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Workforce Management.Workforce ManagementAchieving Business Objectives Through Absence Management
11009104SH_WhitePaperV12.indd 1 29/04/10 9:52 AM
Workforce Management.Workforce Management
Executive Summary
This paper is designed to support senior leaders with insights into: • Bestpracticesindevelopingeffectiveattendancestrategies. • Objectivesettingtoalignwithcostcontainmentandemployee engagementgoals. • Applyinganintegratedriskavoidanceapproachtoimprove attendance,healthandproductivity.
Achieving Business Objectives Through Absence Management
1
It’sclearthatabsenteeismiscostly.It’salsoclearthatsimplyadministeringabsenceproduceslimitedcostsavingsorbenefits.
Manyprogressiveorganizationsareshiftingawayfromstand-aloneabsenceadministrationprogramstoattendancemanagementstrategiesthatarealignedwiththeircompany’sbusinessobjectives,costmanagementgoalsandemployeeengagementandretentionstrategies.
These“attendancemanagementstrategies”refertotheintegratedmanagementofabsences(i.e.,casual/incidentalabsence,non-occupational/occupationaldisability)topromotesustainedattendanceatworkandpreventdownstreamcostsandconsequences.
Todesignandimplementanattendancemanagementstrategy,seniorleadersshouldreviewwhethercurrentabsenceanddisabilitymanagementprograms:
• Areinlinewithcorporatestrategies,businessunitplansandotherHRobjectives.
• Haveclearandmeasurabledirectcostobjectives(e.g.,10%reductioninLTDclaims)andindirectcostobjectives(e.g.,reducedneedforreplacementstaff)thatarereviewedregularly.
• Identifyandaddressabsencedriversproactively,particularlysinceabsenteeismisoftenaresultoforganizationalandhealthissues.
• Fosteremployeeengagementthrougheffectivesupportandclearcommunicationofroles,responsibilitiesandprocedures.
• Workinanintegratedmannertoimproveadministrative,operationalandproceduralefficiencies.
Sinceindustrybenchmarksandotherattendancemeasuresmaynotbeapplicableacrossallorganizations,thegoalofthispaperistopresentstrategiesandtoolsthatanyorganizationcanusetoreviewitsownapproachesinlinewithbestpractices.
11009104SH_WhitePaperV12.indd 2 29/04/10 9:52 AM
Workforce Management.Workforce Management
Executive Summary
This paper is designed to support senior leaders with insights into: • Bestpracticesindevelopingeffectiveattendancestrategies. • Objectivesettingtoalignwithcostcontainmentandemployee engagementgoals. • Applyinganintegratedriskavoidanceapproachtoimprove attendance,healthandproductivity.
Achieving Business Objectives Through Absence Management
1
It’sclearthatabsenteeismiscostly.It’salsoclearthatsimplyadministeringabsenceproduceslimitedcostsavingsorbenefits.
Manyprogressiveorganizationsareshiftingawayfromstand-aloneabsenceadministrationprogramstoattendancemanagementstrategiesthatarealignedwiththeircompany’sbusinessobjectives,costmanagementgoalsandemployeeengagementandretentionstrategies.
These“attendancemanagementstrategies”refertotheintegratedmanagementofabsences(i.e.,casual/incidentalabsence,non-occupational/occupationaldisability)topromotesustainedattendanceatworkandpreventdownstreamcostsandconsequences.
Todesignandimplementanattendancemanagementstrategy,seniorleadersshouldreviewwhethercurrentabsenceanddisabilitymanagementprograms:
• Areinlinewithcorporatestrategies,businessunitplansandotherHRobjectives.
• Haveclearandmeasurabledirectcostobjectives(e.g.,10%reductioninLTDclaims)andindirectcostobjectives(e.g.,reducedneedforreplacementstaff)thatarereviewedregularly.
• Identifyandaddressabsencedriversproactively,particularlysinceabsenteeismisoftenaresultoforganizationalandhealthissues.
• Fosteremployeeengagementthrougheffectivesupportandclearcommunicationofroles,responsibilitiesandprocedures.
• Workinanintegratedmannertoimproveadministrative,operationalandproceduralefficiencies.
Sinceindustrybenchmarksandotherattendancemeasuresmaynotbeapplicableacrossallorganizations,thegoalofthispaperistopresentstrategiesandtoolsthatanyorganizationcanusetoreviewitsownapproachesinlinewithbestpractices.
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Mostemployersunderstandthenecessityofmanagingattendance,yetabsenteeismcontinuestoposesignificantchallengesandincursignificantcostsforemployers.Anumberofobstaclesstandinthewayofeffectiveattendancemanagement;forinstance: • Absenteeismcostsareoftenhiddenorindirect,makingitdifficulttoquantifythe problemandprioritizeimplementingasolution. • Withoutunderstandingpreventiveabsenceavoidancestrategies,manyorganizations mayfocusonreactiveriskmanagement,employinganumberofindependent attendanceprogramsthataredisjointedandremovedfromorganizationalgoals. • Commitmenttoattendancemanagementimprovementrequiressponsorshipfrom seniorleadersanddecision-makers.Thesechallengescanberesolvedwithan attendancemanagementstrategythatisembeddedinanoverarchingcorporate strategy.Broadlyspeaking,thegoalsofanattendancemanagementstrategyinclude:
Oneofthemostcommonreasonsthataninvestmentinattendancemanagementdoesnotreceiveexecutiveendorsementisthefailuretoproduceabusinesscasethatdemonstratestheimpactofattendanceonbusinessoutcomes.Seniorleadershipdiscussionsofproactivesolutionstoreduceabsencerisksandcostsaretypicallyrareandreactive,asleadersmaybecomeawareofissuesonlywhentheyresultinsignificantlyincreasedspendingorliabilityexposure.
Anattendancestrategy,likeallHumanResourcesstrategies,ismosteffectiveandmostlikelytobesponsoredattheexecutivelevelwhenitsupportsthebusinessgoalsarticulatedinacorporatestrategy(seefigureontheright).Thesuccessofanattendanceprogramreliesonclearlyidentifiedattendanceobjectives,whichareoftenmorenuancedthansimplycontainingdirectcost.Fromtheseclearlyidentifiedobjectives,aprogramcanbedesigned,implemented,deliveredandmonitoredtoachieveresultsinalignmentwithobjectives.
Whendevelopingattendanceobjectives,itisadvisablefororganizationsto: • Reviewexistingattendancemanagementtacticstoidentifychallengesand areasforimprovementrelativetobestpractices. • Consultandcollaboratewithbusinessfunctionstoensuresupportfortheir strategicplansandobjectives. • Consideroperational,administrative,proceduralandfinancialefficiencies– allofwhichresultincostsavings. • Differentiatebetweenprogramspendingandinvestmentinemployeehealth andengagement.Improvementsintheseareasleadtosignificantindirect costsavings. • Identifyexpectedimpactandoutcomesforallstakeholders(e.g.,enhanced employeeexperience,reducedHRandpeopleleaderburden,allowingfor greaterfocusonstrategicinitiatives,etc.). • Developspecificobjectivesateachstageofabsence,inadditiontobroader attendancegoalssuchascostcontainment.Thetablebelowdemonstrates sampleobjectivesateachstageofattendance.
OperationalEfficiency
Reduce time requirements and resource overlap
Contain near- and long-term absence benefit, liability and replacement costs
Prevent or mitigate health risk factors,
absence and disability
Reduce employee turnover, retain talent and
improve productivity
FinancialManagement
Risk Preventionand Management
EmployeeEngagement
Organizations with exceptional success in attendance management are committed to the consistent application of best practice strategies, such as:
1. Clearly identifying attendance objectives 2. Taking a fully integrated approach 3. Establishing clear policies, procedures, roles and responsibilities 4. Ensuring effective governance and measurement 5. Engaging people leaders to participate effectively in attendance management
Achieving Business Objectives Through Absence Management
Workforce Management Best Practices in Attendance Management
Clearly identifying attendance objectives
Corporate Strategy
Human Resources
Plan
AttendanceManagement
Objectives
Program Design
ProgramImplementation
and Delivery
ProgramGovernance andMeasurement
Sample objectives for various stages of attendance
Atwork •Proactivelyidentifyingandsupporting conditionsthatmayleadtoabsenceordisability
Casualorincidentalabsence •Supportingmanagerstoenforceabsencepolicies •Assessingrootcauseofabsenceandprovidingeffectivesupport •Trackingabsencesandforecastingstaffinglevels
Absenceleavesornon- •Supportingmanagersinthereturntoworkprocess occupationaldisability •Providingtimelyandeffectivereturntoworksupportandmonitoring •Ensuringappropriateinterventionformentalhealthandworkplacefactors
Occupationaldisability •Preventingoccupationalinjury(Workers’Compensation) •Providingstreamlinedandtimelymodifiedreturntoworkandmonitoring •Identifyingcostreliefandappealsopportunities
Long-termdisability •ReducingriskofentrytoLTD •Mitigatinglegalrisksassociatedwithdeclinedclaims
Stages of attendance Employers’ challenges
2 3
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Mostemployersunderstandthenecessityofmanagingattendance,yetabsenteeismcontinuestoposesignificantchallengesandincursignificantcostsforemployers.Anumberofobstaclesstandinthewayofeffectiveattendancemanagement;forinstance: • Absenteeismcostsareoftenhiddenorindirect,makingitdifficulttoquantifythe problemandprioritizeimplementingasolution. • Withoutunderstandingpreventiveabsenceavoidancestrategies,manyorganizations mayfocusonreactiveriskmanagement,employinganumberofindependent attendanceprogramsthataredisjointedandremovedfromorganizationalgoals. • Commitmenttoattendancemanagementimprovementrequiressponsorshipfrom seniorleadersanddecision-makers.Thesechallengescanberesolvedwithan attendancemanagementstrategythatisembeddedinanoverarchingcorporate strategy.Broadlyspeaking,thegoalsofanattendancemanagementstrategyinclude:
Oneofthemostcommonreasonsthataninvestmentinattendancemanagementdoesnotreceiveexecutiveendorsementisthefailuretoproduceabusinesscasethatdemonstratestheimpactofattendanceonbusinessoutcomes.Seniorleadershipdiscussionsofproactivesolutionstoreduceabsencerisksandcostsaretypicallyrareandreactive,asleadersmaybecomeawareofissuesonlywhentheyresultinsignificantlyincreasedspendingorliabilityexposure.
Anattendancestrategy,likeallHumanResourcesstrategies,ismosteffectiveandmostlikelytobesponsoredattheexecutivelevelwhenitsupportsthebusinessgoalsarticulatedinacorporatestrategy(seefigureontheright).Thesuccessofanattendanceprogramreliesonclearlyidentifiedattendanceobjectives,whichareoftenmorenuancedthansimplycontainingdirectcost.Fromtheseclearlyidentifiedobjectives,aprogramcanbedesigned,implemented,deliveredandmonitoredtoachieveresultsinalignmentwithobjectives.
Whendevelopingattendanceobjectives,itisadvisablefororganizationsto: • Reviewexistingattendancemanagementtacticstoidentifychallengesand areasforimprovementrelativetobestpractices. • Consultandcollaboratewithbusinessfunctionstoensuresupportfortheir strategicplansandobjectives. • Consideroperational,administrative,proceduralandfinancialefficiencies– allofwhichresultincostsavings. • Differentiatebetweenprogramspendingandinvestmentinemployeehealth andengagement.Improvementsintheseareasleadtosignificantindirect costsavings. • Identifyexpectedimpactandoutcomesforallstakeholders(e.g.,enhanced employeeexperience,reducedHRandpeopleleaderburden,allowingfor greaterfocusonstrategicinitiatives,etc.). • Developspecificobjectivesateachstageofabsence,inadditiontobroader attendancegoalssuchascostcontainment.Thetablebelowdemonstrates sampleobjectivesateachstageofattendance.
OperationalEfficiency
Reduce time requirements and resource overlap
Contain near- and long-term absence benefit, liability and replacement costs
Prevent or mitigate health risk factors,
absence and disability
Reduce employee turnover, retain talent and
improve productivity
FinancialManagement
Risk Preventionand Management
EmployeeEngagement
Organizations with exceptional success in attendance management are committed to the consistent application of best practice strategies, such as:
1. Clearly identifying attendance objectives 2. Taking a fully integrated approach 3. Establishing clear policies, procedures, roles and responsibilities 4. Ensuring effective governance and measurement 5. Engaging people leaders to participate effectively in attendance management
Achieving Business Objectives Through Absence Management
Workforce Management Best Practices in Attendance Management
Clearly identifying attendance objectives
Corporate Strategy
Human Resources
Plan
AttendanceManagement
Objectives
Program Design
ProgramImplementation
and Delivery
ProgramGovernance andMeasurement
Sample objectives for various stages of attendance
Atwork •Proactivelyidentifyingandsupporting conditionsthatmayleadtoabsenceordisability
Casualorincidentalabsence •Supportingmanagerstoenforceabsencepolicies •Assessingrootcauseofabsenceandprovidingeffectivesupport •Trackingabsencesandforecastingstaffinglevels
Absenceleavesornon- •Supportingmanagersinthereturntoworkprocess occupationaldisability •Providingtimelyandeffectivereturntoworksupportandmonitoring •Ensuringappropriateinterventionformentalhealthandworkplacefactors
Occupationaldisability •Preventingoccupationalinjury(Workers’Compensation) •Providingstreamlinedandtimelymodifiedreturntoworkandmonitoring •Identifyingcostreliefandappealsopportunities
Long-termdisability •ReducingriskofentrytoLTD •Mitigatinglegalrisksassociatedwithdeclinedclaims
Stages of attendance Employers’ challenges
2 3
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Acentral,yetoftenoverlookedobjectiveofbestpracticeattendancemanagementisemployeeengagement.Asmanystudieshaveshown,engagedemployeesaremoreproductive,andhighengagementistiedtobusinesssuccess.Yetmanyorganizationalattendancepoliciesandpracticesmaynoteffectivelyaddresstheimportantlinksbetweenabsenteeismandengagement:
1. Metrics:Lowengagementcanresultinexcessiveabsence.Absencestatisticscan thereforeindicatelevelofengagement.2. Root cause:Absenteeismnotonlycanindicatepooremployeehealthbutalsocanbe symptomaticofworkplaceissuesthatarecontributingtolowengagement.3. Support: Thelevelofsupportandcareofferedtoanemployeeduringanabsencecan resultindisengagement.
Administrative/TransactionalOrganizationsthatapplyanadministrativeapproachtoabsencemanagementeitherareunawareofitsimpacttoengagementorareawarebutlackthetoolsorsponsorshiptoincorporatesupportive/proactivepractices.
Withanadministrative/transactionalapproachtoabsence,organizationsmissopportunitiestoprovidetheemployeewithsupportbeforetheunderlyingissuebecomescomplexandresultsinfurtherabsenceorevendisability.
Best Practices in Attendance Management
This diagram demonstrates the progressive evolution of an attendance strategy in terms of engagement.
Clearly identifying attendance objectives: Employee engagement
Rootcausesofabsencemaybehealthissuesthatwillincreasedownstreambenefitscostsororganizationalissuesthat,leftunresolved,willcontributetoemployeeturnover,loweredproductivityorothernegativeconsequences(seeboxbelow).
Inaddition,whenanabsenceissimplytreatedastransactional(e.g.,recording/trackingtheabsenceorfillingoutpaperworkforadisabilityclaim),thiscanreflectacorporateculturewheretheemployee’shealthandwellbeingisnotviewedasimportant.Sinceconcernforemployeehealthandwellbeingisaleadingdriverofengagement,treatmentoftheabsentemployee,particularlyduringadisabilityleave,canhavelastingimpactsontheemployee’scommitmenttoworkandtoorganizationalgoals.
Proactive/SupportiveAsupportiveapproachtoattendancemanagementpromotesaccountabilityforabsencesandpreventsfurtherabsencethroughproactiveassessmentandsupportwhileshowcasingtheemployer’sconcernforwellbeing.Applyingasupportiveapproachtoabsence,ratherthanatransactionalone,canmaximizeengagementopportunitiesandhelporganizationsrecognizeearlyindicatorsofanineffectiveworkplace.
Thesectionsthatfollowwillprovidefurtherdetailsonbestpracticesinaproactive/supportiveattendancestrategy.
Supportive/ Proactive
Administrative/ Transactional
Gathering metrics
Applying a process / enforcing a policy
Support
Root Cause
EnG
AGEM
EnT
Unscheduledabsencecanbesymptomaticofworkplaceissuessuchas:• Weakteammorale(e.g.,retentionandengagement,managementbehaviour).• Poorpolicydesign(e.g.,notimeofftocareforfamilymembers).• Poorlydesignedormanagedworkloads,orroleuncertainty.• Workplacestress,conflict,bullying,etc.• Weakemployeehealthpromotion/wellnessprogramsorweakpromotion oftheseprograms.
Potential workplace issues contributing to absenteeism
Employee engagement
4 5
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Acentral,yetoftenoverlookedobjectiveofbestpracticeattendancemanagementisemployeeengagement.Asmanystudieshaveshown,engagedemployeesaremoreproductive,andhighengagementistiedtobusinesssuccess.Yetmanyorganizationalattendancepoliciesandpracticesmaynoteffectivelyaddresstheimportantlinksbetweenabsenteeismandengagement:
1. Metrics:Lowengagementcanresultinexcessiveabsence.Absencestatisticscan thereforeindicatelevelofengagement.2. Root cause:Absenteeismnotonlycanindicatepooremployeehealthbutalsocanbe symptomaticofworkplaceissuesthatarecontributingtolowengagement.3. Support: Thelevelofsupportandcareofferedtoanemployeeduringanabsencecan resultindisengagement.
Administrative/TransactionalOrganizationsthatapplyanadministrativeapproachtoabsencemanagementeitherareunawareofitsimpacttoengagementorareawarebutlackthetoolsorsponsorshiptoincorporatesupportive/proactivepractices.
Withanadministrative/transactionalapproachtoabsence,organizationsmissopportunitiestoprovidetheemployeewithsupportbeforetheunderlyingissuebecomescomplexandresultsinfurtherabsenceorevendisability.
Best Practices in Attendance Management
This diagram demonstrates the progressive evolution of an attendance strategy in terms of engagement.
Clearly identifying attendance objectives: Employee engagement
Rootcausesofabsencemaybehealthissuesthatwillincreasedownstreambenefitscostsororganizationalissuesthat,leftunresolved,willcontributetoemployeeturnover,loweredproductivityorothernegativeconsequences(seeboxbelow).
Inaddition,whenanabsenceissimplytreatedastransactional(e.g.,recording/trackingtheabsenceorfillingoutpaperworkforadisabilityclaim),thiscanreflectacorporateculturewheretheemployee’shealthandwellbeingisnotviewedasimportant.Sinceconcernforemployeehealthandwellbeingisaleadingdriverofengagement,treatmentoftheabsentemployee,particularlyduringadisabilityleave,canhavelastingimpactsontheemployee’scommitmenttoworkandtoorganizationalgoals.
Proactive/SupportiveAsupportiveapproachtoattendancemanagementpromotesaccountabilityforabsencesandpreventsfurtherabsencethroughproactiveassessmentandsupportwhileshowcasingtheemployer’sconcernforwellbeing.Applyingasupportiveapproachtoabsence,ratherthanatransactionalone,canmaximizeengagementopportunitiesandhelporganizationsrecognizeearlyindicatorsofanineffectiveworkplace.
Thesectionsthatfollowwillprovidefurtherdetailsonbestpracticesinaproactive/supportiveattendancestrategy.
Supportive/ Proactive
Administrative/ Transactional
Gathering metrics
Applying a process / enforcing a policy
Support
Root Cause
EnG
AGEM
EnT
Unscheduledabsencecanbesymptomaticofworkplaceissuessuchas:• Weakteammorale(e.g.,retentionandengagement,managementbehaviour).• Poorpolicydesign(e.g.,notimeofftocareforfamilymembers).• Poorlydesignedormanagedworkloads,orroleuncertainty.• Workplacestress,conflict,bullying,etc.• Weakemployeehealthpromotion/wellnessprogramsorweakpromotion oftheseprograms.
Potential workplace issues contributing to absenteeism
Employee engagement
4 5
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• AlternativeDisputeResolution/Mediationforworkplaceconflicts.• DiseasePreventionandManagement(e.g.,healthcoaching).• ErgonomicsPrograms.• Health&SafetyTraining.• HealthRiskAppraisals/HealthRiskScreening.• ManagementTrainingandExecutiveCoaching.• Pre-employmentMedicals.• StructuredPerformanceReviews.• WellnessInitiativesandEducation.
EmployeeAssistanceProgramsandotherhealthpromotionstrategiesareeffectivewaystohelpidentifyandmanagerisksbeforetheyresultinabsenteeism.Examplesofpreventiveinterventionsthatpromotephysical,mental,socialandworkplacehealthcaninclude:
Implementing preventive strategies to help employees stay at work
Indefiningattendanceobjectives,itmaybecomeevidentthatmanyattendancechallengesareoverarching,suchasemployeeengagement.Itmayalsobecomeclearthatdealingwithincidentsorclaimsreactivelyandseparatelywillnoteffectivelyaddressabsenceanddisabilitydriversproactively.Infact,thelargestgapsandcostsavingsopportunitiesareintheareasofpreventingabsencesandaddressingrisksbeforetheybecomemorecostly.
Aneffectiveattendancemanagementstrategythereforeidentifiesandaddressesabsencedriversthroughoutthehealthandproductivitycontinuum(seefigureonpage7).Thismeansthatcasualabsences,intermittentorpatternedabsencesanddisabilityaremanagedinanintegratedmannertooptimizeriskavoidance.
Whenunhealthybehaviourisidentifiedearly,itisfarmorelikelythatthebehaviourcanchange–beforethebehaviourworsensorresultsinserious,chronichealthconditions–andextendedtimeawayfromworkcanbeavoided.Asthefiguredemonstrates,anintegratedapproachincorporatesprevention,earlyinterventionandrecoveryorreturntoworkpractices.Suchpracticesareaimedatassessingandchangingunhealthybehaviourtomitigateabsences,whetheritisrelatedtophysical,mental,socialandworkplacehealth–oranycombinationofissues.
PreventionAneffectiveattendancemanagementstrategybeginswithpromotinggoodhealth,withtherecognitionthatthecorecomponentsofgoodhealth(i.e.,physical,mental,socialandworkplacehealth)areinterconnectedandcontingentonchangingunhealthybehaviour.
Poorlifestylechoices(high-fatdiets,insufficientexercise)andstressorsrelatedtotheworkplaceorfamily/socialissues(e.g.,child-rearing,eldercarechallenges)canbemanagedproactivelythroughpreventiveprogramsthataddresshealthrisksorrootcausesofabsence,whichmightotherwiseresultintimeawayfromwork.
Organizationsthatmaintainahealthyandsafeworkingenvironmentforemployeesminimizeabsenteeismandreducetheriskofworkers’compensationclaimswhilemitigatingtheriskofincreasedbenefitscostssuchasdrugutilization.Whereindividualandgrouplifestyle-relatedhealthinitiativesareavailable,employeesaremoreengaged,productiveandcommittedtotheorganization.
Taking a fully integrated approach to attendance
Best Practices in Attendance Management
PREV
EN
TION
EARLY INTERVEN
TION
RECOVERY AND RETURN TO WORK
At Work
Casual AbsenceExtended Absence
LTD and LTD Threshold
STD
STD Threshold
RISK
PRE
VENTION
INC
IDEN
T
M
ODIFIED RTW
MAN
AGEM
ENT
6 7
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• AlternativeDisputeResolution/Mediationforworkplaceconflicts.• DiseasePreventionandManagement(e.g.,healthcoaching).• ErgonomicsPrograms.• Health&SafetyTraining.• HealthRiskAppraisals/HealthRiskScreening.• ManagementTrainingandExecutiveCoaching.• Pre-employmentMedicals.• StructuredPerformanceReviews.• WellnessInitiativesandEducation.
EmployeeAssistanceProgramsandotherhealthpromotionstrategiesareeffectivewaystohelpidentifyandmanagerisksbeforetheyresultinabsenteeism.Examplesofpreventiveinterventionsthatpromotephysical,mental,socialandworkplacehealthcaninclude:
Implementing preventive strategies to help employees stay at work
Indefiningattendanceobjectives,itmaybecomeevidentthatmanyattendancechallengesareoverarching,suchasemployeeengagement.Itmayalsobecomeclearthatdealingwithincidentsorclaimsreactivelyandseparatelywillnoteffectivelyaddressabsenceanddisabilitydriversproactively.Infact,thelargestgapsandcostsavingsopportunitiesareintheareasofpreventingabsencesandaddressingrisksbeforetheybecomemorecostly.
Aneffectiveattendancemanagementstrategythereforeidentifiesandaddressesabsencedriversthroughoutthehealthandproductivitycontinuum(seefigureonpage7).Thismeansthatcasualabsences,intermittentorpatternedabsencesanddisabilityaremanagedinanintegratedmannertooptimizeriskavoidance.
Whenunhealthybehaviourisidentifiedearly,itisfarmorelikelythatthebehaviourcanchange–beforethebehaviourworsensorresultsinserious,chronichealthconditions–andextendedtimeawayfromworkcanbeavoided.Asthefiguredemonstrates,anintegratedapproachincorporatesprevention,earlyinterventionandrecoveryorreturntoworkpractices.Suchpracticesareaimedatassessingandchangingunhealthybehaviourtomitigateabsences,whetheritisrelatedtophysical,mental,socialandworkplacehealth–oranycombinationofissues.
PreventionAneffectiveattendancemanagementstrategybeginswithpromotinggoodhealth,withtherecognitionthatthecorecomponentsofgoodhealth(i.e.,physical,mental,socialandworkplacehealth)areinterconnectedandcontingentonchangingunhealthybehaviour.
Poorlifestylechoices(high-fatdiets,insufficientexercise)andstressorsrelatedtotheworkplaceorfamily/socialissues(e.g.,child-rearing,eldercarechallenges)canbemanagedproactivelythroughpreventiveprogramsthataddresshealthrisksorrootcausesofabsence,whichmightotherwiseresultintimeawayfromwork.
Organizationsthatmaintainahealthyandsafeworkingenvironmentforemployeesminimizeabsenteeismandreducetheriskofworkers’compensationclaimswhilemitigatingtheriskofincreasedbenefitscostssuchasdrugutilization.Whereindividualandgrouplifestyle-relatedhealthinitiativesareavailable,employeesaremoreengaged,productiveandcommittedtotheorganization.
Taking a fully integrated approach to attendance
Best Practices in Attendance Management
PREV
EN
TION
EARLY INTERVEN
TION
RECOVERY AND RETURN TO WORK
At Work
Casual AbsenceExtended Absence
LTD and LTD Threshold
STD
STD Threshold
RISK
PRE
VENTION
INC
IDEN
T
M
ODIFIED RTW
MAN
AGEM
ENT
6 7
11009104SH_WhitePaperV12.indd 5 29/04/10 9:52 AM
Early InterventionEverydayofabsenceresultsindirectcosts,lostproductivityandrevenueanddifficultworkingconditionsformanagersandco-workerswhohavetocoverworkloadsfortheabsentemployee.Organizationscanreducethesedirectandindirectcostsbyinterveningasearlyaspossibletoaddressabsencecontributors.Theearliertheemployeereceivesguidanceandsupport,thefastertheemployeecanreturntowork.Whilemuchfocushasbeenplacedoneffectiveinterventionintheshort-termdisabilitystagetopreventlong-termdisability,employersarewelladvisedtolookatwaystoreducetheriskofentrytoshort-termdisability.
Casual absencesarecostlybutoftenoverlooked,whichmeansthatcostimpactsandunderlyinghealthissuescangounnoticedandmayleadtofurtherabsences.Again,whilemechanismstotrackcasualabsencesandenforceabsencepoliciesfairlyandconsistentlyareimportant,offeringearlysupporttopreventprolongedabsenceisessentialtoaneffectiveattendancemanagementstrategy.
Inotherwords,ratherthanfocusingsolelyonobtainingmedicaldocumentation,addressingtherootcauseofabsencecanoffersignificantdividends.Suchissuescanrangefromsimplefixes,suchasanemployeewithunstabledaycarewhomaymissmanydayswhilesearchingforotheroptions,tocomplexchronicconditions,suchasdepression,whereearlysupportcanhelptheemployeegainresiliencetostayatwork.
Inaddition,patterned or cyclical absences(e.g.,fourincidentsinfourmonths)areoftendifficulttoidentifyifabsencesarenottrackedformally.Thesetypesofabsencesaremorelikelytobesymptomaticofunderlyingissuesthatmayleadtoprolongedabsenceleavesand/orshort-termdisability.
Thereisasignificantopportunityfororganizationstorealizecostsavingsandreducedownstreamemployeehealthrisksbymanagingsuchabsencesthroughastructuredintervention.Theemployeemaybenefitfromaccommodationorfacilitationfortheseissues,orthesituationmaypresentanimportantopportunityforaddressingperformanceissues.Supportfortherootcauseofabsence,whetherperformance-orhealth-related,canthereforebeofferedbeforetheconditionbecomesmorecomplicatedandmorecostly.
Withrespectto occupational and non-occupational disability,earlyinterventioncantakemanyforms: • Timelyclaimreferralorreportingofincidentsiscriticaltoreduceunnecessarytime lossordelays.Peopleleaders,whoareoftenresponsibleforclaimreferral,shouldbe awareoftheprocessandthecostimplicationsoffailingtoreferinatimelyfashion. • Immediateoutreachtoillorinjuredemployeescanimprovereturntowork outcomesbymaintainingaconnectiontotheworkplaceandreducingpotential isolationordisconnectionfrompurposeandproductivity. • Modifiedorprogressivereturntoworkplanningcanbesetinmotionbeforeaclaim isadjudicated,ratherthanpostponinganyactionuntilreceivingmedical documentation. • Proactiveidentificationofmodifiedworkopportunitiesisalsoanimportantearly interventiontacticthatcansignificantlyreducedelaysandcosts.
Recovery and Return to WorkIncomereplacementisjustonecomponentofsupportforinjuredorillemployees. Thegreatestcostimpactcanbeseenwheretheinjuredorillemployeesareprovidedwithcomprehensivereturntoworksupport.Thisnotonlyservestoreduceclaimdurationbutalsocanhavealastingeffectontheemployees’healthandperceptionoftheiremployer,bothofwhichimpacttalentretention.
Early,safeandsustainablereturntoworkprogramsarecriticaltoreducetimelossandclaimcosts.Progressiveormodifiedreturntoworkprogramsnotonlyshoweconomicbenefitbutalsohavedemonstratedtherapeuticbenefittoemployees.Infact,on-the-jobrecoveryissuggestedbyexperts,wheremedicallypossible,asitcanrestoretheemployee’ssenseofpurpose,productivityandconnectiontotheworkplacewhilereducingthepotentialofrelapse.
Whilesuchreturntoworkprogramsareanessentialpartofworkers’compensationclaims,theymaybelessfrequentlyimplementedintraditionalshort-termdisabilitycasemanagementmodels.Traditionalmodelsmayfocusmainlyonadjudicatingandadministeringtheclaim(i.e.,obtainingmedicaldocumentationtosubstantiatethe“disability”claim).
Progressiveapproachestoshort-termdisability,ontheotherhand,recognizethedistinctionbetween“disability”andimpairment.Thatis,aninjuredorillemployeemaystillhavefunctionalabilitiesorbemedicallyabletoworkandmaybenefitfromon-the-jobrecoveryortemporaryaccommodation.
Withan“ability-focused”returntoworkapproach:
• Returntoworkplanningisguidedbyadisabilitymanagementprofessional,who developsappropriateplansonacase-by-casebasis,obtaininginputfromtheinjured orillemployee,themanager/employerandthetreatingphysician. • Medicalinformationandinformationrelatedtojobduties/workenvironmentare reviewedtoassesswhattheemployeecandoinlightofhis/herfunctionalabilitiesand anyavailablemodifiedworkopportunities. • Non-medicalfactorsaretakenintoaccount,astheseissuescanbebarriersto sustainablereturntowork(e.g.,personal/socialandworkplacefactorsthatmaybe contributingtotheabsence). • Returntoworksupportandplanningbeginsasearlyaspossible,notonlytoreduce claimdurationbutalsotopreventtheemployeefromfeelingdisconnectedfromthe workplaceorfeelinginappropriately“disabled”.
Inadditiontotheabove,returntoworkplansaremostsuccessfulwhentheyare:
• Progressive–theemployeecontinuestoaddmoretasks/hourstodevelop greaterresiliency • Temporary,withcleartimelinesoutlined • Monitoredandre-evaluatedasnecessarytoensureprogressiontosustainablereturn tofullduties • Clearlycommunicatedtotheemployeeandmanager
Mental health issues are one of the leading causes of non-occupationaldisabilityclaimsandcanevenbepresentinlost-timeclaims–a fact that isoftenoverlooked.These typesof issues canrepresentahugechallengefortraditionalattendancemanagementprograms,whichfocussimplyonobtainingmedicaldocumentationrather than intervening early to assess root causes of absence.Withoutspecializedassessmentandtherightsupport,recoveryandreturntoworkcanbedelayedsignificantly,evenwhenmentalhealthissuesarenottheprimaryreasonforabsence.Organizationsarewelladvised to reviewhow their attendanceprograms currently assessandaddressmentalhealthissues, theprevalenceofmentalhealthcontributors to disability claims and whether additional targetedsupportiswarranted.
Mental health support
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Early InterventionEverydayofabsenceresultsindirectcosts,lostproductivityandrevenueanddifficultworkingconditionsformanagersandco-workerswhohavetocoverworkloadsfortheabsentemployee.Organizationscanreducethesedirectandindirectcostsbyinterveningasearlyaspossibletoaddressabsencecontributors.Theearliertheemployeereceivesguidanceandsupport,thefastertheemployeecanreturntowork.Whilemuchfocushasbeenplacedoneffectiveinterventionintheshort-termdisabilitystagetopreventlong-termdisability,employersarewelladvisedtolookatwaystoreducetheriskofentrytoshort-termdisability.
Casual absencesarecostlybutoftenoverlooked,whichmeansthatcostimpactsandunderlyinghealthissuescangounnoticedandmayleadtofurtherabsences.Again,whilemechanismstotrackcasualabsencesandenforceabsencepoliciesfairlyandconsistentlyareimportant,offeringearlysupporttopreventprolongedabsenceisessentialtoaneffectiveattendancemanagementstrategy.
Inotherwords,ratherthanfocusingsolelyonobtainingmedicaldocumentation,addressingtherootcauseofabsencecanoffersignificantdividends.Suchissuescanrangefromsimplefixes,suchasanemployeewithunstabledaycarewhomaymissmanydayswhilesearchingforotheroptions,tocomplexchronicconditions,suchasdepression,whereearlysupportcanhelptheemployeegainresiliencetostayatwork.
Inaddition,patterned or cyclical absences(e.g.,fourincidentsinfourmonths)areoftendifficulttoidentifyifabsencesarenottrackedformally.Thesetypesofabsencesaremorelikelytobesymptomaticofunderlyingissuesthatmayleadtoprolongedabsenceleavesand/orshort-termdisability.
Thereisasignificantopportunityfororganizationstorealizecostsavingsandreducedownstreamemployeehealthrisksbymanagingsuchabsencesthroughastructuredintervention.Theemployeemaybenefitfromaccommodationorfacilitationfortheseissues,orthesituationmaypresentanimportantopportunityforaddressingperformanceissues.Supportfortherootcauseofabsence,whetherperformance-orhealth-related,canthereforebeofferedbeforetheconditionbecomesmorecomplicatedandmorecostly.
Withrespectto occupational and non-occupational disability,earlyinterventioncantakemanyforms: • Timelyclaimreferralorreportingofincidentsiscriticaltoreduceunnecessarytime lossordelays.Peopleleaders,whoareoftenresponsibleforclaimreferral,shouldbe awareoftheprocessandthecostimplicationsoffailingtoreferinatimelyfashion. • Immediateoutreachtoillorinjuredemployeescanimprovereturntowork outcomesbymaintainingaconnectiontotheworkplaceandreducingpotential isolationordisconnectionfrompurposeandproductivity. • Modifiedorprogressivereturntoworkplanningcanbesetinmotionbeforeaclaim isadjudicated,ratherthanpostponinganyactionuntilreceivingmedical documentation. • Proactiveidentificationofmodifiedworkopportunitiesisalsoanimportantearly interventiontacticthatcansignificantlyreducedelaysandcosts.
Recovery and Return to WorkIncomereplacementisjustonecomponentofsupportforinjuredorillemployees. Thegreatestcostimpactcanbeseenwheretheinjuredorillemployeesareprovidedwithcomprehensivereturntoworksupport.Thisnotonlyservestoreduceclaimdurationbutalsocanhavealastingeffectontheemployees’healthandperceptionoftheiremployer,bothofwhichimpacttalentretention.
Early,safeandsustainablereturntoworkprogramsarecriticaltoreducetimelossandclaimcosts.Progressiveormodifiedreturntoworkprogramsnotonlyshoweconomicbenefitbutalsohavedemonstratedtherapeuticbenefittoemployees.Infact,on-the-jobrecoveryissuggestedbyexperts,wheremedicallypossible,asitcanrestoretheemployee’ssenseofpurpose,productivityandconnectiontotheworkplacewhilereducingthepotentialofrelapse.
Whilesuchreturntoworkprogramsareanessentialpartofworkers’compensationclaims,theymaybelessfrequentlyimplementedintraditionalshort-termdisabilitycasemanagementmodels.Traditionalmodelsmayfocusmainlyonadjudicatingandadministeringtheclaim(i.e.,obtainingmedicaldocumentationtosubstantiatethe“disability”claim).
Progressiveapproachestoshort-termdisability,ontheotherhand,recognizethedistinctionbetween“disability”andimpairment.Thatis,aninjuredorillemployeemaystillhavefunctionalabilitiesorbemedicallyabletoworkandmaybenefitfromon-the-jobrecoveryortemporaryaccommodation.
Withan“ability-focused”returntoworkapproach:
• Returntoworkplanningisguidedbyadisabilitymanagementprofessional,who developsappropriateplansonacase-by-casebasis,obtaininginputfromtheinjured orillemployee,themanager/employerandthetreatingphysician. • Medicalinformationandinformationrelatedtojobduties/workenvironmentare reviewedtoassesswhattheemployeecandoinlightofhis/herfunctionalabilitiesand anyavailablemodifiedworkopportunities. • Non-medicalfactorsaretakenintoaccount,astheseissuescanbebarriersto sustainablereturntowork(e.g.,personal/socialandworkplacefactorsthatmaybe contributingtotheabsence). • Returntoworksupportandplanningbeginsasearlyaspossible,notonlytoreduce claimdurationbutalsotopreventtheemployeefromfeelingdisconnectedfromthe workplaceorfeelinginappropriately“disabled”.
Inadditiontotheabove,returntoworkplansaremostsuccessfulwhentheyare:
• Progressive–theemployeecontinuestoaddmoretasks/hourstodevelop greaterresiliency • Temporary,withcleartimelinesoutlined • Monitoredandre-evaluatedasnecessarytoensureprogressiontosustainablereturn tofullduties • Clearlycommunicatedtotheemployeeandmanager
Mental health issues are one of the leading causes of non-occupationaldisabilityclaimsandcanevenbepresentinlost-timeclaims–a fact that isoftenoverlooked.These typesof issues canrepresentahugechallengefortraditionalattendancemanagementprograms,whichfocussimplyonobtainingmedicaldocumentationrather than intervening early to assess root causes of absence.Withoutspecializedassessmentandtherightsupport,recoveryandreturntoworkcanbedelayedsignificantly,evenwhenmentalhealthissuesarenottheprimaryreasonforabsence.Organizationsarewelladvised to reviewhow their attendanceprograms currently assessandaddressmentalhealthissues, theprevalenceofmentalhealthcontributors to disability claims and whether additional targetedsupportiswarranted.
Mental health support
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11009104SH_WhitePaperV12.indd 6 29/04/10 9:52 AM
Soundpoliciesarethefoundationofeffectiveattendancemanagement.Policiesensurethatallemployeeattendancemattersaretreatedfairlyandconsistentlyinalignmentwithlegislativeguidelines.However,policiesneedtobebackedbyclearproceduresthatenableeffectiveparticipationinattendancemanagementprocesses.
Clarityisdirectlylinkedtocompliance.Whenpoliciesandproceduresareclear,theresultismoreeffectiveenforcementofpoliciesandcompliancetoprocedures.Oneofthereasonswell-designedprogramsfailisthattheyareinconsistentlyunderstoodandapplied.Awell-executedattendancemanagementstrategyclearlycommunicatesroles,responsibilitiesandprotocolsnotonlytogainefficienciesbutalsotodemonstratethetransparencyandaccountabilityofallstakeholders.
Inparticular,attendancepoliciesandproceduresmustensurethatmedicalconfidentialityisemphasized.Employeeperceptionofprivacyandconfidentialityisespeciallyimportantwhenmultipleindividualsareworkingona“file”.Whenrigourinthisareaisapplied,theriskofcorporateliabilityexposureisreduced.
Ensure appropriate governance of the programInmanyorganizations,ownershipoftheattendancemanagementprogramissharedbydifferentdepartments.Sincemultipleownerscancauseconfusion,duplicatedefforts,overlapandsiloedaccountability,abestpracticestrategyincludesoversightofthefullattendancemanagementprogram.Governanceoftheprogramensuresmaximizedopportunity,accountabilityandoutcomemeasurement–onceagainaligningtheattendancestrategywithcorporateobjectives.
Agovernancestructureismosteffectivewhenstakeholdersatvariouslevelsareinvolvedsothatdecision-makingisinformedbyfront-line,tacticalexperience.Whilegovernanceparticipantswillvaryfromorganizationtoorganization,dependingonsizeandbenefitstypes,participantscanincludeseniorleaders,unionoremployeerepresentatives,front-linemanagers,HR,HealthandSafety,Financeandsoon.Agovernancemodelcanexpeditedecision-makingandimproveprogrammingthrough:
• Integratedimplementationandcommunicationsplanning • Programauditingandmeasurement • Trendinganalysis • Continuousstrategyimprovement
Asstatedearlier,aneffectiveattendancemanagementprogramensuresthatallstakeholdershaveaclearunderstandingofabsencepoliciesandproceduresaswellastheirimportantrolesandresponsibilitiesintheprocess.Regularlyandeffectivelycommunicatingprogramactivities,objectives,policiesandprocedureswillhelpensureconsistentapplicationoftheprogram.
Supervisors,managersandotherpeopleleadersplayacriticalroleinthisregard,astheyareoftenthefront-linerepresentativesoftheorganizationinattendancematters,actingaschampionsandenforcersofpoliciesandprotocols.Theimmediatesupervisorismostlikelythefirsttoknowwhenanemployeewillbeabsentandtypicallyisresponsibleforidentifyingissues,monitoringattendanceandapplyingcorrectivemeasures.Anymiscommunication,misunderstanding,perceivedlackoffairnessorconsistencyintheseprocessescanhaveaprofoundimpactonemployeemoraleandcompliance,whichcanimpedereturntoworkandrehabilitation.
Peopleleadersalsoplayakeyroleinthedisabilitymanagementandreturntoworkprocessthrough:
• Ensuringimmediatereferral/reporting • Contributingtoandmonitoringreturntoworkplans • Identifyingaccommodationopportunities • Managingcoverageoftheabsentemployeeandtheteam’sexpectationswhile ensuringconfidentialityoftheinjuredorillemployee’ssituation • Preparingtheemployeeandteamfortheemployee’sreturn
Thepeopleleader’sabilitytomanageattendancesuccessfullyiscontingentonhavingtherightknowledgeandtools.However,arecentsurveyofmorethan100leadingCanadianorganizationsrevealsthatpeopleleadershaveinsufficientknowledgeand/orresourcestomanageabsences.Partofaneffectiveattendancemanagementstrategy,therefore,isensuringthatpeopleleadershavethesupportstheyneed,suchas: • Appropriateandtimelyaccesstoabsenceanddisabilitydataattheworkgrouplevel • Comprehensivetrainingonpolicies,proceduresandpractices • Coachingonbehavioursandskillsneededtomanageabsencefairly,consistently andwithsensitivity,particularlyforcomplexsituations • Referencematerialsandeducationaboutissuesrelatedtoabsence,disabilityand othersignsandsymptomsofhealthorproductivityissues
Engage people leaders to participate effectively in attendance management
Best Practices in Attendance ManagementBest Practices in Attendance Management
Establish clear policies, procedures, roles and responsibilities
From an administrative and procedural perspective, allstakeholders can benefit from integrated absencemanagement.Administrativeefficienciesresultinfinancialefficiencies;assuch,whereverpossible,synergiesinprogrammingshouldbeidentifiedand leveraged. In an outsourced model, the use of multiplevendorscanincreaseratherthanreducetheadministrativeburdenof program administrators. Governance committees shouldinclude accountable representatives from vendors to supportalignmentwithbroadergoalsandstreamliningofefforts.Throughadministrative integration and governance, the organization isbetter equipped to analyze overarching attendance trends andenhance strategies toaddress such risksproactively.Streamlinedefforts can also enhance the employee experience by ensuringcontinuity of coordination (e.g., transition from short-term tolong-termdisability)andreducingadministrativeerror.
Administrative integration
10 11
11009104SH_WhitePaperV12.indd 7 29/04/10 9:52 AM
Soundpoliciesarethefoundationofeffectiveattendancemanagement.Policiesensurethatallemployeeattendancemattersaretreatedfairlyandconsistentlyinalignmentwithlegislativeguidelines.However,policiesneedtobebackedbyclearproceduresthatenableeffectiveparticipationinattendancemanagementprocesses.
Clarityisdirectlylinkedtocompliance.Whenpoliciesandproceduresareclear,theresultismoreeffectiveenforcementofpoliciesandcompliancetoprocedures.Oneofthereasonswell-designedprogramsfailisthattheyareinconsistentlyunderstoodandapplied.Awell-executedattendancemanagementstrategyclearlycommunicatesroles,responsibilitiesandprotocolsnotonlytogainefficienciesbutalsotodemonstratethetransparencyandaccountabilityofallstakeholders.
Inparticular,attendancepoliciesandproceduresmustensurethatmedicalconfidentialityisemphasized.Employeeperceptionofprivacyandconfidentialityisespeciallyimportantwhenmultipleindividualsareworkingona“file”.Whenrigourinthisareaisapplied,theriskofcorporateliabilityexposureisreduced.
Ensure appropriate governance of the programInmanyorganizations,ownershipoftheattendancemanagementprogramissharedbydifferentdepartments.Sincemultipleownerscancauseconfusion,duplicatedefforts,overlapandsiloedaccountability,abestpracticestrategyincludesoversightofthefullattendancemanagementprogram.Governanceoftheprogramensuresmaximizedopportunity,accountabilityandoutcomemeasurement–onceagainaligningtheattendancestrategywithcorporateobjectives.
Agovernancestructureismosteffectivewhenstakeholdersatvariouslevelsareinvolvedsothatdecision-makingisinformedbyfront-line,tacticalexperience.Whilegovernanceparticipantswillvaryfromorganizationtoorganization,dependingonsizeandbenefitstypes,participantscanincludeseniorleaders,unionoremployeerepresentatives,front-linemanagers,HR,HealthandSafety,Financeandsoon.Agovernancemodelcanexpeditedecision-makingandimproveprogrammingthrough:
• Integratedimplementationandcommunicationsplanning • Programauditingandmeasurement • Trendinganalysis • Continuousstrategyimprovement
Asstatedearlier,aneffectiveattendancemanagementprogramensuresthatallstakeholdershaveaclearunderstandingofabsencepoliciesandproceduresaswellastheirimportantrolesandresponsibilitiesintheprocess.Regularlyandeffectivelycommunicatingprogramactivities,objectives,policiesandprocedureswillhelpensureconsistentapplicationoftheprogram.
Supervisors,managersandotherpeopleleadersplayacriticalroleinthisregard,astheyareoftenthefront-linerepresentativesoftheorganizationinattendancematters,actingaschampionsandenforcersofpoliciesandprotocols.Theimmediatesupervisorismostlikelythefirsttoknowwhenanemployeewillbeabsentandtypicallyisresponsibleforidentifyingissues,monitoringattendanceandapplyingcorrectivemeasures.Anymiscommunication,misunderstanding,perceivedlackoffairnessorconsistencyintheseprocessescanhaveaprofoundimpactonemployeemoraleandcompliance,whichcanimpedereturntoworkandrehabilitation.
Peopleleadersalsoplayakeyroleinthedisabilitymanagementandreturntoworkprocessthrough:
• Ensuringimmediatereferral/reporting • Contributingtoandmonitoringreturntoworkplans • Identifyingaccommodationopportunities • Managingcoverageoftheabsentemployeeandtheteam’sexpectationswhile ensuringconfidentialityoftheinjuredorillemployee’ssituation • Preparingtheemployeeandteamfortheemployee’sreturn
Thepeopleleader’sabilitytomanageattendancesuccessfullyiscontingentonhavingtherightknowledgeandtools.However,arecentsurveyofmorethan100leadingCanadianorganizationsrevealsthatpeopleleadershaveinsufficientknowledgeand/orresourcestomanageabsences.Partofaneffectiveattendancemanagementstrategy,therefore,isensuringthatpeopleleadershavethesupportstheyneed,suchas: • Appropriateandtimelyaccesstoabsenceanddisabilitydataattheworkgrouplevel • Comprehensivetrainingonpolicies,proceduresandpractices • Coachingonbehavioursandskillsneededtomanageabsencefairly,consistently andwithsensitivity,particularlyforcomplexsituations • Referencematerialsandeducationaboutissuesrelatedtoabsence,disabilityand othersignsandsymptomsofhealthorproductivityissues
Engage people leaders to participate effectively in attendance management
Best Practices in Attendance ManagementBest Practices in Attendance Management
Establish clear policies, procedures, roles and responsibilities
From an administrative and procedural perspective, allstakeholders can benefit from integrated absencemanagement.Administrativeefficienciesresultinfinancialefficiencies;assuch,whereverpossible,synergiesinprogrammingshouldbeidentifiedand leveraged. In an outsourced model, the use of multiplevendorscanincreaseratherthanreducetheadministrativeburdenof program administrators. Governance committees shouldinclude accountable representatives from vendors to supportalignmentwithbroadergoalsandstreamliningofefforts.Throughadministrative integration and governance, the organization isbetter equipped to analyze overarching attendance trends andenhance strategies toaddress such risksproactively.Streamlinedefforts can also enhance the employee experience by ensuringcontinuity of coordination (e.g., transition from short-term tolong-termdisability)andreducingadministrativeerror.
Administrative integration
10 11
11009104SH_WhitePaperV12.indd 7 29/04/10 9:52 AM
Strengthening the health of people and organizations
Strengthening the health of people and organizations
Whenpeopleleadersareprovidedwiththeinformation,toolsandskillsneededtomanageattendanceissueswell:
•Workandstaffplanningaremoreeffective • Directandindirectcostsofabsenteeismarereduced • Employeemoralegoesup • Employeesobtaintheassistancetheyneedwhentheyneedit • Employeesrecognizeconsistencyandfairnessintheirworkplace • Culpableabsenteeismisreduced • Thereturntoworkprocessismoresuccessfulforallparties
Thebestpracticesdiscussedinthiswhitepaperareaculminationofmorethan20yearsexperiencehelpingclientsachievestrategicattendancemanagementobjectives.Thecontentsofthepaperweredevelopedincollaborationwithourlong-standingclients,theShepell•fgiResearchGroupandotherexpertsinabsenceanddisabilitymanagement.
About the Paper
Shepell•fgiisacompanycommittedtoimprovinghealthandproductivityintheworkplace.Shepell•fgiservesapproximately7,000organizationsinCanadaandaroundtheworldwithbestpractice,research-basedsolutions.Since1989,Shepell•fgihasdesignedanddeliveredstrategicattendancemanagementsolutionstohelporganizationsachievetheirbroaderbusinessgoals.Ourintegratedapproachhashelpedorganizationsminimizeabsenteeismandmaximizereturntoworkoutcomes.FormoreinformationonhowShepell•fgicansupportyourstrategicattendanceinitiatives,
About Shepell•fgi
pleasecontact1-866-875-8172 orhealthsolutions@shepellfgi.com.
Informed people leaders are the key to success
12
Copyright©2010Shepell•fgi,adivisionofHRCOInc.
11009104SH_WhitePaperV12.indd 8 29/04/10 9:52 AM
Strengthening the health of people and organizations
Strengthening the health of people and organizations
Whenpeopleleadersareprovidedwiththeinformation,toolsandskillsneededtomanageattendanceissueswell:
•Workandstaffplanningaremoreeffective • Directandindirectcostsofabsenteeismarereduced • Employeemoralegoesup • Employeesobtaintheassistancetheyneedwhentheyneedit • Employeesrecognizeconsistencyandfairnessintheirworkplace • Culpableabsenteeismisreduced • Thereturntoworkprocessismoresuccessfulforallparties
Thebestpracticesdiscussedinthiswhitepaperareaculminationofmorethan20yearsexperiencehelpingclientsachievestrategicattendancemanagementobjectives.Thecontentsofthepaperweredevelopedincollaborationwithourlong-standingclients,theShepell•fgiResearchGroupandotherexpertsinabsenceanddisabilitymanagement.
About the Paper
Shepell•fgiisacompanycommittedtoimprovinghealthandproductivityintheworkplace.Shepell•fgiservesapproximately7,000organizationsinCanadaandaroundtheworldwithbestpractice,research-basedsolutions.Since1989,Shepell•fgihasdesignedanddeliveredstrategicattendancemanagementsolutionstohelporganizationsachievetheirbroaderbusinessgoals.Ourintegratedapproachhashelpedorganizationsminimizeabsenteeismandmaximizereturntoworkoutcomes.FormoreinformationonhowShepell•fgicansupportyourstrategicattendanceinitiatives,
About Shepell•fgi
pleasecontact1-866-875-8172 orhealthsolutions@shepellfgi.com.
Informed people leaders are the key to success
12
Copyright©2010Shepell•fgi,adivisionofHRCOInc.
11009104SH_WhitePaperV12.indd 8 29/04/10 9:52 AM