“Always eyes watching you and the voice enveloping you. Asleep or awake, indoors or out of doors, in the bath or bed – no escape. Nothing was your own except the few cubic centimetres in your skull.”
― George Orwell, 1984
Nobody wants to be accused of being Big Brother, but monitoring employees’ emails is perfectly legal if you go about it in the right way. So, what should you do – monitor or not?
Data Protection and Employee Rights
As a business owner, you need to make sure your employees are carrying out their work effectively. You also have a responsibility to ensure they’re not using work email to do things they shouldn’t. Like sending offensive emails or sharing unprotected data. At the same time, you don’t want to encroach on your employees’ privacy or demonstrate a lack of trust.
Before we consider whether you should monitor employees emails, let’s take a look at whether you can.
The Information Commissioner’s Office states that, in general, it is considered intrusive to monitor your employees’ emails.
That’s because employees have a right to respect for a private and family life under article 8 of the European Convention of Human Rights. This means people can send personal emails from a work computer and email address and expect them not to be monitored or read by employers.
But what about work email?
It’s perfectly legal for employers to monitor employees’ emails as long as certain criteria are fulfilled. This includes being:
- clear about the reasons for the monitoring
- satisfied that the monitoring arrangement is justified by real benefits
- clear with employees for the reasons, extent and nature of any monitoring that’s in place
If you decide to monitor, you’ll need to warn employees that emails sent from a work computer may be observed. A good way to do this is to include suitable wording in your contract of employment.
Before implementing a monitoring policy, employers must carry out an assessment of the proposed activity to establish
- the reasons for monitoring staff and the benefits that this will bring
- any negative effects the monitoring may have on staff
- whether the monitoring can be achieved through any less intrusive means
- whether the monitoring is justified, taking into account all of the above
Think you might have sufficient reason to monitor? Then the next thing to consider is proportion.
In-depth or Light-touch?
Depending on your business and sector there may be highly valid reasons for monitoring staff email. For example, financial services organisations often monitor communications to ensure sensitive data is not being shared, accidentally or otherwise.
However, all businesses considering email monitoring should act proportionately and fairly to achieve the right balance between organisational needs and employee privacy.
In most cases assessing the date, time and recipient or sender of an email will help you determine whether it relates to work or not. Reading private emails, particularly those that contain confidential information is likely to breach an employees’ privacy.
Automated email monitoring can analyse huge amounts of email traffic, spot inappropriate content and deliver reports for managers. This distances managers from the emails themselves and raises a red flag indicating that further investigation is required.
Before jumping straight into an in-depth review of an employee’s inbox, it can often be a good idea to hold a meeting. By discussing how the individual has been using email and the kinds of information they’ve sent you can decide on a proportionate response.
The Potential Impact of Email Monitoring
Monitoring employees’ emails can create an atmosphere of distrust if implemented and acted on incorrectly.
In some sectors, like those with significant data protection requirements, employees are likely to be more understanding of the need for monitoring. However, organisations where data is less sensitive may not find employees so tolerant.
Should any breach in policy be identified, managers’ next steps are key to how your monitoring policy is perceived. Managers using the information inappropriately will bring the policy intro disrepute. However, used effectively – to curtail inappropriate behaviour or prevent action being taken against the business – employees will likely support the policy.
Coupled with well-handled conversations and a genuine respect for employees’ privacy, email monitoring can be helpful for businesses. However, history has shown most people don’t appreciate their emails being monitored so introducing this policy requires careful handling.
If you do decide to go down this route ensure you’re acting legally, in line with your policy and for the good of your employees as well as the health of your business.
For help navigating email monitoring and other employment contract issues, contact Crosse HR on 0330 555 1139 or at firstname.lastname@example.org.
“More companies are finding that recognition, appreciation, and human workplace practices improve overall employee experience and fuel business performance.” Globoforce Employee Recognition Survey, 2018
Research like this makes employee recognition a critical element of business success. But it can be easy to let appreciation slip, resulting in low morale and high turnover.
What are the tell-tale signs that your organisation is undervaluing your employees? What is the impact on your business? And what steps can you take to boost appreciation? Read on to find out.
How to Tell Whether Your Business Appreciates its Employees
There’s so much to do when you’re running a business: finances, marketing, HR; and then there’s the day job. Which can leave little time for the nice fluffy stuff like appreciating your team.
Except recognising people’s effort isn’t just a nice-to-have. It’s an essential aspect of engaging employees, driving performance and delivering your business goals.
Failing to appreciate your staff is a behaviour that can easily fly under the radar. So, here are five behaviours to look out for that mean your leaders don’t value your staff:
- You haven’t got their back – when a customer or colleague points the finger, employees want to know their manager will be there to support them. Leaders who immediately look for fault and seek to apportion blame lose trust from their teams. Making them less likely to go the extra mile for their boss and the business in the future.
- Employees’ strengths aren’t played to – people often have unique talents beyond the job description, like strong organisational skills or an ability to speak a foreign language. Managers who fail to comprehend the full potential of their team are doing the business a disservice by missing out on opportunities. This short-sightedness also leaves employees frustrated because they know they aren’t adding best value.
- Nobody asks for employees’ opinions – do senior people interrupt colleagues during meetings? Are less senior staff even consulted about decisions? Failing to get fresh insight from team members is a missed chance to grow and expand your knowledge. Neglect this and employees will feel ignored and disrespected, which isn’t good for engagement.
- Feedback is unheard of – employees want feedback so they can grow and improve. Leaders who withhold this lose out on an opportunity to build trust and show they value the relationship and their employees’ career. Deliver on this front and you’ll gain loyalty from your staff. Fail to do so and their heads will be turned by your competitors.
- You don’t trust them to manage their work – micromanaging employees signals that you don’t have confidence in their ability to perform. Employees either become extremely frustrated or they begin to doubt themselves leading to a self-fulfilling prophecy. Either way, engagement and performance dips and employees’ chances to develop or grow are stifled.
If these behaviours are allowed to continue for any period of time, frustration and disengagement will soon turn people’s head and they’ll begin to look for new jobs. Leading to two other major challenges for your business too:
Losing your best people isn’t a smart move in a highly competitive recruitment market. With unemployment at 4.1% – the lowest in 18 years – retention is currently a major issue for businesses.
Empty seats mean more recruitment which means more time and more money. And with the advent of online platforms like Glassdoor, you could be facing employer branding problems too as employees publicly advertise their reasons for leaving. Which will give your business a bad reputation and make it even harder to hire the right people.
How to Value Your Employees
Showing your appreciation is simple and it doesn’t need to cost a penny. Start by identifying when people have gone above and beyond and thank them for their efforts. Or congratulate your team at the end of a busy week or for delivering a project successfully.
Many firms operate formal recognition schemes where employees can provide peer-to-peer recognition and managers can give rewards or gifts.
Other firms choose to get to know each member of their team via company-paid socials so they can build relationships and appreciate the potential each person has to offer.
The long and short of this article is that if you fail to value your employees, you’re failing to value your organisation. If any of this rings true for your business, it’s time to start identifying and celebrating success. It will pay dividends all round.
If you want practical HR support to implement a recognition scheme or train your managers in employee appreciation, contact Crosse HR on 0330 555 1139 or at email@example.com.
Almost half of all working days lost during 2016 to 2017 were due to stress. As the highest reported figure in almost a decade, it’s clear that there’s a growing problem.
Almost every piece of research into the causes of stress lists work as the primary factor. The government makes provision for this via health and safety legislation which states that employers have a responsibility to manage workplace stress.
But what about causes of stress outside the workplace? As an employer, are you responsible for helping employees counteract the effects of these stressors?
We take a look at why you should be concerned about non-work stress and the steps you can take to mitigate it.
What Are the Biggest Stressors Outside Work?
Research from the physiological society established that in 2017, the most stressful events that could take place in an individual’s life were:
- the death of their partner, a relative or friend
- fire or flood damage to an individual’s home
- serious illness
- being fired
- separation or divorce
- identity theft
- unexpected money problems
- starting a new job
- planning a wedding
The research also showed that different problems impact different generations differently. Take the loss of a smartphone. This is rated as the 14th most stressful life event overall. However, when you look at the data by age group, it’s considered far more stressful by younger people than for seniors.
In contrast, serious illness is more concerning the older people get.
While there’s no requirement for employers to take steps to minimise non-work related stress, there are plenty of compelling business reasons to do so. The International Labour Organization notes that stress – and subsequent productivity loss – costs Europe around €617 billion each year.
Aside from the economic impact, stress often presents in employees as:
- an inability to sleep
- disrupted concentration
Concerningly for business owners, stress leads to almost one third of staff being less productive at work while 22% report feeling disengaged from their work. And more than one in ten say stress causes them to take days off sick.
Which means many things for employers:
- Business risk – lack of sleep has been one of the major causes of industrial accidents including the Chernobyl disaster and the Exxon Valdez oil spill.
- Additional cost – unexpected sick days disrupt work and can be costly for businesses.
- More recruitment – longer term sickness absence means recruiting additional temporary headcount. Alternatively, firms can ask other team members to pick up more work although this can ratchet up their stress levels too.
- Under-delivery – disengagement and poor performance also has a direct impact on the effectiveness of your business.
This means that choosing to only manage workplace stress is short-sighted.
Without legal requirements in place, the extent to which you support employees to live healthy lives outside of work is entirely up to you. But the more you can do for your people, the more they’ll be able to do for your business.
There are plenty of ways to support employee well-being. Here are just a few examples.
Employee Assistance Programmes
This cost-effective benefit provides employees with over-the-phone or online assistance for a range of problems including legal issues, parenting and health. Many providers also give employers the option to add face-to-face counselling sessions for employees.
The costs tend to be fairly low; about £14 per employee for a comprehensive plan and £2-3 for telephone-based support only. When an employee is in dire straits, having this service on-hand is of enormous benefit.
In some cases simply having someone to talk to can prevent an employee going off sick. Or, if they do need some time away, the counselling or advice services can bring them back to work more quickly.
Financial pressures impact every age group. However, they are particularly pressing for millennials who are combating high levels of student and personal debt along with inflated rent and low income. All without the life experience to help counteract these pressures.
Other employee groups may also have financial concerns, particularly if they’re saving to buy a house, starting a family or approaching retirement.
Many businesses now offer financial education programmes that help employees find ways to manage their money better. This puts people in control and reduces their stress levels.
Depending how far you want to go, you may decide to provide flexible benefits packages that can be used to direct money to where individual’s most need it.
For example, instead of automatically sending any additional pension contribution (on top of the auto-enrolment minimum) direct to pension schemes, you could:
- give employees the option to direct this money to a savings pot
- send it off to pay off a student loan
- or add it to salary to increase income while saving ahead of the birth of a child for example
This kind of flexibility will provide options that will help all employees address their financial concerns.
Once upon-a-time, flexible working was a standout employee benefit. But today it’s a must-have for modern businesses. Consider how you could find ways to enable staff to fit work around their lives. This could include offering flexitime or giving people the option (and technology) to work from home
Ever woken up and felt like you needed to stay in bed all day? That’s exactly why duvet days exist. This benefit allows employees to call in, or book ahead, to take a day off in addition to their holiday allowance.
This permits employees to rest mind and body while you get a refreshed employee back at work with their head in the right place.
You can have the most supportive policies in the world but if employees don’t feel able to use them they won’t benefit anyone. Ensuring your business operates a caring culture that places employee wellbeing ahead of the business will ensure your business succeeds.
A Final Word From Mary Queen of Shops
Mary Portas, business expert and agency founder, says that to be successful:
“Businesses have to be kinder … Tomorrow’s businesses will be built on collaboration and understanding, and people will bring their whole selves to work, and not aim for profit at all costs.”
This means that trying to ignore your employees wider lives – and the stresses within them – will have negative implications for your organisation.
So, take a long hard look at your stress management practices and see what else you could do to completely support your employees.
For HR support that will help you take care of your staff and support organisational performance, contact Crosse HR on 0330 555 1139 or at firstname.lastname@example.org.
Letters of resignation mean only one thing: more work for you. Managing the notice period and the paperwork, ensuring a proper handover, updating the job description, advertising, interviewing, hiring, training. It’s a lot to do and it’s all on top of your day job.
But your time and effort is just the tip of the iceberg. We set out the full cost of employee turnover to your business.
Time Equals Money
When you’re recruiting you’re not earning. Which is why many businesses decide to outsource their recruitment activities to an HR specialist. But how much does it cost to hire a new employee?
Economic modelling experts Oxford Economics ran the figures and found that replacing an employee who earns £25,000 a year will cost your business, on average, a total of £30,500. This figure varies dependent on sector ranging from £20,113 for retailers to £39,887 for legal firms.
How did they get to these figures? By considering the two main costs involved in recruitment:
a. Management time spent recruiting, inducting and administering
b. Paying for advertisements
c. Running assessment centres
d. Overtime or temporary employees to cover the work
Depending on the role and the employee’s wage, the logistical costs vary. Replacing someone who earned £25,000 per year would cost on average £5,433; those on higher salaries would cost more.
a. Inducting a new hire into the organisation
b. Training the new employee
c. Loss of productivity as the new hire gets up to speed
In the retail sector, the lost productivity while a new workers gets up to speed is £25,000 whereas in the legal sector (where the individual’s knowledge is the product) the cost is £35,300.
These numbers are eye-watering. So what can you do to reduce them?
How to Stem the Flow
If you seem to be recruiting more often than you’d like it’s worth assessing your turnover figures and comparing them to industry averages. HR Magazine reported a new high for UK turnover rates of 15.5% in 2016. If yours is above that it could be time for concern.
Before you can take any steps to address your turnover you need to understand why people are leaving. Asking them face-to-face may not elicit the most truthful responses; instead set up an anonymous online exit questionnaire to find out what people really think.
Once you know why people are leaving, you can pull together a plan of action to put things right.
The risk of people leaving is not small. While the Independent reports that happiness in work is at an all-time high, almost half of UK workers plan to look for a new job in 2018. What were the most common reasons for leaving?
● poor management – 49%
● low pay – 40%
● feeling undervalued – 49%
● lack of career progression – 30%
The good news is that all of these issues can be resolved by working with a specialist HR consultant.
Not All Turnover is Bad
It’s worth pointing out that in some cases turnover is a good thing.
If you keep losing poor performers, you may have no cause for concern. Underperformance costs your business in terms of low productivity, high absence and additional management time.
Their departure means you have the opportunity to replace them with someone brilliant. Studies have shown that the top one percent of performers generate ten times the average output of their co-workers and the top five percent more than four times the average.
Of course, this relies on getting your recruitment, onboarding and training spot on which is why it’s worth investing in a specialist recruiter to do the job right first time.
Three Pronged Attack
There are three main steps to address employee turnover and limit the cost to your business:
1. Understand why people are leaving and find ways to resolve these challenges.
2. Invest in your recruitment strategy to employ someone who will hit the ground running; this will reduce the £25,000 of lost productivity that accompanies the average new hire.
3. Hire someone who will fit well with your culture; the longer they stay and the more they produce the quicker they offset your hiring costs and start contributing to the bottom line.
Get these three steps right and you’ll stabilise your team and save a lot of money into the bargain.
If you’d like the support of an experienced HR consultant to reduce your turnover and manage your recruitment, contact Crosse HR on 0330 555 1139 or email at email@example.com.
There’s a new HR term in town: employee experience. But what does it mean and how does it differ to employee engagement?
Engagement. Experience. What’s the Difference?
By now, we should all be familiar with the concept of employee engagement. But just in case, here’s a refresher.
Kevin Kruse, CEO of online learning platform LEADx, defines it as:
“the emotional commitment the employee has to the organisation and its goals.”
The theory is that employees who have good jobs and are well managed will be happier, healthier and more fulfilled. Which means they’re more likely to drive productivity, perform better and be more innovative.
While employee engagement may sound highly positive for all involved, it actually has little to do with employee happiness or satisfaction. Someone could love their job but they may not be productive and therefore they would not be classed as engaged.
At its core, employee engagement is about employees being willing to do more for their pay cheque.
In practical terms this means engaged workers do the extra hours required without being asked. They might pick up rubbish from the shop floor because they take pride in their workplace. Or they could go above and beyond to service a particularly tricky customer problem.
Research has shown that engaged employees make a positive impact on the bottom line:
Despite there being clear reasons like these for its popularity, employee engagement has come under fire. Critics claim it’s too business focussed at the expense of employees enjoyment of their work and wider needs.
This has resulted in the emergence of employee experience as a new way of perceiving the employment relationship.
Employee Experience – More Than Engagement
Is this a case of semantics? Do the two concepts really mean the same thing? DecisionWise thinks not, defining employee experience as a much broader concept than engagement:
“The employee experience is the sum of the various perceptions employees have about their interactions with the organization in which they work.”
This includes everything from employees’ preferred technology to providing meaningful work and a fair, flexible and inclusive working environment.
By taking an employee perspective, organisations shift the focus from what they can do to get more from their people to understanding the real experiences of their employees. Once they have gained that insight, they can then find ways to meet their needs.
Unlike employee engagement, this isn’t a once-a-year survey that’s carried out and then forgotten. Employee experience is a strategic approach to how a business considers its people, placing their views at the heart of everything it does.
Treating Employee Like Customers
When a business decides to change the way it operates, it will always consider the impact on its customers’ experience. Businesses that value their employees’ experience do the same.
From a practical perspective this means employers think about changes from their employees’ viewpoint asking questions like “how will our people perceive this?”
By identifying every touchpoint an employee has with the organisation across the entire employee lifecycle (from hiring to retiring or firing), employers consider how their people, see, hear, believe and feel about every aspect of their job.
Deloitte’s comprehensive framework highlights the following elements as important to employee experience.
By understanding what employees want, organisations can involve them in shaping the experience on offer. Blending employees’ expectations, wants and needs with those of the organisation, enterprises can rebuild the way they operate.
What’s in it for businesses? Here we come full circle as employee experience can be seen as a means of delivering employee engagement with all the benefits it entails.
It’s obvious that improving employees’ experience will naturally improve their involvement too. And when engagement levels are high, so are business profits.
If you want to implement employee experience and engagement in your organisation but don’t know where to start, get in touch with Crosse HR on 0330 555 1139 or email at firstname.lastname@example.org.
Running a business requires a firm focus on delivery and an even firmer control over costs. Which puts training programmes a long way down many employers’ lists. But no employee is perfect which means not training your employees also comes with a price tag. We explore four of 2018’s learning trends and look at how they can be implemented.
Training Distributed Teams
International social media management company, Buffer, employs a global workforce with each team member working from a different location in countries around the world. Learning has been carefully considered and is structured around three approaches as described in the image below.
When your team is located all around the world, traditional classroom learning is out. Which has pushed Buffer to introduce some novel approaches to develop their staff:
- Each new employee receives a free Kindle and free Kindle books to help them expand their knowledge and grow.
- 12-week learning sabbaticals are available on 50% pay.
- The Helpboard gives employees an online place to let colleagues know that they need help learning a specific skill. Teammates check the board and where they can jump in and help out.
- Learning groups bring together individuals who want to learn a new skill with someone in the business who can teach it to them.
- Professional Development Fridays allow people to pursue personal development once they have finished their work on a Friday afternoon.
- Employees are provided with $20 per month to pursue their own personal development.
Buffer’s research shows that their people often use their budget to pay for courses on low-cost online sites like Udemy. Training is left in the hands of the individual and they are trusted to identify their own learning needs and fill the gap.
Whether this approach would work for your business depends on your culture and the level of trust invested in your employees. However, if you’re looking for low-cost ways to help employees help themselves these strategies could pay dividends.
As job roles become increasingly specialised, so the learning these individuals require becomes narrower and deeper. In a word, niche.
Booming industries as wide-ranging as the craft beer and cybersecurity sectors find that traditional training programmes simply don’t cut it. And firms are seeking niche training to ensure their people have the relevant skills to thrive in their roles helping the business prosper too.
As with anything specialist, niche learning comes with a hefty price tag that requires careful thought before investing.
Start by identifying a small number of specialist roles that add real value to your business and understand exactly where their field of expertise is headed. Then match training requirements with the learning outcomes of the course to future proof your team and business.
Ultra High Tech Virtual Reality (VR)
Imagine being able to give your employees real-world training experience without any of the risk. That’s exactly what big business is doing by using cutting-edge VR technology.
By training in virtual simulations of real-life scenarios, employees are able to participate in experiential learning without the prospect of making a costly mistake. That could include dealing with a sensitive customer complaint, carrying out a hazardous chemical disposal or learning to fly a plane.
The potential for this kind of technology to help employees address gaps in experience – not just learning – is huge. However, the tech is not quite there just yet and will need developing before it becomes mainstream.
The other main stumbling block is the eye-watering price. While this technology may be out of reach for many businesses, it’s certainly one to keep an eye on for the future.
65% of HR Professionals believe the skills needed to ensure the success of their organisation is changing. Leadership, commercial awareness and digital skills are all marked as areas businesses need to invest in.
Skills gaps exist for a wide range of reasons including the loss of skilled workers from the workforce, insufficient levels of education and a divide between what schools and colleges teach and the requirements of businesses.
Whatever the reasons, employers are often left to pick up the pieces and upskill those already in the workforce.
This has resulted in businesses implementing apprenticeships, college partnerships and on-the-job training programmes to bring existing employees up to speed. Designing an effective programme for your business requires an understanding of:
- the skills your business needs both now and in the future
- the skills your existing employees have
- where your business is heading
This information will help you tailor the development of your people with the requirements of your business and anticipate the skills required as roles evolve. Not only this but you’ll reduce your reliance on the external labour market and minimise associated recruitment costs too.
Without an in-house Learning and Development resource, this feels like a mammoth task that often falls to the bottom of the list. Working with an experienced HR Consultant offers a cost-effective way forward that will boost your business both now and for the future.
If your business could benefit from employee training, contact Crosse HR on 0330 555 1139 or email at email@example.com.
Remember Mr Motivator, the Lycra-clad fitness guru of nineties TV? He’s a prime example that motivation is personal; what inspires some annoys others. Which is why you need a range of approaches to engage and motivate your team. In this blog post, we set out some of the theoretical models of motivation and five techniques you can implement to get the best from your people.
Search online for theories about motivation and you’ll find plenty of different approaches to the topic. The best-known is Maslow’s hierarchy of needs that suggests people’s basic requirements must be taken care of before they are motivated to achieve higher level needs such as learning new skills.
Expectancy Theory postulates that individuals behave in a certain way because they expect a particular outcome. Both positive and negative outcomes, or the carrot and the stick, can be used to motivate behaviour.
Then there’s Herzberg’s Two-Factor Theory of motivation. He believed that individuals are influenced by motivational factors that lead to satisfaction and motivate employees to work harder. Examples include enjoying your work and feeling that your efforts are recognised. Then there are hygiene factors that can lead to dissatisfaction and a lack of motivation such as low pay or poor relationships with managers or colleagues.
These are just a few of the theories surrounding motivation. The wide variety of models tells us that individual drivers differ from person to person and from situation to situation. Which means, as a manager, knowing your team is key. The following five motivational approaches give you a range of approaches to inspire your team.
1. Tell Your Team You Notice
Recognition is a powerful motivator because it shows people that their efforts are noticed and appreciated.
From a simple thank you for a job well done to giving someone something of value to them. That could be a gift related to one of their hobbies, access to knowledge or training or something of cash value. If budgets are limited, here’s a great list of low-cost recognition options.
Knowing your team will help you align the right gift to their personal preferences making them valuable, not necessarily in cash terms, but in meaning. Don’t forget the tax implications of providing recognition in all its forms.
2. Establish Your Team’s Purpose
You’ve probably heard the noise about purpose being a key motivator for millennials. But the truth is, purpose is important for everyone because we all want to feel we contribute something of value.
Although the word ‘purpose’ has been translated to mean ‘doing good in the world’, your organisation’s ‘why’ doesn’t need to be altruistic. In reality, purpose means different things to different people; providing for family, making enough money to retire early or buy a house or being recognised as an expert in your field.
Help you team understand your organisation’s purpose then help them find their own. Once you know their work-life purpose you can find ways to help them achieve it.
3. Treat Your Team as Well as You Want Your Boss to Treat You
Employees expect their boss to do more than telling them what to do and when. While you don’t need to be friends with your team to be a good manager, you do need to treat your team well. This will reduce some of the main push factors that make people more likely to leave.
By taking a genuine interest in people’s problems, like work-life balance, listening to your team when they need to talk pays dividends in terms of improved loyalty and retention.
4. Take a Genuine Interest in Your Employees’ Futures
In business, many things can be unpredictable. However, career paths are something over which you can exercise a good deal of control. Giving people a reason to look forward and stay is a great motivator. By letting people know where they can take their careers and how to do it you’ll make them feel focussed and more certain. Plus, they’ll also be inspired to step up in their current role to demonstrate their capability for their next career move.
5. Show Your Team the Bigger Picture and Let Them Lead
It’s important for teams to understand how what they’re doing contributes to a bigger whole. Assigning individuals tasks and projects and explaining how they contribute to the overall business strategy is highly motivating. Asking your team to lead projects (or elements of projects) and team meetings to make them feel valued and show them that they make a difference. This allows them to share their opinions and be heard as well as motivating them to take ownership.
There are lots of different ways to inspire your team without donning Lycra. Now, go forth and motivate!
Can you afford all your employees to be absent from work for 6.3 days each year? According to the CIPD, that’s the average number of days UK workers are missing from their jobs. Absenteeism is problematic for employers because it means paying wages for people who aren’t contributing. But there are other expenses that impact your business in less obvious ways. This article uncovers the true cost of absent employees, explains how prevention is better than cure and ways to manage absence.
The True Cost of Absenteeism
Absence costs UK businesses over £18bn per year. The average annual cost of absence per employee is £522 in the private sector and £835 in the public sector which has more comprehensive sick pay and higher rates of absence.
But absence also results in some or all of the following additional burdens:
• Wages to cover temporary workers or overtime to cover additional hours worked by existing employees
• Reduced productivity as the replacement worker gets up to speed
• HR and occupational health service costs in terms of time and/or money
• Additional claims on private medical insurance which can impact your renewal price
• Decreased motivation as other staff experience disruption and additional pressure
• Potential loss of new business depending on the role
• Project deadlines and client satisfaction may suffer as a result
Employees suffering long-term absence can experience decreased skill levels, social isolation, loss in confidence and depression. This often makes returning to work more challenging resulting in additional support.
It’s clear that, depending on the various factors listed above, the true cost of absenteeism can be significantly higher than the compensation costs mentioned above.
The Main Reasons for Absence
Coughs, colds and other minor illnesses are the main reason for short-term absence followed by stress. Long-term absence also tends to be caused by stress as well as acute medical conditions and mental ill health. 25% of organisations report that non-genuine absence is within their top five causes of absenteeism. And, in line with changing demographics – including an ageing workforce and more women in the workplace – home, family and carer responsibilities also cause non-attendance.
Prevention is Better Than Cure
The CIPD’s Absence Management Report states that, over the past year, 50% of organisations have increased their focus on employee well-being with just 8% doing nothing at all. A third of organisations have a well-being strategy with smaller organisations tending to act on an ad hoc or individual basis.
To develop an appropriate approach for your business, you need to understand the challenges your workforce face. For example, if you employ women in their 60s, in nine to five desk jobs with a high emotional load, your wellbeing plan will be very different to a business employing men under the age of 50 doing manual shift-work.
Dealing with Absence
A written absence/attendance management policy is a must for businesses so employees and managers knows what is expected. Other useful tools to manage short-term absence include:
• A requirement for absent employees to speak to their line manager so workload can be planned
• Trigger mechanisms to prompt attendance reviews and identify when absence becomes problematic
• The provision of information and support to line managers to help them identify absence problems and deal with them effectively
• Return-to-work interviews that set time aside for managers and employees to discuss any problems that are causing absences and provide solutions where possible
For support with sickness absence, our free download will give you a helping hand.
Common approaches to managing long-term absence include:
• Return-to-work interviews including assessments to aid a return to work; this may mean that adaptations to the workplace or a phased return to work are required
• Health promotion is a great way to ensure employees have good work-life balance, understand how to minimise stress and identify and deal with other common health issues
• Providing employees with support such as counselling and physiotherapy can speed up employees’ return to work either paid for on an ad-hoc basis or via an Employee Assistance Programme
• Providing employees with planned leave to take care of family or reduced hours can alleviate the problem of unplanned absences
The legal position
One aspect to be aware of in relation to sickness absence is disability discrimination. Even short-term absences can be caused by an underlying disability and this area of employment law that requires careful treatment.
As the CIPD notes, when smaller organisations “need external advice or guidance on absence management … [they] turn to an HR consultant.” Dealing with a potential disability case is the perfect time to seek support.
Disciplinary actions and dismissals.
Sometimes, an individual may have high levels of absence that are not sustainable for the business to bear. This can be grounds for disciplinary action or for a capability procedure to be followed. Dismissal may be an option but only once you have followed the right protocols. Our blog post, How to Safely Terminate Employment gives you more detail about how to do this fairly.
If you need support managing any element of your absence management or employee wellbeing strategy, get in touch on 0330 555 1139 or at firstname.lastname@example.org.