...1. Abstract Managing retention and absenteeism is an important task for every company or employer. It can be assessed as a process with few stages. This paper will look at identifying the cost of employee turnover, importance of understanding why employee leaves, retention strategies and how they should be implemented. The first step of an effective attendance management program is to identify specific areas which are affecting attendance. Some general causes of absenteeism will be mentioned later in this paper. 2. Background The importance of this briefing paper is to summarize all gained information, knowledge and facts regarding to issues in Managing retention and absenteeism in business, preparation to write an individual academic paper and to give a brief idea how it will be approached. In Managing retention and absenteeism is necessary to cover following areas: • Absenteeism • Sickness absence • Employee turnover • Staff retention strategies • Staff retention and management of knowledge • Benefits of staff retention 3. Findings 3.1 What the assignment is asking me to do The definition of absenteeism according to Mathis and Jackson (2005) is any failure to report for work as scheduled or to stay at work when scheduled. They divide absenteeism into 2 groups: voluntary, that is unavoidable and voluntary, avoidable. The sickness absence can be short - term (repetitive) or long term illness. CIPD’s Absence Management Survey (2011) revealed for the first...
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...The state of chronic absence from work. Absenteeism is usually addressed through progressively stricter disciplinary measures that can result in the termination of the individual's employment. This is generally governed by the organization's attendance policy. The employee handbook frequently documents expected attendance and consequences for absenteeism. The role of the supervisor in managing absenteeism According to the most recent CCH Unscheduled Absence Survey, employers are losing ground when it comes to keeping workers on the job. Unscheduled absenteeism rates have risen to their highest level since 1999. What continues to be of most concern is that almost two out of three employees who don’t show up for work aren’t physically ill. For most companies, the responsibility for managing absenteeism has fallen primarily on immediate supervisors. These supervisors are often the only people who are aware that a certain employee is absent. They are in the best position to understand the circumstances surrounding an individual’s absence and to notice a problem at an early stage. Therefore, their active involvement in the company’s absence procedures is pivotal to the overall effectiveness and future success of an absence policy or program. Sadly, however, most supervisors have not received any guidance or training in managing absenteeism. They have been left on their own to carry out the often unpopular task of identifying, confronting and resolving absence abuse. To ensure that...
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...rates to show pay details of the employee (Minimum Wage Act). Eligibility to work in UK is also a legal requirement and organisation need to have evidence of this. All this information enable employer to monitor legislation compliance. Another reason of why organisations collect information is to have a point of reference or to be able to retrieve information whenever it is needed. All information has to be easy reachable and well organized. Planning in organisation depends on information, accurate records helps to make decisions when recruiting, making plans on staff development and training, good records helps to achieve companies goals. Good record keeping can help to make decision on facts, helps to know what happening with sickness, absence levels, holiday, labour turnover, discipline, what training and when is needed for the staff, shows accurate performance and productivity of the employees, helps to decide what staff resources are needed to meet production requirements. Every organisation should keep personal records of their employees, statutory records and organizational records. Statutory Records Statutory records are required by law and helps HR to deal with different personal matters. These records include information about tax, national insurance number, worked hours and holiday records to meet the requirements of the Working Regulations Act 1998. Pay record is kept to make sure that requirement of the Minimum Wage Act...
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...the one who gave her courage and inspiration. To her professor, for giving this study, this could be the task that would help her become more resourceful and knowledgeable. To Almighty Father for the safety, strengths, courage, inner peace and knowledge to make this term paper a success. Table of Contents Acknowledgement Chapter I The problem and Its Scope Introduction Statement of the Problem Significance of the Study Definition Chapter II The Content of the Study Absenteeism Factors Contribute to Teachers Absence Impact of Teachers Absenteeism Measuring Absenteeism Controlling Absenteeism Conclusion Bibliography 3 Chapter I The Problem and Its Scope Introduction Rates of employee absences and the effects of absences on productivity are topics of conversation in many organizations. One reason is that high rates of employee absence may signal weak management and poor labor-management relations. In the education sphere, employee absenteeism is a special problem, not only in terms of the cost to the school (payment to substitute teachers) but also the wasted education-time that is liable to impair the sense of confidence that the general public has in the schools. Students may eventually lose their desire to learn if the regular teacher is frequently absent and the curriculum is delivered by an array of substitute teachers. In essence, teacher absenteeism has important implications for school...
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...must be invited to attend a disciplinary hearing/meeting and has a statutory right to be accompanied by a work colleague or trade union representative. • After the hearing/meeting the employer must inform the employee of the decision, in writing. • The employee at this stage can appeal Employers are allowed to have their own disciplinary procedures as long as they meet the minimum requirements set out in the ACAS code. It is important to note that an Employment Tribunal can increase any compensation payments by up to 25% for failure to follow the ACAS Code. Any workplace should have clear rules of employment so that disciplinary instances can be easily spotted. Typically rules cover the following areas: • Poor time-keeping • Sickness and other absence • Health & Safety • Staff misconduct • The misuse of company facilities • Breach of confidentiality • Discrimination Failure to be clear and failing to make a proper distinction between types of disciplinary cases has resulted in many organisations suffering losses at Employment Tribunals. It is common for employers to include their disciplinary procedures in an employment contract but if your employer does this and then does not follow the procedures you could sue them for breach of contract. The University of the Arts London has a range of employment policies and procedures that can guide managers when having to deal with disciplinary issues. These include: • Staff Disciplinary Code – to support the maintaining of conduct...
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...related stress develops because a person is unable to cope with the demands being placed on them. Stress, including work related stress, can be a significant cause of illness and is known to be linked with high levels of sickness absence, staff turnover and other issues such as more errors. Stress can hit anyone at any level of the business and recent research shows that work related stress is widespread and is not confined to particular sectors, jobs or industries. That is why a population-wide approach is necessary to tackle it. Definition of stress Stress can be described as: "The adverse reaction people have to excessive pressures or other types of demand placed on them at work." Stress is not an illness – it is a state. However, if stress becomes too excessive and prolonged, mental and physical illness may develop. Well-designed, organised and managed work is generally good for us and when insufficient attention to job design, work organisation and management has taken place, it can result in Work related stress. Work related stress develops because a person is unable to cope with the demands being placed on them. Stress, including work related stress, can be a significant cause of illness and is known to be linked with high levels of sickness absence, staff turnover and other issues including fatigue which in turn can lead to errors in the workplace. We can say that “Stress causes some people to break, and other to break records.” Stress or pressure There is a difference...
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...Absenteeism in Ireland An analysis and assessment of absenteeism and absence management in Ireland It’s been well known that excessive workplace absenteeism can be quite costly to organisations. Irish Business and Employers Confederation, the biggest employers association in Ireland, conducted a broad study of absenteeism in Irish workplace and found that the total cost of absenteeism in 2002 was astronomical - €1.58 billion (2004). Subsequently, other organisations have started to pay more attention to this rocketing issue. A survey done by Irish Small and Medium Enterprises Association claimed that the direct cost of absenteeism for small businesses is approximately €1.1 billion per year and that the indirect ‘unseen’ costs of absenteeism such as loss of productivity, administration costs, etc. could be even greater than the direct ‘seen’ costs, e.g. sick pay, replacement cost and so on (ISME, 2007). Another report done by the Small Firms Association in 2008 revealed that small businesses in Ireland lose about €793 million annually because of the absenteeism (SFA, 2008). Even though there is considerable variation among their findings, the bottom line is that absenteeism is expensive for companies and thus becomes a big problem for them. As it can significantly undermine their productivity, competitiveness and in a worst scenario even their existence, employers started to look for measures to address the issue and to reduce absenteeism in their plants. This report aims...
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...Report on Talent Planning There are many different factors that affect an organisations approach to attracting talent and are both internal and external factors. Some examples of internal factors are the size of a business. A larger business would find it much easier to source this could be because they are more well-known to the public and they would also be more financially able to advertise a post to get a larger range of applicants. Recruitment policies also have an effect ie recruiting from internal sources and external sources can affect the recruitment process. Generally recruitment through internal sources is preferred because own employees know the organisation and can fit well into the culture. The Image of the company has influence on the recruitment process. Good image of the company earned by the actions of management helps attract potential candidates. Managerial actions like good public relations can help earn image. Image of the job also has an affect such as better salaries and good working conditions are considered the characteristics of good image of a job. Also, promotion and personal development policies of an organisation also attract potential candidates. Some examples of external factors are Demographic factors; employees have a big influence on the recruitment process. Demographic factors include, age, sex, literacy, economic status etc. Labour market conditions have an affect ie supply and demand of labour is a huge importance in affecting recruitment...
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...is the term used for when an employee is present in the place of work, whilst not functioning at 100 percent productivity. This could be due to the employee’s health condition referring to the employee’s physical or mental state or a combination of both (Sanderson et al. 2007; Bergstrom et al. 2009; Brooks et al. 2010; Stewart et al. 2011). Employee self reporting questionnaires is usually how presenteeism is assessed and this is demonstrated throughout the various literature that is presently available. Conditions such as depression, arthritis, obesity, anxiety seem to be the main causes of presenteeism in employees which is depicted in a graph by Loeppke et al (2009, p. 423). Absenteeism is a term that is used for the unscheduled absence of an employee from work (Bacharach, Bamberger & Biron 2010). Like presenteeism, absenteeism by an employee could also be caused from poor health...
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...CIPD Profession Map The Profession Map is designed to help professionals understand what relevant skills are required or needed to improve current practise or future growth within an HR role. It can help you in your own professional development, your teams development and also your organisation as a whole from a HR perspective. It outlines what you need to know, what you need to do it and how you need to do it. The Profession Map has 2 professional core areas and these are applicable to all HR professionals regardless of where you are in your current stage of your career: Insights, strategy and solutions – this is to help develop an understanding of your organisation and to use these insights to adapt strategy and solutions for your company needs now and in the future. Leading HR – this is for you to be able to act as a role model and to make sure you are maximising yourself within your HR role. This includes, as well as you, supporting and developing others across the organisation. The Profession Map is then broken down into: 8 Professional areas and these describe what you need to do along with what you need to know for each area within the HR profession. 8 Behaviours are described to help carry out an HR professional‘s activities. Both the professional areas, including the 2 core, and the behaviours are defined across 4 bands. These bands of professional competence help to make that transition through to the next stage of your HR career and to identify what level...
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...Iryna Zaliapska CIPD Course Level 3 Tutor: Tomos Rogers By Student: Iryna Zaliapska CIPD Course Level 3 Tutor: Tomos Rogers By Recording, analysing and using HR information Recording, analysing and using HR information Contents Activity 1 * Two reasons why the organisation needs to collect HR data * Two types of data that is collected within the organisation and how each supports HR practices * A description and benefits of two methods of storing records * A statement of two essential items of UK legislation relating to the recording, storage and accessibility of HR data Activity 2 Analysis and my own findings of the CIPD’s twelfth national survey of Absence Management trends, policy and practice * An introduction to the HR investigation and data interpretation of Absence Management in the organisations across the UK * The obtained results and it follows recommendations References and Bibliography Activity 1 A briefing note about organisation’s approach to collecting, storing and using HR data The Human Resources department collects lots of HR data from its employees. HR systems are increasingly used by HR departments to help collect, store and manage data about its workforce. The organisation needs to collect HR data for a number of reasons, some include: * Legal requirements - to prove that the organisation is hiring at an equal opportunity standard, also, to ensure that and prove that any firing done by the company is done for the...
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...Why an organisation needs to collect HR data Legislation and Compliance – The company needs to collect data from our employees to ensure we comply with legislation and our industry requirements, for example a copy of an employee’s passport or visa to show right to work, evidence of a Doctor’s registration status. We also collect data pertaining to equality and diversity… Support company strategy - Different types of data and how they support HR practice * Absence – The company needs to collect data on employee’s absence including annual leave and sickness. By keeping track of absence we can get an idea of any trends within the organisation. * Are there repeat offenders? * What are the most common reasons for absence? * Are there any specific times of the week/month/year that have the most amount of absence? Once we are in a position to answer some of these questions we can then task ourselves with managing the absence. * Surveys – Employee engagement surveys are a useful tool for us to understand how our employees feel about the organisation. We can use the data to see what is working for us and what areas need more development. Healthier, happier and fulfilled employees have a positive effect on a company’s performance. Methods of storing data HR data can be stored can be stored in many different ways with the most common being and each methods carries different advantages; * Manual paper files are considered a rather...
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...ventilation. People in Western societies spend more than 90% of their time indoors. Therefore, the quality of indoor environments plays a significant role in their life. Bad indoor air and environments are able to cause work-related symptoms and diseases, while high quality supports well-being and productivity. A good indoor environment not only consists of clean air (including proper humidity, air velocity, and temperature), but also of good acoustics, good lighting, and a good psychosocial environment in the workplace. In Finland, with over 5.5 million inhabitants and 2.5 million employees, the cost of poor indoor environments to society is nearly EUR 1.5 billion a year, mainly as a result of the cost of medical examinations and care, sickness absences, lower efficiency at work, allergies, hospital infections, and cancer. Good indoor environments also seem to affect our creativity, memory, and mood. According to a recent survey of office environments, one out of every three workers complains about constant indoor-air problems, and one out of every five complains about weekly occurring symptoms caused by poor indoor air. The top 10 indoor-air problems are related to heating, ventilation, and airconditioning (HVAC) systems, such as dry and stuffy air or draft, unpleasant odors, moisture and molds, dust and dirt, tobacco smoke, ozone, radon, asbestos, and mineral fibers. WorkAir2007...
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...Recruitment Procedure 1. Introduction 1. The aim of this procedure is to ensure that a fair, consistent, non-discriminatory and effective practice is adopted in all areas and at all stages of the organisation’s recruitment process. This policy applies to the recruitment of permanent, fixed term and sessional staff. 2. Establishment of a vacancy/authority to recruit 1. A vacancy may arise from either the resignation/dismissal of an employee in an established post or, the creation of a new post approved by the management committee. 2. Where the vacant post is a previously established post and the manager wishes to recruit to the vacancy, (it is not automatically assumed that ‘like for like’ recruitment is to immediately follow a resignation, there may be operational reasons for a delay; the opportunity to make changes to the post), the manager should advise the management committee of any changes required to the job description and/or person specification. The senior manager/line manager will progress the vacancy or give approval for this to go ahead – recruitment advertising; putting together the recruitment pack; arranging the short-listing panel, advising upon interview questions etc. This is to ensure a consistent approach to recruitment is maintained. 3. Where a need has arisen for a new post to be created and recruited to, a development appraisal is required by the Management Committee, outlining the request for a new post and why it is required...
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...information * Disseminator – Communicates information within the business * Spokesperson – Communicates information outside the business * Figurehead – Carries out social and legal jobs * Leader – Aims at motivating subordinates, selecting and training * Liaison – Builds bridges between people within and outside the business * Entrepreneur – Bring new ideas and improvements * Disturbance Handler – Handles disputes and solves problems * Resource Allocator – Decides where resources should be used * Negotiator – Will defend the interests of the business Jane may be able to apply some of these roles to her new position as manufacturer manager. At the moment, Jane seems to assume the role of leader well, but is not managing to motivate her staff to improve performance. It may help her cause to focus in on another role that may prove more effective. Instead of continuing on in the same manner, she could assess the situation and take the monitor role more seriously. By monitoring her staff closer, she may be able to find the route of the problem. Finding out where improvements can be made are crucial to Jane’s success. I think the biggest problem is that she tries far too hard to bring herself down to the same level as her subordinates as an interpersonal role,...
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