Absenteeism and wellness

1
Absenteeism and wellness

• DR AMANDA WERNER

2
Absenteeism Presenteeism
Wellness
3
Attendance Absence

• Attendance not always important
• More important in a manufacturing /service
  environment
• Absenteeism often a symptom of underlying
  problems
• Absence more often dealt with on micro rather
  than macro level

4
Ab enteeism

• Disruptive event
• When the employee does not attend when he/she is
  scheduled to work

5
Delinquent absenteeism

• Absenteeism as withdrawal behaviour
• Scarf test
• Managers more healthy than employees?

6
Causes of withdrawal behaviour

• Poor fit between personal and job characteristics
• Unmet expectations
• Absenteeism the norm of the workteam/organisation

7
Absence categories
Sick absence
Delinquent (abuse of sick leave)
Authorised
Unexcused
8
Causes of sick absence

• Chronic illness
• Acute illness
• Stress
• HIV/AIDS related illness
• Illness related to high health risks

9
Absenteeism costs

• Direct costs
• Sick leave pay
• Overtime pay
• Casual or temporary staff costs
• Indirect costs
• Extra administration
• Pressure on supervisor
• Disruption
• More mistakes and slower production/service

10
Cost in Rands and cents

• Total remuneration of employees
  Total number of
  employees

Total days absent x
Skilled employee 3 X the salary earned on days
absent
11
Measurement of absenteeism

• Gross Absence Rate (GAR)
• Absence Frequency Rate (AFR)

12
Disruptiveness of Absenteeism

• GAR 5 GAR 5
• AFR 0.1 AFR 0.9

13
Benchmarking - GAR
14
Workshops presented
15
Management of absenteeism
Group level
Individual level
micro approach
macro approach
16
Attendance strategy

• Individual attendance management and control
• Group attendance management and control
• Management approach
• Job design
• Performance management
• Wellness management

17
Counseling

• Counsel in private
• Record absence in presence of employee
• Offer assistance in solving the problem
  permanently
• Agree on date to review effectiveness of solution

18
Management of group absenteeism

• Keep group records
• Measure GAR and AFR
• Analyse
• Report
• Benchmark

19
Management approach

• Theory X-beliefs Theory Y-beliefs
• Lazy Hardworking
• Dislike work Have a need to work
• Need carrot and stick Want achievement
• Immature Mature
• Need direction Creative
• Cannot take responsibility Want
  responsibility
• Need close supervision Self-management

20
Self-fulfilling prophecy

• Management beliefs
• Management behaviour
• Employee behaviour

21
Job content

• Dissatisfiers
  Motivators
• Unfair treatment Responsibility
• Poor relationship with supervisor Interesting
  work
• Poor relationship with colleagues Challenging
  work
• Poor working conditions Growth and development
• Inadequate equipment Feedback
• Lack of security Recognition
• Poor wages

N E U T R A L
22
Performance management
Clarify expectations
Plan to facilitate performance
Recognise good performance
Monitor performance
Couch, counsel, support
Provide feedback
23
Address health and wellness

• Health and wellness policies
• Define wellness
• Wellness bar chart
• Wellness programme
• Wellness focus areas
• Benefits of wellness

24
Health-related policies
25
Health-related policies
26
What is wellness?

• Optimal functioning in the physical, cognitive,
  emotional and social domain.
• Well balanced work and family life, and a healthy
  organisation
• A good life.
• Core virtues or values.

27
Wellness bar chart
28
Formal wellness programme

• Wellness policy
• Programme director
• Involve stakeholder groups in design
• Regular research
• Systematic administration of activities
• Scientific evaluation

29
Current wellness focus areas

• Financial skills
• Stress management
• Good health (weight control, smoking cessation,
  exercise, healthy eating)
• Depression, anxiety
• Positive living and working
• Trauma management

30
Benefits of wellness

• Reduces absenteeism
• Reduces health costs
• Improves productivity and morale
• Increases resilience

31
THANK YOU