| As the new coalition government addresses the deficit, | | | | easier and produces fast results. |
| the impact of public sector sickness absence is likely | | | | 4. Hold managers accountable for absence reduction |
| to be raised, and force organisations to deal with | | | | and make it a part of their performance review. |
| absences. | | | | 5. Train managers to be assertive so that they can |
| The extent of this challenge has been illustrated by IRS | | | | deal with the problem. |
| research into absence costs, which showed that | | | | 6. Use 'return-to-work' interviews, supposedly the most |
| absence costs in the public sector last year were on | | | | efficient way of reducing absence. |
| average 685 pounds sterling per head compared to | | | | The best approach, according to Shoesmith, for |
| 455 pounds sterling per head in private sector | | | | reducing absenteeism and monitoring presenteeism is |
| services. It also revealed that absence took up 3.8% | | | | a clear performance management approach, health |
| of working time last year for public sector employers, | | | | awareness programmes and good employee |
| compared to 2.6% in the private sector. | | | | engagement programmes. |
| These findings have supported the research of the | | | | The Real Cost of Absence |
| Chartered Institute of Personnel Development (CIPD) | | | | Less than 37% of employers surveyed by the IRS |
| on the widening gap between the public and private | | | | were able to offer figures on the cost of absence in |
| sector's number of absent days per employee. This, it | | | | their organisation. Many of those that were able to |
| is said, reflects inefficient performance management, | | | | admitted that they don't consider many of the direct or |
| aided most likely by the fact that public sector | | | | indirect effects on productivity caused by sickness |
| employees are part of large organisations that aren't | | | | absence. |
| able to focus on individual performance as effectively. | | | | 91.4% of those who gave absence costs based them |
| The public sector, however, does have the defense | | | | only on the wages of the absent individuals, so they |
| that many of its roles include difficult, public-facing, and | | | | did not include the fees of the temporary staff |
| sometimes dangerous jobs like nursing, policing and | | | | required to cover for the absent staff, nor the |
| teaching that induce high levels of stress. Further | | | | overtime costs for other staff covering for their |
| defenses are that, since the private sector is not under | | | | colleagues. Even fewer included indirect costs such as |
| external inspection, there may be under-reporting of | | | | missed business opportunities or reduced customer |
| absence. Moreover, the public sector has a tendency | | | | service. |
| to pay occupational sick pay while the private sector | | | | Overall, the CIPD claimed that absence costs the UK |
| only pays statutory sick pay, which may discourage | | | | 17.3 billion pounds sterling. The IRS suggests the true |
| absences. | | | | figure is higher, if employers considered the other |
| Alternatively, some people claim that presenteeism is a | | | | factors induced by absence. |
| greater problem than absenteeism, with more staff | | | | How the Private Sector Deals with Absence |
| likely to work when ill and incapable in the public sector | | | | One seemingly successful approach, pioneered by |
| than in the private sector. The recession is also | | | | Tesco in 2004, made the first three days of unplanned |
| considered to be an encourager of this, with more | | | | absence in a three month period unpaid, unless "fair |
| employees potentially feeling the need to demonstrate | | | | and reasonable situations [had] occurred to prevent |
| their reliability to their companies. In turn the recession | | | | attendance" and the employee had communicated this |
| could have the reverse effect, however, augmenting | | | | properly. For more than five days of unplanned |
| levels of stress and so increasing the number of | | | | absence then the employee was invited to meet with |
| absences. | | | | Human Resources to discuss the problem and be |
| How To Manage Absence | | | | offered support. All employees underwent a |
| | | | 'return-to-work' interview with their manager and were |
| 1. Encourage high attendance rather than mentioning | | | | advised about their responsibilities, and the |
| high absence. | | | | departmental manager was prepared for any personal |
| 2. Recognise attendance with non-monetary awards. | | | | issues that may have arisen for the employee. |
| 3. Address frequent short-term absences first as it is | | | | |