EMPLOYEE ENGAGEMENT WORK ABSENTEEISM HR SYSTEMS PEOPLESEARCH
Singapore - It's important for HR to track employees' absenteeism rates accurately because it may be a "symptom" to deeper underlying issues that could undermine business operations and morale.
For example, there could be higher frequency of employees across different business units taking medical leave in a particular month. Having the means to track work absenteeism accurately allows HR to analyse and address the deeper issues. Irene Low, business HR manager for recruitment firm PeopleSearch, says, "When we tie this information back to what's happening in the macro-environment, the reason could be due to flu season."
HR can intervene by providing flu-shots, health briefings or even refurbishing the facilities for a safer workplace. If the issue is isolated to an individual, Low says he or she could be "struggling to cope with workload, health, relationship with bosses and colleagues, or may be facing issues at home".
If absenteeism is more prevalent in a particular business unit when compared to other departments, Low says the issue may be "related to the team or the team leader". HR should look at counselling for the leader and team members, organising teambuilding exercises or even reassigning the team members so individuals can continue to be productive in other functions.
Yet it's often keeping accurate records of absenteeism timelines that's proving to be a challenge even though most companies possess an adequate recording system - either computer automated or paper-based - for annual and medical leave. Low says an employee may have called in to inform the supervisor of the absenteeism but the paperwork wasn't completed on time when the employee returns to work. "This requires diligence and some form of monitoring system to ensure paperwork is completed in a timely manner."
Instead of leaving the monitoring solely to HR, team leaders have to follow up with their team members as well, says Low. It is however unwise to hold a tight leash on employees who are professionals, managers or executives, she warns, as they expect to be trusted and may abhor close monitoring. "In such a situation, the tracking system has to be more discreet."
Sam Chia, general manager for HRnet Performance Consulting, says there are guidelines on how HR can minimise employee absenteeism.
1) Implement a clear absenteeism policy by defining "acceptable" reasons for absence with disciplinary action taken when rules are breached.
2) Train managers to recognise signs of workplace stress, identify patterns of absence and conduct effective return-to-work interviews. Managers should also learn to say "no" to ridiculous requests for taking leave.
3) Adopt friendly work practices such as providing flexi-work so employees can work out their personal issues. Offer mentoring or counselling to help them through stressful and emotional situations at work.
4) Create a good corporate culture and a trusting environment to reinforce employees' commitment to teamwork. Recognise and reward people who do not absent themselves unnecessarily from work.
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