No-show business

Every organisation suffers from absenteeism at some point, small firms and large multinationals, but so far none seems to have found a foolproof solution

By David Rand

27 July 2007

Some organisations treat absenteeism as an unavoidable consequence of running a business, with many even introducing policies designed to account for and lessen the impact of short notice and unauthorised absence, such as ‘duvet days’, childcare facilities, job sharing, flexitime and the like. That’s not to say that such measures are a bad thing.

Of course improving the conditions of individual workers and easing external pressures is a thing to be applauded, and infinitely more desirable than creating an army of uniform drones that all do exactly the same job in exactly the same way.

That said, there are certain, much simpler measures that can also be implemented within the workplace, particularly in larger organisations, that can minimise the potential for absenteeism to develop into a real management headache.

1  Good visibility

It may seem unlikely, but a simple alteration to the layout of a shared work environment could potentially make a significant contribution to stopping patterns of absenteeism from forming. That’s not to say that simply moving the furniture around will solve any problems, but a well-thought out, collaborative design process that provides an environment conducive to even management and fair treatment can help to ‘stop the rot’.

For example, areas of open plan desking create a less divisive atmosphere, discouraging the kind of de-motivational ‘stay away’ culture that is more likely to develop in overly cellular workplace where separation makes absence less noticeable.

If completely open plan isn’t an appropriate option, for example, in an environment such as a law firm, where a provision for some private areas must be made, then arranging workers into smaller teams can also encourage a more collaborative atmosphere. This results in better use of information and knowledge sharing, better communication and job satisfaction, and less absenteeism.

2  Recognising patterns and outside factors

On occasion, it becomes easy to predict certain expected patterns of absenteeism, dependent on factors outside the workplace. For example, if the after-work drink on a Thursday is followed by a higher than average number of workers phoning in sick on the Friday morning, then a solution needs to be found.

A prime example of this type of absenteeism often occurs during major sporting events, such as during England World Cup matches, for example. Knowing how to deal with these recurrences is harder than learning to spot them, which is why a carefully implemented disciplinary framework should be in place so that everyone is clear of the company policy on persistent absenteeism and no managers can be accused of favouritism, victimisation and so on.

3  Proper policies and procedures

There are plenty of pitfalls that can be encountered when attempting to instil a proper disciplinary procedure that follows all of the correct legislative guidelines but still manages to balance catering for those with legitimate reasons for absence with action against consistent ‘skivers’.

According to the Disability Discrimination Act, discipline or dismissal due to persistent absence must not be linked in any way to capability related to illness. Which means – and rightly so – that you can’t just sack someone if they’re too ill to work.

That said, hangovers and the like are not legitimate reasons for illness absence, so cover yourself and insist on a signed and dated doctor’s note detailing the problem. The best way to avoid tripping up and being taken advantage of is to define a clear policy and stick to it, with consistency.

The benefit of this is the confidence that you can’t be accused of double standards or inconsistency, or become embroiled in any other disputes relating to disciplinary policy.

Like health and safety procedures, payment policy and interview processes, discipline relating to consistent absenteeism should be subject to the same rules in every instance, regardless of circumstances. That way, everyone is treated fairly, those with legitimate reasons for absence can stay off without guilt or fear or recrimination, and skivers get caught out.

4  Level of involvement and initiative

Improving a worker’s sense of value to an organisation will ensure that they look forward to functioning as part of a focused team. That means that giving workers at all levels the chance to stretch themselves and use initiative, rather than letting them stagnate forgotten about in the corner, is a must for any business that wants see its workers as assets rather than hindrances.

Whether this is achieved through good workplace design, good team management and good worker communication – or ideally a combination of the three – the results in terms of staff absence will be plain to see.

Give and take: the cultural aspects

One way that absenteeism can be reduced is through establishing a ‘give and take’ culture as opposed to a ‘you versus them’ setup. Workers are less likely to stay off work for no good reason if they are happy in their jobs and are granted the flexibility to balance their personal lives with their professional commitments. This doesn’t need to mean paying people extra to come in and do the job that they already get paid to do, as some companies seem to think is the answer. Instead, adopting measures such as flexible hours for those with young children, or providing facilities for remote working where appropriate can help.

David Rand is managing director of  Morris Office Furniture and Resource by Morris