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Effectively Manage Absenteeism
October 23, 2007
What's a manager to do when cubicles remain empty?
By Stefani Yorges
According to the most recent CCH Unscheduled Absence Survey, employers are losing ground when it comes to keeping workers on the job. Unscheduled absenteeism is on the rise and rates of absenteeism are at their highest level since 1999. And what continues to be of most concern is that almost two out of three employees who don't show up aren't physically ill at all.
The responsibility of addressing absences in most companies has fallen primarily on immediate supervisors. These supervisors are often the only people aware that a certain employee is absent and are in the best position to understand the circumstances surrounding that absence. Their active involvement in the company's procedures is pivotal to the overall effectiveness and future success of an absence program. But sadly, most supervisors have not received any guidance or training in how best to manage absenteeism.
To ensure that supervisors are comfortable and competent in their role, they need to have the full support of senior management. All parties must be aware of the aim of absence policies and procedures. If discrepancies exist between departments, a policy can quickly lose its effectiveness. As such, supervisors should be trained in their responsibilities toward addressing absenteeism, advised how to conduct effective return-to-work interviews, and educated in the use of disciplinary procedures when necessary.
The Responsibilities of the Supervisor
There are a number of critical actions that supervisors need to take in order to address absenteeism. They should:
• Ensure that all employees are fully aware of the organization's policies and procedures for dealing with absence
• Be the first point of contact when an employee phones in sick
• Maintain appropriately detailed, accurate, and up-to-date absence records for their staff (e.g., date, nature of illness/reason for absence, expected return to work date, doctor's certification if necessary)
• Identify any patterns or trends of absence which cause concern
• Conduct return-to-work interviews
• Implement disciplinary procedures where necessary
The Return-to-Work Interview
Training in how to manage absenteeism should include instruction on how to conduct effective and fair return-to-work interviews. Recent national surveys indicate that these interviews are regarded as one of the most effective tools for managing short-term absence. The return-to-work discussion will enable the supervisor to welcome the employee back to work, in addition to demonstrating management's strong commitment to controlling absenteeism in the workplace.
Interviews need to be carried out as promptly as possible following the absentee's return to work—no later than one day after his return. The supervisor should use the interview as a time to explore any issues that the employee may have which are leading to absence.
The procedures are in place to make sure that help and advice is offered when needed and to ensure that the employee is fit to return to work. Employees will usually appreciate the opportunity to explain genuine reasons for absence within a formalized structure. Should the supervisor doubt the authenticity of the reasons given for absence, he should use this opportunity to express any doubts or concerns.
At all times, the employee must be aware that the interview is not merely part of company procedures, but a significant meeting during which the absence has been noted. The goal is to foster an open and supportive culture. The manager may choose to outline how the absence affected the department. The message should be that the employee was missed and that productivity suffered.
At no point during the proceedings should the interview become a form of "punishment," but an occasion to highlight and explain the repercussions of absence within the department. The vast majority of employees derive a sense of pride and achievement from their work and management should be encouraged to treat these individuals as responsible adults. Most employees understand reasonable rules and do not want to be threatened into compliance.
The small percentage of employees who indeed have an absence problem will require close supervision and possibly even punitive measures for excessive absenteeism. These few employees who are irresponsible should be handled individually and firmly.
Challenge vs. Morale
Ssupervisors are often uncomfortable or unwilling to report on those that have exceeded acceptable levels of absenteeism. Because of the many pressures already on supervisors, the consistent implementation of absenteeism policies is not always their top priority.
It's important to try to take the subjectivity out of absence management and to ensure that all employees are treated the same. It's essential to be consistent, persistent and fair to all. When absence is not addressed—or addressed in an inconsistent manner—lower morale can result. Employees can feel they have been treated unfairly when they perceive other absent employees are "getting away with it."
The majority of employees will appreciate policies and programs that are facilitative, rather than punitive. Stringent or punitive measures that force employees to come to work can result in employees that then become "absent while at work." Other programs should be implemented that help employees stay "present" at work—such as flexible work scheduling, job sharing and wellness programs.
Stefani Yorges received her Ph.D. in Industrial/Organizational Psychology in 1996 from Purdue University. She has been a professor in the graduate program at West Chester University in Pennsylvania for more than ten years. Her research, teaching and consulting interests are in organizational behavior—particularly in the areas of absenteeism, turnover and withdrawal behaviors. For more information, she can be reached at syorges@wcupa.edu.
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