Innocent Absenteeism

Innocent absenteeism refers to the absence of employees due to illness or injury for reasons beyond the employee control. This form of absenteeism is not subject to disciplinary action but is approached on the basis of identifying and understanding the medical needs of the employee and any restrictions as identified by the employee health care practitioner. This includes modifying the work where possible to ensure the employee is able to come to work on a regular basis.

Culpable Absenteeism

Culpable Absenteeism refers to lateness or absence problems for which the employee should be held responsible because the problems are within the employee power to address and correct. This type of absenteeism is addressed through progressive discipline.

The four key types of employee absenteeism are:

1. Lateness/leave early;
2. Failure to notify;
3. Absences without leave; and
4. Abuse of leave.

It is essential when addressing these types of absenteeism that there are clear, express and reasonable rules to be observed by all employees and consistently applied by the employer. It is important to build in some flexibility in consideration of the facts of individual cases and to determine if the employee has acted reasonably in all the circumstances.

Make sure:

* To write clear procedures relating to culpable absenteeism
* Have procedures and make sure they have been communicated clearly to all employees.

Every company should have an attendance policy. An attendance policy allows a manager to intervene with an employee who is frequently absent. Besides stress as a primary reason for employee absenteeism, other causes relate to alcoholism, domestic violence, and family problems. If you confront an employee about his or her frequent absenteeism, and they inform you it is due to personal problems, consider referring the employee to an Employee Assistance Program (EAP).

Absenteeism policies should contain:

* payment for work including payment for days missed before and after a holiday;
* types of excused and unexcused absences;
* days/hours worked on a normal work schedule before payment of overtime hours occurs within a pay period;
* policy about calling in absences;
* management of absenteeism; culpable absenteeism and disciplinary process

Managers should take into account the following factors in determining whether or not progressive discipline is warranted:

* Make sure absenteeism is relating to culpable absenteeism
* Make sure procedures have been communicated clearly to the employee.
* Check if absenteeism have been consistently and uniformly applied in the past
* Check How serious is the incident in question
* Analyze what is the impact of the absence on the business
* What is the nature of the employee past disciplinary record

Ensure that you follow up with your employee.

At the first sign of an absenteeism problem you should explain how it can have a negative impact on the quality of the employee's work, the morale of coworkers, and the economic success and continued life of your company. If absenteeism continues, you should process to disciplinary in a warning letter and include the dates and times of the absences and the dates you've previously counseled this person. Inform the employee that continued abuse might lead to further disciplinary action employee should be given a second letter of concern during another formal meeting. This letter would be stronger worded in that it would warn the employee that unless attendance improves, termination may be necessary.

If the employee's absenteeism relates to a medical problem or a family member with a medical problem, you may have to consider allowing the employee to use the benefits allowed to them.

Tackling absence positively

Companies that adopted policies and values that promote employee respect and professionalism, and promote an internal conflict resolution procedure, are companies that reduce employee stress. A reduction in employee stress reduces employee absenteeism.
As employer you should:
• having a clear policy on absence monitoring
• training managers to manage attendance
• training employees to recognise and manage signs of stress
• improving employee motivation through training and development opportunities
• using return-to-work interviews after illness and informal procedures to keep individuals informed and to resolve problems by consensus.