LONG-TERM FIXES FOR LONG-TERM SICKNESS ABSENCE
With extended sick leave affecting workforces across the UK, the engineering sector has to adapt
Long-term sickness absence is at an all-time high and it’s having a huge impact on the engineering sector and the wider UK economy. Figures from the Health Foundation show the number of people out of work due to ill health is rising by a staggering 300,000 every year. For an engineering sector already struggling to consistently recruit and retain the right people, it’s an even greater obstacle. It’s particularly challenging in an industry that works predominantly on site, so there’s no option to work remotely when employees are unable to travel. However, there are ways firms can mitigate the impact of long-term sickness and insulate themselves from the worst effects on capacity, productivity and profitability.
There is no guaranteed way to prevent long-term sickness absence – some employees will have problems with their health that require extended periods of absence and it’s important to support them in these situations. But there are conditions that work-related stress can exacerbate. Figures from the Chartered Institute of Personnel and Development show that mental health conditions were the top cause of absence for 63% of employees and stress had caused 76% to take time off work within the last year.
Welfare review meetings should be held at regular intervals, alongside more informal email and phone contact.
The engineering industry is no stranger to these pressures, with many firms working to meet sky-high demand with stretched resources. Recognising these challenges is an important first step in mitigating their impact, as is creating an environment where employees feel able to raise any concerns. Regular one-on-one meetings with line managers are your most valuable tool here, so make sure these are happening and that wellbeing is on the agenda. It’s important to have a focus on employee development and engage in conversations with workers about their progression, offer training opportunities where possible to support them and demonstrate an interest in their career.
While a positive day-to-day culture is what will make the difference, many businesses are embracing wellbeing benefits that give employees a boost in terms of wellbeing and engagement. These could be focused on health and fitness, such as subsidised gym memberships or cycle-to-work schemes, or you could give employees extra annual leave in the form of wellbeing days.
When long-term health issues arise, employers have important legal obligations, but it will also hugely benefit engineering firms to implement best-practice policies that provide as much support as possible to employees going through a difficult time. Here are some key actions that can help minimise the impact of long-term sickness.
This isn’t a legal requirement, but having a policy in place for long-term sickness absence will remove any ambiguity in the handling and reporting of long-term sickness and help you manage the process as efficiently as possible, should it arise.
Keeping in touch with employees is a must, but it needs to be handled sensitively. Line managers need support and training on how to do this effectively, so this should be a crucial part of your preparations. Welfare review meetings should be held at regular intervals, alongside more informal email and phone contact.
A robust but compassionate policy that all employees are aware of is a powerful guardian against the worst effects.
How an employee returns to work should also be defined by a clear policy. This should include sensitive return-to-work interviews to determine whether they need any adjustment to their working environment or conditions. A phased return, if medically advised, should be implemented to allow the employee to build back up to their regular hours and duties over a defined period, but this needs to be reviewed and assessed on a case-by-case basis.
The Equality Act 2010 requires you to make any reasonable adjustment to cater for employees with disabilities, so it’s vital that your long-term absence policy considers this context and that managers have a clear and up-to-date understanding of their obligations. It should be clear that absence linked to a disability will be addressed separately to other sickness absence.
Risk assessments can be a crucial part of the return-to-work process. They allow the business to determine if it’s safe for someone to return and what changes, if any, need to be made when they do. A comprehensive risk assessment enables businesses to avoid sickness absence re-occurring or becoming a long-term issue. Don’t be afraid to include employees in the process to best understand their needs.
Long-term sickness is tricky for employers, who need to juggle business needs with legal responsibilities. There is a real risk of expensive tribunal claims if it’s not managed correctly; however, getting it right doesn’t need to be difficult. A robust but compassionate policy that all employees are aware of is a powerful guardian against the worst effects.
For more information and guidance, visit: www.citation.co.uk/resources/hr-and-employment-law/managing-long-term-sickness-absence/