Rule number one for a positive approach to absenteeism: create an open line of communication with your employees. A warm-business-like dialogue forms the foundation for this. Mutual trust and transparency are just as essential in this case as clear procedures and figures to substantiate the behaviour. But how do you find the right balance?
A sustainable positive absenteeism policy is not a temporary, well-defined project, but a policy that you continuously work on. New employees and managers, different dynamics in teams, and the individual needs of each employee ensure any absenteeism policy is a work in progress.
There is no “one size fits all” solution. An initiative that works for one department may not necessarily have the same effect with a different team. Nevertheless, warm business-like dialogue is the indispensable link in any fight against avoidable absenteeism. This dialogue rests on three pillars:
Behavioural changes (such as stress, anxiety, lethargy, cynicism, etc.) are often excellent signals that employees are struggling with a problem, in and/or out of the workplace. Absenteeism then seems a logical escape route. But an open environment in which employees feel safe to start a conversation is the ideal basis for looking for solutions together.
So it is important to show genuine interest and lend a listening ear when you notice behavioural changes in employees. You should make it clear during the conversation that everything said will be confidential and not used against the employee.
Clear guidelines form the basis of a policy that every employee can adhere to. A well thought-out absenteeism policy is therefore built on procedures that tell your employees what is expected of them in every situation. They leave no room for personal interpretation.
In addition, follow-up is equally important. After all, rules and procedures must be observed. If someone does not comply with the rules, you can start a conversation and sanctions may follow. Therefore, any procedures you draw up must be verifiable.
Maintaining, analysing and interpreting absenteeism figures is a time-consuming job, but one that pays off in the end. The figures will help you spot certain trends, which you can use during absenteeism conversations. You can then demonstrate that any absenteeism does not go unnoticed and that you take it seriously as an employer.
The data lets you frame individual absenteeism behaviour within the context of the team, department and company. By emphasising the impact of the behaviour on the bigger picture, you can appeal to employees’ sense of responsibility.
At first sight, procedures and a numerical approach seem to stand in the way of a warm relationship of trust. But maintaining a good balance between the two helps develop an absenteeism policy that keeps everyone on board. In our “Conversation techniques for a positive absenteeism policy” training, you will learn how to conduct absenteeism conversations to create a safe and open culture for your employees.
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