Workforce Management.Workforce ManagementAchieving Business Objectives Through Absence Management

11009104SH_WhitePaperV12.indd 1 29/04/10 9:52 AM

Workforce Management.Workforce Management

Executive Summary

This paper is designed to support senior leaders with insights into: • Bestpracticesindevelopingeffectiveattendancestrategies. • Objectivesettingtoalignwithcostcontainmentandemployee engagementgoals. • Applyinganintegratedriskavoidanceapproachtoimprove attendance,healthandproductivity.

Achieving Business Objectives Through Absence Management

1

It’sclearthatabsenteeismiscostly.It’salsoclearthatsimplyadministeringabsenceproduceslimitedcostsavingsorbenefits.

Manyprogressiveorganizationsareshiftingawayfromstand-aloneabsenceadministrationprogramstoattendancemanagementstrategiesthatarealignedwiththeircompany’sbusinessobjectives,costmanagementgoalsandemployeeengagementandretentionstrategies.

These“attendancemanagementstrategies”refertotheintegratedmanagementofabsences(i.e.,casual/incidentalabsence,non-occupational/occupationaldisability)topromotesustainedattendanceatworkandpreventdownstreamcostsandconsequences.

Todesignandimplementanattendancemanagementstrategy,seniorleadersshouldreviewwhethercurrentabsenceanddisabilitymanagementprograms:

• Areinlinewithcorporatestrategies,businessunitplansandotherHRobjectives.

• Haveclearandmeasurabledirectcostobjectives(e.g.,10%reductioninLTDclaims)andindirectcostobjectives(e.g.,reducedneedforreplacementstaff)thatarereviewedregularly.

• Identifyandaddressabsencedriversproactively,particularlysinceabsenteeismisoftenaresultoforganizationalandhealthissues.

• Fosteremployeeengagementthrougheffectivesupportandclearcommunicationofroles,responsibilitiesandprocedures.

• Workinanintegratedmannertoimproveadministrative,operationalandproceduralefficiencies.

Sinceindustrybenchmarksandotherattendancemeasuresmaynotbeapplicableacrossallorganizations,thegoalofthispaperistopresentstrategiesandtoolsthatanyorganizationcanusetoreviewitsownapproachesinlinewithbestpractices.

11009104SH_WhitePaperV12.indd 2 29/04/10 9:52 AM

Workforce Management.Workforce Management

Executive Summary

This paper is designed to support senior leaders with insights into: • Bestpracticesindevelopingeffectiveattendancestrategies. • Objectivesettingtoalignwithcostcontainmentandemployee engagementgoals. • Applyinganintegratedriskavoidanceapproachtoimprove attendance,healthandproductivity.

Achieving Business Objectives Through Absence Management

1

It’sclearthatabsenteeismiscostly.It’salsoclearthatsimplyadministeringabsenceproduceslimitedcostsavingsorbenefits.

Manyprogressiveorganizationsareshiftingawayfromstand-aloneabsenceadministrationprogramstoattendancemanagementstrategiesthatarealignedwiththeircompany’sbusinessobjectives,costmanagementgoalsandemployeeengagementandretentionstrategies.

These“attendancemanagementstrategies”refertotheintegratedmanagementofabsences(i.e.,casual/incidentalabsence,non-occupational/occupationaldisability)topromotesustainedattendanceatworkandpreventdownstreamcostsandconsequences.

Todesignandimplementanattendancemanagementstrategy,seniorleadersshouldreviewwhethercurrentabsenceanddisabilitymanagementprograms:

• Areinlinewithcorporatestrategies,businessunitplansandotherHRobjectives.

• Haveclearandmeasurabledirectcostobjectives(e.g.,10%reductioninLTDclaims)andindirectcostobjectives(e.g.,reducedneedforreplacementstaff)thatarereviewedregularly.

• Identifyandaddressabsencedriversproactively,particularlysinceabsenteeismisoftenaresultoforganizationalandhealthissues.

• Fosteremployeeengagementthrougheffectivesupportandclearcommunicationofroles,responsibilitiesandprocedures.

• Workinanintegratedmannertoimproveadministrative,operationalandproceduralefficiencies.

Sinceindustrybenchmarksandotherattendancemeasuresmaynotbeapplicableacrossallorganizations,thegoalofthispaperistopresentstrategiesandtoolsthatanyorganizationcanusetoreviewitsownapproachesinlinewithbestpractices.

11009104SH_WhitePaperV12.indd 2 29/04/10 9:52 AM

Mostemployersunderstandthenecessityofmanagingattendance,yetabsenteeismcontinuestoposesignificantchallengesandincursignificantcostsforemployers.Anumberofobstaclesstandinthewayofeffectiveattendancemanagement;forinstance: • Absenteeismcostsareoftenhiddenorindirect,makingitdifficulttoquantifythe problemandprioritizeimplementingasolution. • Withoutunderstandingpreventiveabsenceavoidancestrategies,manyorganizations mayfocusonreactiveriskmanagement,employinganumberofindependent attendanceprogramsthataredisjointedandremovedfromorganizationalgoals. • Commitmenttoattendancemanagementimprovementrequiressponsorshipfrom seniorleadersanddecision-makers.Thesechallengescanberesolvedwithan attendancemanagementstrategythatisembeddedinanoverarchingcorporate strategy.Broadlyspeaking,thegoalsofanattendancemanagementstrategyinclude:

Oneofthemostcommonreasonsthataninvestmentinattendancemanagementdoesnotreceiveexecutiveendorsementisthefailuretoproduceabusinesscasethatdemonstratestheimpactofattendanceonbusinessoutcomes.Seniorleadershipdiscussionsofproactivesolutionstoreduceabsencerisksandcostsaretypicallyrareandreactive,asleadersmaybecomeawareofissuesonlywhentheyresultinsignificantlyincreasedspendingorliabilityexposure.

Anattendancestrategy,likeallHumanResourcesstrategies,ismosteffectiveandmostlikelytobesponsoredattheexecutivelevelwhenitsupportsthebusinessgoalsarticulatedinacorporatestrategy(seefigureontheright).Thesuccessofanattendanceprogramreliesonclearlyidentifiedattendanceobjectives,whichareoftenmorenuancedthansimplycontainingdirectcost.Fromtheseclearlyidentifiedobjectives,aprogramcanbedesigned,implemented,deliveredandmonitoredtoachieveresultsinalignmentwithobjectives.

Whendevelopingattendanceobjectives,itisadvisablefororganizationsto: • Reviewexistingattendancemanagementtacticstoidentifychallengesand areasforimprovementrelativetobestpractices. • Consultandcollaboratewithbusinessfunctionstoensuresupportfortheir strategicplansandobjectives. • Consideroperational,administrative,proceduralandfinancialefficiencies– allofwhichresultincostsavings. • Differentiatebetweenprogramspendingandinvestmentinemployeehealth andengagement.Improvementsintheseareasleadtosignificantindirect costsavings. • Identifyexpectedimpactandoutcomesforallstakeholders(e.g.,enhanced employeeexperience,reducedHRandpeopleleaderburden,allowingfor greaterfocusonstrategicinitiatives,etc.). • Developspecificobjectivesateachstageofabsence,inadditiontobroader attendancegoalssuchascostcontainment.Thetablebelowdemonstrates sampleobjectivesateachstageofattendance.

OperationalEfficiency

Reduce time requirements and resource overlap

Contain near- and long-term absence benefit, liability and replacement costs

Prevent or mitigate health risk factors,

absence and disability

Reduce employee turnover, retain talent and

improve productivity

FinancialManagement

Risk Preventionand Management

EmployeeEngagement

Organizations with exceptional success in attendance management are committed to the consistent application of best practice strategies, such as:

1. Clearly identifying attendance objectives 2. Taking a fully integrated approach 3. Establishing clear policies, procedures, roles and responsibilities 4. Ensuring effective governance and measurement 5. Engaging people leaders to participate effectively in attendance management

Achieving Business Objectives Through Absence Management

Workforce Management Best Practices in Attendance Management

Clearly identifying attendance objectives

Corporate Strategy

Human Resources

Plan

AttendanceManagement

Objectives

Program Design

ProgramImplementation

and Delivery

ProgramGovernance andMeasurement

Sample objectives for various stages of attendance

Atwork •Proactivelyidentifyingandsupporting conditionsthatmayleadtoabsenceordisability

Casualorincidentalabsence •Supportingmanagerstoenforceabsencepolicies •Assessingrootcauseofabsenceandprovidingeffectivesupport •Trackingabsencesandforecastingstaffinglevels

Absenceleavesornon- •Supportingmanagersinthereturntoworkprocess occupationaldisability •Providingtimelyandeffectivereturntoworksupportandmonitoring •Ensuringappropriateinterventionformentalhealthandworkplacefactors

Occupationaldisability •Preventingoccupationalinjury(Workers’Compensation) •Providingstreamlinedandtimelymodifiedreturntoworkandmonitoring •Identifyingcostreliefandappealsopportunities

Long-termdisability •ReducingriskofentrytoLTD •Mitigatinglegalrisksassociatedwithdeclinedclaims

Stages of attendance Employers’ challenges

2 3

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Mostemployersunderstandthenecessityofmanagingattendance,yetabsenteeismcontinuestoposesignificantchallengesandincursignificantcostsforemployers.Anumberofobstaclesstandinthewayofeffectiveattendancemanagement;forinstance: • Absenteeismcostsareoftenhiddenorindirect,makingitdifficulttoquantifythe problemandprioritizeimplementingasolution. • Withoutunderstandingpreventiveabsenceavoidancestrategies,manyorganizations mayfocusonreactiveriskmanagement,employinganumberofindependent attendanceprogramsthataredisjointedandremovedfromorganizationalgoals. • Commitmenttoattendancemanagementimprovementrequiressponsorshipfrom seniorleadersanddecision-makers.Thesechallengescanberesolvedwithan attendancemanagementstrategythatisembeddedinanoverarchingcorporate strategy.Broadlyspeaking,thegoalsofanattendancemanagementstrategyinclude:

Oneofthemostcommonreasonsthataninvestmentinattendancemanagementdoesnotreceiveexecutiveendorsementisthefailuretoproduceabusinesscasethatdemonstratestheimpactofattendanceonbusinessoutcomes.Seniorleadershipdiscussionsofproactivesolutionstoreduceabsencerisksandcostsaretypicallyrareandreactive,asleadersmaybecomeawareofissuesonlywhentheyresultinsignificantlyincreasedspendingorliabilityexposure.

Anattendancestrategy,likeallHumanResourcesstrategies,ismosteffectiveandmostlikelytobesponsoredattheexecutivelevelwhenitsupportsthebusinessgoalsarticulatedinacorporatestrategy(seefigureontheright).Thesuccessofanattendanceprogramreliesonclearlyidentifiedattendanceobjectives,whichareoftenmorenuancedthansimplycontainingdirectcost.Fromtheseclearlyidentifiedobjectives,aprogramcanbedesigned,implemented,deliveredandmonitoredtoachieveresultsinalignmentwithobjectives.

Whendevelopingattendanceobjectives,itisadvisablefororganizationsto: • Reviewexistingattendancemanagementtacticstoidentifychallengesand areasforimprovementrelativetobestpractices. • Consultandcollaboratewithbusinessfunctionstoensuresupportfortheir strategicplansandobjectives. • Consideroperational,administrative,proceduralandfinancialefficiencies– allofwhichresultincostsavings. • Differentiatebetweenprogramspendingandinvestmentinemployeehealth andengagement.Improvementsintheseareasleadtosignificantindirect costsavings. • Identifyexpectedimpactandoutcomesforallstakeholders(e.g.,enhanced employeeexperience,reducedHRandpeopleleaderburden,allowingfor greaterfocusonstrategicinitiatives,etc.). • Developspecificobjectivesateachstageofabsence,inadditiontobroader attendancegoalssuchascostcontainment.Thetablebelowdemonstrates sampleobjectivesateachstageofattendance.

OperationalEfficiency

Reduce time requirements and resource overlap

Contain near- and long-term absence benefit, liability and replacement costs

Prevent or mitigate health risk factors,

absence and disability

Reduce employee turnover, retain talent and

improve productivity

FinancialManagement

Risk Preventionand Management

EmployeeEngagement

Organizations with exceptional success in attendance management are committed to the consistent application of best practice strategies, such as:

1. Clearly identifying attendance objectives 2. Taking a fully integrated approach 3. Establishing clear policies, procedures, roles and responsibilities 4. Ensuring effective governance and measurement 5. Engaging people leaders to participate effectively in attendance management

Achieving Business Objectives Through Absence Management

Workforce Management Best Practices in Attendance Management

Clearly identifying attendance objectives

Corporate Strategy

Human Resources

Plan

AttendanceManagement

Objectives

Program Design

ProgramImplementation

and Delivery

ProgramGovernance andMeasurement

Sample objectives for various stages of attendance

Atwork •Proactivelyidentifyingandsupporting conditionsthatmayleadtoabsenceordisability

Casualorincidentalabsence •Supportingmanagerstoenforceabsencepolicies •Assessingrootcauseofabsenceandprovidingeffectivesupport •Trackingabsencesandforecastingstaffinglevels

Absenceleavesornon- •Supportingmanagersinthereturntoworkprocess occupationaldisability •Providingtimelyandeffectivereturntoworksupportandmonitoring •Ensuringappropriateinterventionformentalhealthandworkplacefactors

Occupationaldisability •Preventingoccupationalinjury(Workers’Compensation) •Providingstreamlinedandtimelymodifiedreturntoworkandmonitoring •Identifyingcostreliefandappealsopportunities

Long-termdisability •ReducingriskofentrytoLTD •Mitigatinglegalrisksassociatedwithdeclinedclaims

Stages of attendance Employers’ challenges

2 3

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Acentral,yetoftenoverlookedobjectiveofbestpracticeattendancemanagementisemployeeengagement.Asmanystudieshaveshown,engagedemployeesaremoreproductive,andhighengagementistiedtobusinesssuccess.Yetmanyorganizationalattendancepoliciesandpracticesmaynoteffectivelyaddresstheimportantlinksbetweenabsenteeismandengagement:

1. Metrics:Lowengagementcanresultinexcessiveabsence.Absencestatisticscan thereforeindicatelevelofengagement.2. Root cause:Absenteeismnotonlycanindicatepooremployeehealthbutalsocanbe symptomaticofworkplaceissuesthatarecontributingtolowengagement.3. Support: Thelevelofsupportandcareofferedtoanemployeeduringanabsencecan resultindisengagement.

Administrative/TransactionalOrganizationsthatapplyanadministrativeapproachtoabsencemanagementeitherareunawareofitsimpacttoengagementorareawarebutlackthetoolsorsponsorshiptoincorporatesupportive/proactivepractices.

Withanadministrative/transactionalapproachtoabsence,organizationsmissopportunitiestoprovidetheemployeewithsupportbeforetheunderlyingissuebecomescomplexandresultsinfurtherabsenceorevendisability.

Best Practices in Attendance Management

This diagram demonstrates the progressive evolution of an attendance strategy in terms of engagement.

Clearly identifying attendance objectives: Employee engagement

Rootcausesofabsencemaybehealthissuesthatwillincreasedownstreambenefitscostsororganizationalissuesthat,leftunresolved,willcontributetoemployeeturnover,loweredproductivityorothernegativeconsequences(seeboxbelow).

Inaddition,whenanabsenceissimplytreatedastransactional(e.g.,recording/trackingtheabsenceorfillingoutpaperworkforadisabilityclaim),thiscanreflectacorporateculturewheretheemployee’shealthandwellbeingisnotviewedasimportant.Sinceconcernforemployeehealthandwellbeingisaleadingdriverofengagement,treatmentoftheabsentemployee,particularlyduringadisabilityleave,canhavelastingimpactsontheemployee’scommitmenttoworkandtoorganizationalgoals.

Proactive/SupportiveAsupportiveapproachtoattendancemanagementpromotesaccountabilityforabsencesandpreventsfurtherabsencethroughproactiveassessmentandsupportwhileshowcasingtheemployer’sconcernforwellbeing.Applyingasupportiveapproachtoabsence,ratherthanatransactionalone,canmaximizeengagementopportunitiesandhelporganizationsrecognizeearlyindicatorsofanineffectiveworkplace.

Thesectionsthatfollowwillprovidefurtherdetailsonbestpracticesinaproactive/supportiveattendancestrategy.

Supportive/ Proactive

Administrative/ Transactional

Gathering metrics

Applying a process / enforcing a policy

Support

Root Cause

EnG

AGEM

EnT

Unscheduledabsencecanbesymptomaticofworkplaceissuessuchas:• Weakteammorale(e.g.,retentionandengagement,managementbehaviour).• Poorpolicydesign(e.g.,notimeofftocareforfamilymembers).• Poorlydesignedormanagedworkloads,orroleuncertainty.• Workplacestress,conflict,bullying,etc.• Weakemployeehealthpromotion/wellnessprogramsorweakpromotion oftheseprograms.

Potential workplace issues contributing to absenteeism

Employee engagement

4 5

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Acentral,yetoftenoverlookedobjectiveofbestpracticeattendancemanagementisemployeeengagement.Asmanystudieshaveshown,engagedemployeesaremoreproductive,andhighengagementistiedtobusinesssuccess.Yetmanyorganizationalattendancepoliciesandpracticesmaynoteffectivelyaddresstheimportantlinksbetweenabsenteeismandengagement:

1. Metrics:Lowengagementcanresultinexcessiveabsence.Absencestatisticscan thereforeindicatelevelofengagement.2. Root cause:Absenteeismnotonlycanindicatepooremployeehealthbutalsocanbe symptomaticofworkplaceissuesthatarecontributingtolowengagement.3. Support: Thelevelofsupportandcareofferedtoanemployeeduringanabsencecan resultindisengagement.

Administrative/TransactionalOrganizationsthatapplyanadministrativeapproachtoabsencemanagementeitherareunawareofitsimpacttoengagementorareawarebutlackthetoolsorsponsorshiptoincorporatesupportive/proactivepractices.

Withanadministrative/transactionalapproachtoabsence,organizationsmissopportunitiestoprovidetheemployeewithsupportbeforetheunderlyingissuebecomescomplexandresultsinfurtherabsenceorevendisability.

Best Practices in Attendance Management

This diagram demonstrates the progressive evolution of an attendance strategy in terms of engagement.

Clearly identifying attendance objectives: Employee engagement

Rootcausesofabsencemaybehealthissuesthatwillincreasedownstreambenefitscostsororganizationalissuesthat,leftunresolved,willcontributetoemployeeturnover,loweredproductivityorothernegativeconsequences(seeboxbelow).

Inaddition,whenanabsenceissimplytreatedastransactional(e.g.,recording/trackingtheabsenceorfillingoutpaperworkforadisabilityclaim),thiscanreflectacorporateculturewheretheemployee’shealthandwellbeingisnotviewedasimportant.Sinceconcernforemployeehealthandwellbeingisaleadingdriverofengagement,treatmentoftheabsentemployee,particularlyduringadisabilityleave,canhavelastingimpactsontheemployee’scommitmenttoworkandtoorganizationalgoals.

Proactive/SupportiveAsupportiveapproachtoattendancemanagementpromotesaccountabilityforabsencesandpreventsfurtherabsencethroughproactiveassessmentandsupportwhileshowcasingtheemployer’sconcernforwellbeing.Applyingasupportiveapproachtoabsence,ratherthanatransactionalone,canmaximizeengagementopportunitiesandhelporganizationsrecognizeearlyindicatorsofanineffectiveworkplace.

Thesectionsthatfollowwillprovidefurtherdetailsonbestpracticesinaproactive/supportiveattendancestrategy.

Supportive/ Proactive

Administrative/ Transactional

Gathering metrics

Applying a process / enforcing a policy

Support

Root Cause

EnG

AGEM

EnT

Unscheduledabsencecanbesymptomaticofworkplaceissuessuchas:• Weakteammorale(e.g.,retentionandengagement,managementbehaviour).• Poorpolicydesign(e.g.,notimeofftocareforfamilymembers).• Poorlydesignedormanagedworkloads,orroleuncertainty.• Workplacestress,conflict,bullying,etc.• Weakemployeehealthpromotion/wellnessprogramsorweakpromotion oftheseprograms.

Potential workplace issues contributing to absenteeism

Employee engagement

4 5

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• AlternativeDisputeResolution/Mediationforworkplaceconflicts.• DiseasePreventionandManagement(e.g.,healthcoaching).• ErgonomicsPrograms.• Health&SafetyTraining.• HealthRiskAppraisals/HealthRiskScreening.• ManagementTrainingandExecutiveCoaching.• Pre-employmentMedicals.• StructuredPerformanceReviews.• WellnessInitiativesandEducation.

EmployeeAssistanceProgramsandotherhealthpromotionstrategiesareeffectivewaystohelpidentifyandmanagerisksbeforetheyresultinabsenteeism.Examplesofpreventiveinterventionsthatpromotephysical,mental,socialandworkplacehealthcaninclude:

Implementing preventive strategies to help employees stay at work

Indefiningattendanceobjectives,itmaybecomeevidentthatmanyattendancechallengesareoverarching,suchasemployeeengagement.Itmayalsobecomeclearthatdealingwithincidentsorclaimsreactivelyandseparatelywillnoteffectivelyaddressabsenceanddisabilitydriversproactively.Infact,thelargestgapsandcostsavingsopportunitiesareintheareasofpreventingabsencesandaddressingrisksbeforetheybecomemorecostly.

Aneffectiveattendancemanagementstrategythereforeidentifiesandaddressesabsencedriversthroughoutthehealthandproductivitycontinuum(seefigureonpage7).Thismeansthatcasualabsences,intermittentorpatternedabsencesanddisabilityaremanagedinanintegratedmannertooptimizeriskavoidance.

Whenunhealthybehaviourisidentifiedearly,itisfarmorelikelythatthebehaviourcanchange–beforethebehaviourworsensorresultsinserious,chronichealthconditions–andextendedtimeawayfromworkcanbeavoided.Asthefiguredemonstrates,anintegratedapproachincorporatesprevention,earlyinterventionandrecoveryorreturntoworkpractices.Suchpracticesareaimedatassessingandchangingunhealthybehaviourtomitigateabsences,whetheritisrelatedtophysical,mental,socialandworkplacehealth–oranycombinationofissues.

PreventionAneffectiveattendancemanagementstrategybeginswithpromotinggoodhealth,withtherecognitionthatthecorecomponentsofgoodhealth(i.e.,physical,mental,socialandworkplacehealth)areinterconnectedandcontingentonchangingunhealthybehaviour.

Poorlifestylechoices(high-fatdiets,insufficientexercise)andstressorsrelatedtotheworkplaceorfamily/socialissues(e.g.,child-rearing,eldercarechallenges)canbemanagedproactivelythroughpreventiveprogramsthataddresshealthrisksorrootcausesofabsence,whichmightotherwiseresultintimeawayfromwork.

Organizationsthatmaintainahealthyandsafeworkingenvironmentforemployeesminimizeabsenteeismandreducetheriskofworkers’compensationclaimswhilemitigatingtheriskofincreasedbenefitscostssuchasdrugutilization.Whereindividualandgrouplifestyle-relatedhealthinitiativesareavailable,employeesaremoreengaged,productiveandcommittedtotheorganization.

Taking a fully integrated approach to attendance

Best Practices in Attendance Management

PREV

EN

TION

EARLY INTERVEN

TION

RECOVERY AND RETURN TO WORK

At Work

Casual AbsenceExtended Absence

LTD and LTD Threshold

STD

STD Threshold

RISK

PRE

VENTION

INC

IDEN

T

M

ODIFIED RTW

MAN

AGEM

ENT

6 7

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• AlternativeDisputeResolution/Mediationforworkplaceconflicts.• DiseasePreventionandManagement(e.g.,healthcoaching).• ErgonomicsPrograms.• Health&SafetyTraining.• HealthRiskAppraisals/HealthRiskScreening.• ManagementTrainingandExecutiveCoaching.• Pre-employmentMedicals.• StructuredPerformanceReviews.• WellnessInitiativesandEducation.

EmployeeAssistanceProgramsandotherhealthpromotionstrategiesareeffectivewaystohelpidentifyandmanagerisksbeforetheyresultinabsenteeism.Examplesofpreventiveinterventionsthatpromotephysical,mental,socialandworkplacehealthcaninclude:

Implementing preventive strategies to help employees stay at work

Indefiningattendanceobjectives,itmaybecomeevidentthatmanyattendancechallengesareoverarching,suchasemployeeengagement.Itmayalsobecomeclearthatdealingwithincidentsorclaimsreactivelyandseparatelywillnoteffectivelyaddressabsenceanddisabilitydriversproactively.Infact,thelargestgapsandcostsavingsopportunitiesareintheareasofpreventingabsencesandaddressingrisksbeforetheybecomemorecostly.

Aneffectiveattendancemanagementstrategythereforeidentifiesandaddressesabsencedriversthroughoutthehealthandproductivitycontinuum(seefigureonpage7).Thismeansthatcasualabsences,intermittentorpatternedabsencesanddisabilityaremanagedinanintegratedmannertooptimizeriskavoidance.

Whenunhealthybehaviourisidentifiedearly,itisfarmorelikelythatthebehaviourcanchange–beforethebehaviourworsensorresultsinserious,chronichealthconditions–andextendedtimeawayfromworkcanbeavoided.Asthefiguredemonstrates,anintegratedapproachincorporatesprevention,earlyinterventionandrecoveryorreturntoworkpractices.Suchpracticesareaimedatassessingandchangingunhealthybehaviourtomitigateabsences,whetheritisrelatedtophysical,mental,socialandworkplacehealth–oranycombinationofissues.

PreventionAneffectiveattendancemanagementstrategybeginswithpromotinggoodhealth,withtherecognitionthatthecorecomponentsofgoodhealth(i.e.,physical,mental,socialandworkplacehealth)areinterconnectedandcontingentonchangingunhealthybehaviour.

Poorlifestylechoices(high-fatdiets,insufficientexercise)andstressorsrelatedtotheworkplaceorfamily/socialissues(e.g.,child-rearing,eldercarechallenges)canbemanagedproactivelythroughpreventiveprogramsthataddresshealthrisksorrootcausesofabsence,whichmightotherwiseresultintimeawayfromwork.

Organizationsthatmaintainahealthyandsafeworkingenvironmentforemployeesminimizeabsenteeismandreducetheriskofworkers’compensationclaimswhilemitigatingtheriskofincreasedbenefitscostssuchasdrugutilization.Whereindividualandgrouplifestyle-relatedhealthinitiativesareavailable,employeesaremoreengaged,productiveandcommittedtotheorganization.

Taking a fully integrated approach to attendance

Best Practices in Attendance Management

PREV

EN

TION

EARLY INTERVEN

TION

RECOVERY AND RETURN TO WORK

At Work

Casual AbsenceExtended Absence

LTD and LTD Threshold

STD

STD Threshold

RISK

PRE

VENTION

INC

IDEN

T

M

ODIFIED RTW

MAN

AGEM

ENT

6 7

11009104SH_WhitePaperV12.indd 5 29/04/10 9:52 AM

Early InterventionEverydayofabsenceresultsindirectcosts,lostproductivityandrevenueanddifficultworkingconditionsformanagersandco-workerswhohavetocoverworkloadsfortheabsentemployee.Organizationscanreducethesedirectandindirectcostsbyinterveningasearlyaspossibletoaddressabsencecontributors.Theearliertheemployeereceivesguidanceandsupport,thefastertheemployeecanreturntowork.Whilemuchfocushasbeenplacedoneffectiveinterventionintheshort-termdisabilitystagetopreventlong-termdisability,employersarewelladvisedtolookatwaystoreducetheriskofentrytoshort-termdisability.

Casual absencesarecostlybutoftenoverlooked,whichmeansthatcostimpactsandunderlyinghealthissuescangounnoticedandmayleadtofurtherabsences.Again,whilemechanismstotrackcasualabsencesandenforceabsencepoliciesfairlyandconsistentlyareimportant,offeringearlysupporttopreventprolongedabsenceisessentialtoaneffectiveattendancemanagementstrategy.

Inotherwords,ratherthanfocusingsolelyonobtainingmedicaldocumentation,addressingtherootcauseofabsencecanoffersignificantdividends.Suchissuescanrangefromsimplefixes,suchasanemployeewithunstabledaycarewhomaymissmanydayswhilesearchingforotheroptions,tocomplexchronicconditions,suchasdepression,whereearlysupportcanhelptheemployeegainresiliencetostayatwork.

Inaddition,patterned or cyclical absences(e.g.,fourincidentsinfourmonths)areoftendifficulttoidentifyifabsencesarenottrackedformally.Thesetypesofabsencesaremorelikelytobesymptomaticofunderlyingissuesthatmayleadtoprolongedabsenceleavesand/orshort-termdisability.

Thereisasignificantopportunityfororganizationstorealizecostsavingsandreducedownstreamemployeehealthrisksbymanagingsuchabsencesthroughastructuredintervention.Theemployeemaybenefitfromaccommodationorfacilitationfortheseissues,orthesituationmaypresentanimportantopportunityforaddressingperformanceissues.Supportfortherootcauseofabsence,whetherperformance-orhealth-related,canthereforebeofferedbeforetheconditionbecomesmorecomplicatedandmorecostly.

Withrespectto occupational and non-occupational disability,earlyinterventioncantakemanyforms: • Timelyclaimreferralorreportingofincidentsiscriticaltoreduceunnecessarytime lossordelays.Peopleleaders,whoareoftenresponsibleforclaimreferral,shouldbe awareoftheprocessandthecostimplicationsoffailingtoreferinatimelyfashion. • Immediateoutreachtoillorinjuredemployeescanimprovereturntowork outcomesbymaintainingaconnectiontotheworkplaceandreducingpotential isolationordisconnectionfrompurposeandproductivity. • Modifiedorprogressivereturntoworkplanningcanbesetinmotionbeforeaclaim isadjudicated,ratherthanpostponinganyactionuntilreceivingmedical documentation. • Proactiveidentificationofmodifiedworkopportunitiesisalsoanimportantearly interventiontacticthatcansignificantlyreducedelaysandcosts.

Recovery and Return to WorkIncomereplacementisjustonecomponentofsupportforinjuredorillemployees. Thegreatestcostimpactcanbeseenwheretheinjuredorillemployeesareprovidedwithcomprehensivereturntoworksupport.Thisnotonlyservestoreduceclaimdurationbutalsocanhavealastingeffectontheemployees’healthandperceptionoftheiremployer,bothofwhichimpacttalentretention.

Early,safeandsustainablereturntoworkprogramsarecriticaltoreducetimelossandclaimcosts.Progressiveormodifiedreturntoworkprogramsnotonlyshoweconomicbenefitbutalsohavedemonstratedtherapeuticbenefittoemployees.Infact,on-the-jobrecoveryissuggestedbyexperts,wheremedicallypossible,asitcanrestoretheemployee’ssenseofpurpose,productivityandconnectiontotheworkplacewhilereducingthepotentialofrelapse.

Whilesuchreturntoworkprogramsareanessentialpartofworkers’compensationclaims,theymaybelessfrequentlyimplementedintraditionalshort-termdisabilitycasemanagementmodels.Traditionalmodelsmayfocusmainlyonadjudicatingandadministeringtheclaim(i.e.,obtainingmedicaldocumentationtosubstantiatethe“disability”claim).

Progressiveapproachestoshort-termdisability,ontheotherhand,recognizethedistinctionbetween“disability”andimpairment.Thatis,aninjuredorillemployeemaystillhavefunctionalabilitiesorbemedicallyabletoworkandmaybenefitfromon-the-jobrecoveryortemporaryaccommodation.

Withan“ability-focused”returntoworkapproach:

• Returntoworkplanningisguidedbyadisabilitymanagementprofessional,who developsappropriateplansonacase-by-casebasis,obtaininginputfromtheinjured orillemployee,themanager/employerandthetreatingphysician. • Medicalinformationandinformationrelatedtojobduties/workenvironmentare reviewedtoassesswhattheemployeecandoinlightofhis/herfunctionalabilitiesand anyavailablemodifiedworkopportunities. • Non-medicalfactorsaretakenintoaccount,astheseissuescanbebarriersto sustainablereturntowork(e.g.,personal/socialandworkplacefactorsthatmaybe contributingtotheabsence). • Returntoworksupportandplanningbeginsasearlyaspossible,notonlytoreduce claimdurationbutalsotopreventtheemployeefromfeelingdisconnectedfromthe workplaceorfeelinginappropriately“disabled”.

Inadditiontotheabove,returntoworkplansaremostsuccessfulwhentheyare:

• Progressive–theemployeecontinuestoaddmoretasks/hourstodevelop greaterresiliency • Temporary,withcleartimelinesoutlined • Monitoredandre-evaluatedasnecessarytoensureprogressiontosustainablereturn tofullduties • Clearlycommunicatedtotheemployeeandmanager

Mental health issues are one of the leading causes of non-occupationaldisabilityclaimsandcanevenbepresentinlost-timeclaims–a fact that isoftenoverlooked.These typesof issues canrepresentahugechallengefortraditionalattendancemanagementprograms,whichfocussimplyonobtainingmedicaldocumentationrather than intervening early to assess root causes of absence.Withoutspecializedassessmentandtherightsupport,recoveryandreturntoworkcanbedelayedsignificantly,evenwhenmentalhealthissuesarenottheprimaryreasonforabsence.Organizationsarewelladvised to reviewhow their attendanceprograms currently assessandaddressmentalhealthissues, theprevalenceofmentalhealthcontributors to disability claims and whether additional targetedsupportiswarranted.

Mental health support

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Early InterventionEverydayofabsenceresultsindirectcosts,lostproductivityandrevenueanddifficultworkingconditionsformanagersandco-workerswhohavetocoverworkloadsfortheabsentemployee.Organizationscanreducethesedirectandindirectcostsbyinterveningasearlyaspossibletoaddressabsencecontributors.Theearliertheemployeereceivesguidanceandsupport,thefastertheemployeecanreturntowork.Whilemuchfocushasbeenplacedoneffectiveinterventionintheshort-termdisabilitystagetopreventlong-termdisability,employersarewelladvisedtolookatwaystoreducetheriskofentrytoshort-termdisability.

Casual absencesarecostlybutoftenoverlooked,whichmeansthatcostimpactsandunderlyinghealthissuescangounnoticedandmayleadtofurtherabsences.Again,whilemechanismstotrackcasualabsencesandenforceabsencepoliciesfairlyandconsistentlyareimportant,offeringearlysupporttopreventprolongedabsenceisessentialtoaneffectiveattendancemanagementstrategy.

Inotherwords,ratherthanfocusingsolelyonobtainingmedicaldocumentation,addressingtherootcauseofabsencecanoffersignificantdividends.Suchissuescanrangefromsimplefixes,suchasanemployeewithunstabledaycarewhomaymissmanydayswhilesearchingforotheroptions,tocomplexchronicconditions,suchasdepression,whereearlysupportcanhelptheemployeegainresiliencetostayatwork.

Inaddition,patterned or cyclical absences(e.g.,fourincidentsinfourmonths)areoftendifficulttoidentifyifabsencesarenottrackedformally.Thesetypesofabsencesaremorelikelytobesymptomaticofunderlyingissuesthatmayleadtoprolongedabsenceleavesand/orshort-termdisability.

Thereisasignificantopportunityfororganizationstorealizecostsavingsandreducedownstreamemployeehealthrisksbymanagingsuchabsencesthroughastructuredintervention.Theemployeemaybenefitfromaccommodationorfacilitationfortheseissues,orthesituationmaypresentanimportantopportunityforaddressingperformanceissues.Supportfortherootcauseofabsence,whetherperformance-orhealth-related,canthereforebeofferedbeforetheconditionbecomesmorecomplicatedandmorecostly.

Withrespectto occupational and non-occupational disability,earlyinterventioncantakemanyforms: • Timelyclaimreferralorreportingofincidentsiscriticaltoreduceunnecessarytime lossordelays.Peopleleaders,whoareoftenresponsibleforclaimreferral,shouldbe awareoftheprocessandthecostimplicationsoffailingtoreferinatimelyfashion. • Immediateoutreachtoillorinjuredemployeescanimprovereturntowork outcomesbymaintainingaconnectiontotheworkplaceandreducingpotential isolationordisconnectionfrompurposeandproductivity. • Modifiedorprogressivereturntoworkplanningcanbesetinmotionbeforeaclaim isadjudicated,ratherthanpostponinganyactionuntilreceivingmedical documentation. • Proactiveidentificationofmodifiedworkopportunitiesisalsoanimportantearly interventiontacticthatcansignificantlyreducedelaysandcosts.

Recovery and Return to WorkIncomereplacementisjustonecomponentofsupportforinjuredorillemployees. Thegreatestcostimpactcanbeseenwheretheinjuredorillemployeesareprovidedwithcomprehensivereturntoworksupport.Thisnotonlyservestoreduceclaimdurationbutalsocanhavealastingeffectontheemployees’healthandperceptionoftheiremployer,bothofwhichimpacttalentretention.

Early,safeandsustainablereturntoworkprogramsarecriticaltoreducetimelossandclaimcosts.Progressiveormodifiedreturntoworkprogramsnotonlyshoweconomicbenefitbutalsohavedemonstratedtherapeuticbenefittoemployees.Infact,on-the-jobrecoveryissuggestedbyexperts,wheremedicallypossible,asitcanrestoretheemployee’ssenseofpurpose,productivityandconnectiontotheworkplacewhilereducingthepotentialofrelapse.

Whilesuchreturntoworkprogramsareanessentialpartofworkers’compensationclaims,theymaybelessfrequentlyimplementedintraditionalshort-termdisabilitycasemanagementmodels.Traditionalmodelsmayfocusmainlyonadjudicatingandadministeringtheclaim(i.e.,obtainingmedicaldocumentationtosubstantiatethe“disability”claim).

Progressiveapproachestoshort-termdisability,ontheotherhand,recognizethedistinctionbetween“disability”andimpairment.Thatis,aninjuredorillemployeemaystillhavefunctionalabilitiesorbemedicallyabletoworkandmaybenefitfromon-the-jobrecoveryortemporaryaccommodation.

Withan“ability-focused”returntoworkapproach:

• Returntoworkplanningisguidedbyadisabilitymanagementprofessional,who developsappropriateplansonacase-by-casebasis,obtaininginputfromtheinjured orillemployee,themanager/employerandthetreatingphysician. • Medicalinformationandinformationrelatedtojobduties/workenvironmentare reviewedtoassesswhattheemployeecandoinlightofhis/herfunctionalabilitiesand anyavailablemodifiedworkopportunities. • Non-medicalfactorsaretakenintoaccount,astheseissuescanbebarriersto sustainablereturntowork(e.g.,personal/socialandworkplacefactorsthatmaybe contributingtotheabsence). • Returntoworksupportandplanningbeginsasearlyaspossible,notonlytoreduce claimdurationbutalsotopreventtheemployeefromfeelingdisconnectedfromthe workplaceorfeelinginappropriately“disabled”.

Inadditiontotheabove,returntoworkplansaremostsuccessfulwhentheyare:

• Progressive–theemployeecontinuestoaddmoretasks/hourstodevelop greaterresiliency • Temporary,withcleartimelinesoutlined • Monitoredandre-evaluatedasnecessarytoensureprogressiontosustainablereturn tofullduties • Clearlycommunicatedtotheemployeeandmanager

Mental health issues are one of the leading causes of non-occupationaldisabilityclaimsandcanevenbepresentinlost-timeclaims–a fact that isoftenoverlooked.These typesof issues canrepresentahugechallengefortraditionalattendancemanagementprograms,whichfocussimplyonobtainingmedicaldocumentationrather than intervening early to assess root causes of absence.Withoutspecializedassessmentandtherightsupport,recoveryandreturntoworkcanbedelayedsignificantly,evenwhenmentalhealthissuesarenottheprimaryreasonforabsence.Organizationsarewelladvised to reviewhow their attendanceprograms currently assessandaddressmentalhealthissues, theprevalenceofmentalhealthcontributors to disability claims and whether additional targetedsupportiswarranted.

Mental health support

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11009104SH_WhitePaperV12.indd 6 29/04/10 9:52 AM

Soundpoliciesarethefoundationofeffectiveattendancemanagement.Policiesensurethatallemployeeattendancemattersaretreatedfairlyandconsistentlyinalignmentwithlegislativeguidelines.However,policiesneedtobebackedbyclearproceduresthatenableeffectiveparticipationinattendancemanagementprocesses.

Clarityisdirectlylinkedtocompliance.Whenpoliciesandproceduresareclear,theresultismoreeffectiveenforcementofpoliciesandcompliancetoprocedures.Oneofthereasonswell-designedprogramsfailisthattheyareinconsistentlyunderstoodandapplied.Awell-executedattendancemanagementstrategyclearlycommunicatesroles,responsibilitiesandprotocolsnotonlytogainefficienciesbutalsotodemonstratethetransparencyandaccountabilityofallstakeholders.

Inparticular,attendancepoliciesandproceduresmustensurethatmedicalconfidentialityisemphasized.Employeeperceptionofprivacyandconfidentialityisespeciallyimportantwhenmultipleindividualsareworkingona“file”.Whenrigourinthisareaisapplied,theriskofcorporateliabilityexposureisreduced.

Ensure appropriate governance of the programInmanyorganizations,ownershipoftheattendancemanagementprogramissharedbydifferentdepartments.Sincemultipleownerscancauseconfusion,duplicatedefforts,overlapandsiloedaccountability,abestpracticestrategyincludesoversightofthefullattendancemanagementprogram.Governanceoftheprogramensuresmaximizedopportunity,accountabilityandoutcomemeasurement–onceagainaligningtheattendancestrategywithcorporateobjectives.

Agovernancestructureismosteffectivewhenstakeholdersatvariouslevelsareinvolvedsothatdecision-makingisinformedbyfront-line,tacticalexperience.Whilegovernanceparticipantswillvaryfromorganizationtoorganization,dependingonsizeandbenefitstypes,participantscanincludeseniorleaders,unionoremployeerepresentatives,front-linemanagers,HR,HealthandSafety,Financeandsoon.Agovernancemodelcanexpeditedecision-makingandimproveprogrammingthrough:

• Integratedimplementationandcommunicationsplanning • Programauditingandmeasurement • Trendinganalysis • Continuousstrategyimprovement

Asstatedearlier,aneffectiveattendancemanagementprogramensuresthatallstakeholdershaveaclearunderstandingofabsencepoliciesandproceduresaswellastheirimportantrolesandresponsibilitiesintheprocess.Regularlyandeffectivelycommunicatingprogramactivities,objectives,policiesandprocedureswillhelpensureconsistentapplicationoftheprogram.

Supervisors,managersandotherpeopleleadersplayacriticalroleinthisregard,astheyareoftenthefront-linerepresentativesoftheorganizationinattendancematters,actingaschampionsandenforcersofpoliciesandprotocols.Theimmediatesupervisorismostlikelythefirsttoknowwhenanemployeewillbeabsentandtypicallyisresponsibleforidentifyingissues,monitoringattendanceandapplyingcorrectivemeasures.Anymiscommunication,misunderstanding,perceivedlackoffairnessorconsistencyintheseprocessescanhaveaprofoundimpactonemployeemoraleandcompliance,whichcanimpedereturntoworkandrehabilitation.

Peopleleadersalsoplayakeyroleinthedisabilitymanagementandreturntoworkprocessthrough:

• Ensuringimmediatereferral/reporting • Contributingtoandmonitoringreturntoworkplans • Identifyingaccommodationopportunities • Managingcoverageoftheabsentemployeeandtheteam’sexpectationswhile ensuringconfidentialityoftheinjuredorillemployee’ssituation • Preparingtheemployeeandteamfortheemployee’sreturn

Thepeopleleader’sabilitytomanageattendancesuccessfullyiscontingentonhavingtherightknowledgeandtools.However,arecentsurveyofmorethan100leadingCanadianorganizationsrevealsthatpeopleleadershaveinsufficientknowledgeand/orresourcestomanageabsences.Partofaneffectiveattendancemanagementstrategy,therefore,isensuringthatpeopleleadershavethesupportstheyneed,suchas: • Appropriateandtimelyaccesstoabsenceanddisabilitydataattheworkgrouplevel • Comprehensivetrainingonpolicies,proceduresandpractices • Coachingonbehavioursandskillsneededtomanageabsencefairly,consistently andwithsensitivity,particularlyforcomplexsituations • Referencematerialsandeducationaboutissuesrelatedtoabsence,disabilityand othersignsandsymptomsofhealthorproductivityissues

Engage people leaders to participate effectively in attendance management

Best Practices in Attendance ManagementBest Practices in Attendance Management

Establish clear policies, procedures, roles and responsibilities

From an administrative and procedural perspective, allstakeholders can benefit from integrated absencemanagement.Administrativeefficienciesresultinfinancialefficiencies;assuch,whereverpossible,synergiesinprogrammingshouldbeidentifiedand leveraged. In an outsourced model, the use of multiplevendorscanincreaseratherthanreducetheadministrativeburdenof program administrators. Governance committees shouldinclude accountable representatives from vendors to supportalignmentwithbroadergoalsandstreamliningofefforts.Throughadministrative integration and governance, the organization isbetter equipped to analyze overarching attendance trends andenhance strategies toaddress such risksproactively.Streamlinedefforts can also enhance the employee experience by ensuringcontinuity of coordination (e.g., transition from short-term tolong-termdisability)andreducingadministrativeerror.

Administrative integration

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Soundpoliciesarethefoundationofeffectiveattendancemanagement.Policiesensurethatallemployeeattendancemattersaretreatedfairlyandconsistentlyinalignmentwithlegislativeguidelines.However,policiesneedtobebackedbyclearproceduresthatenableeffectiveparticipationinattendancemanagementprocesses.

Clarityisdirectlylinkedtocompliance.Whenpoliciesandproceduresareclear,theresultismoreeffectiveenforcementofpoliciesandcompliancetoprocedures.Oneofthereasonswell-designedprogramsfailisthattheyareinconsistentlyunderstoodandapplied.Awell-executedattendancemanagementstrategyclearlycommunicatesroles,responsibilitiesandprotocolsnotonlytogainefficienciesbutalsotodemonstratethetransparencyandaccountabilityofallstakeholders.

Inparticular,attendancepoliciesandproceduresmustensurethatmedicalconfidentialityisemphasized.Employeeperceptionofprivacyandconfidentialityisespeciallyimportantwhenmultipleindividualsareworkingona“file”.Whenrigourinthisareaisapplied,theriskofcorporateliabilityexposureisreduced.

Ensure appropriate governance of the programInmanyorganizations,ownershipoftheattendancemanagementprogramissharedbydifferentdepartments.Sincemultipleownerscancauseconfusion,duplicatedefforts,overlapandsiloedaccountability,abestpracticestrategyincludesoversightofthefullattendancemanagementprogram.Governanceoftheprogramensuresmaximizedopportunity,accountabilityandoutcomemeasurement–onceagainaligningtheattendancestrategywithcorporateobjectives.

Agovernancestructureismosteffectivewhenstakeholdersatvariouslevelsareinvolvedsothatdecision-makingisinformedbyfront-line,tacticalexperience.Whilegovernanceparticipantswillvaryfromorganizationtoorganization,dependingonsizeandbenefitstypes,participantscanincludeseniorleaders,unionoremployeerepresentatives,front-linemanagers,HR,HealthandSafety,Financeandsoon.Agovernancemodelcanexpeditedecision-makingandimproveprogrammingthrough:

• Integratedimplementationandcommunicationsplanning • Programauditingandmeasurement • Trendinganalysis • Continuousstrategyimprovement

Asstatedearlier,aneffectiveattendancemanagementprogramensuresthatallstakeholdershaveaclearunderstandingofabsencepoliciesandproceduresaswellastheirimportantrolesandresponsibilitiesintheprocess.Regularlyandeffectivelycommunicatingprogramactivities,objectives,policiesandprocedureswillhelpensureconsistentapplicationoftheprogram.

Supervisors,managersandotherpeopleleadersplayacriticalroleinthisregard,astheyareoftenthefront-linerepresentativesoftheorganizationinattendancematters,actingaschampionsandenforcersofpoliciesandprotocols.Theimmediatesupervisorismostlikelythefirsttoknowwhenanemployeewillbeabsentandtypicallyisresponsibleforidentifyingissues,monitoringattendanceandapplyingcorrectivemeasures.Anymiscommunication,misunderstanding,perceivedlackoffairnessorconsistencyintheseprocessescanhaveaprofoundimpactonemployeemoraleandcompliance,whichcanimpedereturntoworkandrehabilitation.

Peopleleadersalsoplayakeyroleinthedisabilitymanagementandreturntoworkprocessthrough:

• Ensuringimmediatereferral/reporting • Contributingtoandmonitoringreturntoworkplans • Identifyingaccommodationopportunities • Managingcoverageoftheabsentemployeeandtheteam’sexpectationswhile ensuringconfidentialityoftheinjuredorillemployee’ssituation • Preparingtheemployeeandteamfortheemployee’sreturn

Thepeopleleader’sabilitytomanageattendancesuccessfullyiscontingentonhavingtherightknowledgeandtools.However,arecentsurveyofmorethan100leadingCanadianorganizationsrevealsthatpeopleleadershaveinsufficientknowledgeand/orresourcestomanageabsences.Partofaneffectiveattendancemanagementstrategy,therefore,isensuringthatpeopleleadershavethesupportstheyneed,suchas: • Appropriateandtimelyaccesstoabsenceanddisabilitydataattheworkgrouplevel • Comprehensivetrainingonpolicies,proceduresandpractices • Coachingonbehavioursandskillsneededtomanageabsencefairly,consistently andwithsensitivity,particularlyforcomplexsituations • Referencematerialsandeducationaboutissuesrelatedtoabsence,disabilityand othersignsandsymptomsofhealthorproductivityissues

Engage people leaders to participate effectively in attendance management

Best Practices in Attendance ManagementBest Practices in Attendance Management

Establish clear policies, procedures, roles and responsibilities

From an administrative and procedural perspective, allstakeholders can benefit from integrated absencemanagement.Administrativeefficienciesresultinfinancialefficiencies;assuch,whereverpossible,synergiesinprogrammingshouldbeidentifiedand leveraged. In an outsourced model, the use of multiplevendorscanincreaseratherthanreducetheadministrativeburdenof program administrators. Governance committees shouldinclude accountable representatives from vendors to supportalignmentwithbroadergoalsandstreamliningofefforts.Throughadministrative integration and governance, the organization isbetter equipped to analyze overarching attendance trends andenhance strategies toaddress such risksproactively.Streamlinedefforts can also enhance the employee experience by ensuringcontinuity of coordination (e.g., transition from short-term tolong-termdisability)andreducingadministrativeerror.

Administrative integration

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Strengthening the health of people and organizations

Strengthening the health of people and organizations

Whenpeopleleadersareprovidedwiththeinformation,toolsandskillsneededtomanageattendanceissueswell:

•Workandstaffplanningaremoreeffective • Directandindirectcostsofabsenteeismarereduced • Employeemoralegoesup • Employeesobtaintheassistancetheyneedwhentheyneedit • Employeesrecognizeconsistencyandfairnessintheirworkplace • Culpableabsenteeismisreduced • Thereturntoworkprocessismoresuccessfulforallparties

Thebestpracticesdiscussedinthiswhitepaperareaculminationofmorethan20yearsexperiencehelpingclientsachievestrategicattendancemanagementobjectives.Thecontentsofthepaperweredevelopedincollaborationwithourlong-standingclients,theShepell•fgiResearchGroupandotherexpertsinabsenceanddisabilitymanagement.

About the Paper

Shepell•fgiisacompanycommittedtoimprovinghealthandproductivityintheworkplace.Shepell•fgiservesapproximately7,000organizationsinCanadaandaroundtheworldwithbestpractice,research-basedsolutions.Since1989,Shepell•fgihasdesignedanddeliveredstrategicattendancemanagementsolutionstohelporganizationsachievetheirbroaderbusinessgoals.Ourintegratedapproachhashelpedorganizationsminimizeabsenteeismandmaximizereturntoworkoutcomes.FormoreinformationonhowShepell•fgicansupportyourstrategicattendanceinitiatives,

About Shepell•fgi

pleasecontact1-866-875-8172 orhealthsolutions@shepellfgi.com.

Informed people leaders are the key to success

12

Copyright©2010Shepell•fgi,adivisionofHRCOInc.

11009104SH_WhitePaperV12.indd 8 29/04/10 9:52 AM

Strengthening the health of people and organizations

Strengthening the health of people and organizations

Whenpeopleleadersareprovidedwiththeinformation,toolsandskillsneededtomanageattendanceissueswell:

•Workandstaffplanningaremoreeffective • Directandindirectcostsofabsenteeismarereduced • Employeemoralegoesup • Employeesobtaintheassistancetheyneedwhentheyneedit • Employeesrecognizeconsistencyandfairnessintheirworkplace • Culpableabsenteeismisreduced • Thereturntoworkprocessismoresuccessfulforallparties

Thebestpracticesdiscussedinthiswhitepaperareaculminationofmorethan20yearsexperiencehelpingclientsachievestrategicattendancemanagementobjectives.Thecontentsofthepaperweredevelopedincollaborationwithourlong-standingclients,theShepell•fgiResearchGroupandotherexpertsinabsenceanddisabilitymanagement.

About the Paper

Shepell•fgiisacompanycommittedtoimprovinghealthandproductivityintheworkplace.Shepell•fgiservesapproximately7,000organizationsinCanadaandaroundtheworldwithbestpractice,research-basedsolutions.Since1989,Shepell•fgihasdesignedanddeliveredstrategicattendancemanagementsolutionstohelporganizationsachievetheirbroaderbusinessgoals.Ourintegratedapproachhashelpedorganizationsminimizeabsenteeismandmaximizereturntoworkoutcomes.FormoreinformationonhowShepell•fgicansupportyourstrategicattendanceinitiatives,

About Shepell•fgi

pleasecontact1-866-875-8172 orhealthsolutions@shepellfgi.com.

Informed people leaders are the key to success

12

Copyright©2010Shepell•fgi,adivisionofHRCOInc.

11009104SH_WhitePaperV12.indd 8 29/04/10 9:52 AM

Workforce Management.Workforce ManagementAchieving Business Objectives Through Absence Management

11009104SH_WhitePaperV12.indd 1 29/04/10 9:52 AM