Académique Documents
Professionnel Documents
Culture Documents
Absence
Management
2016
The CIPD is the professional body for HR and people
development. The not-for-profit organisation champions
better work and working lives and has been setting the
benchmark for excellence in people and organisation
development for more than 100 years. It has more than
140,000 members across the world, provides thought
leadership through independent research on the world of
work, and offers professional training and accreditation for
those working in HR and learning and development.
Absence Management
Annual survey report 2016
Contents
Foreword from the CIPD 2
Causes of absence 14
Managing absence 20
Employee well-being 36
Conclusions 44
Endnotes 50
Acknowledgements
The CIPD is very grateful to those organisations and individuals who gave their time to take part in this research.
They include:
Annette Sinclair, research consultant, for analysing the findings and writing this comprehensive report
all those who completed the survey
Simplyhealth, for their support and commitment at every stage of the research.
We hope that you find the research useful when considering your own absence management practices.
Please contact us if you have any questions or ideas based on our findings: research@cipd.co.uk
1 cipd.co.uk/absencemanagementsurvey
Foreword from the CIPD
Were delighted to present our be able to have what can be sensitive promotion and employee well-being.
seventeenth annual Absence or difficult conversations with staff Proactively supporting well-being can
Management survey results, in who are experiencing problems. prevent people from going off sick, or
partnership with Simplyhealth. The help support employees with an issue
survey of over 1,000 HR professionals The number of organisations that told before it becomes a real problem.
provides useful benchmarking us theyd seen an increase in stress- Employee well-being is clearly moving
data as well as highlights the key related absence and reported mental up organisations agendas, with
absence management trends that UK health problems indicates these are almost half of survey respondents
employers need to be taking action on. both still causes for concern. Stress saying their organisations focus on
has once again topped the list of the well-being has increased over the past
Overall, absence levels have dropped most common causes of long-term year. The top reason given by those
marginally compared with last year, absence, and is the second most organisations for increasing their focus
from 6.9 days per employee per year common cause of short-term absence on employee well-being was wanting
to 6.3 days. However, its our data after minor illness. Workload, non- their organisation to be a great place
about the causes of absence and work factors and management style to work, which was cited notably more
the methods of managing it that are still reported as the top three than other reasons. Improvements
provides the most food for discussion causes of stress at work. And similar to can be seen in communication to staff
and shows where employer attention last year, around two-fifths of survey about the well-being benefits on offer
needs to be focused. respondents say reported mental and how to access them, and more
health problems (such as anxiety and organisations are making changes to
More organisations are recognising depression) have increased among the working environment to promote
the critical role of line managers employees in the past year. Although employee well-being than in 2015.
in managing absence this year. our findings suggest that many
We asked the HR professionals we employers are taking action when An increased focus on employee
surveyed to tell us the top three most these issues occur, attention needs to well-being is good news for
effective approaches for managing shift to understanding and addressing employees, business and wider
both short- and long-term absence the root causes. Our survey findings society, and we hope trends
in their organisation. Notably, more suggest that addressing long hours continue to move in this direction
organisations are rating giving line cultures and increasing focus on well- over the coming year. In sum,
managers primary responsibility for being are among the steps required employers need to focus even more
managing absence and giving sickness by employers. on taking a preventative approach
information to line managers among to employee absence, particularly
their most effective approaches. This survey provides encouraging addressing the barriers to having
news when we look at presenteeism a workplace culture that genuinely
However, this recognition for the (coming into work when unwell). For supports employee well-being. This
line manager role doesnt appear to the past several years weve asked involves strong leadership support
be matched by employer support survey respondents if theyve seen for a healthy workplace, including
for them to manage absence most an increase in people coming to role-modelling the appropriate
effectively. There has been a decrease work sick over the last 12 months. behaviours, as well as investment in
this year in both the number of The number of organisations saying line manager training and support,
organisations saying they train line they have has remained around recognising their critical role as the
managers in absence-handling and three in ten, indicating it is still an first point of call for employees.
in the number who provide tailored issue for UK businesses. However,
support for managers for example, more organisations this year say We hope the findings are useful
online support or a care conference they are taking steps to discourage in considering your organisations
with HR. Both initial training and presenteeism (2016: 48%; 2015: 31%; approach to both absence
ongoing support for line managers is 2014: 32%). management and well-being
essential if they are to feel capable and promotion.
confident to manage absence in the We believe an effective absence
appropriate way, create a team culture management approach is one which Dr Jill Miller
that supports employee well-being and is coupled with a focus on health Research Adviser, CIPD
3 cipd.co.uk/absencemanagementsurvey
Summary of key findings
This report sets out the findings of the CIPDs seventeenth national survey of absence
management trends, policy and practice. The analysis is based on replies from 1,091
organisations across the UK in reference to 3.8 million employees.
5 cipd.co.uk/absencemanagementsurvey
Nearly half of Most respondents report their
organisation provides one or more
of organisations that invest in
well-being report their well-being
respondents report well-being benefit to all employees.
Access to counselling services and
spend has increased this year and
just 5% report it has decreased.
their organisations employee assistance programmes Looking forward, slightly more
remain the most common well- organisations anticipate an increase
focus on well-being being benefits on offer. Overall, in well-being spend in 2017 (46%).
nearly half of organisations with Just one in six of those who invest
has increased well-being activities report they in employee well-being evaluate
compared with the focus equally on physical health,
mental health and good lifestyle
the impact of their spend. Eight
per cent of respondents link well-
previous year and choices. being metrics with organisation
performance metrics.
just 3% report it While the majority have some
well-being provision, organisations Most respondents report that,
has decreased. are divided in the emphasis they on the whole, employees do use
place on employee well-being. their yearly holiday entitlement.
Just over half report well-being Nearly three-quarters, however,
considerations are part of their report they have observed
people management approach, presenteeism people coming to
at least to a moderate extent, work when unwell within their
while more than two-fifths report organisations. Moreover, three in
that employee well-being is taken ten organisations report this has
into consideration in business increased in the last 12 months.
decisions, employee well-being Nearly half of organisations
is on senior leaders agendas and have taken steps to discourage
that line managers are bought presenteeism, a considerable
into the importance of well-being. increase on previous years.
Nearly three-fifths report that
their organisation is much more
reactive than proactive regarding
well-being and a higher proportion
this year report a culture of long
working hours.
7 cipd.co.uk/absencemanagementsurvey
On average public sector Table 2 shows that there is also
employees have over three days considerable variation within
more absence each year than sectors, although the small number
their private sector counterparts. of respondents in each industry
Average absence in the non-profit means differences should be
sector is also higher than in the treated with caution. Non-profit
private sector but lower than in the care services, local and central
public sector (Figure 1). government organisations, public
health, and food, drink and tobacco
organisations report particularly
high levels of absence.
Figure 1: Average number of days lost per employee per year, by sector (5% trimmed mean)
10
8
Average number of days
9 cipd.co.uk/absencemanagementsurvey
Absence may be Higher levels of absence in
larger organisations
Higher levels of absence
among manual workers
more disruptive As weve found in previous years, Some respondents gave average
larger organisations tend to have levels of absence for manual and/or
and noticeable higher levels of absence than non-manual workers as well as, or
smaller ones regardless of sector instead of, all employees. Findings
in smaller (Figure 2).5 Absence may be from this reduced sample show
organisations and more disruptive and noticeable in
smaller organisations and sick pay
that, on average, manual workers
have 2.1 more days absence per
sick pay schemes schemes tend to be less generous, year than non-manual workers
which may discourage absence (Table 3).
tend to be less or encourage a speedy return to
work. The reduction in average
generous. absence levels noted this year is
observed across small, medium
and larger organisations but is
particularly notable in medium-
sized organisations with 50249
employees.
9.9
10
9.4
8.8
Average number of days lost per employee
8.1
8
7.1
per year (5% trimmed mean)
6.7 6.7
6 5.5
4.0 4.2
4
0
149 50249 250999 1,0004,999 5,000+
(Base: 2016: 135; (Base: 2016: 270; (Base: 2016: 138; (Base: 2016: 103; (Base: 2016: 90;
2015: 70) 2015: 152) 2015: 95) 2015: 50) 2015: 29)
Number of UK employees
2016
2015
11 cipd.co.uk/absencemanagementsurvey
The cost of absence
The median annual absence cost per employee (522) has fallen in comparison with
previous years, corresponding with the decrease in absence levels. This decline, however,
masks considerable variation within and between sectors. Costs remain considerably
higher in the public sector (835).
Overall, a third of organisations median figures are considered in the public and private services
(33%) report they monitor the to be more representative of the sector compared with last year,
cost of employee absence. Larger sample than the arithmetic mean despite decreases in absence
organisations, and those in the and are reported on. levels in these sectors. These
public sector, are significantly more changes, however, should be
likely to do so (Figure 3).6 The overall median cost of absence interpreted with caution given
per employee has fallen slightly the small number of respondents
115 respondents reported their compared with previous years who provided this data within
average annual cost of absence (Figure 4), corresponding with the each sector and the considerable
per full-time employee. There fall in the average level of absence. variation within sectors.
is considerable variation in This overall finding, however,
the figures reported and some masks differences between sectors. As in previous years, the median
extremely high responses. Some Average absence costs show a absence cost is considerably higher
of this variation may be due to slight general downward trend in the public sector, reflecting
organisations including different in the non-profit sector and have the higher level of absence and
costs in their calculations (see reduced in the manufacturing traditionally more generous sick
CIPD Absence Management reports and production sector compared pay schemes in this sector.
2012, 2013). With this caveat, the with last year, but have increased
Figure 3: Proportion of organisations that monitor the cost of employee absence (%)
All organisations 33
Industry sector
Number of UK employees
149 22
50249 22
250999 37
1,0004,999 52
5,000+ 72
1,000
Manufacturing and production
Private sector services
Public services
Non-profit sector
900
All organisations
800
Median cost ()
700
600
500
400
2010 2011 2012 2013 2014 2015 2016
Base 2016: manufacturing and production: 22; private sector services: 48; public services: 24; non-profit: 21
13 cipd.co.uk/absencemanagementsurvey
Causes of absence
Minor illness remains the top cause of short-term absence for most organisations. Stress
and acute medical conditions are most commonly responsible for long-term absence
(four weeks or more) followed by mental ill health, musculoskeletal injuries and back
pain. Non-genuine absence remains among the top causes of short-term absence for a
quarter of organisations.
Table 5: Top five most common causes of short-term absence, by sector (%)
15 cipd.co.uk/absencemanagementsurvey
Table 5: continued
17 cipd.co.uk/absencemanagementsurvey
Table 7: Top five most common causes of long-term absence, by sector (%)
19 cipd.co.uk/absencemanagementsurvey
Managing absence
Over a quarter of respondents report that managing absence is currently one of the top
three key people management priorities for their organisation. Almost all organisations
have a written absence/attendance management policy and use a combination of
methods to manage absence. The public sector remain most active, while manufacturing
and production organisations are using fewer approaches than in previous years.
21 cipd.co.uk/absencemanagementsurvey
32% through health promotion and occupational health services, In contrast, private sector
18% through specific well-being make changes to working patterns employers are more likely to offer
benefits targeted at preventing the or environment, have capability private medical insurance and
causes of absence, although, again, procedures, risk assessments to aid restrict sick pay. The manufacturing
the public sector is more likely to return to work, stress counselling and production sector is also
do all of these (Table 9). The public and rehabilitation programmes. more likely to offer attendance
sector is also more likely to provide bonuses or incentives. These sector
Table 10: Most effective approaches for managing short-term absence (% of respondents citing as one of top three most
effective methods)
23 cipd.co.uk/absencemanagementsurvey
Managing long-term absence the most common method used There has also been a notable
Fewer organisations are using to manage long-term absence, reduction across all sectors in the
return-to-work interviews to followed by occupational health use of risk assessments to aid
manage long-term absence involvement and giving sickness return to work after long-term
compared with previous years absence information to line absence, the use of capability
(Figure 5), although they remain managers (Table 11). procedures, health promotion and
100
80
% of organisations reporting using the approach
60
40
20
0
2011 2012 2013 2014 2015 2016
Base: 842 (2016); 541 (2015); 482 (2014); 594 (2013); 632 (2012); 538 (2011)
Return-to-work interviews
Risk assessment to aid return to work after long-term absence
Capability procedure
Leave for family circumstances (such as carer/emergency/dependant/compassionate leave)
Health promotion
Employees absence records taken into account when considering promotion
25 cipd.co.uk/absencemanagementsurvey
for unacceptable absence, training making changes to working family circumstances, disciplinary
managers in absence-handling and patterns or environment and procedures and trigger mechanisms
stress counselling. having a nominated absence case to review attendance for short-
manager/management team are term absence. Organisations
As in previous years, risk more commonly used to manage are also more likely to report
assessments to aid return to long-term than short-term that line managers take primary
work, rehabilitation programmes, absence. In contrast, organisations responsibility for managing short-
occupational health involvement, are more likely to use leave for term than long-term absence.
Table 12: Most effective approaches for managing long-term absence (% of respondents citing as one of top three most
effective methods)
27 cipd.co.uk/absencemanagementsurvey
Work-related stress and mental health
Nearly a third of organisations report an increase in stress-related absence over the past
year and two-fifths a rise in reported mental health problems. Both are considerably
more common in the public sector. Just over three-fifths of organisations are taking steps
to identify and reduce stress in the workplace and the majority are taking some action
on mental health. Our findings suggest, however, that organisations tend to be more
effective at supporting people with mental health problems than actively promoting good
mental well-being.
Figure 6: Changes in stress-related absence over the past year (% of respondents in 2015 and 2016)
2015 11 39
Non-profit sector
2016 14 42
2015 7 51
Public services
2016 8 49
2015 6 36
Private services
2016 12 22
2015 7 41
All respondents
2016 12 31
Decrease Increase
Workload is the main cause of Public sector most proactive in causes of absence (Figure 7).22
stress managing stress Nevertheless, nearly two-fifths of
The main causes of stress at Just over three-fifths of private sector organisations that
work have changed very little organisations (63%) are taking include stress in their top five
over the last few years. Workload steps to identify and reduce causes of absence are not taking
remains the most common cause, stress in the workplace, a similar any steps to address it.
particularly in the public sector proportion to previous years.
(Table 13).16 Consistent with this, The public sector is particularly Organisations that attempt to
our findings show that increases proactive (78%), followed by identify and reduce stress do so
in stress-related absence are more the not-for-profit sector (65%; using a range of methods. Staff
common where long working hours private sector: 57%).20 While few surveys, flexible working options/
are the norm.17 organisations overall report a improved worklife balance and
reduction in stress-related absence risk assessments/stress audits
The public sector is also twice over the past year, those that are remain the most common methods
as likely as their private sector taking steps to identify and reduce used, followed by training for line
counterparts to rank considerable stress are four times more likely to managers to more effectively
organisational change/restructuring do so (19% vs. 5% of those who are identify and manage stress in
among their top three causes of not taking steps).21 their teams. Stress management
stress at work.18 Unlike last year, training for the whole workforce or
however, they are not significantly Unlike public sector and non-profit training aimed at building personal
more likely than respondents from organisations, those in the private resilience is considerably less
other sectors to include poorly sector are significantly more likely common, particularly in the private
managed change/restructuring to take steps to identify and reduce sector (Table 14). Although public
among their top causes of stress.19 stress if it is among their top five sector organisations are most likely
29 cipd.co.uk/absencemanagementsurvey
Figure 7: Is your organisation taking steps to identify and reduce stress in the workplace? (% of respondents)
Private sector
Table 14: Methods used to identify and reduce stress in the workplace (% of respondents that take steps to manage stress)
Table 15: Have you seen a change in the number of reported common mental health problems, such as anxiety and
depression, among employees in the last 12 months? (%)
No. of UK employees
149 20 7 73
50249 35 9 56
250999 48 8 45
1,0004,999 62 10 28
5,000+ 73 4 23
Base: 648
31 cipd.co.uk/absencemanagementsurvey
Figure 8: Does your organisation have an employee mental health policy? (% of respondents)
Private sector 5 23 12 60
Public services 8 45 10 38
Non-profit sector 2 33 11 54
All respondents 5 29 12 54
Base: 713
33 cipd.co.uk/absencemanagementsurvey
that senior leaders support the a policy regarding how effective when required. Respondents from
organisations focus on mental their organisation is at supporting organisations that do provide
well-being and that staff are and promoting good mental health such training and support have
well informed about mental and awareness, the support of more faith in their managers
health risks and organisational senior leaders, the competence of confidence and competence to
support (Table 17). Manufacturing managers to spot the early warning identify and manage mental health
and production organisations signs of poor mental health and issues (Figure 10). Nevertheless,
appear to be least proactive and how well informed staff are about even among those that do
supportive, with more than half mental health issues.32 provide training, less than a third
disagreeing that managers are agree managers are confident
confident and competent to spot Having a mental health policy does and competent to identify and
the early warning signs of poor not, however, have any apparent manage mental health issues.
mental health or that staff are impact on the confidence of Similarly, less than two-fifths of
well informed about risks and managers to discuss mental health those that provide managers with
organisational support. issues with staff. Further analysis tailored support or mentoring
shows that 60% of organisations agree managers are confident and
Across all sectors, respondents with a policy on mental health do competent to identify and manage
from organisations with a mental not provide mental health training mental health issues. These
health policy (either standalone for managers and just 31% of those findings highlight the importance
or as part of another policy) are with a policy provide tailored of reviewing and evaluating
more positive than those without support or mentoring for managers training and support efforts.
Figure 10: Confidence and competence of managers to identify and support mental health issues (% of respondents)
No training provided 18 46
No training provided 28 41
Base: 711
Manufacturing and
production Private sector services Public services Non-profit sector
Strongly Strongly Strongly Strongly Strongly Strongly Strongly Strongly
disagree or agree or disagree or agree or disagree or agree or disagree or agree or
disagree agree disagree agree disagree agree disagree agree
My organisation
is effective at
supporting people 18 53 13 53 13 61 14 53
with mental health
problems
My organisation
actively promotes
37 27 22 40 13 63 19 37
good mental well-
being
My organisation
encourages
openess and 32 31 20 44 14 65 16 50
awareness about
mental health
Senior leaders
support the
organisations
focus on mental 37 21 26 29 21 43 26 34
well-being through
their actions and
behaviour
Managers are
confident and
competent to spot
51 13 41 21 42 21 37 21
the early warning
signs of poor
mental health
Managers are
confident to
have sensitive
discussions with
37 23 37 31 42 26 37 35
staff and signpost
to expert mental
health sources of
help if needed
Staff are well
informed about the
common mental 60 12 43 24 30 32 31 27
health risks and
symptoms
Staff are well
informed about
organisational 53 16 37 27 22 46 27 38
support for mental
health
Base: 740
35 cipd.co.uk/absencemanagementsurvey
Employee well-being
Most organisations make some effort to improve employee health and well-being,
although just a third have a formal well-being strategy or plan and organisations vary
considerably in how actively they promote well-being. Presenteeism (people coming
to work when unwell) remains a common issue, particularly in organisations where long
working hours are the norm. Nearly half of organisations have increased their focus on
well-being over the last year and nearly two-fifths have increased their well-being spend
over the same period. Only a minority, however, evaluate the impact of their investment.
6
23
We have a standalone 10 Private sector
well-being strategy in 3
support of our wider 6 Public services
organisation strategy. 13
21
10 Non-profit
149 employees
20
43 50249 employees
A well-being plan/ 19
programme is part of our 14 250999 employees
wider people strategy. 17
26
46 1,000+ employees
25
All respondents
19
16
We dont have a formal 23
strategy or a plan, but we 13
have well-being initiatives. 22
23
18
19
46
We dont have a formal 13
strategy or a plan, but we 39
act flexibly on an ad hoc or 61
45
individual basis, according 31
to employee need. 12
38
9
5
Were not currently 10
doing anything to 9
improve employee 11
health and well-being. 8
4
8
Base: 809 0 10 20 30 40 50 60 70
Table 18: Over the past 12 months, have you made any of the following changes to your well-being approach? (% of respondents)
We have a standalone
well-being strategy We dont have a We dont have a
or a well-being plan/ formal strategy formal strategy or
programme as part or a plan, but we a plan, but we act
All of wider people have well-being flexibly on an ad hoc
respondents strategy. initiatives. or individual basis.
2016 2015 2016 2015 2016 2015 2016 2015
Improved communication to staff about
the well-being benefits we offer and 64 48 84 79 73 55 41 19
how to access them
Made significant changes to enhance
the physical working environment to 28 10 38 17 28 7 20 7
promote well-being
Introduced or revised how we monitor
24 10 37 16 27 10 12 7
employee usage of offerings
Introduced or revised measures to
evaluate the business benefits of 17 5 28 10 17 5 6 2
individual offerings
Base: 2016: 740; 2015: 512
37 cipd.co.uk/absencemanagementsurvey
Table 19: Employee well-being benefits provided by employers (% of respondents)
All Manufacturing Private sector Public Non-profit
respondents and production services services sector
Employee support
Access to counselling service
All employees 56 41 46 81 66
Depends on grade/seniority 2 3 3 1 2
Employee assistance programme
All employees 52 38 49 62 66
Depends on grade/seniority 2 2 2 1 2
Financial education/access to advice
All employees 22 15 21 27 26
Depends on grade/seniority 2 1 2 3 1
Emotional intelligence training
All employees 9 4 8 17 7
Depends on grade/seniority 5 8 6 3 2
Health promotion
Advice on healthy eating
All employees 34 26 29 57 28
Depends on grade/seniority 1 1 1 1 2
Subsidised gym membership
All employees 30 26 29 35 28
Depends on grade/seniority 2 3 3 1 1
Health screening
All employees 29 32 21 45 22
Depends on grade/seniority 9 12 12 4 6
Stop smoking support
All employees 25 20 19 48 19
Depends on grade/seniority 1 1 1 0 1
Healthy canteen options
All employees 24 19 19 47 10
Depends on grade/seniority 1 1 1 1 2
Free fresh fruit
All employees 22 17 33 8 16
Depends on grade/seniority 2 1 3 1 0
Access to physiotherapy
All employees 22 18 16 40 17
Depends on grade/seniority 2 4 4 0 1
Well-being days
All employees 21 15 17 40 14
Depends on grade/seniority 2 2 3 1 3
Mindfulness
All employees 20 6 14 46 19
Depends on grade/seniority 4 3 5 3 3
Walking/pedometer initiatives
All employees 15 4 11 28 16
Depends on grade/seniority 1 2 1 1 1
On-site massages
All employees 12 6 12 19 7
Depends on grade/seniority 2 1 2 1 1
Relaxation or exercise classes
All employees 12 3 8 27 9
Depends on grade/seniority 1 1 2 0 1
In-house gym
All employees 11 7 9 25 5
Depends on grade/seniority 1 1 1 2 2
Personalised healthy living programmes
All employees 9 9 6 16 7
Depends on grade/seniority 1 1 2 0 2
Insurance/protection initiatives
Private medical insurance
All employees 21 20 32 6 12
Depends on grade/seniority 26 43 32 10 11
Healthcare cash plans
All employees 20 26 19 10 30
Depends on grade/seniority 3 5 4 3 1
Long-term disability/permanent health insurance/income protection
All employees 15 13 22 7 3
Depends on grade/seniority 7 10 9 3 3
Group income protection
All employees 12 11 19 2 3
Depends on grade/seniority 6 9 7 2 2
Dental illness insurance
All employees 10 11 15 4 4
Depends on grade/seniority 6 9 8 3 2
Self-funded health plans/healthcare trust
All employees 9 6 11 10 7
Depends on grade/seniority 3 2 5 2 1
Personal accident insurance
All employees 9 11 12 4 5
Depends on grade/seniority 7 5 11 5 2
Critical illness insurance
All employees 9 9 13 3 2
Depends on grade/seniority 7 9 10 3 3
Base: 805
39 cipd.co.uk/absencemanagementsurvey
designed to promote good physical Public sector organisations are The public sector is also more likely
health, good lifestyle choices and most likely to report their activities to report their well-being activities
good mental health (Figure 12). focus on promoting good lifestyle focus on promoting good mental
In similar findings to last year, choices (38% do so to a large health (42% do so to a large extent
nearly half of organisations with extent compared with 23% of the compared with 29% of the private
well-being activities focus equally private sector and 18% of non-profit sector and 19% of non-profits).36
on all three aspects (16% to a organisations).35 This corresponds Again sector differences in well-
large extent, 21% to a moderate with the findings above (Table 19) being activities support this, with
extent and 9% to a little extent). that show the public sector is more the public sector more likely to
Five per cent report their well- likely to provide such benefits as offer access to counselling services,
being activities are not designed stop smoking support, advice on relaxation classes, mindfulness and
to promote good physical health, healthy eating and healthy canteen well-being days (Table 19).
good lifestyle choices or good options.
mental health at all.
Figure 12: To what extent is your employee health and well-being activity designed to promote good physical health, good
lifestyle choices and good mental health? (% of respondents with well-being strategies/plan/programme or initiatives)
Base: 420
Base: 703
To a great extent To a little extent
To a moderate extent Not at all
Figure 14: Organisations well-being focus, by sector (% of respondents that report the following apply to a large or moderate extent)
0 10 20 30 40 50 60 70
Base: 703
Manufacturing and production Public services
41 cipd.co.uk/absencemanagementsurvey
compared with the previous year. services, 55% of public services performance and 43% because
Just 3% report it has decreased, and 43% of non-profits).39 their organisation believes its the
while 6% report they dont right thing to do.
do anything to support staff Organisations most commonly
well-being. Manufacturing and increase their focus on well- In the public sector, however,
production organisations are being because they want to be a where absence levels are highest,
most likely to do nothing (14%) great place to work (Figure 15). the most common reason for
and are less likely to report they Nearly half report its because the increasing their focus on well-
have increased their focus (34% organisation believes employee being is to lower their absence
compared with 48% of private well-being is linked to business figures (Figure 15).40 Along with
Figure 15: What are the most prominent reasons for your organisations increased focus on employee well-being?
(% of respondents who report an increased focus on well-being)
63
69
We want our organisation to be a great place to work 65
51
77
47
Our organisation believes employee well-being is 33
46
linked to business performance 51
55
43
46
Our organisation believes its the right thing to do 44
39
43
42
33
To lower our absence figures 30
63
45
32
33
To retain people 38
24
23
28
Our senior leadership is driving a heightened focus 28
on employee well-being 21
39
34
10
10 All respondents
To attract the best talent 13
7
2 Manufacturing and production
0 10 20 30 40 50 60 70 80
43 cipd.co.uk/absencemanagementsurvey
Conclusions
45 cipd.co.uk/absencemanagementsurvey
have responsibility for managing As the UK prepares for Brexit,
absence, also need to be organisations (particularly those
equipped with the confidence and with high levels of migrant
competence to manage absence workers or those that plan to
and spot early warning signs of ill relocate) will need to be mindful
health. of the impact of uncertainty and
change on employees well-being
This years survey findings suggest and ensure appropriate guidance
more organisations are realising and support is available. Our
the critical role of line managers latest Labour Market Outlook54
in managing absence, but fewer reports that many employers
are providing the support and expect Brexit to have a significant
training to them to do so most negative impact on costs and
effectively. More organisations business investment decisions.
this year said that giving line Where this creates uncertainty or
managers primary responsibility additional strain on employees,
for managing absence and giving the impetus for a strong focus on
sickness absence information to well-being will increase. At the
line managers are in their top same time, resource pressures
three most effective approaches may intensify the requirement
for managing absence. Yet fewer to make a strong business case
employers than last year said they for support. Understanding the
are training managers in absence- costs and causes of absence and
handling, and there has also been presenteeism and demonstrating
a decrease in the proportion of the business benefits of existing
organisations providing tailored initiatives can help garner support
support for line managers. Given for appropriate investments
the wide research evidence base in health and well-being, not
about the importance of the line only to improve productivity
manager role in creating a great through reducing absence, but
place to work, this misalignment also through creating a healthy
needs to be addressed. place to work that attracts talent,
improves retention and fosters
engagement.
The survey consists of 38 Respondents come from Some respondents did not
questions completed through organisations of all sizes. Medium- answer all questions, so where
an online self-completion sized organisations are particularly percentages are reported in tables
questionnaire. Many questions well represented (Table A1). or figures, the respondent base
remain the same as previous for that question is given.
years, to provide useful Forty-six per cent of respondents
benchmarking data on topics work in private sector services, 17% The median is used in cases where
including absence levels, in manufacturing and production, the distribution is significantly
causes and costs, as well as 23% in the public sector and skewed and the 5% trimmed mean
how organisations attempt to 13% in voluntary, community where there are some extreme
manage absence. This year we and not-for-profit organisations outliers. The 5% trimmed mean
also include new questions on (referred to in the report as non- is the arithmetic mean calculated
the priority given to absence profit organisations), in a similar when the largest 5% and the
management compared with distribution to previous years smallest 5% of the cases have
other people management issues (Table A2). been eliminated. Eliminating
and where organisations go for extreme cases from the
advice on absence management. Note on abbreviations, computation of the mean results
We also examine in more detail statistics and figures used in a better estimate of central
the issue of presenteeism and Voluntary, community and not-for- tendency when extreme outliers
organisations policies and profit organisations are referred exist. When the median or 5%
support for good mental well- to throughout the report as non- trimmed mean is used it is noted.
being. profits.
With the exception of average
Sample profile The private sector is used to working time and days lost,
As in previous years, most describe organisations from all figures in tables have
respondents (84%) answered the manufacturing and production and been rounded to the nearest
questions in relation to their whole private sector services. These two percentage point. Because of
company/organisation, while 12% groups are combined for reporting rounding, percentages may not
answered in relation to a single purposes where there are no always total 100.
site and 3% in relation to a single significant differences between
division. A minority responded for their responses. Different statistical tests have
a region or multiple sites but not been used, depending on the
the whole organisation. type of analysis and the measures
Table A1: Number of people employed in respondents organisations (% of respondents reporting for whole organisation)
47 cipd.co.uk/absencemanagementsurvey
Table A2: Distribution of responses, by sector
Number of
respondents %
Manufacturing and production 186 17
Agriculture and forestry 3 0
Chemicals, pharmaceuticals and oils 15 1
Construction 12 1
Electricity, gas and water 8 1
Engineering, electronics and metals 44 4
Food, drink and tobacco 29 3
General manufacturing 8 1
Mining and quarrying 3 0
Paper and printing 9 1
Textiles 4 0
Other manufacturing/production 51 5
used in the questionnaire, to associations between measures. Chi-Square (2) and Spearmans
examine whether differences Non-parametric tests are used rho (rs). We report on statistics
between groups are significantly where the data did not meet at the generally accepted level of
different than could be expected the requirements of parametric significance, p<0.05.
by chance and to examine equivalents. Tests used include
49 cipd.co.uk/absencemanagementsurvey
Endnotes
1 2015: 87%; 2014: 76%; 2013: 81%; 2012: 82%; 2011: 20 2 =21.0, df=2, p<0.001, n=682.
81%. 21 2 =24.3, df=2, p<0.001, n=585.
2 2=42.6, df=3, p<0.001, n=1,044. 22 2 =5.9 with continuity correction, df=1, p<0.05, n=428.
3 Four per cent of organisations report that 10% or more of 23 2015: 41%; 2014: 43%; 2013: 42%; 2012: 49%; 2011: 45%;
working time was lost to absence. 2010: 42%, 2009: 24%. The dont know responses were
4 The 5% trimmed mean is the arithmetic mean calculated excluded to improve comparability across years.
when the largest 5% and the smallest 5% of the cases 24 2=45.0, df=2, p<0.001, n=648.
have been eliminated. Eliminating extreme cases from 25 rs =0.33, p<0.001, n=645.
the computation of the mean results in a better estimate 26 rs =0.58, p<0.001, n=581.
of central tendency when extreme outliers exist. 27 Long working hours are the norm and increase in
5 rs =0.46, p<0.001, n=732. reported mental health problems: rs =0.15, p<0.001,
6 Size of organisation: rs =0.31, p<0.001, n=728; Sector: n=580; Employee well-being is taken into consideration
2=44.1, df=3, p<0.001, n=733. in business decisions and increase in reported mental
7 Twenty-one per cent of those that use flexible working health problems: rs =0.14, p<0.001, n=558.
report illegitimate absence is a major cause of short- 28 2=9.2, df=2, p<0.05, n=402.
term absence compared with 30% of those that dont 29 2=7.5 with continuity correction, df=1, p<0.01, n=391.
use flexible working: 2=9.3 with continuity correction, 30 rs =0.20, p<0.05, n=715.
df=1, p<0.01, n=879; 20% of those that use family leave 31 Number of employees and employee assistance
report illegitimate absence is a major cause of short- programmes: rs =0.30, p<0.001, n=715; number of
term absence compared with 29% of those that dont employees and counselling: rs =0.31, p<0.001, n=715;
use family leave: 2=9.3 with continuity correction, df=1, number of employees and greater involvement of
p<0.01, n=879. occupational health specialists: rs =0.33, p<0.001, n=715.
8 2=54.3, df=3, p<0.001, n=1,043. 32 My organisation is effective at supporting people with
9 rs =0.32, p<0.001, n=707. mental health problems: 2=30.4, df=2, p<0.001, n=702;
10 Short-term absence 2016: 10%; 2015: 11%; 2014: 8%; 2013: My organisation actively promotes good mental well-
6%; long-term absence 2016: 3%; 2015: 5%; 2014: 3%; being: 2=73.7, df=2, p<0.001, n=699; My organisation
2013: 1%. encourages openness and awareness about mental
11 Eighteen per cent of those who include absence health: 2=45.5, df=2, p<0.001, n=695; Senior leaders
management in their top three people management support the organisations focus on mental well-being
priorities have nominated absence case managers/ through their actions and behaviour: 2=48.1, df=2,
management team compared with 8% of those who p<0.001, n=699; Managers are confident and competent
dont include absence management in their top three to spot the early warning signs of poor mental health:
priorities: 2 =18.5 with continuity correction, df=1, 2=11.5, df=2, p<0.01, n=698; Staff are well informed
p<0.001, n=874; 12% of those who include absence about the common mental health risks and symptoms:
management in their top three people management 2=43.8, df=2, p<0.001, n=698; Staff are well informed
priorities report attendance is driven by the board about organisational support for mental health: 2=49.4,
compared with 4% of those who dont include absence df=2, p<0.001, n=697.
management in their top three priorities: 2 =20.0 with 33 2=153.7, df=12, p<0.001, n=809.
for this analysis). for us: rs =0.22, p<0.001, n=543; Organisation size and
16 2 =21.6, df=3, p<0.001, n=730. employee well-being is taken into consideration in
17 rs =0.17, p<0.001, n=581. business decisions: rs =0.16, p<0.001, n=515.
18 2 =34.4, df=3, p<0.001, n=730. 39 2 = 27.3, df=9, p<0.001, n=693.
19 In 2015 20% of the public sector included poorly 40 2 = 25.2, df=3, p<0.001, n=320.
managed change/restructuring in their top three causes 41 2 = 9.5, df=3, p<0.05, n=320.
of stress at work. In 2016 this fell to 12%. 42 2 = 10.1, df=3, p<0.05, n=320.
employee well-being is taken into consideration in more than 48 hours a week risks a return to Burnout
business decisions: rs =0.12, p<0.05, n=389; Increase in Britain, warns TUC. Available at: https://www.tuc.org.
presenteeism and employee well-being is only a focus uk/international-issues/europe/workplace-issues/work-
in our business when things are going well: rs =0.11, life-balance/15-cent-increase-people-working-more
p<0.05, n=385. [Accessed 7 September 2016].
45 2=15.9, df=2, p<0.001, n=390. 52 Carers UK. (2015) Facts about carers. Policy briefing.
46 2=34.4, df=2, p<0.001, n=395. October. London: Carers UK. Available at: https://www.
47 rs =0.17, p<0.001, n=683. carersuk.org/for-professionals/policy/policylibrary/facts-
48 Change in well-being focus this year and change in well- about-carers-2015 [Accessed 7 September 2016].
being spend: rs = .53, p< .001, n=512. 53 Carers UK. (2016) State of caring report. London:
49 2 = 77.4, df=4, p<0.001, n=674 (37% of those with a Carers UK. Available at: http://www.carersuk.org/for-
formal strategy or plan dont evaluate compared with professionals/policy/policy-library/state-of-caring-2016
62% of those who dont have a formal strategy but [Accessed 7 September 2016].
have well-being initiatives and 70% of those who act 54 CIPD/Adecco Group UK & Ireland. (2016) Labour Market
flexibly on an individual basis; 34% of those with a formal Outlook: Summer 2016. London: Chartered Institute of
strategy or plan dont know if they evaluate compared Personnel and Development. Available at: http://www.
with 21% of those who dont have a formal strategy but cipd.co.uk/hr-resources/survey-reports/labour-market-
have well-being initiatives and 24% of those who act outlook-summer-2016.aspx [Accessed 20 September
flexibly on an individual basis). 2016].
51 cipd.co.uk/absencemanagementsurvey
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Issued: November 2016 Reference: 7389 CIPD 2016