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Absence Management Presentation
- 1. Absence Management Developing a Strategic approach Helping your business run better Ltd
- 5. Causes of absence Manual Non Manual Minor Illnesses* Minor Illnesses* Back Pain Stress** Muscular Skeletal injuries Muscular Skeletal injuries Home/Family Responsibilities Back pain Stress Home/Family responsibilities Reoccurring Medical injuries /accidents not related to work Reoccurring medical other not related to ill health *Colds, Flu, Stomach upsets and headaches **Stress related absence continues to rise with 32% of those surveyed reporting increase in stress related absence
Editor's Notes
- Management Stoical Employee Legal process Effected employee
- Differences public and private Workforce size – public typically large Challenging public facing roles – police, social working and nursing 58,000 NHS staff were physically assaulted by patients and relatives in England in 2005-06 Management practices – public will be best practice with KPI, trigger points management training and occupational support Public sector don’t use disciplinary procedures to manage absence, less likely to restrict pay and their sick pay schemes pay out for longer
- Long term problems Manual workers – acute medical conditions, back pain muscular skeletal problems then stress and mental health problems
- Other causes of stress – organisational change, targets, lack of line management support and lack of control on how work is carried out (manual)
- In recording the nature/cause of each incidence of absence, try to use categories that are simple but meaningful. For example: o short-term or acute medical conditions (cold, influenza and so on) o musculo-skeletal injuries o stress-related o long-term or chronic illness o work-related injury o other. Select categories that are likely to help inform your decisions on suitable responses. For example, if you identify a high level of work-related injuries, this may indicate a need for improved health and safety practices in the workplace.
- Organisation – can they enable change and do they have visibility of the whole business
- Lost time rate – % of total time lost Frequency – consideration of how widespread the problem is
- Communication once defined and agreed through and consistent communication, made part of wider documentation published by HR team, produce regular statistics about the absence rates to make it part of the KPI of the business up to board level. Recruitment induction and selection – avoid importing problems, pre employment checks medical, questionnaire or interview with health care specialist. Explore any travel to work problems. Within the context of setting standards and establishing if these can be met rather than making assumptions based on circumstances or characteristics. With disabled applicants it may be possible to openly set clear standards and establish what support may be needed. Performance Management, Reward and incentive – it may be appropriate to consider explicitly absence as part of a wider review enables managers to discuss absence, possibly before it’s a problem, as part of a wider discussion about general performance. A number of employer have used a modified balance score card and included absence along side turnover and employee satisfaction. But figures should not be treated over simplistically but looked at quantitatively and qualifiedly. Linking to pay is more controversial but can be effective. It may be more political to link to team or organisation improvement target. Consider the impact of occupational sick pay scheme, always a difficult balance to support the genuine while not encouraging the less scrupulous. Primary an issue of effective management where payment can be withheld or reduced at management discretion. Work organisation and job design – strong evidence to link absence with motivation and job satisfaction. But care must be taken before acting in this area because of the costs and impact of restructuring. Consider what can be done to remove routine jobs, what can be done to involve employee in job related decisions and improve empowerment, consider reorganising to improve reduce isolation Flexible working policies common for much of absence to be linked to domestic responsibilities we know this because we face conflicting commitments from work and home. In some organisation sickness absence may be the only way of taking time out to deal with an emergency. Consider developing flexible arrangement particularly where predictable arrangements are less of an issue, respond to flexible requests for part time and job sharing , allow shift patterns or generate shift work to fit in with school commitments and develop home and tele-working for more flexibility Occupational Health initiatives – introducing these will be of benefit where they are linked to the causes of absence Development for stress management policies and practices Improvement of working conditions and environment Employee assistance and counselling Support polices on smoking and substance abuse Health screening Sport and fitness