How to implement a solid absence management process
When it comes to what the HR function does, absence management is perennial – and something very tangible to the business.
There are many different types of absence that will occur day to day. From planned and authorised absence like annual leave or maternity leave, to unplanned absence such as sickness absence. And sometimes unauthorised absence, for example, when someone “pulls a sickie”.
Why an absence management policy is important
Not only does having a solid absence management process help you administer all absences, and track them; but it can also impact absence positively for you, by discouraging people from choosing to be absent when they shouldn’t.
In fact, sickness absence (whether authorised or unauthorised) is a growing problem, with absence rates tracking upwards in recent years to around the 8% mark (some say a healthy level is 4%).
It is interesting to consider whether the introduction of statutory sick pay has had a bearing on this.
What does a strong absence management process look like?
A strong absence management process requires several layers: a well-written and communicated policy, manager training, strict reporting rules and return-to-work interviews, good record-keeping and tracking. Let’s explore each of these.
Your absence management policy
Your written company policies are a crucial part of employing people. They state in black and white what the rules are and how people should behave. They also give you the framework in which to manage any issues.
So without a well-written policy, it is very hard to manage absence at all. Your policy will cover things like annual leave and other statutory leaves (and pay), but in this context it is essential to be clear about sickness absence, how they notify you, what happens when they are better (or remain long-term sick), and what the consequences of unauthorised absence are.
These should be shared with employees from the start of employment and sent as a reminder periodically.
Sickness absence notification and return to work interviews
It is good practice, where possible, for the employee to notify you themselves by telephone on the first day, and each subsequent day of illness, unless something longer term is arranged. There will be some illnesses or accidents when, of course, this is not possible.
Then when they come back, it is equally good practice for their line manager to conduct a return-to-work interview. This will allow for you to determine they are well enough to work, and also send a soft message that each absence is noticed by the company.
Manager training
Your managers will be on the front line of making your absence management processes work, so it is important they know what they are doing, and when to escalate an issue. Absence management can get complicated, especially around issues such as longer-term illness and when a protected ground may be involved – which could expose you to discrimination risk.
An open culture
Good communication is important in that it can help softly reinforce the boundaries laid out in your policies. It can also help people understand the impact of regular absence, say the pressure it may put on fellow employees or you as boss.
An effective HR function
As we said at the beginning, absence is very much part of your HR function, so make sure this is strong within your business. HR software is a powerful tool here, allowing you to record absences which can be very helpful in spotting suspicious patterns and having a body of evidence to support any business decisions. As a bonus, it can also do things like manage self-serve holiday booking, taking an arduous admin task off your plate. Ask us for a demo if you would like to learn more.
Get absence management right
As you can see, there is a lot to do. If you need help we are here, and from writing policies, to running training sessions and supplying advanced software, we’ve got you covered.
