We both have to confess upfront here that neither of us finds this the most interesting topic in HR. But it is one that occupies the time of many a HR professional all the same.
Most companies separate absence into short term and long term. Then there is the category of acceptable and understandable absence (think operations and long term health conditions) and not so acceptable and understandable absence. The unplanned, disruptive, or dare we say it, not-particularly-justified absence.
Absence costs organisations. It costs in terms of sick pay, it costs in terms of work that doesn’t get done and it costs in terms of overtime to cover those who aren’t around. No wonder then it gets much attention from HR and line managers alike.
Like we have said often already, there is no set standard as to what is a ‘good’ or even desirable absence rate. Different industries with different types of jobs will vary hugely. UK averages tend to run at around six or seven days per employee per year, but this average both includes and somewhat hides vast differences from place to place.
When it comes to causes of absence, whilst organisations will vary, there are similarities and generalities too. You can be fairly sure that somewhere in the top reasons for absence everywhere will be stress, musculoskeletal and the traditional coughs, colds and stomach bugs. Public sector absence is a bit higher normally than private sector, certainly in the UK. The other similarity is that most organisations would like to see their own particular absence rate reduce.
When it comes to managing absence, there is little new to say about how to do it. Conducting effective return to work interviews is still one of the most effective ways of managing short term absence. Taking specialist occupational health advice is also key, as is supporting phased options to help people return to work wherever possible. Skilling your line managers in having the right sort of absence conversations is also right up there in terms of how to reduce problematic absence.
What has changed in more recent years is that organisations are increasingly taking a proactive approach to health and wellbeing, and working on preventing ill-health occurring. More coming up on that in our later chapter on Wellbeing.
Of course absence isn’t the only problem associated with ill health. There is presenteeism too: people coming to work when they are unwell, which can be detrimental to them and their job. Presenteeism is sometimes caused by fear; fear of what a manager will do, or fear of losing a job when the economy or business is in difficult times. It isn’t unusual to see absence go down during periods of redundancy or economic downturns, as people don’t want absence to count against them.
Recommendations for dealing with absence:
• Understand your own absence drivers at a deep level. Overall percentages or total working days lost is just the start. You need to deeply understand what drives absence, what impacts on it, where and when it occurs. Only then can you design the best solution.
• You will need some sort of standards for unacceptable absence. They can be whatever you need them to be for your organisation, as long as they are effectively communicated. However, whatever you use, they are only part of the story – apply common sense and look at the whole picture.
• Treat each case on its own merits, especially where disability is concerned.
• Link your reactive absence management with something proactive – even if it isn’t on a big or expensive scale. Prevention is better than cure!
• Train your managers on how to manage absence effectively. As the primary point of contact with the employee, they are going to be the ones who will make the difference.
• Give as much support as you can to employees with serious long term health conditions. It should go without saying, but our experience sadly it doesn’t. There are few things worse in life than being diagnosed with a condition like cancer for example. Work has the power to make this easier or more difficult. Don’t be the one to make it difficult – and make sure your managers know this too. The best question to any manager who isn’t doing what you would hope them to do is simply this: if it was you, or a member of your family, how would you want to be treated?
• Don’t make any assumptions about anyone with a long term health condition or undergoing treatment. For every employee who wants to stay at home and have nothing to do with work, there is another who will want to work all the way through it. Just ask.
• If you have an absence problem at your place, resist the urge to fiddle with the policy. Your policy only provides the structures which deal with absence – the chances are this will have the least impact as changing the policy will address the symptom but not the underlying cause of the problem. Do the other stuff mentioned here instead first.
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