reducing absence rates february 2012

Reducing absence rates

by Toronto Training and HR

February 2012

Contents3-4 Introduction to Toronto Training and HR5-6 Measuring absence7-8 Job strain model9-10 Absence for personal reasons11-13 Managing sickness absence14-18 Presenteeism19-21 Lateness 22-24 What absence policies need to contain25-29 Short-term absence30-33 Long-term absence34-37 Stress 38-42 Musculoskeletal disorders (MSDs) in Canada43-45 Adjustments for disabled employees46-50 Making return to work a success51-52 Questions managers ask about absenteeism53-55 Training line managers56-57 Case study58-59 Conclusion and questions

Introduction

Introduction to Toronto Training and HR

• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden

• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR

are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Measuring absence

Measuring absence

‘Lost time’ rateFrequency rateBradford factor

Job strain model

Job strain modelLow psychological demands

High psychological demands

High job control

Low strain Active

Low job control

Passive High strain

Absence for personal reasons

Absence for personal reasons

Working conditions (physical environment,job stress, employer–employee relations, collective agreement provisions and work schedules)Adequacy and affordability of community facilities like child care centres and public transportation Family circumstances especially the presence of preschool children or other dependent family membersPhysical health of the worker

Managing sickness absence

Managing sickness absence 1 of 2

Have a clear sickness policy and sickness reporting procedureEnforce it and make it part of the routineInclude trigger points where the process escalates Where appropriate, invoke the disciplinary/capability processMake sure there are consequences – triggered interviews and, where appropriate, formal capability/disciplinary procedures

Managing sickness absence 2 of 2

Consider terms and conditions of employment – do they encourage sickness absence by providing overly generous contractual sick pay?Focus on the employee and their absence, making them aware of the impact on colleagues and the consequences for their own employmentDon’t make skiving easy

Presenteeism

Presenteeism 1 of 4

Fear of losing your job, uncertainty surrounding job roles, or having an organization culture that equates being at your desk with loyalty and commitment, are key causes of presenteeism

A culture of presenteeism will not support the long-term sustainability of the organization

Presenteeism 2 of 4

People coming to work ill spread their germs to colleagues and are more likely to make mistakes which could be costly and damage the employer brand, resulting in others feeling obliged to take on extra workload to help pick up the pieces Only 35% of the employees in a recent survey were found to be healthy and rarely take time off work-these are the people who are engaged, motivated and contribute fully at work

Presenteeism 3 of 4

A third of employees are coming to work when they are ill or dissatisfied, and most disturbingly, a small proportion are probably being made ill by aspects of their work

Employee health and well-being needs to be a critical focus for organizations, not an optional extra

Presenteeism 4 of 4

Lateness

Lateness 1 of 2

HOW MUCH DOES IT COST? EXAMPLECompany X has 150 employees10% of their workforce (15 employees) is persistently late to work by 10 minutesTheir average hourly pay is $7.00 phIf we presume that there are 232 working days per year, multiply it by the number of late employees and their lateness time results in potential losses of $4043 per year!

Lateness 2 of 2

AVOIDING THE ISSUESetting rulesCreating a formal procedureBeing fair and flexible

What absence policies need to contain

What absence policies need to contain 1 of 2

THE POLICY SHOULDprovide details of contractual sick pay terms and its relationship with statutory sick payexplain when and whom employees should notify if they are not able to attend workinclude when (after how many days) employees need a self-certificate formcontain details of when they require a fit note from their doctor

What absence policies need to contain 2 of 2

THE POLICY SHOULDexplain that adjustments may be appropriate to assist the employee in returning to work as soon as is practicablemention that the organization reserves the right to require employees to attend an examination by a company doctor and (with consent) to request a report from the employee’s doctor include provisions for return-to-work interviews give guidance on absence during major/adverse events

Short-term absence

Short-term absence 1 of 4

MANAGING SHORT-TERM ABSENCEReturn-to-work interviewsUse of trigger mechanisms such as the Bradford Factor to review attendanceProviding sickness absence information to line managersDisciplinary procedures for unacceptable absence levelsInvolving trained line managers in absence management


MANAGING SHORT-TERM ABSENCEDisciplinary procedures for unacceptable absence levelsInvolving trained line managers in absence managementProviding leave for family circumstancesOffering flexible working Involving occupational health professionals


COMMON CAUSESMinor illness (for example colds/flu, stomach upsets, headaches and migraines) Musculoskeletal injuries (for example neck strains and repetitive strain injury, but excluding back pain) Back pain Stress Home/family responsibilities


COMMON CAUSESRecurring medical conditions (for example asthma, angina and allergies) Mental ill health (for example clinical depression and anxiety) Injuries/accidents not related to work Other absences not due to genuine ill health

Acute medical conditions (for example stroke, heart attack and cancer)

Long-term absence

Long-term absence 1 of 3

MANAGING LONG-TERM ABSENCEOccupational health involvement and proactive measures to support staff health and wellbeingRestricting sick payChanges to work patterns or environmentReturn-to-work interviewsRehabilitation programs

Long-term absence 2 of 3COMMON CAUSESStress Acute medical conditions (for example stroke, heart attack and cancer) Musculoskeletal injuries (for example neck strains and repetitive strain injury, but excluding back pain) Mental ill health (for example clinical depression and anxiety)

Long-term absence 3 of 3COMMON CAUSESBack pain Injuries/accidents not related to work Recurring medical conditions (for example asthma, angina and allergies) Minor illness (for example colds/flu, stomach upsets, headaches and migraines) Pregnancy-related absence (not maternity leave) Work-related injuries/accidents

Stress

Stress 1 of 3

CAUSES OF WORK-RELATED STRESSWorkloads/volume of work Management style Non-work factors – relationships/family Relationships at work Considerable organizational change/ restructuring Poorly managed organizational change/ restructuring Pressure to meet targets

Stress 2 of 3

CAUSES OF WORK-RELATED STRESSJob insecurityLack of employee support from line managers Long hours Non-work factors – financial concerns Lack of control over how work is carried out

Poorly designed jobs/poorly designed roles

Lack of training Lack of consultation

Stress 3 of 3

METHODS TO IDENTIFY AND REDUCE STRESSEmployee surveys Training for managers and employees Flexible working options/improved work–life balance Stress audits Written stress policy or guidance policyEmployee assistance programInvolvement of occupational health specialists

Musculoskeletal disorders (MSDs) in

Canada

Musculoskeletal disorders (MSDs) in Canada 1 of 4

Occupations in Canada with higherthan average rates of MSDs include sales or service, trades, transport or equipmentoperating, farming, forestry, fishing or mining, processing, manufacturing or utilitiesOne in eight Canadians reported having a chronic back problem and most Canadiansreport back pain at some point in their lifetime


One in 10 Canadians were limited from their normal activities due to a repetitive straininjury Arthritis and other rheumatic conditions affect almost four million Canadians and threeout of five people with arthritis are younger than 65 years of ageAbout 215,000 people in Canada have rheumatoid arthritis


IMPACT ON ASPECTS OF AN INDIVIDUAL’S PERFORMANCE AT WORKStaminaConcentrationRationality/moodMobilityAgility


IMPROVING THE WORKING LIVES OF WORKERS WITH MSDsEarly intervention is essentialFocus on capacity not incapacityImaginative job design is the key to rehabilitationThink beyond the physical symptomsAssess both the direct and indirect costs

Adjustments for disabled employees

Adjustments for disabled employees 1 of 2

Making physical adjustments to the workplaceallocating some of the disabled person’s duties to another personTransferring the disabled person to another vacant post with or without reasonable adjustments being made

Adjustments for disabled employees 2 of 2

Altering the disabled person’s working hours through, for example, part-time working, job sharing or other flexible hours arrangementsproviding special equipment to assist the disabled person to perform his or her tasks and giving training in the use of the equipment

Making return to work a success

Making return to work a success 1 of 4

The workplace has a strong commitment to health and safety which is demonstrated by the behaviours of the workplace partiesThe employer makes an offer of modified work (also known as work accommodation) to injured/ill workers so they can return early and safely to work activities suitable to their abilities


Return to work planners ensure that the plan supports the returning worker without disadvantaging co-workers and supervisors.Supervisors are trained in work disability prevention and included in return to workplanningThe employer makes an early and considerate contact with injured/ill workers


Someone has the responsibility to coordinate return to workEmployers and healthcare providers communicate with each other about the workplace demands as needed, and with the worker’s consent


ELEMENTS IN THE RECOVERY AND RETURN TO WORK PROCESSKeeping in contact with sick employeesPlanning and undertaking workplace controls or adjustmentsUsing professional advice and treatmentPlanning and coordinating a return-to-work plan

Questions managers ask about absenteeism

Questions managers ask about absenteeism

How many days of potential production am I losing because of absenteeism?How widespread is absenteeism among my workforce?How frequently does absenteeism occur in my workforce?How concentrated is absenteeism among my workforce?

Training line managers

Training line managers 1 of 2

NEED TO BE TRAINED INthe organization’s absence policies and procedurestheir role in the absence management programthe way fit notes operate and how to act upon any advice given by the doctorthe legal and disciplinary aspects of absence including potential disability discrimination issuesmaintaining absence record-keeping and understanding facts and figures on absence

Training line managers 2 of 2

NEED TO BE TRAINED INthe role of occupational health services and proactive measures to support staff health and wellbeingthe management of complex cases, in particular 'myth-busting' about what they can/cannot do the operation (where applicable) of trigger pointsthe development of return-to-work interview skillsthe development of counselling skills

Case study

Conclusion and questions

Conclusion and questions

SummaryVideosQuestions

reducing absence rates february 2012

Business

shortterm absence page

absence policies

managing sickness absence

organization page

introduction page

job strain model absence

flexible page

sicknessabsence page