Sickness absence is a cause of worry for any organisation and high levels of absence can be costly and damaging. So what can be done to reduce levels? Outlined briefly below are a few key points and considerations that will help.
1) Ensure you have an absence management policy – such a policy should set out expectations for satisfactory levels of attendance, along with a number of other essential elements including reporting procedures, the employee’s obligations while absent, conducting return to work interviews, discussing the reasons for the absence, having the ability to contact the employee’s GP and referring to an independent practitioner. Also, the policy should clarify the potential consequences of an unsatisfactory attendance record, through phases of warnings to dismissal. How the sickness policy is implemented can help reduce the length of the absence. For example, making any reasonable adjustments to help their return, also making sure the employee feels they remain an important part of the organisation by keeping in touch regularly and informing them of any updates.
2) Have a culture where the employees feel part of the organisation and enjoy their work – a survey by AON found that 21% of UK workers feigned an illness the last time they took sick leave, a worryingly high level. If people enjoy their job and coming to work they are less likely to feign sickness as they feel part of the organisation they are lying to, and simply put, feel bad about doing such a thing! Having such a culture in place will have more of a positive impact than any absence management policy alone.
3) Implement steps to increase health and well-being within the organisation – this could include undertaking surveys to pinpoint areas of concern within the organisation, reorganising work to reduce stress and provide benefits such as gym membership or health checks that help encourage employees to keep fit, and healthy – and working. Again, this links to an improved culture where employees appreciate the organisation is helping them.
4) Treat abuse as a disciplinary matter – where abuse of the policy is found it should be dealt with as a disciplinary measure. There is nothing more demoralising and demotivating for the majority of staff who do everything right than to see a minority of staff who abuse the policy getting away with it.
If you would like to discuss any aspect this HR article in more detail, please contact our HR consultants at info@connectivebusiness.co.uk