Elaine Ryan is an experienced HR & Business Consultant as well as an established Accredited Executive, Business & Life Coach & NLP Practitioner. Elaine has over 25 years’ experience in management and has worked in a variety of industries at Senior levels. In this week’s column, she discusses how to navigate absenteeism in the workplace.
Employee absences can significantly impact team dynamics, workloads, and overall productivity in the workplace. Unplanned absences can disrupt workflows, increase workloads for remaining staff, and negatively affect team morale.
The impact is often more acutely felt in smaller organisations where employees may wear multiple hats. Recurring absences from a key employee can also lead to customer dissatisfaction, project delays, and lost revenue.
The true cost of absences goes beyond just the wage replacement, as it includes lost productivity, overtime pay, and the opportunity cost of employees not being at work. Research has shown that productivity loss due to absences can be as much as 10 times the direct benefit costs.
Absenteeism has a major impact to Irish businesses and we will provide you with best practices to ensure you manage it proactively in the best way possible for your business. We have seen a significant rise in absenteeism and we manage this with our clients on a regular basis. It is key to have clear policies in place that provide you with the mechanism to deal with absenteeism.
Absenteeism is a significant issue for Irish companies, costing an estimated €1.5 billion per year according to the Irish Business and Employers Confederation (IBEC). The Small Firms Association puts the annual cost at €490 million, though the true cost could be as high as €1 billion when factoring in indirect expenses.
To effectively manage absenteeism, we provide a roadmap of dos and don’ts.
Dos
• Set Clear Policies and Procedures: Establish comprehensive Absence and Sick Leave Policies that cover critical areas like notification requirements, medical certification, sick pay policy, return-to-work processes, and referrals to occupational health. Communicate these policies clearly to all employees. Provide reminders to your team of the policies and processes involved.
• Maintain Regular Communication: Stay in touch with employees during extended absences, reminding them of policy requirements. Schedule regular wellness check-in meetings to discuss return-to-work plans. We see how this supports the employee when they are out and always makes returning easier for them.
• Monitor Absences Closely: Track employee absences and set up meetings after 4 weeks of continuous absence to discuss the situation and potential return dates, be consistent in this.
• Seek Occupational Health Advice: Consult an occupational health professional to assess the employee’s fitness to return to work and identify any necessary workplace adjustments.
• Hold Return-to-Work Interviews: When an employee returns, conduct a meeting to discuss any changes or support needed to facilitate their successful reintegration. We would suggest, no matter what the length of absenteeism, hold the return-to-work meeting and have the appropriate form. In the absences of detail as to why someone may be out of work, majority of sick certs are content free due to GDPR. By holding the return to work meeting you will ensure that the employee is fully fit to return to normal duties.
• Consider Workplace Adjustments: If an employee has limitations upon return, explore reasonable accommodations under the Employment Equality Act 1998 to support their full productivity. This is again where having an Occupational Advisor will assist you.
• Implement Wellbeing Strategies: Offer an Employee Assistance Programme and focus on mental health and overall employee wellbeing to help prevent long-term absences. We are advocates of EAP programmes, the benefit to both the company and employees is endless. It provides the employer with an avenue to signpost an employee so they can obtain support by the experts.
Don’ts
• Ignore Excessive or Patterned Absences: Address concerning trends in absenteeism proactively, rather than letting the issue fester.
• Fail to Document and Follow Procedures: Ensure all absence-related communications, meetings, and decisions are properly documented to support fair and consistent management.
• Neglect Training for Managers: Equip supervisors/front line managers with the people management and interpersonal skills needed to handle sensitive absence discussions effectively.
• Overlook the Role of Company Culture: High absenteeism may signal deeper organisational issues around morale, work-life balance, or leadership. Address these underlying factors.
To summarise, by following these dos and don’ts, you can take a proactive, people-centric approach to managing absenteeism and mitigate its significant financial and operational costs.
In the dos section I refer to return-to-work interviews and its importance. Their purpose is as follows: –
Assessing Fitness for Work:
• Ensuring the employee is medically fit to resume duties
• Complying with the Safety, Health, and Welfare at Work Act 2005, which mandates a safe work environment
Understanding Reasons for Absence:
• Identifying underlying issues that caused the absence
• Offering support or adjustments to prevent future absenteeism
Reintegrating Employees:
• Helping employees feel valued and welcomed back
• Reinforcing their role within the team and organisation
Updating on Changes:
• Informing employees about any changes in the workplace during their absence
• Ensuring they are up to date with current policies, projects, and team dynamics
The many benefits are also seen when someone is returning after a medium to long absenteeism. It provides the following:
Reintegration into the Workforce:
• Providing a structured return-to-work plan
• Ensuring employees feel supported and comfortable
Specific Steps for Safe Onboarding:
• Gradual reintroduction to work responsibilities
• Offering part-time hours or reduced duties initially
• Providing training or refresher courses if necessary
Engagement with Occupational Health:
• Collaborating with occupational health professionals to develop a return-to-work roadmap
• Tailoring the return process to the employee’s specific health needs and work requirements
Steps for Ensuring Safe Onboarding and Return
Initial Assessment:
• Conduct an initial health assessment with an occupational doctor
• Determine any medical restrictions or accommodations needed
Develop a Return-to-Work Plan:
• Create a customised plan detailing steps and timelines for returning to full duties
• Include gradual increases in workload and regular check-ins
Reasonable Accommodations:
• Make necessary adjustments to the work environment or job duties
• Ensure compliance with legal requirements for reasonable accommodations
Regular Monitoring and Support:
• Schedule regular meetings to monitor progress and address any issues
• Provide ongoing support through wellness programmes and employee assistance programmes
Communication and Feedback:
• Maintain open lines of communication between the employee, their manager, and occupational health
• Solicit and act on feedback to improve the return-to-work process
Summary
Return-to-work interviews are vital in assessing employee fitness, understanding the reasons for absence, and ensuring a smooth reintegration into the workplace. Managing medium to long-term absenteeism requires regular wellness meetings, occupational health assessments, and clear policies on health assessments. Safe onboarding after long-term absence involves a structured return-to-work plan, reasonable accommodations, and regular monitoring and support.
It will improve communication and employee engagement; interviews demonstrate to employees that their employer cares about their well-being and is interested in their health and recovery. This can improve employee engagement and morale, leading to a more positive workplace culture.
Measuring Absenteeism
To effectively measure absenteeism, Irish employers should use the following formula:
Absenteeism Rate = (Number of Absent Days / Total Number of Workdays) x 100
This calculation provides the overall absenteeism rate, which can then be broken down by individual employees, teams, departments, or the organisation as a whole. Tracking absenteeism rates over time allows employers to identify patterns and trends that may require intervention.
Providing your team with regular summaries of their attendance will bring focus to them. We find often that the employee does not realise the frequency and or pattern of their absenteeism.
We at ERA Ltd welcome the opportunity to discuss with you the services we provide. We work in partnership with our clients and provide practical roadmaps as well as policies to prevent issues occurring where possible. Contact us for a consultation at elaine@eraltd.ie, dorota@eraltd.ie or chelsey@eraltd.ie
