If you’re a supervisor who faces employee absenteeism as a recurring problem, one highly effective approach to consider is the “return-to-work” interview, a meeting to be conducted as soon as possible upon an employee’s return to work. Consider this to be a “counseling interview,” the first in a formal sequence of meetings you’ll want to schedule if the employee’s absenteeism continues to be a problem.
In this first meeting, your goals are to welcome the employee back to work, establish the cause of the employee’s absence, demonstrate your commitment to controlling absenteeism, explain how the employee’s absence has affected the department, and determine steps to improve the employee’s attendance going forward.
If at this stage any medical condition is found that’s likely to affect the employee’s ability to do his or her job, arrange an appointment with a company-approved doctor.
At all times, you’ll want to demonstrate that your enforcement of absenteeism policies is facilitative rather than punitive. Stress also that your goal is to treat all employees equally.
If the employee’s absenteeism persists without adequate justification, you should proceed as necessary through a series of additional meetings, perhaps also involving human resources and a union representative. Sequentially, these meetings will take you through the verbal warning stage, the written warning stage, and temporary suspension from work. If the employee ultimately is found to be unable to comply with the firm’s policies on absenteeism, the final stage is termination of employment.
Distinguishing legitimate absences due to illness from unwarranted absences is a challenging task for any supervisor. However, through consistent use of the return-to-work interview, you’ll find you gain valuable insights and leverage in addressing the problem.
There are times when you want employees to call in sick. Unhealthy employees are less productive and can spread illnesses throughout the office. However, some employees call out because they are unsatisfied with their job and aren’t committed to the company. To reduce this kind of absenteeism, your company may want to increase employee engagement.
Absenteeism costs most employers far more than they realize. The problem is two-fold, as employers typically fail to track the extent of the absenteeism, as well as the hard and soft costs related to the incidences of absence. A system is necessary to:
Employee absenteeism is a major cost for many employers. Absenteeism is more than someone taking a day off here or there for illness, family emergencies or other normal, valid and reasonable causes. Absenteeism is when an employee has excessive or habitual workdays missed every month. Absenteeism can have a major effect on company finances and morale.