Absenteeism Resolution Essay Example

and values that promote employee respect and professionalism, as well as an internal conflict resolution procedure, are able to reduce employee stress. This reduction in stress then leads to a decrease in employee absenteeism. Providing incentives to employees for reduced absenteeism is not the same as simply rewarding or giving them bonuses. Instead, incentives are meant to boost an employee's motivation to avoid unnecessary absences. Such incentives help employees choose to go to work instead of staying home and watching Jerry Springer. There are various types of incentive programs used by companies, such as allowing employees to cash in unused sick days every quarter, offering two hours of bonus pay for each month of perfect attendance, or even providing a buffet lunch, a certificate of achievement, or a scratch-off card with hidden prizes.

The ideal incentive program for your company should be custom-made to suit your company's needs. To achieve this, involve your employees in the development of the incentive program. For instance, while a $25.00 U.S. saving bond may not motivate your employees to maintain perfect attendance, allowing them to leave an hour early on Fridays for a week of perfect attendance may yield better results.

The duration of the incentive program is crucial. To determine the time period between incentives, it is beneficial to involve employees in decision-making. Different companies opt for different frequencies - some reward perfect attendance annually, while others prefer monthly or weekly incentives. Generally, it is advisable to reward younger employees more frequently and increase the rewards for more challenging tasks. Additionally, it is recommended to start with smaller incentives and gradually increase them if needed.

Having an attendance policy is crucial

for every company to address frequent employee absenteeism. While stress is often the main reason for absences, there are other contributing factors such as alcoholism, domestic violence, and family issues. If an employee blames personal problems for their absenteeism, it can be helpful to guide them towards an Employee Assistance Program (EAP). In cases where absence is due to a medical condition or a family member's health problem, the employee may qualify for benefits under either the American's with Disability Act (ADA) or the Family and Medical Leave Act (FMLA). Identifying these employees early on will aid in their prompt return to work. It is important to have an attorney review your attendance policy to ensure compliance with labor laws at both state and federal levels. By implementing these four strategies within your company, you can effectively reduce absenteeism rates, prevent employee burnout, decrease turnover, boost morale, and cultivate a more positive workplace environment.

Every year, a total of 5 million working days are lost, averaging 1.5 days per worker. Among these lost days, work-related health problems account for 28 million and workplace injuries contribute to 7 million. Workplace absences have significant financial and disruptive effects, with an average of 8 days taken off per year.

The cost of one day of employee absence is ?850 to the employer. Multiply this amount by the total number of staff in your company, taking into account the disruption and lost work caused by other employees covering for absent colleagues. This highlights how absenteeism negatively impacts your profits. To address this issue, follow these practical steps:

- Track the problem: Identify problem areas, patterns of absence, and departments or employees

with below average records.

- Focus on morale: Unhappy staff are more inclined to take time off.

There are several methods to reduce absenteeism. One option is to provide a monetary reward for low absence, although a more successful strategy involves establishing a supportive atmosphere that values employees as team members and implementing flexible policies that accommodate their family needs. It is essential to offer assistance to sick employees, particularly those with long-term illnesses. Before requesting a medical report, it is crucial to obtain the employee's permission beforehand. Moreover, deciding whether regular communication should be maintained can prevent the employee from experiencing feelings of isolation.

Consider referring them to an occupational health specialist to identify ways of helping them return to work and gauge the expected duration of their absence. It is important to have a clear and enforced sickness policy and procedures that all staff are well informed about and follow. Make sure to keep accurate records as well. It is advisable to inform employers of the employee's right to request an independent medical assessment if they frequently take days off. During the recruitment process, it may be beneficial to review a potential employee's attendance record with their previous employer and potentially require all prospective staff to undergo a medical examination.

It is important to establish a standardized company policy for conducting return to work interviews. These interviews have several purposes: informing employees that their absence was recognized and they were missed, identifying any potential issues that could impact management strategies, and discouraging employees from feigning illness. It is essential to differentiate between disciplinary actions for unacceptable absences and procedures related to sickness. Employers should also be familiar

with the various conditions protected by the Disability Discrimination Act 1995.

It is crucial to make reasonable adjustments in this case to support the employee's return to work. The absence of employees greatly impacts small businesses, but there are ways to minimize its effects. However, it is advised that you seek professional advice before making any changes to contracts or employment terms. For more information on how to address employee absenteeism, please visit http://www.cromptonward.co.uk/content/forums_bus_manage/employee_absence.html. Mary was extremely angry with Paul, one of the customer service phone representatives she supervised.

Paul's coworkers were becoming burdened by his frequent sick calls, as he was taking an average of one sick day every two weeks. This consistent absenteeism was causing frustration within the team. Mary, feeling angry, instructed one of her staff members to contact Paul while she sat at her desk. She contemplated how to address Paul about his disregard for his colleagues.

She had concerns about the legality of communicating with Paul and whether it would be considered harassment. In addition, she was worried that firing Paul and facing a lawsuit for harassment could put her own job at risk since she was actively managing the situation.

PROACTIVE MEASURES

A common mistake many employers make is repeatedly trying to reform employees like this. Unfortunately, this approach can have significant financial implications for the company, such as employee absenteeism resulting in lost productivity, increased overtime costs, and the need to hire temporary replacements. In fact, some HR experts estimate that an absent employee can cost a company 1.75 to 2 times more.

Times his daily salary, some large companies estimate that absenteeism may be costing them more than $500,00 per year. To

combat this issue, companies can adopt various approaches. However, most successful programs to reduce absenteeism incorporate three main elements: a clearly stated company policy, thorough documentation, and consistent implementation of the policy. Firstly, setting a clear policy is essential as many absenteeism problems stem from the absence of a defined policy. The company should distribute a policy statement to all employees, specifying the circumstances and conditions under which an employee will receive compensation for absences. One way to determine this is by comparing the company's or industry's average absence rates to those of other organizations through surveys.

Variations of attendance policies can include no-fault policies, which count all absences, whether excused or unexcused, towards a specified maximum. The policy should outline the consequences for employees who violate it and provide incentives for those with zero absences. However, employers must be cautious because terminated employees under a no-fault attendance policy may still qualify for unemployment benefits. Additionally, these policies could potentially infringe upon the Americans with Disabilities Act (ADA) and the Family and Medical Leave Act (FMLA). Some courts have ruled that employers may need to accommodate employees with qualified disabilities, regardless of a no-fault attendance policy. Lastly, FMLA leave cannot be included in the absences calculation within a no-fault policy.

Documenting absences is crucial in all activities that could result in employee discipline. It is essential to record the attendance and absence of each employee. To determine the absence rate, divide the number of absences by the number of scheduled work days for a specific period. You also have the choice to calculate average absence rates for individual departments and the entire company.

To maintain effectiveness,

a company policy must be consistently and fairly applied to all employees. It is essential for supervisory personnel to understand their responsibilities in recording data and counseling and disciplining employees. However, an absenteeism policy should also have some flexibility to address special problems and situations. (Professional arbitrators often overrule company disciplinary actions due to a lack of flexibility in dealing with employee absenteeism.) It is important for companies to emphasize that a sick leave or absence policy is not the same as vacation time or personal leave. The clearer employees are on this distinction and the stronger the company's commitment to discipline chronic absenteeism, the fewer problems are likely to arise.

USE POSITIVE DISCIPLINE

When dealing with chronically absent employees, implementing a positive discipline program is recommended for the best results.

For instance, let's consider a scenario where a worker is facing an issue of absenteeism resulting in decreased productivity. Since absenteeism is usually classified as a "minor problem," the initial step involves a precounseling session between the employee and their supervisor. During this session, the supervisor assesses whether the worker comprehends the company's absences policy. The positive discipline approach proceeds with the subsequent stages: Oral reminder stage. This phase follows the counseling session and lasts for three months or a duration that appears to be beneficial for the company. However, this period must be consistent for all staff members. If the problem is resolved, both the record of the incident and any consequences are erased.

If the problem persists after the counseling session, a second counseling session will be arranged for the employee and their supervisor at the written reminder stage. In this session,

the supervisor prepares a memo that contains information about the problem, the employee's acknowledgement of it, and their dedication to resolving it. This memo is then kept in the employee's records. The duration of the written reminder stage is typically six months but may be modified by the company if needed. If the issue is resolved within this timeframe, the memo becomes inactive and there are no adverse consequences for the employee.

Instead of discarding the memo, it is advised to retain it in the employee's personnel file. If absenteeism persists after the written reminder, a final meeting will occur between the supervisor and employee. This meeting will reiterate company policies. Following that, the employee will be given a one-day leave of absence to contemplate their commitment to the company, provided they agree to adhere to company regulations.

An issue regarding absenteeism involves terminating an employee who frequently takes time off for service obligations in the Reserve or National Guard. Despite causing inconvenience for employers, these workers have legally protected rights to take time off for these obligations. Additionally, they are entitled to have a job waiting for them upon their return; although not necessarily their previous position but with equal status, pay, and benefits. As such, it is vital to objectively demonstrate that the new job holds equivalent status.

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