HR Pulse

PROACTIVE SOLUTIONS IN DEALING WITH STAFF ABSENTEEISM

Many South African companies face the seasonal challenge of staff turnover and absenteeism as we head into autumn. All the public holidays in April could even exacerbate the situation. This annual trend has developed over the years, and is especially prevalent at the blue collar worker level. Staff absenteeism can in some instances be as high as 10% of the workforce at any given time. What is the solution to this situation?

Nritika Singh, CEO of Isilumko Staffing (IS) & Activate, a national recruitment company, which offers temporary, flexible and permanent staff, says, “One of our company’s goals is to offer our clients added value, by providing solutions to their internal staffing problems. Staff absenteeism, which is a common phenomenon in this country, can have a ripple effect on the entire operation of a business. By not having a full staff complement at all times individuals who do not turn up for shift work for example, can compromise the whole production process.

“Isilumko Staffing has worked towards a proactive solution to this widespread problem, its effect on the staff attrition rate, the disruption to business and the subsequent need for the retraining of new staff. It is a costly and vexing cycle.”

Singh says that the whole process starts with effective recruitment. It goes much further than finding a candidate, even at the blue collar worker level, with only the core skills that are required for a job. IS’ offerings include conducting personality tests and looking at candidates levels of job dependency. Furthermore, by investigating and understanding the client’s working environment IS is able to provide a better candidate match for the job.

“It is essential that the client has an accurate absenteeism monitoring and reporting system and an absenteeism policy if none exists. This absenteeism policy will be communicated to our staff so that they are aware of what processes need to be followed.”

The consequences of staff not turning up for work, for whatever reason, are serious. This is why timekeeping has to be monitored. Modern technology has provided a better means of capturing this. The client’s staff must be made aware of their rights by communicating the company’s policy and providing training to ensure application.

In some cases counselling rather than discipline may be appropriate, as there could be factors beyond the person’s control. It is also important for clients to inculcate a work ethic that reinforces attendance. The perception that all the available annual sick leave should be used as it will be ‘lost’ otherwise, needs to be changed. Staff need to understand that millions of South Africans are out of work, so those with jobs need to protect them as far as possible.

Singh says that IS provides support in two important areas:
• On site management: IS places a manager on site to co-ordinate the scheduling and placement of staff each day, e.g. on a production line should a staff member be absent, those that are present are re-allocated. The manager is also responsible for generating the absenteeism report. This process has ensured proactive management of staff. IS provides an onsite reserve team, as well as a standby team, who can be sent to the company at short notice of the alert. Thus creating a preventative situation and obviating any possible downtime on shifts and ensuring the smooth running of the business.

• Incentives: IS provides and promotes special incentive reward programmes for staff on behalf of the client. There is a reward for positive behavior, which takes the form of a tangible cash, appliance or shopping voucher-type incentive. A group scheme sick fund kitty can also be implemented and apportioned pro rata.

Singh concludes, “Absenteeism increases costs, reduces service and productivity and demotivates fellow staff. You cannot avoid some absenteeism, but levels above 10% indicate a serious problem. We believe that our measures can turn the situation around.”