Slashing the costs of sickness absence September 2013

  • 146 views
Uploaded on

Half day open training event held in Toronto, Ontario.

Half day open training event held in Toronto, Ontario.

More in: Business , Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
146
On Slideshare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
10
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. Slashing the costs of sickness absence by Toronto Training and HR September 2013
  • 2. CONTENTS 5-6 Definitions 7-9 Costs of absence 10-11 Measuring absence 12-14 Causes of absence 15-16 Substance abuse 17-18 Identifying and reducing stress 19-20 Legitimate or not 21-23 Termination for just cause 24-27 Positive practices 28-29 Components of a healthy workplace 30-32 Wellbeing benefits 33-34 US survey from 2012 35-36 Canadian survey from 2012 37-38 Interventions 39-40 The recovery and return to work process 41-43 Training line managers 44-45 Changes made in the last year 46-48 Selecting an absence management provider 49-50 Decreasing absence rates 51-52 Conclusion and questions Page 2
  • 3. Page 3 Introduction
  • 4. Page 4 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 plus improving employee engagement and morale Services for job seekers
  • 5. Page 5 Definitions
  • 6. Definitions • Absence • Short-term • Long-term • Culpable • Non-culpable or innocent • Authorized • Unauthorized • Wilful • Circumstances outside one’s control Page 6
  • 7. Page 7 Costs of absence
  • 8. Costs of absence 1 of 2 • Tangible • Intangible Page 8
  • 9. Costs of absence 2 of 2 Page 9 Costs Employees 1% 3% 5% 100 $41,600 $124,800 $208,000 500 $208,000 $624,000 $1,040,000 1,000 $416,000 $1,248,000 $2,080,000 5,000 $2,080,000 $6,240,000 $10,400,000 10,000 $4,160,800 $12,480,000 $20,800,000
  • 10. Page 10 Measuring absence
  • 11. Measuring absence • The lost time rate • The frequency rate • The Bradford factor Page 11
  • 12. Page 12 Causes of absence
  • 13. Causes of absence 1 of 2 • Non-manual workers • Manual workers Page 13
  • 14. Causes of absence 2 of 2 STRESS • Workloads and volume of work • Management style • Non-work factors (relationships/family) • Relationships at work • Considerable organizational change/restructuring • Non-work factors (personal illness/health issues) • Pressure to meet targets Page 14
  • 15. Page 15 Substance abuse
  • 16. Substance abuse • Statistics • The problem with substance abuse • Warning flags in the workplace • Treatment of substance abusers • Use of the carrot and the stick • Medical monitoring Page 16
  • 17. Page 17 Identifying and reducing stress
  • 18. Identifying and reducing stress • Employee surveys • Stress audits • Employee assistance program • Greater involvement of occupational health specialists • Written stress policy • Stress management training for all employees • Changes in work organization • Focus groups Page 18
  • 19. Page 19 Legitimate or not?
  • 20. Legitimate or not? Page 20
  • 21. Page 21 Termination for just cause
  • 22. Termination for just cause 1 of 2 • Seriousness of the absenteeism/lateness • Whether the employee has been warned in the past • Whether the employee occupies a senior position or has considerable length of service • Whether the employee’s conduct prejudiced the employer’s operation Page 22
  • 23. Termination for just cause 2 of 2 • Whether the employer has tolerated similar conduct in the past • Whether the reason for the absence was reasonable and therefore excusable • Whether the employee was dishonest about the reason for their absence • Whether the employee’s absence was intentional Page 23
  • 24. Page 24 Positive practices
  • 25. Positive practices 1 of 3 • Saying ‘hello’ • Saying ‘thank you’ • Random acts of kindness • ‘Pitching in’ • Taking time to listen • Telling someone that they have done a good job • A smile • Taking time to talk to someone in person Page 25
  • 26. Positive practices 2 of 3 FOR THE TEAM • Be on time, be prepared, participate • Treat others they would like to be treated – try to understand who they are • If you have an issue with a team member, talk privately – listen to understand (don’t use e-mail) Page 26
  • 27. Positive practices 3 of 3 FOR THE TEAM (CONTINUED) • Be optimistic and positive about the team • Don’t cut each other off or have side conversations • Avoid blaming or complaining – focus discussions on present and future solutions Page 27
  • 28. Page 28 Components of a healthy workplace
  • 29. Components of a healthy workplace • Nature of work –work we value, autonomy, & control • Work-life balance • Supportive co-workers and managers • Positive & optimistic approach to communication • True teamwork • Health focused organization Page 29
  • 30. Page 30 Wellbeing benefits
  • 31. Wellbeing benefits 1 of 2 • Access to counselling service • Access to physiotherapy • Advice on healthy eating • Critical illness insurance • Dental insurance • Employee assistance programs • Free fresh fruit • Group income protection • Health screening • Healthcare cash plans • Healthy canteen options Page 31
  • 32. Wellbeing benefits 2 of 2 • In-house gym • Long-term disability • On-site massage • Personal accident insurance • Personalized healthy living programs • Private medical insurance • Self-funded health plans • Stop smoking support • Subsidized gym membership • Walking/pedometer initiatives Page 32
  • 33. Page 33 US survey from 2012
  • 34. US survey from 2012 • 503 respondents • Larger or midsized employers have higher incidence • Impact on productivity • Use of tools and benchmarks • Causes of absence • Reasons for absence • Strategies to reduce absence • Tools and systems • Outsourcing Page 34
  • 35. Page 35 Canadian survey from 2012
  • 36. Canadian survey from 2012 • Unionized or non-unionized • Women or men • Workers with children… • Public or private sector • On-the-job differences • Happy or sad Page 36
  • 37. Page 37 Interventions
  • 38. Interventions • Short-term • Long-term Page 38
  • 39. Page 39 The recovery and return to work process
  • 40. The recovery and return to work process • Keeping in contact with sick employees • Planning and undertaking workplace controls or adjustments • Using professional advice and treatment • Planning and co-ordinating a return-to-work plan Page 40
  • 41. Page 41 Training line managers
  • 42. Training line managers 1 of 2 • The organization’s absence policies and procedures • Their role in the absence management program • The legal and disciplinary aspects of absence including potential discrimination issues • Maintaining absence record- keeping and understanding facts and figures on absence Page 42
  • 43. Training line managers 2 of 2 • The role of occupational health services and proactive measures to support wellness • The management of complex cases, focusing on what they can and cannot do • The operation of trigger points • The development of return-to- work interview skills • The development of counselling skills Page 43
  • 44. Page 44 Changes made in the last year
  • 45. Changes made in the last year • New or revised absence management policy • New or revised monitoring procedures • Reinforced existing absence management policy • Absence rate has become a key performance indicator • Involved occupational health professionals • Introduced trigger system Page 45
  • 46. Page 46 Selecting an absence management services provider
  • 47. Selecting an absence management services provider 1 of 2 • Develop a customized strategy tailored to the employer’s needs • Be able to integrate its absence management services with an employer’s current processes and procedures, as well as health management programs such as EAPs or wellness Page 47
  • 48. Selecting an absence management services provider 2 of 2 • Have a dedicated legal team in place to comply with evolving province/federal regulations • Create an easy, seamless transition for all participants • Have a dedicated absence team for intake of calls, claims and other support Page 48
  • 49. Page 49 Decreasing absenteeism rates
  • 50. Decreasing absenteeism rates • Educate • Monitor • Counsel • Follow-up • Corrective action Page 50
  • 51. Page 51 Conclusion and questions
  • 52. Page 52 Conclusion and questions Summary Videos Questions