The key to reducing absence is accurate recording and effective diagnosis of absence causes. Too often we risk putting the cart before the horse: implement a solution without clearly understanding the "real" drivers of absence. Anecdotal evidence and employee feedback can often lead to a build up of myth and distraction. Seeing the wood from the trees becomes more difficult. Employees will typically say they are worked too hard, burning out, and are not paid enough. Well why not, it's in their interests. Managers often say they just don't have the time, there is an entitlement culture - blame the EBA, or else remark that they are not receiving the support from HR. HR say managers don't have the skills or don't perform their role. When it comes to good strategy, focus on the things you can change, not those you
can't.
There is no silver bullet....the reality is reducing absence is a complex issue, and it is an ongoing challenge. Many companies fall back on training managers but we advise this needs to be part of a strategy, it should not be the only element of that Strategy. And the other elements need to be real, not superfluous attempts to reduce the motivation to take sick leave.
Our previous survey findings on Absence Recording confirmed many companies struggle with the most basic and essential elements: Notification of absences and underreporting of absences. If absence is not accurately and regularly monitored organisation wide, and management action measured for effectiveness, there is little point of focusing on the pointy end of strategy, such as engagement strategy or work live balance initiatives as the solution to reducing absence. Our experience is they fail time and again, people move on, and it's back to square one. A strategy should be able to outlast people if it is the right strategy and implemented effectively.
Likewise, if you don't have a reporting system in place to monitor what your managers are doing day to day to manage absence, you will likely observe high levels of inconsistencies. And what about the employee? It's often forgotten that they are a key stakholder in this challenge. Often I hear people are motivated to take time off work. Sure, that's the case sometimes, but often that motivation is driven by the ease by which they can get away with it. However, people fall ill, or are ill and may actually require support when they are away from work to help them return. 85% of sickness absence is genuine.
So before you set about introducing a new initiative, you can get quick wins by focusing on the cause, and the things you can change to impact behaviour, but do it within a strategic framework or it will fall by the wayside, scapegoats will be found, and a new short term idea will emerge. Hope this helps! Call me if you'd like to discuss further. Paul
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