With the CIPD reporting higher levels of sickness absence this year there’s organisations around the country asking “what are going to do now?”

Sickness absence is a complex area influenced by health beliefs, organisational values, cultures, policies, and demographic factors. So, it’s tough to make a difference.

sickness-absence

 

Have you ever wondered why one person with, for example, a common cold works through whilst their colleague requires several days off work? It happens, we respond differently because of various influences which impact our responses.

On a larger scale this is demonstrated by the average absence levels being higher in the Public Sector than the Private Sector. In last years CIPD Absence Survey the average cost of absence per whole time person was £789 in the Public Sector, compared to £400 in Private Sector Services. That’s a stark difference. Manufacturing and production had higher costs at £557 but the overall average was still much lower than the Public Sector at £554.

So, with current measures not having a positive impact it’s time to turn to the research about what may help. Doing more of the same, even if it is more consistently or an improved version is unlikely to make major changes.

Here are three top tips which recognise the research in this area:

1. Help your staff to be at work

Work is important for us – even though we think a few weeks off work would be fabulous! An absence of over four weeks reduces the likelihood of your team member returning to their role and, irrespective of the reason for absence, means they are more prone to low mood and depression. So there is a risk that any return to work is complicated by psychological factors.

So, wherever possible help your employee to return to work at an early stage, and certainly before four weeks. They may not be able to do 100% of their role, but discuss the aspects they can do and decide whether you can accommodate this on a short term basis. Let them know how long this can be accommodated for. A return to work will help them get better quicker and avoid the risk of absence complications.

2. Enable a change of behaviour, rather than managing behaviours which exist

If you have an employee who is struggling to attend work on a regular, sustained basis you may have enacted a Capability Policy or Action Plan for them to improve. The chances are they improve for the duration of the plan, only to slip back to their former absence pattern. The difficulty is they are still responding to health concerns in the same way as they haven’t acquired skills to help them respond differently.

This can be done, essentially by unpicking beliefs and values which have developed over time and in response to life events. Attending a multi-component health promotion programme, particularly one which makes us aware of our health beliefs, can reduce episodes and duration of absence. This is an innovative approach and represents a step change in managing absence from just managing responses which exist, to supportively changing responses and provides a better outcome for all.

3. Get the best value from your budget

Spend wisely, particularly if you have a limited budget. Be aware of what you aim to achieve. In terms of absence reduction, the two areas most likely to benefit your employees and organisation are physiotherapy (ideally by a physiotherapist with Occupational Health experience) and counselling provision.

These can be used prior to an episode of absence and potentially prevent the need for time off. Alternatively, they can support an early return to work. These two areas relate to the majority of absence for most organisations as they generally involve longer term absence. Other exercise classes or massages may be good to have and may assist your engagement levels, which also assists productivity, but be aware of your drivers for purchasing and respond accordingly.