hr contemporory issues project

7/31/2019 HR Contemporory Issues Project

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Table of contents

Absenteeism: Introduction.

Research information about absenteeism.

Real life situations/ case studies.

Recommendations.


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Introduction

Definition:

Absenteeism is a habitual pattern of absence from aduty or obligation. Traditionally, absenteeism has been

viewed as an indicator of poor individual performance,as well as a breach of an implicit contract betweenemployee and employer; it can be seen as a managerialproblem, and framed in economic terms.

More recent scholarships seek to understandabsenteeism as an indicator of psychological, medical,or social adjustment to work.

Absenteeism


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Types of Absenteeism:

Authorized Absenteeism:

If an employee absent himself from work by takingpermission form his superior and applying for leave

Unauthorized Absenteeism:

If an employee absent himself from work withoutinforming or taking permission and without applying forleave.

A- Absenteeism


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Willful Absenteeism:

If an employee absents himself from duty willfully

Absenteeism caused by circumstances beyondOnes Control:

If an employee absent himself from duty owing tothe circumstances beyond his control likeaccidents or sickness.

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The causes of absenteeism may include:

serious accidents and illness

low morale

poor working conditionsboredom on the job

lack of job satisfaction

inadequate leadership and poor supervision

Personal problems (financial, marital, substanceabuse, child care etc.)

poor physical fitness

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The causes of absenteeism may include: Transportation problems.

The existence of income protection planscollective agreement.

Benefits which continue income during periodsof illness or accident.

Workload stress.

Employee discontent with the workenvironment.

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Costs of absenteeism:1- Administrative costs

Payroll costs for temporary staff.

Overtime may have to be scheduled to fill positions left by absentstaff.

Reduced productivity - managers may have to shut down

departments or reduce

Administrative costs associated with rescheduling staff or hiringstaff.

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2- Financial costs

Indirect costs are represented by:

The employee's absence affects coworkers and slows down aproject's completion.

The absent employee's work is "covered" by coworkers, a

temporary worker, "floaters," or the employee's supervisor.

An example supply of replacement workers slows but does notstop the "bleeding."

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Recommendations

4 steps to get absenteeism under control :

1. Set a clear policy:

Distribute a policy indicating when and under what

conditions an employee will be paid (or not paid) forabsences. Set a maximum.

The policy should indicate types and stages of disciplinethat will apply to employees who violate the policy.

Variations include no-fault policies, which count allabsences toward an established maximum, or those thatdifferentiate between excused and unexcused absences.

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2. Always document absencesDocumentation is a cardinal rule in any

activity for which an employee may be

disciplined. Keep attendance/absencerecords for all employees.

Does dealing with employee leave requests

make you want to take leave?


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3. be consistent

Supervisors should clearly understand theirresponsibilities for recording absences, counselingchronically absent employees and handing outdiscipline.

Yet, you must build enough flexibility into your

absenteeism policy to allow for specialcircumstancesinclement weather and so forth.Professional arbitrators often back employees if anattendance policy is so rigid it cant accommodateunpreventable problems.

Advice: Make it clear to employees that a sickleave or absenteeism policy is not a benefit to beequated with vacation time or personal leave.

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4. Use progressive discipline:

When youre faced with an employee who ischronically absent, progressive discipline works best:

Oral reprimand. The boss discusses the problem withthe employee, stating that attendance must improve. Ifit doessay, for three monthsthen wipe the slate

clean and expunge the documentation. Writtenwarning. If the problem persists, the supervisor shouldprepare a memo spelling out the problem, the potentialconsequences and the time frame. Have the worker

sign an acknowledgment of receipt. Put this in theemployees personnel file and give him or a copy.

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Final written warning. If attendance doesnot improve based on the predeterminedrules, deliver a final written warning, perhapsaccompanied by probationary status for theemployee.

Termination review. If the problem persists,HR and the supervisor should sit down toevaluate the full range of discharge-related

considerations. Follow through ontermination if the facts warrant it.


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The end.

Thanks for your time.

hr contemporory issues project

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