In the first instalment of Monitoring Staff Absenteeism, we looked at the tools that a HR professional can use to collect data related to absenteeism and then how that data can actually be used. This time, we take it one step further by using the data to analyse the reasons for a high incidence of absence in your organisation.
Determining the Cause of Absences
A wide range of factors, such as medical factors, organisational and role factors and external and social factors can cause absences. It can also be influenced by the individual characteristics of the employers, for example age, gender, and length of service.
Absence tends to be higher in areas where work is boring or unsatisfying, where there is a high workload and stress, in larger organisations, and also in organizations where sick pay is more generous. If job roles are unclear or additional responsibilities have been added over time this extra stress can also add to absences.
If absences appear to be higher in areas where work is probably boring and unsatisfying then HR should try to take steps to make the work more varied or interesting. If job roles and responsibilities have become unclear then job roles and work plans need to be revised and extra training given. If HR does not use any qualitative data then it could miss the causes of absences, for example, dissatisfaction or boredom with job duties.
Absence is usually higher when employees have excessive workloads or at times when workloads increase, or when job security is uncertain and people feel a lack of control over their working conditions. If you can identify a high absence level and your workplace is experiencing these problems then it would be beneficial to take steps to reduce workload and improve employee・s perception of their job security.
Absenteeism also tends to be higher in larger organisations because employees feel that the organisation will not be significantly affected by their absence. If absence appears to be higher in larger work groups or departments, HR may want to consider breaking down working units into smaller teams to make employees realise the impact their job has on those around them.
Absence also tends to be higher where sick pay entitlements are more generous and where organisations have not considered whether they are supporting employees who are genuinely sick and those who may be unjustified. If so, the organisation may need to make sick pay entitlements stricter by insisting on medical certificates, for example.
In organisations where the management style is perceived of as uncaring or aggressive, employees may feel less committed to turn up for work. Management training can help alleviate this.
The health and safety records of an organization can be compared to other organizations to ensure that work-related injuries are kept at a minimum. If there is a high incidence of work related injuries the organisation should review their occupational health and safety practices. Employees also may allow their own domestic lifestyle to affect their ability to attend work. Some lifestyle issues would include drinking, drugs, or smoking. The organization can assist their employee・s health through campaigning, support, counselling, or even provision of exercise facilities. The organisation may wish to screen individuals through drug testing or fielding specific questions during initial interviews.
Some absences derived from genuine ill health may be possible to prevent with medical or other action to reduce possible impacts. The organisation may need to look at working conditions to reduce stress or ill health derived from the workplace. Additional action can be taken to improve the general health such as diagnostic or preventative clinics, health education, support or providing health club membership.
External and social factors also affect attendance. Some employees may think it is easier or more socially acceptable to call in sick as opposed to arriving late or due to other domestic commitments such as childcare. Travel logistics also affect absence. Absence levels tend to be higher where journeys to and from work are longer or more problematic. Increased flexibility in working hours or patterns may be used to address these kinds of issues. Support for working from the home, childcare, or provisions for ．carer・ or ．emergency・ leave, and providing travel support can also be incorporated into the organisation・s HR ethos.
If your organisation is experiencing absence problems or if you would just like to improve overall attendance, an approach that is comprehensive, balanced, and targeted should be communicated clearly and applied consistently. Although some absence is outside of HR・s control, levels of absence can be reduced when positive policies are introduced to not only improve attendance but also to improve working conditions and staff morale.
Source: HR Magazine
