| According to the Institute of Psychiatry (April 2005), for | | | | 'undone', but positive steps can still be taken by actively |
| the first time, stress, anxiety and depression have | | | | managing the return to work of the employee, and to |
| overtaken physical ailments as the most common | | | | minimise the risk of any identified stress reoccurring. |
| cause of long-term absence from work. With sickness | | | | Of even more importance is the monitoring of |
| absence reportedly costing employers an average of | | | | short-term absences that may be the first sign of |
| £522 per employee per year (or an average of | | | | excessive pressure. Typically, absences that tend to |
| 10 lost working days), there are good reasons to look | | | | fall into a pattern (e.g. if an employee is off sick every |
| closely at the root causes of absenteeism and, where | | | | Monday), or are linked to particular operational |
| possible, provide early intervention to support | | | | requirements (such as reporting periods) are the most |
| employees in regaining their health. | | | | likely to be stress-related. It's therefore important to |
| Short-term absence | | | | look initially at the pattern of absence, rather than the |
| Short-term absence is usually defined as a period of | | | | reasons given for it. |
| absence of less than ten consecutive working days, | | | | Stress is typically under-reported as a reason for |
| and will usually be as a result of the employee | | | | absence - especially in the early stages - with |
| suffering from a minor medical condition. | | | | alternatives such as colds, back pain, migraine or |
| Persistent short-term sickness is one of the most | | | | general fatigue being given instead. This under-reporting |
| common problems employers have to face. Arranging | | | | can occur for a number of reasons. For example, it |
| temporary cover when an employee is off sick may | | | | may be that the individual has not recognised that they |
| not always be viable, and is often both disruptive and | | | | might be suffering from stress, or they may be |
| costly. Many employers therefore adopt the approach | | | | reluctant to admit, either to others or themselves, that |
| of persuading existing employees to cover for | | | | this is the real problem. There is often a stigma |
| absentees on an ad hoc basis. | | | | attached to stress, related to a perceived inadequacy |
| While this may work in the short term, when applied | | | | or inability to cope. This exacerbates the problem by |
| over longer periods it puts pressure on existing staff, | | | | creating an artificial barrier to its identification and |
| as they struggle to do their own work in addition to | | | | management. |
| that of an absent colleague. The effect of this on staff | | | | Absence management |
| morale can be damaging and counterproductive. Staff | | | | A successful absence management policy will ideally |
| frequently feel resentful if required to do two jobs - | | | | create a culture enabling any individual to admit to |
| often within the same timescale and for no extra | | | | stress-related ill-health, without feeling that their future |
| remuneration. The situation may be further | | | | employment or career prospects may be damaged. |
| compounded when the absentee employee returns to | | | | Clearly, the earlier that specific sources of stress are |
| work and is met with resentment from those who | | | | identified, the sooner appropriate action can be taken |
| have had to cover for them during their absence. | | | | to reduce the poor attendance that often ensues. |
| Long-term absence | | | | In order to establish a level of control over sickness |
| Long-term absence is defined as any period of | | | | absence, and to implement an effective policy, it's |
| absence in excess of ten consecutive working days. | | | | advisable to analyse employee data including the |
| Such absence - particularly where it is stress-related - | | | | following:o The number of days lost per year.o The |
| presents a different problem for employers. In the | | | | number of employees taking leave of absence.o The |
| short-term they may feel able to cover an absence | | | | average length of absence per employee.o The |
| internally, whereas in the longer term it may be | | | | employees and department(s) with the worst - and |
| necessary to recruit temporary staff who will normally | | | | best - record of absence.o Are there any identifiable |
| require induction training and may not necessarily fit in | | | | absence patterns?o Is absence influenced, for |
| well with existing teams. Temporary staff will also | | | | example, by age, gender, the number of years in the |
| increase the salaries and wages bill, as well as | | | | job or seasonal variations?o How many employees |
| involving the payment of costly agency fees. | | | | take their maximum paid sickness entitlement in a |
| After a long-term absence, a phased return to work | | | | year?o Who takes the greater proportion of sick |
| will most certainly be recommended, with possible | | | | leave or other absence during the year -workers, staff |
| training needed to support the employee 'back into | | | | or management? |
| work'. Where rehabilitation is not an option, the costs of | | | | The reasons for the various types and frequency of |
| premature retirement due to ill-health will also need to | | | | absence should then be assessed, including the |
| be taken into account. Stress therefore has a | | | | following:o Is a particular job too stressful or too |
| quantifiable impact not only on health, safety and | | | | boring?o Is the work dangerous or does it require too |
| individual well being, but on the operational and financial | | | | much physical effort?o Is the working environment |
| performance of the organisation as a whole. | | | | unsuitable?o Is management weak or |
| Attendance patterns | | | | over-aggressive?o Is morale poor?o Is there a culture |
| The link between stress and absence is so well | | | | of taking days off at particular times?o Do working |
| proven that statistics on non-attendance are often | | | | practices lack organisational support?o Is there a |
| used as an indicator of stress 'hot spots' within an | | | | general lack of incentive and motivation? |
| organisation. These figures may also be used to | | | | When all this information has been collated and |
| measure the effectiveness of stress management | | | | analysed, it can then be used to devise policies and |
| interventions. | | | | procedures in consultation with staff representatives |
| In the analysis of attendance patterns, any extended | | | | that should, when properly implemented, substantially |
| periods of sick leave will immediately be apparent. | | | | reduce the incidence of absence. |
| Obviously, a stress-related illness or injury cannot be | | | | |