| If you are flexible and accommodating when making | | | | fairly and providing social support. When employees |
| allowances for time off, your employees will strive to | | | | feel valued and well-treated, showing up for work will |
| work WITH you, not AGAINST you! | | | | not be such a chore! |
| How many times have you answered the phone to | | | | SIX Help employees understand job security issues. |
| hear underlings with obviously faked coughs assure | | | | Logically, employees with a fear of losing their jobs |
| you that they are REALLY, TRULY sick... when you | | | | should be more likely to show up with consistency, but |
| know their excuses are contrived? Yes, such lies and | | | | this is not true! Statistics prove that workers lacking a |
| deception can set you to fuming, but always | | | | sense of job security usually take more sick days than |
| remember that the best way to keep your employees | | | | those who believe that their employment is stable. |
| coming to work is by making them WANT to come to | | | | Stress levels surely play a part in this phenomenon, so |
| work! You catch more flies with honey than with | | | | be upfront and sensitive when dealing with job security |
| vinegar, as the old saying goes, so be sure to | | | | issues. Listen to the concerns of your workers, and be |
| encourage your workers with positive reinforcement | | | | sure they are clear on the status of their employment. |
| rather than jumping straight to negative and punitive | | | | Absenteeism will go down if your employees |
| consequences when addressing absenteeism. | | | | understand the requirements and stability of their |
| Remember, just a spoonful of sugar helps the | | | | positions. |
| medicine go down! | | | | SEVEN Keep your workplace free of conflict. |
| ONE Make clear policies and procedures regarding | | | | Personality clashes, bullying and issues with upper |
| work absence. When employees must be absent, | | | | management often create stress and conflict. Deal |
| they should be knowledgeable about your company's | | | | with these issues quickly and effectively, before too |
| procedure for notification. Be sure that your workers | | | | much harm is done. Allowing conflict to fester can |
| are properly schooled on who to contact and the | | | | result in instances of employees "needing a day off" |
| acceptable methods of doing so - whether it be by | | | | simply to avoid the discomfort of spending a day on |
| phoning, emailing, or even through text messaging. | | | | the job with "that big bully Brad". But beyond |
| Make sure these policies are made clear. By what | | | | absenteeism, such stressors may also lead to further |
| time before the start of shift must your employees | | | | problems - such as long term mental issues - that may |
| notify you if they plan to be absent? Will they need to | | | | be even more destructive to productivity, and also |
| provide medical documentation of illness? How will you | | | | expensive to treat. Help solve conflict with appropriate |
| respond to habitual absenteeism? These are important | | | | mediation, before a disgruntled employee punches |
| questions to answer for your employees, and it is | | | | Brad in the face and puts the office bully on long term |
| essential to treat them with fairness and consistency. | | | | disability! |
| Earn the respect of your workers, and they will have | | | | EIGHT Don't hesitate to praise a job well done, or |
| an easier time respecting the system. | | | | even offer financial bonuses as an incentive to work |
| TWO Be supportive towards employees who may | | | | hard. Like anybody else, employees feel secure when |
| need to be absent for several days due to an injury or | | | | they receive direct reassurance that they are valued in |
| illness. Boost moral by taking time out to contact the | | | | the workplace. Feeling appreciated keeps workers |
| person with words of concern... maybe even have the | | | | happy, engaged and committed to a high level of |
| whole team sign a get-well card. Ask if the absent | | | | performance. When employees enjoy satisfaction in |
| worker needs any help from the organisation. Not only | | | | their work and know that their skills are valued, they |
| does it cheer up sick employees to know that | | | | will be less inclined to take time off unless their reasons |
| someone cares, but they will also be more eager to | | | | are unavoidable. |
| return to a workplace where they are appreciated and | | | | NINE Work with your employees, not against them, |
| missed. Be sure your workers know that you want | | | | when it comes to making accommodations for sick |
| them back! | | | | leave or other time off. Realize that if you throw a fit |
| THREE Educate supervisors and managers on ways | | | | and refuse to allow your workers to take an |
| they can reduce sick leave in the most effective | | | | occasional long lunch under special circumstances, |
| manner. For the best results, higher management | | | | employees will be more likely to call in sick and take a |
| should be supportive and empathetic to the needs of | | | | full day off when their kids are performing in a short |
| absent workers. If supervisors focus solely on LTIs | | | | school play, or some other small work conflict arises. |
| (lost time injury) and meeting their KPIs (key | | | | When workers are injured or otherwise incapacitated, |
| performance indicators) the outcome will be worse | | | | offer them the alternative of reduced hours or |
| than the results received by extending support and | | | | modified duties rather than encouraging full |
| trust to their employees. | | | | absenteeism - when the situation permits this, of |
| FOUR Be flexible and allow time for non-medical leave. | | | | course. You'll find that your employees are happy to |
| This will assist your employees in managing their | | | | work with a boss who concern and makes |
| outside lives without needing to lie about an illness in | | | | allowances for their needs. They won't want to leave |
| order to cope with unforeseen events. Children, For | | | | you in the lurch! |
| example, can pose a problem to parents who are | | | | TEN Be consistent when enforcing policies and |
| struggling to balance careers with family obligations. | | | | procedures. While it's great to be accommodating and |
| Studies prove that employees show a higher rate of | | | | sympathetic, there are always certain employees |
| absenteeism during school holidays, for example. | | | | willing to take advantage of your good nature. |
| Making allowances for a parent to take time off/work | | | | Workers must understand that leniency with sick leave |
| from home when a child is ill or requires supervision, will | | | | and time off is a privilege they must use sparingly. |
| reduce employee stress and increase productivity. Be | | | | Make everyone aware of the consequences they will |
| sensitive to the personal needs of your workers, and | | | | suffer if they don't abide by the rules of your |
| they will both respect you and place more value in | | | | organization when it comes to missing work. Habitual |
| their job. | | | | absenteeism, tardiness and even little "email checking |
| FIVE Create a happy working environment. If | | | | breaks" are detrimental to productivity and can lead to |
| employees dread coming to work, they are much | | | | resentment from co-workers. These problems should |
| more likely to NEED a day off, just to remain sane. | | | | be nipped in the bud in a fair and consistent manner |
| Make everyone happy by keeping performance | | | | that is clearly explained to all employees. A |
| expectations reasonable, listening/responding to the | | | | well-disciplined workforce is always a happier |
| concerns of your employees, always treating them | | | | workforce! |