Coping with Unplanned Absences

Coping with Unplanned Absences: A Pocket Guide

SARAH COOK
Copyright Date: 2010
Published by: IT Governance Publishing
Pages: 46
https://www.jstor.org/stable/j.ctt5hh537
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  • Book Info
    Coping with Unplanned Absences
    Book Description:

    This pocket guide, based on best practice guidelines, looks at what you can do to ensure your employees fulfil their obligations and turn up as required. It then gets to grips with the question of how your organisation should handle unplanned absences before and when they arise. While you may not be able to prevent unplanned absence altogether, the advice contained in this guide will help you to keep the extra costs and disruption associated with unplanned absence to a minimum.

    eISBN: 978-1-84928-056-3
    Subjects: Management & Organizational Behavior

Table of Contents

  1. Front Matter
    (pp. 1-4)
  2. PREFACE
    (pp. 5-5)
    Sarah Cook
  3. ABOUT THE AUTHOR
    (pp. 6-6)
  4. ACKNOWLEDGEMENTS
    (pp. 7-7)
  5. Table of Contents
    (pp. 8-8)
  6. CHAPTER 1: INTRODUCTION
    (pp. 9-19)

    When a member of staff is unexpectedly absent from work it raises immediate cause for concern with regard to:

    the likelihood of missing deadlines

    disruption to the quality and continuity of service delivery

    increased workload and pressure for team members who take on other’s work

    time invested by managers and team leaders in resourcing and HR issues

    costs involved in hiring temporary or replacement staff

    loss of productivity and efficiency

    drop in motivation and employee engagement and commitment

    decrease in internal and external customer satisfaction and retention

    reputational risk for the organisation of not providing an excellent service.

    The annual...

  7. CHAPTER 2: PRACTICAL STEPS AND LEGAL ASPECTS
    (pp. 20-26)

    This chapter looks at what practical actions you can take if members of staff have unplanned absences. It also looks at the legal aspects of unplanned absence which, as a manager, you will need to be aware of and comply with.

    Imagine that you have a team member who is unexpectedly absent. This is an unauthorised absence¹ and the employee is not already self certified as sick, nor do they have a Fit Note².

    By law, in the UK employees are entitled to 28 days’ holiday. This includes provision for the eight permanent bank and public holidays in the UK....

  8. CHAPTER 3: COVERING THE WORK OF OTHERS IN THEIR ABSENCE
    (pp. 27-33)

    In order to minimise cost and disruption, it is likely that if an employee is absent, you will need to involve other people in covering their work. In this chapter, tips and techniques are provided for prioritising and delegating the workload, so that you can ensure a continuity of service.

    Where possible, the first step in covering the workload of people who have unplanned absence is to make yourself aware of the work commitments that are outstanding. Look at their work calendar and also anticipate the future activities that will need to be covered in their absence.

    Make sure that...

  9. CHAPTER 4: HOW TECHNOLOGY CAN HELP YOU
    (pp. 34-37)

    As we advance into the 21st century, technological solutions enable us to increase our efficiency and effectiveness. This chapter examines the options you can use to help stay in contact with the employee who is absent unexpectedly.

    NB: The following methods are particularly helpful in the case offorce majeure. If an employee is on short- or long-term sick leave, we recommend that you consider when it may be appropriate to keep in touch with them via these methods, if at all.

    E-mail is an instant medium. It is simple to use and efficient. However, when someone is not at...

  10. CHAPTER 5: RETURNING TO WORK
    (pp. 38-43)

    This chapter outlines practical tips for getting staff back to work, so that you return as quickly as possible to business as usual.

    It is essential that following a period of unplanned absence, you hold a return to work interview. Make sure that you set the right tone for the interview. You do not want resentment to build up on either side so be careful about the language you use. By being positive and emphasising the value of the employee to the organisation you build confidence and commitment.

    The focus should be on getting the individual integrated into the workplace...

  11. ITG RESOURCES
    (pp. 44-46)