2 2014 Average Sickness Absence 3.87% February February This - - PowerPoint PPT Presentation

As a people manager you play a key role in achieving and maintaining the level of attendance at work that is needed for business performance. Your actions set standards and send clear messages to your team. Absence due to genuine illness happens in any business. It is the way that this absence is managed that differentiates the high performing organisations: Effective attendance management contributes to business performance by

• ptimising workforce effectiveness as well as controlling

costs. This training is designed to support you to manage absence effectively and confidently, using the policy as your tool. By attending this session you will have the knowledge and tools to deal with absence confidently. You will:

• Have a clear knowledge of the way in which warnings

aid you to manage attendance

• Be able to identify the role of mitigation – when to use

it and why

• Respond to requests to be sent home indisposed that

both manage the impact on the business and supports employee wellbeing.

• Contributions valued
• Situations treated fairly
• Team members know

where they stand

• Support

provided quickly when needed

• Impact
• f

unplanned absence is managed.

• Best value gained from

sick pay bill

• Support services (e.g.

OH) used to give best quality support

• Cost of impact of loss of

capacity and delay in production managed.

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This Equates to 1 Single Aisle Wing Set Per Week 2014 Average Sickness Absence – 3.87% February – Average Sickness Absence – 4.48% 4,641 Lost Attendance Hours February – Fourth in the European League Table

• A people manager plays a

critical role to set the tone and enforce the policy

• Attendance management is

important to delivering business success

• Managing in line with the

policy & in a timely way is an expectation of all people managers

• Good quality management
• f attendance is an

indicator of a successful people manager in Airbus

Managing absence is one of your key responsibilities as a people manager. What are the benefits – and what do you find most challenging about it?

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• RTW and ID meetings are

mandatory - irrespective of the barriers to completing them

• They are mandatory

because they deliver all the benefits of managing attendance: i.e. benefits to: – The business – The workforce – The employee

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The AMS supports the business to manage attendance effectively and within the legal framework. The legal framework is designed to recognise that, whilst an employee may be genuinely ill – and in that sense it is not their fault that they are ill – absence has an impact on business performance. For that reason absence can be managed. It goes further to say that it should be managed – in order to protect from discrimination if an employee is disabled and maintain health and safety. Fair management requires:

• There is a benefit to

employees seeing the warning stages being followed through consistently – to know where they stand.

• A warning about levels of

attendance in no way questions the genuine-nature

• f the illness: It is a formal

notification that the level of attendance is of concern to the business

• Reissuing warnings is an

exceptional step, to be taken

• nly when the mitigation

circumstances apply to the case and it is necessary to do so.

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Warning?

Trigger reached Give a warning Don’t give a warning [Re-issue a warning]

The role of a warning is to notify an employee that their level of attendance is causing concern to the organisation and according to the theory, humans cope better with bad news than they do with uncertainty: Describe the decisions at the decision point that would make the application of the policy feel unfair:

• The policy sets out the only

circumstances when mitigation is possible

• Mitigation is potentially available

when:

– an employee is actively managing an on-going long term and substantial health concern that it would be reasonable to expect would cause some level incapacity for work despite that active management

• Even in these circumstances

mitigation is the exception, not the norm

• It is important to have a clear

rationale of applying mitigation – talk to your HRBP if you have

• concerns. Adjourn and use your

network (more senior manager, OH etc.)

• Mitigation does not change the

fact that RTW and IDs are mandatory

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The policy provides for circumstances where you can use your judgement not to progress through the policy at the decision point. – i.e. when an exceptional set

• f circumstances arises.

The Policy provides:

“Where Occupational Health identify a disability, chronic health issue or where an employee undergoes an operation and post-operative care is identified” The Policy goes on to give the following example: “Cancer, Dementia, Epilepsy, MS, Parkinson’s Disease, Schizophrenia, Bipolar”

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• Patterns of absence may or

may not be due to genuine illness

• Absence when the illness is

not genuine is a disciplinary issue

• Patterns of genuine illness can

and should be managed as they may indicate underlying causes.

• The policy is a tool to

investigate patterns without suggesting you have pre- judged the cause.

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Patterns of absence are given particular attention in the policy: They trigger management of the attendance even though the quantity of absence means a trigger has not been reached.

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• Requests that are granted

have an impact on business performance

• You under no obligation to say

‘yes’ automatically if an employee requests to go home indisposed

• You can explore what other

work an employee could do for the rest of their shift to manage their symptoms. Consider a short break to see if symptoms improve.

• If you do agree for the

employee to go home indisposed, you will do a return to work-type interview when they return.

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Requests to go home indisposed ask you to respond immediately. It can be the case that you feel that ‘yes’ is the only feasible response. Here is a structure to see if there are other options – so if you do need to, saying ‘yes’ is something you are choosing to say, having explored other options first: “Yes, I can understand why you have asked that but What else could you try? [different work package/short break?] Try [option] and let me know how you are in [set timeframe].”

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• Thank you for attending.
• Your HRBP will be able to help

to talk through situations to apply all you have learnt today and will help you make use of your network (OH etc.)

• The more you use the tools

the more straightforward they will seem

• The policy and guidance is

also available on The Hub – including new guidance on being sent home indisposed