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13 Management Tips to Solve Employee Absenteeism
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Absenteeism can be a real head slapper. They often feel a lack of support from management, and are frustrated with a lack of tools and resources that limit their performance. This typically results in inefficiency or minimal productivity, high turnover, increased costs in sick pay and replacement employees, and customer dissatisfaction. Further, high absenteeism is one of the five prime indicators that your workplace environment is toxic.
The other four indicators: Manage the problem Here are 13 tips to manage absenteeism: True, they need to know your legal obligations. But train them in employee engagement, and how to deal with disgruntled workers.
Lead by a disciplined example. Understand the root causes and the gravity of the problem. Is it with just one employee or is it widespread among your workers? Try to be patient with individuals. Personal problems are often factors, as are long commutes to work. Carefully recruit workers who live fairly close to the workplace.
Incentivize fewer days off. Strangely, less-efficient workers take fewer breaks. So encourage them to take breaks and socialize with one another. Everyone needs a vacation to avoid stress and health problems. Create an annual leave policy and enforce it. That includes not allowing employees to cash out their vacations.
Clearly indicate a policy that complies with FMLA. Double-down on efforts for employee engagement. Listen to your staff. Let employees know you care about their welfare, and that you appreciate their dedication to the organization. Discuss operational costs — the link between their attendance and productivity. Explain how their roles affect the success of the organization — from teamwork and morale to customer satisfaction.
SHARE Although studying creativity is considered a legitimate scientific discipline nowadays, it is still a very young one.
In the early s, a psychologist named J. Guilford was one of the first academic researchers who dared to conduct a study of creativity. He challenged research subjects to connect all nine dots using just four straight lines without lifting their pencils from the page. Today many people are familiar with this puzzle and its solution.
In the s, however, very few were even aware of its existence, even though it had been around for almost a century. If you have tried solving this puzzle, you can confirm that your first attempts usually involve sketching lines inside the imaginary square. The correct solution, however, requires you to draw lines that extend beyond the area defined by the dots. Only 20 percent managed to break out of the illusory confinement and continue their lines in the white space surrounding the dots.
The symmetry, the beautiful simplicity of the solution, and the fact that 80 percent of the participants were effectively blinded by the boundaries of the square led Guilford and the readers of his books to leap to the sweeping conclusion that creativity requires you to go outside the box.
The idea went viral via s-era media and word of mouth, of course. Overnight, it seemed that creativity gurus everywhere were teaching managers how to think outside the box. Management consultants in the s and s even used this puzzle when making sales pitches to prospective clients. Because the solution is, in hindsight, deceptively simple, clients tended to admit they should have thought of it themselves.