subject: Reducing Absenteeism In The Workplace [print this page] Superficial factors like stress and sickness keep away from work only those employees who are not particularly motivated to be there in the first place. Therefore, to overcome the problem of employees being absent, you need to look beyond than the surface of the issue.
Simple punishments are unlikely to be successful because employees normally find a way around them. Even if they might seem to work in some cases, employees pressured to attend work are mentally absent whilst there. Either way, it is a a losing strategy, because such measures produce a negative atmosphere which can make the workplace feel prison-like, thus even further motivating them to seek ways of escaping.
Firstly, management styles that are too authoritarian normally result in high levels of absenteeism among employees. Managers in this category are those who have poor listening skills, set unachievable goals, have poor communication skills, and are inflexible. In real terms, they shout too much, blame others for problems, and make those around them feel insignificant. By identifying managers who use an authoritarian style, and providing them with management training, you will be taking a huge, positive step towards reducing absenteeism.
Problematic managers should receive training on how to build supportive, trusting relationships with those working under them, so as to increase the likelihood of open, two-way communication. Then, there must be a holding of regular individual meetings to gain an understanding of how employees feel about their jobs and what their motivation is. Focused attention like this in itself will foster a good degree of loyalty.
Then, managers need to develop methods to make employees feel more committed. This includes giving more responsibility, adding interesting tasks to their work day, seeking their input and ideas, and regularly praising their efforts. All such engagement must be done at regular individual and team meetings, as ad hoc attention too easily drifts into never.
For maximum results, efforts should be focused where there is the greatest likelihood of a good return on time, effort and money. Therefore, employees should be placed in 3 categories, those who have legitimate reasons, long standing problem employees, and those most responsive to other changes implemented in the past.
The employees showing themselves to be most responsive, after some initial effort, should be shown most attention. As for those who do not respond at all, unless they are essential, or very hard to replace, there will be no alternative but to find replacements who are more interested in making a commitment.
