EMPLOYMENT CASE LAW / HUMAN RESOURCE MANAGEMENT – absence management
The issue of sick leave and management of absence is an area which can present significant challenges and frustrations to Employers with no simple or instant fixes. Reasons for sick leave can vary and may relate to the Employee concerned, the work carried out by the Employee and the type of working environment in which they operate.
A number of factors can be considered and addressed as part of organisational efforts to address individual instances of absence, minimise overall sick leave absenteeism levels, and promote overall health and well being levels within the workplace.
An effective approach to absence management is one that is well defined and enables an Organisation to understand the levels and associated causes of absence from work and proactively supports Employees return to work following sick leave. Furthermore, such an approach provides for the taking of effective action against the typically small number of Employees whose absence levels are a cause of concern, an approach in which absence is noted, addressed on a timely, consistent and objective basis.
Recording Absence:
The measurement and monitoring of attendance levels is essential in order to determine individual and overall levels of sick leave absence and whether it is an area to be addressed. Analysis of sick leave absence data can occur at an organisational level in order to gain an understanding of the overall rate of sick leave, and an individual level to allow identification of concerns in regard to absence levels at an Employee level.
Individual sick leave absence can be measured in a variety of ways. For example, the Bradford factor is an example of a method used to measure Employee absenteeism based on the perspective that single incidents of unplanned sick leave can be more disruptive to an Organisation than a single spell of longer term sick leave absence.
The formula adopted measures the number of individual instances of absence and the length of time of each instance of absence in order to determine an overall ‘score’ for each Employee. Whilst ensuring data is obtained on individual levels of sick leave absence, decisions as to potential steps to be taken to address any concerns which may arise should not be made on the basis of such data alone. Communication and discussion of concerns with the Employee and consideration of the individual circumstances should form key elements as part of the management and addressing of concerns.
The role of Line Managers
Line managers have a critical important role to play in the management of absence. Clarity in communication and the ability to create a trusting culture between Line Manager and Employee is vital so that any concerns from either person can be ‘flagged’ at an early stage. An ability to spot the early warning signs of a potential concern along with the provision of appropriate support or advice can also help to ‘nip matters in the bud’ before matters escalate.
Managing Absence from the Workplace
Steps which can be taken in managing short-term absence include:
As part of an overall approach to promoting health and well-being within the workplace, better understanding and insights as to factors related to short-term and long-term sick leave absence within an Organisation can assist in determining the types of initiatives to focus on as part of an overall Employee health and well-being programme.
A number of factors can be considered and addressed as part of organisational efforts to address individual instances of absence, minimise overall sick leave absenteeism levels, and promote overall health and well being levels within the workplace.
An effective approach to absence management is one that is well defined and enables an Organisation to understand the levels and associated causes of absence from work and proactively supports Employees return to work following sick leave. Furthermore, such an approach provides for the taking of effective action against the typically small number of Employees whose absence levels are a cause of concern, an approach in which absence is noted, addressed on a timely, consistent and objective basis.
Recording Absence:
The measurement and monitoring of attendance levels is essential in order to determine individual and overall levels of sick leave absence and whether it is an area to be addressed. Analysis of sick leave absence data can occur at an organisational level in order to gain an understanding of the overall rate of sick leave, and an individual level to allow identification of concerns in regard to absence levels at an Employee level.
Individual sick leave absence can be measured in a variety of ways. For example, the Bradford factor is an example of a method used to measure Employee absenteeism based on the perspective that single incidents of unplanned sick leave can be more disruptive to an Organisation than a single spell of longer term sick leave absence.
The formula adopted measures the number of individual instances of absence and the length of time of each instance of absence in order to determine an overall ‘score’ for each Employee. Whilst ensuring data is obtained on individual levels of sick leave absence, decisions as to potential steps to be taken to address any concerns which may arise should not be made on the basis of such data alone. Communication and discussion of concerns with the Employee and consideration of the individual circumstances should form key elements as part of the management and addressing of concerns.
The role of Line Managers
Line managers have a critical important role to play in the management of absence. Clarity in communication and the ability to create a trusting culture between Line Manager and Employee is vital so that any concerns from either person can be ‘flagged’ at an early stage. An ability to spot the early warning signs of a potential concern along with the provision of appropriate support or advice can also help to ‘nip matters in the bud’ before matters escalate.
Managing Absence from the Workplace
Steps which can be taken in managing short-term absence include:
- Undertaking of return-to-work interviews regardless of length of absence
- Use of trigger mechanisms such as the Bradford Factor to review / measure levels of attendance
- Undertaking of disciplinary procedure or other action for unacceptable absence levels / failure to adhere to sick leave reporting policy / procedure
- Restriction / suspension of discretionary sick pay
- Provision of training to Line Managers
- Utilising of EAP and Occupational Health professionals.
- Keeping in contact with the Employee during absence
- Utilising Occupational Health in order to obtain medical guidance / expertise
- Giving consideration to any workplace adjustments required as part of a return to work plan, enhancing the likelihood of a successful return to work.
- Upon return to work, ensuring ‘check in’s’ take place with the Employee to ascertain how the Employee is progressing and any further supports required to reduce the likelihood of any future absence occurring.
As part of an overall approach to promoting health and well-being within the workplace, better understanding and insights as to factors related to short-term and long-term sick leave absence within an Organisation can assist in determining the types of initiatives to focus on as part of an overall Employee health and well-being programme.
