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Article Check - Some Thoughts On Dealing With Absenteeism Effectively
During my sophomore year of college, my roommate Ted decided to transfer mid-semester.Fortunately he was he was a total jerk and a drug addict who didn’t respect my personal space, so that worked out well.Anyway, when I returned from class one day, he was gone. His clothes, his posters, everything was gone.Even his TV.Oh no, not the TV! I thought.Initially, I was scared.No TV? How will I watch Dawson’s Creek? This is terrible! (Shut up. It wa
In summary:
• Ensure that sickness absence is monitored.
• Make sure everyone is aware of sickness reporting procedures.
• Carry out a return t
When people want to introduce a new product into the market, many companies rely on television, posters, magazines and newspapers in order to advertise.Unfortunately, these mediums are quite expensive so firms that are working on a small budget should try something else such as an inflatable advertising balloon.The balloon is often seen in major sports events like football and baseball. These are made of nylon and coated with silicon. The advantage for those who decide to use this is that
Recent reports have highlighted that sickness is costing British businesses up to ?1.75 billion a year, or roughly ?500 per employee. Although the problem is far worse in the public sector, the private sector is still averaging 6.5 days of sickness absence a year per employee. Improved management of a company's sickness absence could mean serious savings.
Sickness reporting:
The first area to consider is the reporting of sickness. Before anything can be done to reduce absence levels it helps to know what they are. Everyone needs to know precisely what they are required to do if they are too ill to come in to work. Make sure employees are aware that they should phone, not leave a message, and speak to their manager or an equally senior person if they are not available.
Tell employees they must phone in as early as possible to advise why they are unable to make it to work and when they expect to return. It is not unreasonable to ask these questions and it may mean they are less likely to take that occasional day off.Unless their contracts of employment state otherwise, employees are only required to provide a doctors certificate for periods of absence exceeding seven days. But employees can be asked to complete an absence statement, which details when they were off and why. This can then be signed off and put on their employment file.
The return to work interview:
When an employee's returns from sickness, ensure that they have a 'return to work' interview. This should be done even if they have only had one day off sick. This is a simple but effective tool and will make employees think twice before taking an occasional day off.
The Bradford Factor:
Long-term sickness can be planned around and dealt with. The worst type of sickness, as far as a business is concerned, is the regular but sporadic day off. In order to be able to deal with this, an objective monitoring system will be required. It might be worth considering the Bradford Factor, which is not a hugely complicated scientific idea, but a simple means to highlight those who regularly take a single day off.
The Bradford Factor measures both the number of sick days and the number of absences. The formula is:
S x S x D = 'Bradford Factor'
(S is the number of spells of absence in the last 52 weeks and D is the number of days' absence in the last 52 weeks).
For example, an employee who takes 10 individual sick days in a year will have a Bradford Factor of (10 x 10 x 10) 1000. Whereas an employee who has a total of 10 days sick on one occasion in a year because of a virus or bad bout of flu will only have a Bradford Factor of 10. As it concentrates on instances more than actual day’s absence, the Bradford Factor allows a business to have a table of sickness. Those without satisfactory explanations for their regular short-term absences can then be dealt with formally through disciplinary procedures. As ever, it is essential that consistency is applied when dealing with sickness absence. It is worth remembering that genuine sickness should be dealt with in a sympathetic and understanding way, with particular attention paid to the Disability and Discrimination Act and its requirements.
In summary:
• Ensure that sickness absence is monitored.
• Make sure everyone is aware of sickness reporting procedures.
• Carry out a return to
OK so you're out of the service, back home and everything is right with the world. Or is it? After a month or so, you're sitting around at home and you realize - you really need to get back to work and make some money- duh. Your significant others are kind enough to remind you of this and your disability severance pay is already running through your budget like water. Now what? Where are all the jobs that were supposed to be there? Where do you start?One place to begin is the local
Tell employees they must phone in as early as possible to advise why they are unable to make it to work and when they expect to return. It is not unreasonable to ask these questions and it may mean they are less likely to take that occasional day off.Unless their contracts of employment state otherwise, employees are only required to provide a doctors certificate for periods of absence exceeding seven days. But employees can be asked to complete an absence statement, which details when they were off and why. This can then be signed off and put on their employment file.
The return to work interview:
When an employee's returns from sickness, ensure that they have a 'return to work' interview. This should be done even if they have only had one day off sick. This is a simple but effective tool and will make employees think twice before taking an occasional day off.
The Bradford Factor:
Long-term sickness can be planned around and dealt with. The worst type of sickness, as far as a business is concerned, is the regular but sporadic day off. In order to be able to deal with this, an objective monitoring system will be required. It might be worth considering the Bradford Factor, which is not a hugely complicated scientific idea, but a simple means to highlight those who regularly take a single day off.
The Bradford Factor measures both the number of sick days and the number of absences. The formula is:
S x S x D = 'Bradford Factor'
(S is the number of spells of absence in the last 52 weeks and D is the number of days' absence in the last 52 weeks).
For example, an employee who takes 10 individual sick days in a year will have a Bradford Factor of (10 x 10 x 10) 1000. Whereas an employee who has a total of 10 days sick on one occasion in a year because of a virus or bad bout of flu will only have a Bradford Factor of 10. As it concentrates on instances more than actual day’s absence, the Bradford Factor allows a business to have a table of sickness. Those without satisfactory explanations for their regular short-term absences can then be dealt with formally through disciplinary procedures. As ever, it is essential that consistency is applied when dealing with sickness absence. It is worth remembering that genuine sickness should be dealt with in a sympathetic and understanding way, with particular attention paid to the Disability and Discrimination Act and its requirements.
In summary:
• Ensure that sickness absence is monitored.
• Make sure everyone is aware of sickness reporting procedures.
• Carry out a return t
I just recently read some more data that shows that internet marketing is going to become increasingly harder to make money at in the very near future. While I believe this when it comes to the ever increasing numbers of junk adsense trash sites out there, I find it hard to believe for the marketers that are taking the time needed to serve their communities. I do take heart at the fact the page generators and adsense template mongers will be cast out of the search engine realm in the near future.bsence exceeding seven days. But employees can be asked to complete an absence statement, which details when they were off and why. This can then be signed off and put on their employment file.
The return to work interview:
When an employee's returns from sickness, ensure that they have a 'return to work' interview. This should be done even if they have only had one day off sick. This is a simple but effective tool and will make employees think twice before taking an occasional day off.
The Bradford Factor:
Long-term sickness can be planned around and dealt with. The worst type of sickness, as far as a business is concerned, is the regular but sporadic day off. In order to be able to deal with this, an objective monitoring system will be required. It might be worth considering the Bradford Factor, which is not a hugely complicated scientific idea, but a simple means to highlight those who regularly take a single day off.
The Bradford Factor measures both the number of sick days and the number of absences. The formula is:
S x S x D = 'Bradford Factor'
(S is the number of spells of absence in the last 52 weeks and D is the number of days' absence in the last 52 weeks).
For example, an employee who takes 10 individual sick days in a year will have a Bradford Factor of (10 x 10 x 10) 1000. Whereas an employee who has a total of 10 days sick on one occasion in a year because of a virus or bad bout of flu will only have a Bradford Factor of 10. As it concentrates on instances more than actual day’s absence, the Bradford Factor allows a business to have a table of sickness. Those without satisfactory explanations for their regular short-term absences can then be dealt with formally through disciplinary procedures. As ever, it is essential that consistency is applied when dealing with sickness absence. It is worth remembering that genuine sickness should be dealt with in a sympathetic and understanding way, with particular attention paid to the Disability and Discrimination Act and its requirements.
In summary:
• Ensure that sickness absence is monitored.
• Make sure everyone is aware of sickness reporting procedures.
• Carry out a return t
IT (Internet Technology) companies from advanced countries are increasingly outsourcing their work to developing countries in Latin America, Africa, Asia and the Middle East. The main motive behind this outsourcing of IT work is to reduce the costs to the company. An estimated 50% can be reduced by outsourcing IT jobs to offshore countries with lower economies.Most companies that undertake outsourced work, such as BPOs (Business Process Outsourcing), can handle many aspects of IT works. These as
The Bradford Factor measures both the number of sick days and the number of absences. The formula is:
S x S x D = 'Bradford Factor'
(S is the number of spells of absence in the last 52 weeks and D is the number of days' absence in the last 52 weeks).
For example, an employee who takes 10 individual sick days in a year will have a Bradford Factor of (10 x 10 x 10) 1000. Whereas an employee who has a total of 10 days sick on one occasion in a year because of a virus or bad bout of flu will only have a Bradford Factor of 10. As it concentrates on instances more than actual day’s absence, the Bradford Factor allows a business to have a table of sickness. Those without satisfactory explanations for their regular short-term absences can then be dealt with formally through disciplinary procedures. As ever, it is essential that consistency is applied when dealing with sickness absence. It is worth remembering that genuine sickness should be dealt with in a sympathetic and understanding way, with particular attention paid to the Disability and Discrimination Act and its requirements.
In summary:
• Ensure that sickness absence is monitored.
• Make sure everyone is aware of sickness reporting procedures.
• Carry out a return t
Employee motivation is probably the most important single manageable factor for success and profitability of all the facets of specialty store retailing. It is too vital to be handled on a hit or miss basis, depending on the whim or spirit that stirs the store owner or manager from time to time.To be effective, employee motivation must be promoted on a day-to-day, month-to-month basis. It is a function that can and will pay enormous dividends.There are almost as many effective ways of m
In summary:
• Ensure that sickness absence is monitored.
• Make sure everyone is aware of sickness reporting procedures.
• Carry out a return to work interview.
• Introduce an objective measuring system.
• For persistent offenders, use disciplinary procedures.
• Deal with all sickness in a sympathetic manner.
• Be consistent.
Copyright © 2006 Jonathan Farrington. All rights reserved
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