We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byGabriel Dempsey
Modified over 2 years ago
© simon baylis associates ltd 2008 Explanatory notes. Absence causes lost work, extra overtime, increased rejects, customer annoyance and missed deadlines. In addition staff with low absenteeism are demoralised by those who take excessive time off. Well, you can make a real impact using a zero tolerance policy backed by good procedures, including accurate record keeping. Central to the process is an effective Back to Work Interview. Applied to everyone returning to work after absence, this is a sensitive, non-threatening and reflective meeting with the manager. It always assumes absence is genuine, seeking instead to identify the causes and agree solutions to ensure that it is not repeated. The aim is to find underlying causes of absenteeism that are not always revealed by traditional methods. These include low morale, stress, bullying, poor leadership, personal problems, alcohol abuse and, especially relevant these days, personal value systems. Thus all absentees expect to face a probing yet reasonable, face-to face interview immediately upon their first morning back. They will be expected to justify their absence, identify causes and formulate an action plan to avoid a recurrence. The impact is significant with examples of company-wide reductions in absenteeism in excess of 50% being reported. This presentation should help you to encourage your managers to deliver such a process. The workshop includes only one role play, but a second has been provided so that extra practice can be allowed for. The role play scenarios are designed to be cut in half so that each person only sees one part in preparation.
© simon baylis associates ltd 2008 Absence Management
© simon baylis associates ltd 2008 Introduction Housekeeping Introductions Timings Objectives Questions
© simon baylis associates ltd 2008 Objectives Review reasons for absenteeism Look at existing policy / procedures Absence Management Interviews
© simon baylis associates ltd 2008 Why manage absence? Cost (£11 billion per annum in UK) Customer Service Fairness – to all Best practice
© simon baylis associates ltd 2008 Case study Major UK employer people Mixed workforce Many part-timers Absence halved (8%+ reduced to 4%)
© simon baylis associates ltd 2008 Reasons for absence I thought it was Sunday I had to sort my socks The wind was blowing against me The cat was having kittens Exercise – 2 lists Causes of absenteeism Work and non-work related
© simon baylis associates ltd 2008 Possible causes - work Low morale / job dissatisfaction / boredom Stress Poor working environment Ratio of staff to workload Lack of team cohesion Poor leadership Lack of training
© simon baylis associates ltd 2008 Possible causes – non work Sickness Inadequate nutrition Poor physical fitness Personal value systems / self-motivation Monday / Friday syndrome Personal problems Substance / alcohol abuse
© simon baylis associates ltd 2008 Best practice policy Clear approach Trained managers / supervisors Trained staff at Induction Sympathetic Absence Management Interviews (AMIs) Shared responsibility – Personnel & line managers
© simon baylis associates ltd 2008 Sound process Good systems of recording Absence always taken as genuine Zero Tolerance for abusers True costs of absenteeism known
© simon baylis associates ltd 2008 Sound process Return to work interview in every case Sensitive, face to face AMI Appraisals? Eternal vigilance!
© simon baylis associates ltd 2008 What happens here now? Who should people ring? Who records, keeps statistics? When does disciplinary start? Is there a policy Is it fully applied? Consistently?
© simon baylis associates ltd 2008 Policy and responsibilities What is / should be included To reduce impact of sickness Organisational responsibilities - time off for sickness - pay when sick - consistent, fair, reasonable, sensitive - supporting managers
© simon baylis associates ltd 2008 Managers responsibilities Recording Monitoring Managing Implementing guidance effectively Ensure your team are properly trained in absence procedure Induction is the place for this – reinforce at team meetings
© simon baylis associates ltd 2008 Staff responsibilities Regular attendance Reporting sick as per procedure Ensuring a speedy return to work Not attending when certified sick Informing manager of any health issue impacting upon performance
© simon baylis associates ltd 2008 Why use the AMI process? Counselling approach most effective Sensitive, non-threatening Preventative No negative impact Works only if manager is involved
© simon baylis associates ltd 2008 WRRAF W – welcoming R – reflective listening / body language R - reframing A – action planning F – follow-up
© simon baylis associates ltd 2008 Welcoming Establish trust Express positive regard Show compassion / empathy Non-threatening, non-critical All absence is genuine
© simon baylis associates ltd 2008 Reflective listening Listen well Reflect on each statement made Think what you have heard Power of silence Probe / clarify / reflect back No solutions at this stage Mirror body language
© simon baylis associates ltd 2008 Reframing Separate symptoms / causes / solutions Put into another context Their proposals NOT yours Their ownership AND yours Only subtle suggestions from interviewer Proposals should be specific actions
© simon baylis associates ltd 2008 Action planning Agree action(s) Specific Measurable Realistic
© simon baylis associates ltd 2008 Follow-up Summarise Actions to be taken Clarity re consequences Put agreed actions in writing Ensures taken seriously Agree a date to meet again
© simon baylis associates ltd 2008 AMI agenda Know their history Welcome them State purpose Ask if fit to return Interview using WRRAF model
© simon baylis associates ltd 2008 AMI agenda Explain how they were missed Explain how their work was covered Discuss reasons for absence Identify problems & assistance required Explain how they stand on procedures Complete relevant questionnaire If sensitive issues arise refer to Personnel
© simon baylis associates ltd 2008 Practice session Working in pairs Interviewer (manager) and Interviewee Read scenario 1 20 minutes interview / 10 minute debrief Feedback
© simon baylis associates ltd 2008 AMI meeting environment Private Free from interruption Allow adequate time Non aggressive Face to face
© simon baylis associates ltd 2008 Next steps? What will you take away? 5 minutes reflection 5 minutes in pairs 2 to 3 actions for each Feedback & discussion
© simon baylis associates ltd 2008 Summing up / Questions What are key things learned? Further needs? Any questions? Objective achieved? Evaluation sheets! Close
Home Introduction Purpose of this Tutorial Guide for Managers Appendices Role of HR Units Performance Review Meeting Performance Improvement Action Plan.
Louise Woolridge / Andy Davies Human Resources. HR Services We provide a range of services to you which includes expert advice from professionally qualified.
SQAs Approach to Quality Assurance of Assessment Matthew McCullagh Quality Manager Welcome.
Unit 2: Managing a business People in business Improving organisational structures Chapter 19.
Coaching: Tapping Into Your Employees Potential. 2 Objectives After this workshop you will be able to: Set the groundwork for productive coaching sessions.
An Introduction to the PDRs Workshop (Reviewees).
First Mentoring Workshop Judith Masthoff. Admin issue: Mentoring slots Which of these slots can you make? Monday 3-4: Tuesday 12-1: Tuesday 3-4: Wednesday.
Coaching & Counseling Maximizing Opportunities 2 Course Outline What Is Coaching Knowing When To Coach Steps In The Coaching Process Providing Constructive.
Introduction to Employment Law and HR practices Louise Plant University Human Resources.
Introduction New Form Stage 1 Stage 2 Stage 3 Feedback Conversation Career Development SMART Goals Competency Framework Documents There are also links.
Welcome to the Performance Management Workshop June 2012.
Conducting Mid-Year Reviews HR Strategy & Accountability Division March 27 & 29, 2012.
Skills for Successful Supervision Presenter: Nicole McPherson Shaw Date: February 14 – 16, 2012 Georgia Department of Human Services.
DEALING WITH DISCIPLINARY ISSUES. CONTENTS: 1. Principles of natural justice 2. What comes up for VBOM and Staff 3. What constitutes a disciplinary issue.
Social Work Policy and Supervision Ida Bentley Stephanie Charles Sharon Middleton Andie Oliver Workforce Development Team.
April 2013 Improving governance A training resource for schools.
Health and Safety Executive HSE Management Standards Approach Please feel free to use the information provided in this presentation in your own presentations.
1. Performance Management Objectives In this training you will learn the most effective methods to create constructive performance evaluations and how.
Welcome to Integrated Processes Training. Welcome and housekeeping Fire Toilets Refreshments Telephone Messages Smoking.
DMEM Centre for Strategic Manufacturing Team Performance Measurement Jill MacBryde & Kepa Mendibil Centre for Strategic Manufacturing University of Strathclyde,
Objective Performance Appraisal has two objectives To help those appraised develop and improve their performance in future To help the organization evaluate.
Employment-focused mental health and wellbeing guidance November 2012 Working for Wellbeing in employment A toolkit for advisers.
Close Hold – Company Confidential – Not for Distribution Driving Engagement Every Day: 2011 Engagement Survey Best Practices by Q12 Item.
SIB Diploma of Salon Management SIRXHRM001A Administer human resource policy E-LEARNING MATERIAL & ASSESSMENTS DEMONSTRATION UNIT DELIVERY STYLE.
Customer Service © Objectives Today we will learn how to Communicate effectively with customers Create a positive impression Develop and maintain.
Managing Your Staff. BOF Findings Recruitment takes longer and can be more expensive More lead-in time because induction takes longer + Access To Work.
Manage an IT Project. Aim This presentation is prepared to support and give a general overview of the ‘How to Manage and IT Project’ Guide and should.
PLANNING THE AUDIT Individual audits must be properly planned to ensure: Appropriate and sufficient evidence is obtained to support the auditors opinion;
Managing Behaviour & Personalised Learning Training.
© 2016 SlidePlayer.com Inc. All rights reserved.