absence september 2010

Slashing absence levels

by Fluid

September 2010

Contents3-4 Introduction to Fluid5-6 The managerial reprimand

model7-9 Dealing with poor performance10-11 Dealing with a newcomer’s poor

performance12-13 Engagement and performance14-15 Give feedback, get back

performance16-17 Five traps of performance

measurement18-19 Benchmarking performance20-21 Conducting performance or

performing conduct22-23 The corporate prisoner24-25 Fuelling the fire26-27 How can HR and Training raise

performance?28-29 Case study-Mantech30-34 High performing organisations35-39 Finishers, maxperformers, elite

performersand star teams

40-42 Crystal ball time43-44 Conclusion and questions

Introduction

Introduction to Fluid• Fluid Consulting Limited (Fluid) is a specialist

human resources consultancy headed by Tim Holden MCIPD

• 10 years in banking• 10 years in Human Resources consultancy• Fluid trading since 2006• The core services provided by Fluid are:

- Retention- Selection- Attraction- Remuneration & Reward - Outplacement- Training & HR consultancy

Statistics

Statistics 1 of 2

• Age-related annual averages• One-day sickies come from the low paid• …and the young, but older workers take

their time to recover• Top dogs stay sick for longer, but middle

managers suffer the real stress…• Who are sicker-men or women?• Low paid mothers are the most vulnerable• Flex appeal

Statistics 2 of 2

• Effect on company performance• Sickness or genuine illness?

Managing absence

Managing absence

• Put a policy in place• Define the roles• Recognise the role of line managers• Act consistently• Don’t make assumptions• Record absences accurately• Make good use of your data• Obtain professional advice• Be more proactive

Biggest challenges

Biggest challenges

• Measuring absence• Having difficult conversations• Developing an absence policy that triggers

action• Engaging and motivating employees

Legal considerations

Legal considerations 1 of 3

• Provide that sick pay entitlement is discretionary

• Keep detailed records regarding persistent short-term absences

• Train managers to enforce absence management standards

• Make provision for requiring evidence of sickness

• Hold back-to-work rules• Consider attendance bonuses, appraisals

or ‘name and shame’ techniques

Legal considerations 2 of 3• Have an up-to-date absence management

policy• Exercise the policy consistently• Consider any underlying reasons for

absence such as bullying or unsafe working practices

• Ensure that HR, occupational health and management communicate what a returning employee can and can’t do

• Consider medical evidence carefully• Bear in mind dismissal should be on the

grounds of ‘some other substantial reason’

Legal considerations 3 of 3• PEREDA v MADRID MOVILIDAD S.A.• ECJ• Ramifications• Verification• Defence• Key points

Exercise A

Health & wellbeing

Health & wellbeing

• Diet• Exercise• Obesity• Smoking• Substance abuse• Yoga

Developing an attendance culture

Developing an attendance culture

• Identify problem areas• Look at the work environment• Think about the wider issues• Communicate your policy• Reinforce your values• Educate your employees• Consider flexible working• Gain senior commitment

Manage attendance not absence

Manage attendance not absence 1 of 2

• Make it clear that the expectation is 100% attendance; most people will maintain this most of the time

• Measure and report attendance; what gets measured gets done

• Intervene quickly; why make those who need support wait?

• Communicate regularly and sensitively-both employer and employee should keep in touch

Manage attendance not absence 2 of 2

• Be prepared to pay to keep employees working; there may be a business case for supporting rapid intervention

• Seek advice-don’t settle for an interested non-specialist. Invest in robust expert occupational health advice from registered specialist nurses and doctors

Line managers and absence levels

Line managers and absence levels

• Significant reduction in absence• Some reduction in absence • Initial increase due to improved record-

keeping• No change• Some increase in absence• Significant increase in absence

Return to work interviews

Return to work interviews

• Private sector services, manufacturers, public sector

• 1-249 employees, 250-999 employees, 1000+ employees

• Use of return to work interviews• Information formally recorded in a return

to work interview

Exercise B

Smaller employers

Smaller employers

• Don’t have expensive day-one reporting systems

• Know the people personally• Don’t tend to have employment contracts

that encourage absence• Don’t have HR departments so line

managers have to do what they are paid for and manager their people

• They use specialist occupational health experts when needed

Stress

Stress

• Work-life balance initiatives• Training managers in stress awareness• Regular appraisals where stress is discussed• Risk assessments for compliance with H&S• Cultural change programmes• Performance management• Employee assistance programmes• Counselling services• Psycho-social risk assessments• Stress policy

Nurse-led absence management

Nurse-led absence management• Medical advice from nurses speeds up recovery

and having a formal process deters unnecessary absence

• Consistent processes and management information highlights ‘trouble spots’ and drives accountability of both employees and managers

• Integrating absence management into web systems ensures compliance with HR policies-in particular completion of return-to-work interviews and trigger point reviews

• Early intervention and proactive management of ‘difficult’ cases such as stress reduces long-term absence and litigation risk

Long-term absence

Long-term absence• Phased return to work• Preparing a return-to-work plan with the

employee’s involvement• Phoning the employee• Commissioning a specialist’s report on the

employee’s condition• Visiting the employee at home• Getting advice from a specialist on the

employee’s condition• Conducting return-to-work interview on return

from long-term sick leave• Getting a report from the employer’s GP

Rehabilitation after absence

Rehabilitation after absence

• Communicate• Be accessible• Invest in your people• Think long-term• Get expert advice

Statistics: mental ill-health

Statistics: mental ill-health 1 of 2

• Public sector employees take on average 24 days for each mental health-related sickness absence, compared to 20 days in the private sector

• Employees up to the age of 24 take on average 17 days for each absence, rising to an average of 36 days for employees in the 55-65 age bracket

• Men take on average 20 days for each spell, whilst women take on average 22 days

Statistics: mental ill-health 2 of 2

• An employee suffering depression takes on average 30 days off

• The average length of time off work for someone suffering from stress is 21 days

• An employee suffering with anxiety takes 21 days off on average

Case studies

Case studies 1 of 2

Case studies 2 of 2

Exercise C

Conclusion & Questions

Conclusion

• Summary• Questions

absence september 2010

Business