Navigating short-term absence challenges with active management

In this exploration of managing persistent short-term absence, we delve into effective strategies, tools, and considerations to maintain a healthy workforce

CREDIT: This is an edited version of an article that originally appeared on Practice Index

Acknowledging that staff members will inevitably require sick leave at various points, it’s essential to recognise an acceptable level of absence within your organisation. While policies should allow for reasonable allowances, surpassing these levels may warrant investigations and appropriate actions.

Active management is a potent tool in addressing persistent short-term absence. This involves conducting return-to-work interviews after each episode, having clear policies, supporting staff with health conditions, engaging with Occupational Health, and outlining reporting procedures for sick days. These elements contribute to a robust sickness management process.

Utilising absence management tools

In managing regular incidents of absence, several tools prove effective. Start with setting targets based on the number of sickness episodes or days lost, especially beneficial for smaller practices. However, the simplicity of this method makes it susceptible to manipulation. The Bradford Factor system, prevalent in the NHS, calculates scores based on absences and total time lost, with trigger points determined by the organisation. Combining this with percentage attendance, calculated by comparing time off sick to scheduled work time, offers a comprehensive approach to identify and address persistent absence.

The Bradford Factor score is derived by multiplying the number of sickness episodes squared by the days or hours lost. If the resulting score surpasses the trigger point, employees move to the next stage of the policy. Crucially, apply this calculation within a rolling 12-month period, starting from the beginning of the latest absence. Clarify the counting of non-working days, emphasising the use of working days for the Bradford Factor score, ensuring fairness and avoiding potential accusations of discrimination.

Consistently count only working days when calculating the Bradford Factor score, differentiating from calendar days used for certification. For part-time staff, base the calculation on the days they work, maintaining fairness and preventing misunderstandings. This approach ensures a balanced evaluation of sickness records and mitigates potential conflicts related to discrimination or unfair treatment.

Adjusting targets for disabled staff

Reasonable adjustments for disabled staff may involve setting higher acceptable absence levels or discounting disability-related absences. Collaborate with Occupational Health and the employee to determine appropriate adjustments that consider the nature of the disability and organisational capabilities.

Effectively managing persistent short-term absence demands a balanced approach that incorporates clear policies, active management strategies, and thoughtful consideration of individual circumstances. By adopting a proactive stance, organisations can navigate this challenge while promoting a supportive and inclusive workplace.