5 steps to ... tackling staff absenteeism

Kate Allen, Regeneration & Renewal, 22 August 2008

2. Involve line managers. "Managers need good communications skills to encourage employees to discuss problems with them," says Willmott at the CIPD. Line managers must be trained in the organisation's absence policies and procedures, as well as legal and disciplinary aspects of absence.

3. Early investment can save money. For example, East Sussex County Council invested in a staff well-being programme - including stop-smoking clinics and sessions with a personal trainer - that has cut absenteeism. Leatham Green, the council's assistant director of personnel and training, says: "If you increase your investment, you can tackle staff absence more quickly, and you'll see a fall in absence that will more than recoup the extra costs."

4. Keep in touch during long-term sickness. "Ensure regular contact is maintained with staff who are off work for extended periods, using a sensitive and non-intrusive approach. The form of contact should be agreed with the member of staff, their manager and, where appropriate, the union or employee representative," says Willmott.

5. Balance threats with incentives. "Only 15 per cent of organisations use attendance incentives or bonuses as a tool of absence management," says Willmott. As East Sussex offered a well-being scheme, it cut back on sick pay entitlement. "It has been a mixture of stick and carrot," says Green. "We have said to staff: 'We want to offer you the best service we can, but we need you to be fair to us as well.'"

- More information The CIPD has advice leaflets on staff absence, while local government adviser the Improvement and Development Agency has best practice case studies. These are all available here