Absence Management
Managing People: Absence Management
Recently organizations have found them selves facing challenges with the amount of absence that occur within the work place. There currently is no definite definition of short or long-term absence, as this will change depending on the organisations definition of absence, however according to Nice (2009) long-term absence last up to 4 weeks or more, and short-term absence is absence on a number of different episodes, which lasts last than 4 weeks. There can be different reasons for absence, the main reasons which are related with short term absence is linked with minor illnesses such as musculoskeletal and back pain for both manual and non-manual employees (Main, C 2008). Edwards, P & Greasley, K. (2009) defines absence as not attending when scheduled to work, so holidays and other planned leave are excluded.
Organisations find that dealing with short term absence is more challenging then it is with long term absence, and if not dealt with then managers may find them selves in difficult situations such as loss of production and reduction in services, and affecting morale within the workplace (HRSolutions-UK, 2009).This essay will focus on methods, which organizations can adopt in order to reduce manage absence within their workplace, using the second definition of absence.
Organisations are becoming more aware of the importance of monitoring the absence that occurs within their workplace, according to Cipd (2010) the percentage of the amount of organisations that record absence in the UK increased from 70% in 2010 to 82% in 2011. Cipd (2012) states that over the year last year employee absence have fallen from 7.7 days to 6.6 days per year and the average cost of sickness per employee is currently in 2012 is £600, which decreased from £673 2011. Referring to appendix 1 it is evident that the costs of absence have decreased for some sectors, however still generally around the same figures. The costs for the public sector
Recently organizations have found them selves facing challenges with the amount of absence that occur within the work place. There currently is no definite definition of short or long-term absence, as this will change depending on the organisations definition of absence, however according to Nice (2009) long-term absence last up to 4 weeks or more, and short-term absence is absence on a number of different episodes, which lasts last than 4 weeks. There can be different reasons for absence, the main reasons which are related with short term absence is linked with minor illnesses such as musculoskeletal and back pain for both manual and non-manual employees (Main, C 2008). Edwards, P & Greasley, K. (2009) defines absence as not attending when scheduled to work, so holidays and other planned leave are excluded.
Organisations find that dealing with short term absence is more challenging then it is with long term absence, and if not dealt with then managers may find them selves in difficult situations such as loss of production and reduction in services, and affecting morale within the workplace (HRSolutions-UK, 2009).This essay will focus on methods, which organizations can adopt in order to reduce manage absence within their workplace, using the second definition of absence.
Organisations are becoming more aware of the importance of monitoring the absence that occurs within their workplace, according to Cipd (2010) the percentage of the amount of organisations that record absence in the UK increased from 70% in 2010 to 82% in 2011. Cipd (2012) states that over the year last year employee absence have fallen from 7.7 days to 6.6 days per year and the average cost of sickness per employee is currently in 2012 is £600, which decreased from £673 2011. Referring to appendix 1 it is evident that the costs of absence have decreased for some sectors, however still generally around the same figures. The costs for the public sector