The document discusses the role of HR in managing employee absence. It notes that accurate absence recording allows employers to identify trends, address underlying causes, and reduce costs. Return to work interviews and electronic trigger systems are commonly used to manage short-term absences. Stress is a primary cause of long-term absence. Wellbeing initiatives can benefit both employees and employers by resolving issues and engaging workers. Comprehensive absence reporting provides insights into costs and informs absence policies.
Absenteeism and Training (Human Resource Management)Maha H
The document discusses causes of high absenteeism and turnover in organizations and remedies to reduce them. It identifies several causes such as poor working environment, pay, stress, work routine, transport problems, poor supervision, personal problems, lack of job satisfaction, and poor working conditions. Suggested remedies include improving the working environment, introducing benefits, reducing stress through better workload management, implementing job rotation, providing transportation, increased supervision and incentives, counseling for personal issues, training, and improving working conditions. The document also discusses identifying individuals for training, setting objectives, using effective training methods, and qualifications of trainers to ensure effective training programs.
Toronto Training and HR provides training and consulting services to help organizations reduce costs and improve employee engagement. The document discusses various topics related to absence management including measuring absence, managing short and long-term sickness, presenteeism, musculoskeletal disorders, and return to work programs. It emphasizes the importance of clear policies, training managers, early intervention, and workplace adjustments in effectively managing employee absence.
The direct and indirect costs associated with Employee Health & Happiness has shifted Employee Wellness from voluntary benefit to Strategic Imperative. HR is on the front lines of this fight. Are you ready?
Employee Health & Happiness lives at the intersection of employee's personal goals and employer's financial ones. Recruiting, developing, and retaining talent is no longer enough to remain competitive. Companies now have to find a way to keep their employees, healthy, happy, and engaged. This shift means that Employee Wellness is now part of the Talent Management Lifecycle and HR has to shift their role from Human Capital Management to Chief Wellness Officer.
Companies are under attack! Not from rising energy costs, foreign competition, or regulatory pressure, but from a steady decrease in employee health & happiness. The "weight" of this problem is falling on the bottom lines of companies in the form of rapidly increasing costs and rapidly decreasing employee productivity and engagement. Once thought to be an involuntary benefit, Employee Wellness is now being discussed in corporate board rooms all over the world as a critical element of business strategy. HR is expected to understand and manage the risk associated with this problem and create a sustainability strategy that includes health & happiness. This eBook discussed the economics of this fight and how the war talent is now happening in the gym and cafeteria.
Downsizing refers to permanently reducing a company's workforce through layoffs and restructuring. There are several reasons for downsizing, primarily to increase efficiency and profits by cutting costs. Common methods include replacing human workers with machines, outsourcing jobs, or shutting down entire divisions. While downsizing aims to make companies "leaner and meaner", it also has disadvantages like losing skilled workers and hurting employee morale. Managing layoffs well through support services can help minimize the negative impact.
Economic Navigation And Leveraging Your Human Capitalseelkunde
This document discusses the risks of unsustainable cost reduction strategies, particularly those taken as a knee-jerk reaction during economic downturns. It notes that while organizations may need to cut costs in the short term, extreme measures can damage company culture and human capital over the long run. The document advocates assessing human capital investments and avoiding slash-and-burn approaches. It also stresses the importance of communication with employees and continuing professional development programs despite budget cuts.
Absenteeism and Training (Human Resource Management)Maha H
The document discusses causes of high absenteeism and turnover in organizations and remedies to reduce them. It identifies several causes such as poor working environment, pay, stress, work routine, transport problems, poor supervision, personal problems, lack of job satisfaction, and poor working conditions. Suggested remedies include improving the working environment, introducing benefits, reducing stress through better workload management, implementing job rotation, providing transportation, increased supervision and incentives, counseling for personal issues, training, and improving working conditions. The document also discusses identifying individuals for training, setting objectives, using effective training methods, and qualifications of trainers to ensure effective training programs.
Toronto Training and HR provides training and consulting services to help organizations reduce costs and improve employee engagement. The document discusses various topics related to absence management including measuring absence, managing short and long-term sickness, presenteeism, musculoskeletal disorders, and return to work programs. It emphasizes the importance of clear policies, training managers, early intervention, and workplace adjustments in effectively managing employee absence.
The direct and indirect costs associated with Employee Health & Happiness has shifted Employee Wellness from voluntary benefit to Strategic Imperative. HR is on the front lines of this fight. Are you ready?
Employee Health & Happiness lives at the intersection of employee's personal goals and employer's financial ones. Recruiting, developing, and retaining talent is no longer enough to remain competitive. Companies now have to find a way to keep their employees, healthy, happy, and engaged. This shift means that Employee Wellness is now part of the Talent Management Lifecycle and HR has to shift their role from Human Capital Management to Chief Wellness Officer.
Companies are under attack! Not from rising energy costs, foreign competition, or regulatory pressure, but from a steady decrease in employee health & happiness. The "weight" of this problem is falling on the bottom lines of companies in the form of rapidly increasing costs and rapidly decreasing employee productivity and engagement. Once thought to be an involuntary benefit, Employee Wellness is now being discussed in corporate board rooms all over the world as a critical element of business strategy. HR is expected to understand and manage the risk associated with this problem and create a sustainability strategy that includes health & happiness. This eBook discussed the economics of this fight and how the war talent is now happening in the gym and cafeteria.
Downsizing refers to permanently reducing a company's workforce through layoffs and restructuring. There are several reasons for downsizing, primarily to increase efficiency and profits by cutting costs. Common methods include replacing human workers with machines, outsourcing jobs, or shutting down entire divisions. While downsizing aims to make companies "leaner and meaner", it also has disadvantages like losing skilled workers and hurting employee morale. Managing layoffs well through support services can help minimize the negative impact.
Economic Navigation And Leveraging Your Human Capitalseelkunde
This document discusses the risks of unsustainable cost reduction strategies, particularly those taken as a knee-jerk reaction during economic downturns. It notes that while organizations may need to cut costs in the short term, extreme measures can damage company culture and human capital over the long run. The document advocates assessing human capital investments and avoiding slash-and-burn approaches. It also stresses the importance of communication with employees and continuing professional development programs despite budget cuts.
Human Resource Management - G.O.L TEAM by Mr. Sherif Osman Mostafa Mahmoud
This document discusses strategies for managing employee behavior issues and conflicts. It covers discipline processes, performance management, complaint investigation and resolution, and alternatives to formal dispute resolution like arbitration. The key aspects of an effective discipline process are clearly defined rules, a system of progressive consequences, and a formal appeals process. For performance issues, managers should investigate, conduct performance meetings, develop improvement plans, and document the process. Complaints should be reviewed promptly and investigated thoroughly and confidentially.
Creating successful payroll giving programs. There are 10 simple ways to boost participation in payroll giving programs: 1) Engage senior leadership support; 2) Communicate regularly with staff about impact of donations; 3) Keep the program highly visible across the business. Making sign-ups easy, tying the program to other community events, recognizing donors and ambassadors can also increase participation. Research found limited time and resources present barriers to success.
REASONS FOR SEPARATION
Voluntary Separation
Professional reasons
Personal reasons
Involuntary Separation
Health problems
Behavioral problems .
Organizational problem
TYPES OF EMPLOYEE SEPARATIONS
Voluntary Separations
Quits
Voluntary Retirements System
Involuntary Separations
Dismissal / Termination
Retrenchments
Retirement
Layoff
Death
Ring central engage-whitepaper-empowering-agentsClubCX
This document provides guidance on empowering agents in customer service organizations to adapt to changing customer expectations. It discusses the limitations of traditional top-down organizational models and proposes adopting a "team of teams" approach that gives agents more autonomy while staying aligned with company goals. Key benefits of this model include improving the agent experience to increase retention, enabling agents to better meet customer needs across multiple channels. The document outlines considerations for transitioning to this model, such as assessing organizational readiness, defining performance metrics, setting objectives and results frameworks, and increasing transparency.
(1) Downsizing at British Telecom involved significant workforce reductions from the late 1980s through the mid-1990s as BT restructured and reduced costs in response to industry changes. (2) BT implemented both voluntary and involuntary redundancy programs, with the largest in 1992 accepting over 30,000 applicants which was far more than anticipated. (3) Survivors experienced increased workloads, uncertainty, and stress as well as feelings of anger, guilt, and loss over departed colleagues which negatively impacted morale and commitment if not properly managed.
This document discusses a survey of finance executives at manufacturing companies about their human capital strategies.
1) Most manufacturers plan to increase hiring over the next two years while keeping labor budgets steady, indicating they will need to maximize productivity from existing and new employees.
2) Finding skilled employees is becoming more difficult and competitive due to high demand, regional factors, and an aging workforce.
3) While cost control remains important, most manufacturers will primarily focus on improving recruitment, retention, training and development to maximize workforce output and productivity over the next two years.
Half day open training event held in London on sickness absence and persistent lateness. Explained the link between employee engagement and absenteeism to the audience of HR professionals, small business owners and departmental managers.
This document discusses how human resource management must adapt to dynamic internal and external environmental factors. It outlines various technological, economic, political, social and local factors that influence HRM. It also discusses how organizations can manage workforce diversity and deal with issues like downsizing through effective HRM strategies. Total quality management and concepts like benchmarking and reengineering are important for organizations to effectively manage human resources in a changing environment.
Restructures, redundancies and transfer of business: Getting it RightRussell_Kennedy
Russell Kennedy lawyers Anthony Massaro and Abbey Sutton presented a Workplace Relations seminar about Restructures, redundancies and transfer of business on Wednesday 30 March 2016.
Managing Long Term Absence Handout Slidesneilawilson
This document provides guidance on managing long term employee absences. It discusses keeping in regular contact with absent employees, considering workplace adjustments, using medical advice, planning and implementing return to work, and addressing potential disability discrimination issues. Formal meetings should be properly noticed and documented, and a phased return or adjustments to duties may be appropriate. Dismissal for long term absence issues should only occur through proper procedures.
This presentation summarizes different types of leave and absence programs for employers, including short-term leaves like illness, personal time off, and bereavement as well as long-term leaves like disability, family medical leave, and workers compensation. It discusses policy issues around notice requirements, statutory leave laws, and disaster management. The presentation also outlines procedural issues for supervisors in managing leave like reporting absences, responding to requests, accommodations, verification processes, and pay/benefit continuation.
Managing Sickness Absence - Employment Workshop Pat Coyle
Employee absence can be a significant cost to businesses and effective sickness absence management involves finding a balance between providing support to help employees with health problems stay in and return to work and taking consistent and firm action against employees who try to take advantage.
This session gives an informative overview of sickness absence, focussing on:
Putting procedures in place
Managing absence
Return to work
Problem areas - pregnancy related illness; holidays & sickness; notice pay
Long term absence
Dismissal - capability
Potential claims - unfair dismissal
Disability discrimination
Pregnancy related claims
New proposals for dealing with sickness absence
This document provides instructions for setting up leave management and accrual plans in Oracle HCM. It outlines the steps to define absence categories and reasons, create absence types linked to elements, and establish accrual plans with formulas for calculating and carrying over accrued time off. Setting up accrual plans automatically generates five associated elements to track employee balances and accrual details. The accrual plans can then be assigned to employee jobs.
This document discusses managing sickness absence, including short-term and long-term absence. It addresses when absence becomes an issue, return to work interviews, disciplinary action, and managing long-term absence and disability-related absence. The employer must obtain medical evidence, consider reasonable adjustments for disabled employees, and avoid discrimination based on disability.
This document provides an overview of reducing absenteeism in the workplace. It discusses definitions of different types of absences, reasons for absence, costs of excessive absence, factors that influence rates in Canada, legally reducing unscheduled absences, return to work interviews, attendance bonuses, problems with absence records, and tackling absence. The document contains information to help employers understand and manage absenteeism through establishing clear policies, engaging managers, addressing underlying causes, and focusing on communication and early intervention.
A study on procedures for handling absenteeism conducted at kalyani global en...Projects Kart
The document discusses procedures for handling absenteeism at Kalyani Global Engineering Private Ltd in Mysore, India. It begins with an introduction on absenteeism and its costs. The objectives of the study are to identify reasons for absenteeism and steps to decrease it. The scope is Kalyani Global, which manufactures brakes. The study methodology includes a questionnaire and statistical analysis. Limitations include its academic scope and inability to access all information. Finally, it provides an industry and company profile, outlining Kalyani Global's vision, products, and customers.
Absenteeism and job satisfaction at metcut tooling ltd project report mba hrBabasab Patil
This document provides an outline for a report on absenteeism and employee satisfaction at Metcut Private Limited in Hubli. It includes sections on the executive summary, introduction of the company, outline of the study, departments studied including organization chart, absenteeism including meaning, types, features, reasons and measures to control it. It also includes sections on job satisfaction, questionnaires, limitations, suggestions and conclusion.
The document discusses developing a strategic approach to absence management. It covers collecting absence data, analyzing trends, reviewing causes of absence, and managing both short-term and long-term absence. The key aspects are having clear policies and procedures, communicating standards, supporting genuine needs for absence while addressing problem absence, and maintaining contact and support for employees during and after long-term absence.
The HR Managers Guide to Employee EngagementSage HRMS
How can your company increase employee engagement and retain top performers? In this guide, we will examine some current statistics about employee engagement, show how employee engagement affects companies’ financial performance, and provide tips to effectively increase employee engagement at your company.
Human Resource Management - G.O.L TEAM by Mr. Sherif Osman Mostafa Mahmoud
This document discusses strategies for managing employee behavior issues and conflicts. It covers discipline processes, performance management, complaint investigation and resolution, and alternatives to formal dispute resolution like arbitration. The key aspects of an effective discipline process are clearly defined rules, a system of progressive consequences, and a formal appeals process. For performance issues, managers should investigate, conduct performance meetings, develop improvement plans, and document the process. Complaints should be reviewed promptly and investigated thoroughly and confidentially.
Creating successful payroll giving programs. There are 10 simple ways to boost participation in payroll giving programs: 1) Engage senior leadership support; 2) Communicate regularly with staff about impact of donations; 3) Keep the program highly visible across the business. Making sign-ups easy, tying the program to other community events, recognizing donors and ambassadors can also increase participation. Research found limited time and resources present barriers to success.
REASONS FOR SEPARATION
Voluntary Separation
Professional reasons
Personal reasons
Involuntary Separation
Health problems
Behavioral problems .
Organizational problem
TYPES OF EMPLOYEE SEPARATIONS
Voluntary Separations
Quits
Voluntary Retirements System
Involuntary Separations
Dismissal / Termination
Retrenchments
Retirement
Layoff
Death
Ring central engage-whitepaper-empowering-agentsClubCX
This document provides guidance on empowering agents in customer service organizations to adapt to changing customer expectations. It discusses the limitations of traditional top-down organizational models and proposes adopting a "team of teams" approach that gives agents more autonomy while staying aligned with company goals. Key benefits of this model include improving the agent experience to increase retention, enabling agents to better meet customer needs across multiple channels. The document outlines considerations for transitioning to this model, such as assessing organizational readiness, defining performance metrics, setting objectives and results frameworks, and increasing transparency.
(1) Downsizing at British Telecom involved significant workforce reductions from the late 1980s through the mid-1990s as BT restructured and reduced costs in response to industry changes. (2) BT implemented both voluntary and involuntary redundancy programs, with the largest in 1992 accepting over 30,000 applicants which was far more than anticipated. (3) Survivors experienced increased workloads, uncertainty, and stress as well as feelings of anger, guilt, and loss over departed colleagues which negatively impacted morale and commitment if not properly managed.
This document discusses a survey of finance executives at manufacturing companies about their human capital strategies.
1) Most manufacturers plan to increase hiring over the next two years while keeping labor budgets steady, indicating they will need to maximize productivity from existing and new employees.
2) Finding skilled employees is becoming more difficult and competitive due to high demand, regional factors, and an aging workforce.
3) While cost control remains important, most manufacturers will primarily focus on improving recruitment, retention, training and development to maximize workforce output and productivity over the next two years.
Half day open training event held in London on sickness absence and persistent lateness. Explained the link between employee engagement and absenteeism to the audience of HR professionals, small business owners and departmental managers.
This document discusses how human resource management must adapt to dynamic internal and external environmental factors. It outlines various technological, economic, political, social and local factors that influence HRM. It also discusses how organizations can manage workforce diversity and deal with issues like downsizing through effective HRM strategies. Total quality management and concepts like benchmarking and reengineering are important for organizations to effectively manage human resources in a changing environment.
Restructures, redundancies and transfer of business: Getting it RightRussell_Kennedy
Russell Kennedy lawyers Anthony Massaro and Abbey Sutton presented a Workplace Relations seminar about Restructures, redundancies and transfer of business on Wednesday 30 March 2016.
Managing Long Term Absence Handout Slidesneilawilson
This document provides guidance on managing long term employee absences. It discusses keeping in regular contact with absent employees, considering workplace adjustments, using medical advice, planning and implementing return to work, and addressing potential disability discrimination issues. Formal meetings should be properly noticed and documented, and a phased return or adjustments to duties may be appropriate. Dismissal for long term absence issues should only occur through proper procedures.
This presentation summarizes different types of leave and absence programs for employers, including short-term leaves like illness, personal time off, and bereavement as well as long-term leaves like disability, family medical leave, and workers compensation. It discusses policy issues around notice requirements, statutory leave laws, and disaster management. The presentation also outlines procedural issues for supervisors in managing leave like reporting absences, responding to requests, accommodations, verification processes, and pay/benefit continuation.
Managing Sickness Absence - Employment Workshop Pat Coyle
Employee absence can be a significant cost to businesses and effective sickness absence management involves finding a balance between providing support to help employees with health problems stay in and return to work and taking consistent and firm action against employees who try to take advantage.
This session gives an informative overview of sickness absence, focussing on:
Putting procedures in place
Managing absence
Return to work
Problem areas - pregnancy related illness; holidays & sickness; notice pay
Long term absence
Dismissal - capability
Potential claims - unfair dismissal
Disability discrimination
Pregnancy related claims
New proposals for dealing with sickness absence
This document provides instructions for setting up leave management and accrual plans in Oracle HCM. It outlines the steps to define absence categories and reasons, create absence types linked to elements, and establish accrual plans with formulas for calculating and carrying over accrued time off. Setting up accrual plans automatically generates five associated elements to track employee balances and accrual details. The accrual plans can then be assigned to employee jobs.
This document discusses managing sickness absence, including short-term and long-term absence. It addresses when absence becomes an issue, return to work interviews, disciplinary action, and managing long-term absence and disability-related absence. The employer must obtain medical evidence, consider reasonable adjustments for disabled employees, and avoid discrimination based on disability.
This document provides an overview of reducing absenteeism in the workplace. It discusses definitions of different types of absences, reasons for absence, costs of excessive absence, factors that influence rates in Canada, legally reducing unscheduled absences, return to work interviews, attendance bonuses, problems with absence records, and tackling absence. The document contains information to help employers understand and manage absenteeism through establishing clear policies, engaging managers, addressing underlying causes, and focusing on communication and early intervention.
A study on procedures for handling absenteeism conducted at kalyani global en...Projects Kart
The document discusses procedures for handling absenteeism at Kalyani Global Engineering Private Ltd in Mysore, India. It begins with an introduction on absenteeism and its costs. The objectives of the study are to identify reasons for absenteeism and steps to decrease it. The scope is Kalyani Global, which manufactures brakes. The study methodology includes a questionnaire and statistical analysis. Limitations include its academic scope and inability to access all information. Finally, it provides an industry and company profile, outlining Kalyani Global's vision, products, and customers.
Absenteeism and job satisfaction at metcut tooling ltd project report mba hrBabasab Patil
This document provides an outline for a report on absenteeism and employee satisfaction at Metcut Private Limited in Hubli. It includes sections on the executive summary, introduction of the company, outline of the study, departments studied including organization chart, absenteeism including meaning, types, features, reasons and measures to control it. It also includes sections on job satisfaction, questionnaires, limitations, suggestions and conclusion.
The document discusses developing a strategic approach to absence management. It covers collecting absence data, analyzing trends, reviewing causes of absence, and managing both short-term and long-term absence. The key aspects are having clear policies and procedures, communicating standards, supporting genuine needs for absence while addressing problem absence, and maintaining contact and support for employees during and after long-term absence.
The HR Managers Guide to Employee EngagementSage HRMS
How can your company increase employee engagement and retain top performers? In this guide, we will examine some current statistics about employee engagement, show how employee engagement affects companies’ financial performance, and provide tips to effectively increase employee engagement at your company.
The document provides an overview of a study on employee attrition. It discusses how attrition affects businesses and the objectives of studying attrition factors. A survey was conducted to determine key job factors that influence attrition, including job content, responsibilities, career growth and job context such as work environment and compensation. The study aims to identify whether job content or context has a greater impact on attrition and help predict future attrition rates. It also provides background on attrition in the business process outsourcing industry and common reasons why employees leave their jobs.
This report analyzes employee turnover in the IT industry, specifically within Wipro and Infosys. It defines employee turnover and discusses how the rate of turnover varies between industries and economic conditions. The research objectives are identified as determining the rate of employee turnover, identifying its causes, suggesting measures to reduce it, and analyzing turnover within Wipro and Infosys. Literature on the topic is reviewed which examines causes such as work conditions, lack of promotion opportunities, workload, and poor management. The report aims to understand turnover in order to help companies decrease hidden costs associated with replacing employees.
Organizations need to focus on integrating business processes to obtain efficiencies of operation. While integrating one process to the other is important, it is also important to look inwardly to see if components of individual processes are integrated enough within themselves. An integrated Human Capital Management addresses the human resource issues facing organizations, especially performance and attrition. This paper proposes such an integrated system that is powered by the seamlessness offered by an enterprise application and the optimizing capabilities of an analysis engine.
J008383 (4881) Employee absence report new v3Rosie Hewitt
The document summarizes research conducted by QBE among 50 senior HR professionals in the UK on employee absence. Key findings include that 72% of HR professionals did not know the daily cost of employee absence and 56% said investment in improving return to work rates has decreased. It provides tips for improving return to work rates through early intervention and rehabilitation. While NHS services aim to support returning employees, 64% of HR professionals felt they did not actively support this. The document advises utilizing rehabilitation services provided by employers' liability insurance and ensuring absence costs are understood to demonstrate the value of rehabilitation.
HCM Summer 2020: 3 Keys for a Smooth Transition to the New NormalCBIZ, Inc.
A pandemic has transformed “business as usual” to the “new normal.” As companies forge a path ahead, contact tracing and absence management have become critical transition tools. As well, employers will need to recruit and retain employees to successfully emerge from what has been, in some cases, a devastating blow to the workforce. Learn more in this informative article.
The document discusses employee engagement and organizational stress. It describes an employee engagement program that involves conducting an organizational stress audit to identify stressors impacting employee performance, motivation and productivity. The audit examines 30 common stressors across 7 categories. The engagement program then develops a strategy to address the stressors through remedies like process redesign, technology solutions, career progression opportunities and management style adjustments in order to reengage employees and boost productivity. The document emphasizes that stress has significant financial costs to organizations through increased absenteeism, sickness and reduced performance.
An Analysis Of Attrition Retention Strategy For IT BPO IndustryKristen Carter
The document discusses employee attrition in the IT/BPO industry. It begins by defining attrition as the loss of employees from an organization through resignation, retirement, or other means. High attrition rates can be costly for companies due to training new employees. The IT/BPO industry in India faces high attrition, with rates of 15-35% reported. Previous studies on attrition are reviewed that examined factors influencing attrition. High attrition negatively impacts companies through loss of skilled workers and increased training costs.
The document introduces the Flexible Work Arrangements Modeler, a tool to help organizations assess and measure the effectiveness of implementing flexible work options. The modeler quantifies the financial gains across four impact areas: employer, employee, environment, and society. Key metrics are used to analyze impacts like recruitment savings from reduced attrition, sick leave savings from less stress and better work-life balance, and environmental savings from lower fuel consumption. The modeler helps companies establish, track, and review flexible work arrangements to derive greater value in a cost-effective way.
Employee engagement ideas and best practicesMutual Force
Employee engagement is more than perks and surveys; it requires leadership development and facilitating employee commitment, passion, and well-being. Current engagement programs rely on outdated surveys and rewards that fail to create real change or understand engagement's impact. Leadership development is key, but managers are often not suited or trained to facilitate engagement. Skilled managers set clear expectations, provide tools for success, and recognize employees. When properly developed and integrated into all business areas using quality technology infrastructure, engagement programs boost performance, retention and growth.
Special Report: The Secret to Increasing Workforce Performance through Great ...StaffCircle Ltd
The business marketplace has never been more competitive. Lower barriers to entry, a global audience, rapid product development, and several other areas combine to create a fast-moving, ever-changing environment. Against this shifting background it’s vital to take a step back and look at the most important part of your business — your employees.
Bob Stone from Healthways, a solution provider company at the marcus evans Corporate Benefits Summit 2012, on improving well-being, thereby reducing employee costs and increasing individual and organizational performance.
Interview with: Bob Stone, Co-Founder & Vice President, Healthways
The document provides an economic forecast and discusses whether the economy is on the upswing. It notes that by making proactive recovery plans now, organizations can be better prepared for economic improvement than they were for the downturn. The article also discusses how the federal government's economic recovery programs, such as the American Recovery and Reinvestment Act, are intended to boost sectors like infrastructure, education, and renewable energy in order to stimulate the economy.
This document discusses the importance of employee engagement for businesses. It notes that engaged employees work harder, stay longer with companies, and provide better customer service. The document recommends using social performance management tools to provide frequent feedback, recognition, and meaningful communication to employees in order to increase engagement. These tools can help align individual goals with company goals to improve execution, productivity, service, retention, and overall business performance. The workforce is changing with more millennials and contingent workers who value different things, so companies need new approaches to attract, engage, and retain top talent.
This document is a research paper by Merima Bejtagic-Makic on HR practices during an economic recession. It discusses how the recession has impacted businesses and forced HR managers to cut costs through layoffs, wage reductions, and increased workloads. However, the document emphasizes that the best HR managers avoid major layoffs and focus on retaining talented employees. It then examines several HR strategies used during recessions, such as wage adjustments, employment adjustments, reorganizing work hours, improving communication, and focusing on innovation. The conclusion stresses the important role of HR in driving performance through initiatives like talent management, performance reviews, and leadership development.
A STUDY ON EMPLOYEE ATTRITION AND RETENTION IN MANUFACTURING INDUSTRIESNicole Heredia
This study examines employee attrition and retention in manufacturing industries in Nellore District, Andhra Pradesh, India. The objectives are to understand the reasons for attrition, identify factors that cause employee dissatisfaction, assess employee satisfaction levels, and determine areas where companies can improve retention. A literature review covers previous research on the factors influencing turnover intentions. The methodology section describes a sample survey of 130 employees across various manufacturing industries using a questionnaire. The study aims to provide recommendations to help reduce attrition based on relationships between demographic variables like age, education, and experience with attrition and motivational factors.
Paylite® Human Resource Management Software is an end-to-end HRMS system that meets the ever-growing needs of modern-day workplaces. It makes your HR process streamlined, smart, and swift, replacing the age-old legacy systems with system-driven workflows.
The top modules of Paylite HRMS are Core HR, Payroll, Employee Self-Service, Attendance System, Recruitment Management, Performance management, Onboarding, PRO, along with Mobile Apps for both iOS and Android platforms. To witness the capabilities of the software, book a free demo today https://www.paylitehr.com/request-demo.html
Similar to The Role of HR in managing employee absence - a Vizual white paper (20)
The Role of HR in managing employee absence - a Vizual white paper
1. The role of HR
in managing
employee absence
A Vizual white paper
VIZUAL
Management Solutions Ltd
2. The role of HR in managing employee absence a Vizual white paper
The role of HR in managing absence Approaches to absence management
Almost four in ten employers say the recession has increased their In order for employers to manage and monitor employee absence
organisations focus on reducing absence levels and costs. The there is a need for a clear absence management system. This
largest gaps and subsequent cost saving opportunities are in the needs to enable organisation’s to set out the expectations in terms
areas of preventing absences and addressing the risks before they of attendance and absenteeism and highlight the procedures that
become more costly. should be applied in dealing with both.
This is where HR can provide effective absence management and The most commonly used approach to manage shorter term
promote accountability. Providing accurate records and reports can absences remains the return to work interview with a recorded
illustrate trends and patterns allowing proactive managers to deal 83% of companies opting for this approach, however the use of
with the early indicators of an ineffective department. electronic ‘trigger’ systems is becoming more prevalent. These
systems have the ability to record and highlight various kinds of
holidays, sickness and absence. Allowing you to create variations
Survey results show concern
and different allowance types, and record both full-day and part-
Absenteeism in the workplace remains a challenge for employers, day absences.
with the average cost of absence per employee rising to £692 in
2008 from £666 in 2007. Results provided by the 2009 survey by These Absence Management Systems enable companies to spot
the Chartered Institute of Personnel and Development. trends and patterns in employee absence and discover what the
underlining causes of absence are for there organisation, this in
Minor illnesses are the main causes of short term absence which turn can aid in the reduction of absenteeism.
impact on a business harder than longer term, more manageable
absences such as stress.
Counting the cost of absenteeism
Only 41% of employers asked monitor the cost of absence, and of Based on the cost of absence per employee per year.
those employers that do monitor the cost the three most common
types are occupational sick pay, statutory sick pay and rising cost
of replacement labour.
Absence can be broken down into two main types, Short term and
long term. Short term absence relates to minor illnesses such as
colds, flu and stomach upsets and these form the main cause of
short term illness. Other forms are musculoskeletal conditions such
as RSI and back pain common among manual workforces.
Stress is the number one cause of Long term absence within non
manual workers according to the CIPD survey. More than a quarter
of employers have reported a rise in stress-related absence due
mainly to long working hours and financial concerns.
page 1
References: CIPD: Absence Management Annual Survey Report 2009
CBI: On The Path To Recovery: Absence and Workplace Health Survey 2010
For help managing your employee absence, go to www.time-attendance.co.uk
3. The role of HR in managing employee absence a Vizual white paper
Employee wellbeing
Absence management is not only important to the employer but also
the employees. Over recent years, awareness of health issues and
the impact of lifestyle choices can have on productivity has shown a
rapid increase. Employers have come to recognise the importance
to business of building an actively engaged and healthy workforce,
leading to investment in the wellbeing of their employees.
Through the analysis of absenteeism employers are much more
likely to spot patterns in an individuals working life. This can then be
brought to the employees’ attention making it easier for issues to be
discussed and hopefully resolved. This not only aids line managers
when broaching difficult situations but also makes the employee
aware that there wellbeing is important to the company and that a
resolution is mutually beneficial.
Counting the cost of absenteeism
Based on the average days lost per employee per year.
The results of the CIPD survey showed that employers believe
15% of absence is not genuine, costing the economy £2.52bn a
year, they also recognise the importance of dealing with genuine
absence. This is particularly true of work related absence.
It is important for employers to recognise if a member of their
workforce is persistently absent so that they can use the data they
An organisation’s attendance policy is designed to minimise the have to aid in identifying what the key-drivers are.
business costs of absence by addressing the causes, whether
genuine or not. While the existence of policies is one thing, what is Helping employees work through their absence can ensure that
important is whether they are applied in practice via methods such they are happy, working productively, reduce HR admin time and
as an absence management system. save the company money.
page 2
References: CIPD: Absence Management Annual Survey Report 2009
CBI: On The Path To Recovery: Absence and Workplace Health Survey 2010
For help managing your employee absence, go to www.time-attendance.co.uk
4. The role of HR in managing employee absence a Vizual white paper
Recording absence data Comprehensive reporting
An effective absence management system identifies and addresses A company using an absence system can input specific working
absence causes via accurate recording and this means that casual hours, breaks, lunch periods and overtime rules making sure that
absences, intermittent or patterned absences and disability are every minute of an employee’s working day is accurately recorded.
managed in an integrated manner to optimise risk avoidance. When This information can then be used to create a wide variety of reports
unhealthy behaviour is identified early, it is far more likely that the not only for the company as a whole, but also specific departments
behaviour can change. and even down to individual employees.
Proactive attendance management systems are now widespread These reports can then be used to spot company trends. Around
and have helped to reduce levels of absence over the past 25 years. half of employers (49%) in a recent survey said they believe there
Having the ability to track company holidays and notify supervisors is a definite or possible link between employee absence and the
or line managers when more than a set amount of people are off at start or end of the week, and a similar proportion believe there is a
any given time is particularly advantageous. It allows companies to definite or possible link to summer, Christmas or school holidays.
plan what there core staff should be so that if an employee requests
a holiday which takes there department below this base line they By using absence management software a business can create a
are notified immediately. report to show absence rates for specific periods of time. A good
example of this includes looking back historically and to see exactly
what proportion of the workforce were off during a national event
such as a sports tournament. This data can then be used to track
must see matches to see whether certain individuals are specifically
taking time off during their chosen games. Authorised absences can
then be seperated from the unauthorised absences.
This level of functionality not only helps employees to know exactly
who should be working when, but it can also be used to back up any
absence related disciplinaries, with accurate calendars and reports
at the touch of a button.
Monitoring attendance and absence of employees accurately and
Conclusion
efficiently can save a company time and money. This is particularly
true of large organisations where absence rates are proven to be There is no ‘quick win solution’ to managing absence, and one size
higher. For example if you take a company who is using a manual does not fit all – but neither is it impossible to reduce absence nor
method of tracking the attendance of employees the chances of technically difficult to find the right solution.
those records being kept accurately are significantly lower than
those adopting an electronic absence management system. The What is required is a system of initiatives, focused primarily on good
reasons for this could range from human error to the falsifying of quality leadership handling absences, linked to an absence and
timesheets. performance management system.
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References: CIPD: Absence Management Annual Survey Report 2009
CBI: On The Path To Recovery: Absence and Workplace Health Survey 2010
For help managing your employee absence, go to www.time-attendance.co.uk