSDsEarly intervention is essentialFocus on capacity not incapacityImaginative job design is the key to rehabilitationThink beyond the physical symptomsAssess both the direct and indirect costs Page 42
  • Adjustments for disabled employees Page 43
  • Adjustments for disabled employees 1 of 2Making physical adjustments to the workplaceallocating some of the disabled person’s duties toanother personTransferring the disabled person to another vacantpost with or without reasonable adjustments beingmade Page 44
  • Adjustments for disabled employees 2 of 2Altering the disabled person’s working hoursthrough, for example, part-time working, jobsharing or other flexible hours arrangementsproviding special equipment to assist the disabledperson to perform his or her tasks and givingtraining in the use of the equipment Page 45
  • Making return to work a success Page 46
  • Making return to work a success 1 of 4The workplace has a strong commitment to healthand safety which is demonstrated by thebehaviours of the workplace partiesThe employer makes an offer of modified work(also known as work accommodation) to injured/illworkers so they can return early and safely towork activities suitable to their abilities Page 47
  • Making return to work a success 2 of 4Return to work planners ensure that the plansupports the returning worker withoutdisadvantaging co-workers and supervisors.Supervisors are trained in work disabilityprevention and included in return to workplanningThe employer makes an early and consideratecontact with injured/ill workers Page 48
  • Making return to work a success 3 of 4Someone has the responsibility to coordinatereturn to workEmployers and healthcare providers communicatewith each other about the workplace demands asneeded, and with the worker’s consent Page 49
  • Making return to work a success 4 of 4ELEMENTS IN THE RECOVERY AND RETURN TOWORK PROCESSKeeping in contact with sick employeesPlanning and undertaking workplace controls oradjustmentsUsing professional advice and treatmentPlanning and coordinating a return-to-work plan Page 50
  • Questions managers ask about absenteeism Page 51
  • Questions managers ask about absenteeismHow many days of potential production am I losingbecause of absenteeism?How widespread is absenteeism among myworkforce?How frequently does absenteeism occur in myworkforce?How concentrated is absenteeism among myworkforce? Page 52
  • Training line managers Page 53
  • Training line managers 1 of 2NEED TO BE TRAINED INthe organization’s absence policies and procedurestheir role in the absence management programthe way fit notes operate and how to act upon anyadvice given by the doctorthe legal and disciplinary aspects of absenceincluding potential disability discrimination issuesmaintaining absence record-keeping andunderstanding facts and figures on absence Page 54
  • Training line managers 2 of 2NEED TO BE TRAINED INthe role of occupational health services andproactive measures to support staff health andwellbeingthe management of complex cases, in particularmyth-busting about what they can/cannot dothe operation (where applicable) of trigger pointsthe development of return-to-work interview skillsthe development of counselling skills Page 55
  • Case study Page 56
  • Case study Page 57
  • Conclusion and questions Page 58
  • Conclusion and questionsSummaryVideosQuestions Page 59