How to deal with continuing absenteeism
It is not unusual to find that 10 per cent of employees account for 50 per cent or more of total absenteeism. Employees who continually let the team down by not turning up for work can cause real problems for management. Morale, productivity, and profits are affected; and absenteeism can also irritate managers called on to find temporary replacements for employees who fail to show. Here’s how you can deal with the problem…
1. Focus on interdependence.
Research shows that the greater the reliance employees have on each other, the lower their absenteeism. Employees are less inclined to take time off if they know that workmates will be affected because of their actions. To foster interdependence, you might consider the following strategies:
- Use work teams to get employees involved.
- Involve employees in decisions on issues that affect them.
- Engage employees in project-based activities that require participation among colleagues.
- Encourage employees to tell you in advance when they will be absent.
- Build trust.
2. Be alert for the warning signs.
Most employees will have legitimate reasons for their absence. Others will absent themselves because they feel their jobs lack challenge, or are just plain boring. By keeping in regular contact with employees, you are able to nip problems in the bud and take corrective actions.
3. Look for patterns.
Errant employees are usually easily identified because their absenteeism often follows a pattern. It may be that their absenteeism coincides with major events or is tacked on to weekends. The employee often telephones in with an excuse, but you find it increasingly difficult to believe the excuse that is offered.
4. Keep accurate records.
People are less likely to be absent in companies in which absenteeism is recorded, monitored, and managed. Maintain a record of patterns of absence because that information will be essential if you choose to tackle the employee about the problem. Indeed, you will need such evidence to prove that you didn’t discipline or terminate for discriminatory reasons.
5. Conduct post-absence interviews.
Don’t let suspicious absences go by without an interview. Ask for a second explanation of the absence and subtly plant suspicion in the employee’s mind that you are sceptical of the excuse offered earlier. More importantly, you want this discussion to convey the message that you are keeping an eye on the situation.
6. Be supportive of legitimate personal problems.
Before deciding on disciplinary actions, determine if the employee is experiencing personal problems - family crisis, genuine illness, low self-esteem, or a general wish to avoid problems at work, and so on. Show empathy for those who have a genuine problem. Offer help which might include counselling, additional skills training, or even paid leave to deal with a personal problem or domestic concern. Resolve the problem amicably and you’ll generate long-term benefits for all parties.
7. Meet formally with the employee and act decisively.
If absenteeism does not improve and you are not convinced as to the legitimacy of the absenteeism, meet formally with the employee and reveal the evidence. Do you offer another chance to improve? Do you discipline or do you terminate?
Whatever the identified cause of the absenteeism, take firm action to eliminate or significantly reduce the problem. If counselling or skills training is appropriate, schedule a time immediately. If a warning is called for, make sure that you record that warning and notify the employee in writing. Have the employee sign your file copy of the letter if possible. If stern action is required, don’t baulk at taking those steps either. Finally, feed the grapevine so that all staff become aware of management’s firm stance on unwarranted absenteeism.
8. And also...
Consider the following strategies in the ongoing battle to improve attendance in the workplace:
- Establish attendance standards and communicate these to employees regularly.
- Make clear to staff the effect poor attendance has on work, peers, the organisation, and the individual.
- Reward good performance.
- Make jobs more interesting.
- Counsel poor attendees - absenteeism is often the symptom of other problems.
- Consider flexible working hours, child-care centres, fitness programs, accrued sick days, and incentives for good attendance.
- Does your organisation have a policy relating to longer-term, but legitimate, employee absence, e.g. in relation to the birth of a child? Do you, for example, continue to make an employee-mother feel part of the organisation even while she’s on extended leave? ‘Keep in touch’: send flowers following a birth, mail or e-mail internal staff newsletters, invite her to official staff functions, and offer some flexible work options after an appropriate period (part-time, job sharing, telecommuting).
