Absenteeism

If not at least once, we all have been absent from work for one reason or another. Some are absent more than others, but when it takes place on a regular basis then absenteeism is a noticeable problem for that company. Absenteeism can defined as habitual absence from work, thought to reflect employee demoralization or dissatisfaction. Employee absenteeism is a problem for almost all employers, not to mention a costly one at that. The definition of absenteeism, its causes, its affects on productivity, and its costs in terms of finances and administrative effectiveness are quite clear, the challenge is in taking affirmative action to control it. People can be absent from work for a number or reasons, some of them for a very good reason, but whatever the reason, absence is costly and disruptive and needs to handled with skill, understanding and confidence.

What causes employees to skip work? Absenteeism is one of the most serious problem facing employers in today's workplace. Employers must be able to identify what is causing their employees to miss work in order for them to find a solution. The reasons for the absences can be divided amongst two categories, internal (within the individual) and external (within the company). Internal causes can include serious accidents and illnesses, transportation problems, stress, low morale, poor physical fitness, inadequate nutrition, and personal problems. External causes range from poor working conditions, boredom on the job, low morale, lack of job satisfaction, guaranteed salary, and workload. As we can see causes of absenteeism fluctuate and whether they are legit or not, they very much carry on.

Absenteeism, no matter what the cause, imposes losses on the employer who is also not at fault. The damage suffered by the employer must be weighed. What are some of the costs of absenteeism? Three categories in for which the costs can be identified in are productivity, financial, and administrative. Decrease in productivity will unquestionably present itself. Employees will have to carry the extra workload or support new or replacement staff to cover down on the absentees. Then, employees will be required to train and orientate new or replacement workers. Staff morale will suffer since some employees will be working harder and maybe longer. Employee service will be affected as well, since they might not have the energy to take the workload of the missing employees. Financial costs will also be certainly existent. Payment of overtime may result for employees working double shifts. Cost of self-insured income protection plans must be borne, since it requires the employer to pay on absent days as well. Moreover, the wage costs of replacement employees. Lastly, premium costs may rise for insured plans. Finally, the administrative costs are last. Staff time is required to secure replacement employees or to re-assign the remaining employees. Staff time is required to maintain and control absenteeism, which is all will result in loss to the employer.

There is a point at which the employer's right to expect the employee to attend regularly and fulfill the employment contract will outweigh the employee's right to be sick. At such a point the termination of the employee may be justified. Therefore, good preventive procedures should be put in place to avoid such happenings to occur. It is very difficult to take affirmative action to control absenteeism in such a way as not to create mistrust, costly administration and systems avoidance. First and foremost, training for managing attendance must be administered. The human resource department must have the ability to supervise attendance. Managing attendance is far more than just controlling it. It will consist of being able to look at the problem of short term, intermittent and long term absences. As well as examining the detailed legal provisions for justifiable absences. In abstract, as an administrator, you can positively, proactively and consistently encourage this by communicating, keeping records to spot trends or trouble spots, and/or even promote health and wellness training with your staff. Absence control procedures are necessary, but motivating people to attend work is also extremely important. If absenteeism is to be controlled, the physical and emotional needs of employees must be addressed.

One method of controlling absenteeism is positive discipline. Practicing positive discipline puts the responsibility where it belongs - on the employee. A manager can't control an employee's behavior; he or she can only influence it. Employee discipline is critical in achieving organizational success. Some approaches to workplace discipline can be positive and constructive, including communication, training, and motivation. Positive discipline is corrective, not punitive. The manager is no longer the bad guy. Employees are treated as adults-responsible for their own behavior.

Counseling is one form of communicating the problem to the employee. Supposing you have already communicated the attendance policies to the employee, you then identified the employee as a problem. You should meet with him or her as part of your attendance program procedure and should conduct your initial counseling. Now, you should now continue to monitor the effect of these efforts on his or her attendance. If the absences are intermittent, meet with the employee each time he/she returns to work. If absence is prolonged, keep in touch with the employee regularly and stay updated on the status of his/her condition. Indicate your willingness to assist. You may require the employee to provide you with regular medical assessments. This will facilitate judging whether or not there is any likelihood of the employee providing regular attendance in future. Regular medical evaluation will also give you an idea of what steps the employee is taking to seek medical or other assistance. Formal meetings in which verbal warnings are given should be given as appropriate and documented. If no improvement occurs written warning may be necessary. A written counseling requires that you meet with the employee formally and provide him/her with a letter of concern. If the absenteeism still continues to persist then the employee can be given a second letter of concern during another formal meeting, depending on the procedure of the company. This letter would be stronger worded in that it would warn the employee that unless attendance improves, termination may be necessary. Counseling again is based on procedural guidance of the company the employee is working for.

Another controlling method is involved with the role of managers and supervisors. Management style can be largely a cause of absenteeism. One reason, outside of illness or accidents, that employees are absent can be stress. Usually, one reason employees