Combating Absenteeism | Philip James | Skillshare

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Taught by industry leaders & working professionals
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Lessons in This Class

5 Lessons (23m)
    • 1. Introduction to Combating Absenteeism

      1:33
    • 2. Combating Absenteeism Module 1

      8:30
    • 3. Module 2

      4:39
    • 4. Module 3

      3:27
    • 5. Module 4

      4:53
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About This Class

Learn a 5-step procedure to reduce employee absence in your organisation

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Philip James

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Transcripts

1. Introduction to Combating Absenteeism: when people are absent, the cost is huge. Not only are you paying them not to be at work, but you're also reducing productivity and damaging the morale of people who are at work. They're always instances of genuine absence, but taking effective measures can reduce absence. Using the procedure in this ASP in a learning resource, you will be able to reduce absenteeism by introducing structured welcome back meetings. Module One explains how you can use the procedure to carry out welcome back meetings to see how the procedure works in practice. Modules 23 and four contained films off a manager using the procedure to conduct back to work meetings with three of his staff in module to the manager uses the procedure with Kathy on anxious mother, who is frequently absent in module three. The manager uses the procedure with Alan, a manual worker whose absences are disrupting his team. Module four shows the manager using the procedure with Reg, who is depressed and taking time off 2. Combating Absenteeism Module 1: this module explains how to conduct a welcome back meeting using a simple and straightforward procedure. Welcome back meetings have proven to be one of the most effective ways of reducing absenteeism. But how do they work on what should you say before we cover the meeting itself? Let's take a minute to see when you should hold one. You should hold a welcome back meeting with every person every time they're absent. This way, you're showing that you take absence seriously under treating everyone the same when they return to work. This prevents people feeling that they're being singled out. Even if an employee's absent for half a day, you should hold a welcome back meeting. By adopting this approach, you will be able to understand the absences and take steps to reduce them. Carry out the meeting as soon as the person returns to work. Do not delay it until another day is the meeting. Will knows its significance. Hold the meeting in private. This shows that you take the absence seriously and because the reasons behind the absence, maybe of a confidential nature it is appropriate for the meeting to be held behind closed doors. Make sure the room in which you're holding the meeting will be free from interruptions so you can concentrate on discussing the absence on the issues surrounding it. Turn off mobile communications to avoid interruptions, the reasons for a person's absence on numerous. And so you should always approach a welcome back meeting with a genuine spirit of inquiry. By approaching the meeting in this way, you will be able to understand and assess the absence correctly. If the meeting is conducted in an atmosphere of trust that will encourage open and honest dialogue in which solutions can be found, Ah, welcome back meeting is not a formal disciplinary meeting. It is a meeting in which a person can explain why they were absent. You should therefore always be supportive. You should also be firm, firm with your questions and firm with seeking explanations. Now let's move on to how to conduct a welcome back meeting. Deal with the facts F stands for First, find out the facts about their absence before you begin a welcome back meeting. Look through your records to see how frequently the person has been absent and check through the records to identify any patterns. Refer to details of previous absences in order to fully understand the recent absence and to provide the most appropriate support. Now let's move on to how to conduct a welcome back meeting. This is the stage where you find out why the person was absent so that you can explore ways to prevent it happening in the future. When you begin the welcome back meeting, start by welcoming the person back to work. Tell the person that they were missed as this generates a feeling of value on a sense of belonging. Always praise people with good attendance records as this will reinforce the desired attendance behaviour. Ask the person to explain why they were absent. Listen and gather the facts about their absence. The person does not have to explain the reason for their absence. However, they must understand that if they choose not to, you have the right to make a judgment On the basis of your knowledge. The person may not explain why they were absent. You must respect the decision, but you are entitled to make reasonable enquiries in order to establish the cause. When the person is telling you about their absence, you should listen in an active way. Block out all sound or distractions and listen without interrupting so that you can fully understand what they're saying. Record your findings on a welcome back meeting form, but try not to stop listening. If the person is talking, encourage the person to discuss concerns relating to their health for work in an open and honest way, which will allow you to fully understand the problem. Stage three of the procedure is to check that they are okay to resume work where a person has taken time off the sickness. Check that they are physically capable of returning to work if they are not, or if you feel that there is a risk they will infect other members of staff, you need to decide whether or not they should be at work. If the reason for the absence isn't physiological, you still need to check that they are capable of returning to work. Find out if the problem that caused them to miss work has been resolved. Check if there are likely to be any subsequent absences related to the same problem. For example, follow up appointments for medical conditions. This is the stage where you put the onus on them to sort out their absence. They have to take responsibility for their actions, regardless of the cause of the absence. The person is responsible for resolving it and ensuring it is not repeated in the future. Make sure they understand that they are responsible for their absence. On that. The onus is on them to reduce it. Explain to the person that with the exception of holidays, they are paid to be at work and that they are responsible for making sure they're not absent. Make sure they understand that absence is not acceptable. Ask the person to commit to taking action to prevent the absence happening again. Make sure the action is clear and specific. Make notes on the welcome back meeting form to record the agreed action. Explore ways in which the person can reduce their absenteeism. Even though it's the person's responsibility to improve their intendant, you should provide support to enable them to make changes. The final stage of the procedure is to sum up sum up what's been said during the welcome back meeting to make sure that everyone is clear on understands what the action points are . Ensure that the person agrees with your summary record. All the details of the meeting on the welcome back meeting form make sure the records are accurate so that the person feels they've been addressed fairly and reference could be made to the details. In the future. The manager and the person should both sign the welcome back meeting form to confirm that they agree with its contents. This ensures that the person understands how seriously you take absenteeism on what they have agreed to do. A copy should be given to the person. Another copy should be filed in the personnel file. The interview should be concluded on a positive, upbeat note by bringing the person up to date with work that was missed during their absence, then see the person back to work and help with any workflow issues that may arise when you conduct a welcome back meeting Deal with the facts. First, find out the facts about their absences. Ask them about the absence. Andi Check. They're OK to resume work, ensure they take action to prevent the absence re occurring. Some up. You have completed this module to see how the procedure works in practice. Modules 23 and four contained films of a manager using the procedure to conduct back toe work. Meetings with three of his staff in module to the manager uses the procedure with Kathy, an anxious mother who is frequently absent in Module three. The manager uses the procedure with Alan, a manual worker whose absences air disrupting his team. Module four shows the manager using the procedure with Reg, who is depressed and taking time off. 3. Module 2: deal with the facts F stands for First, find out the facts about their absence before you conduct a welcome back meeting. Look through your records to see how frequently the person has been absent or if there any patterns. Welcome back Kathy. Ask them about the absence. Tell me about yesterday. Why were you absent? It was the kids again. Yes, I got off to school in the morning. Jake was playing up again, as usual. Anyway, just as I'm about to put into work, I get a phone call from Marcia's saying she'd forgotten some sports kit. So I have all of my home. I picked up the kids, drove all the way over to the school. Then all the way back here, we know that road, like at that time a day is murder. Then I get another call from Jake. It's only been pulled in to see the headmaster, so I turned the car around and headed back to the school. I spent an hour waiting for him anyway, to cut a long story short. Headmaster only wanted to talk to him about his options. Makes a change, though course, by that time it was early afternoon. So by the time I had something to eat, it was hardly worth coming in. So no emergencies? No. Isn't anyone else who could have helped? Only Danny, But he's on shift work at the moment. What about you, Mom? No, really. She often helps out there, doesn't she? She does. Yeah, but she wasn't around yesterday. Isn't there anyone else? No. At the drop of a hat like that? No. Check that. They're okay to resume work. Are you OK to resume work today? Fun. And your Children are OK for the moment. Yeah. They need to take action to prevent it happening again. Kathy, you are paid to be at work, not absent on every time you're not here, everyone else has to cover for you. Yesterday was a frantic. I was under calls from the minute I got in. Poor so NATO. She didn't even start in your own work. And what they're supposed to do Abandon my own Children. Oh, but you are responsible for being at work. I am also responsible for my Children. You have one of the worst attendance records in this department. I'll take the day's holiday if Eid any left to take. That's not the answer. Kathy. You need to take action to ensure that Europe work. Every day I try my best there were two Children have means not being absent. So what actually really take? I don't know. I need to be satisfied that you will try to prevent a similar absence from occurring again in the future. You're entitled to take time off to look after your Children, like when it's an emergency or when they're ill. All the rest of the time, you should be here. It's not easy bringing up Children, you know? I know, but you are responsible for being at work. I can see that. I suppose I talked to Denny. Okay, How will that help? I'll arrange it so that he's around. If my mom's not available, even though we won't like it, anything else? Oh, looking to get a support officer at the school. That should help in what way the kids love to talk to the support person First will decide the best thing to do that will stop Jake from phoning me for no reason. Good. Now I talked to the school about it is that that difficult age Margie was being like it since he was two. I try my best sum up what's been said so that everyone's clear. We rely on you are not here, you know? Okay. Now somewhat what we've discussed You were absent yesterday because you had problems with the Children. You'll find to resume work now. And you'll try to prevent similar absence from occurring again by putting in place to changes, which I've noted. Yeah, that's right. Good. Thank you can. Now let's look at prioritizing your work to try and clear some back. 4. Module 3: Mark said You wanted to see me. That's right. It's all about Welcome back. You were absent yesterday, so I want to make sure everything's OK. Tell me about why Europe's Ramo's stomach bugs, you know, on the phone You mentioned something about a curry. You d Do you think that was the cause? Barbara? Did you see a doctor? Were that serious? But it was serious enough to take the day off. Yeah, probably better. But you're okay now, right? Find to resume. You work my problem. Alan, do you know how important your job is? Fairly important. Exposed? It's more than fairly important. Is critically important because you're the only member of the team that certified to drive the digger without digging. The team can't work. Take yesterday, for example. You were absent, so the team couldn't work on this job and had to move on to another. We're going to have one done, then didn't started on another. But priority is this one. If this job isn't completed in time, we missed another target and the council gets penalized for council. Can't organize their schedules. It's not your fault. It's account. Organize their schedules. But if this job over on because you weren't here yesterday. Then that falls to you. I can't help being ill. I've been studying your attendance record, and there are some obvious patterns for me. Whatever your absence, either monday or Thursday. You sure there's nothing wrong with you was it might be worth seeing a doctor. Check it out. There's nothing wrong. Okay, if you positive there's nothing wrong. What? Actually, can you take to ensure you're not absent like this again? Oh, my, Alan, you are paid by the council to be at work. If you want to take time off, you have to take it a holiday authorized by me in advance. If you continue to be absent without a doctor's note, we might have to invoke a disciplinary hearing. What action you can take to avoid being absent again. Good night, Finkle. World with You need to tell me what action we're gonna take. All of Dr How will that help? You know, stomach problem. Get up to check it out. But I think right now anything else okay? Are somewhat what we've discussed. You were absent yesterday because you had a stomach problem, which is something your records show you suffered from frequently in the past. You say you're OK to resume work now, but you'll see a doctor if the problem returns. Is that right? Get back to work now. Thank you. 5. Module 4: read. Welcome back. Good. And you take you see Stewart on the your off yesterday. So I wanted to have a welcome back meeting, See if everything's ok. Why don't we start by talking about why you're absent, Reg? I'm not sure I want to base. Oh, well, you're entitled not to tell me, but I don't want to make a judgment without knowing the facts, sickness records, years and years of service without any time off. I know you have one of the best attendance records in the council. That's why I want to try and find out what the problem is. Yeah. Why has it changed? I just be feeling really down. I'm sorry to hear that. Is there anything I can do to help? Is everything here? Okay, not really enough. I can only help if I know what the problem is. Feeling old golden at such. Why is that? The new stock system? About weeks and weeks of training on it. I just can't get the hang of it. And it's just now I'm just too well for all of this. Is that the reason you've been absent recently? Yes. On our been letting everybody down I can't stand being a burden on the team. I've always done more than my fair share. Justices. It's really getting me down. Are you physically okay to resume work? Fine. If it is a fiddle. Well, that's good to hear. I don't have a problem with any of the other computer programs or use. You are still on one of the fastest in dispatch. I don't need to ask you because I know you are. So it's just the new stock system that's causing the problem. Yeah, Going up soon isn't the way to deal with it. You just running away from the problem, making it worse than it is. Yeah, I know. What action can you take? Tow? Avoid being absent like this again. Zach Amma to the new stock system. I just come cape on the eggs in it off. Given it my best shop, I'm making more mistakes now than when I first started. I got the hang of the goods in wood part Mind you expect that myself? It's just the rest that the ordering and goods out. Have you talked to Stuart about it? They just think so. I'm not up to it. Maybe I'm no. What training did you get on the new system? Just a manual on the trust. Questions in the manual can answer. Can it? Have you looked into what other training is available? No, I suppose that's a start. The onus is on you to take action to avoid being absent rich. Yeah, I suppose you could have a word with Stewart's again. See if I could get some one on one training with someone from the company that he stole the program. Tell you the truth, I think he's afraid of it himself. Is there any other action that you can take to avoid being absent again in the future? There's nothing. That's what Spring brother in my do you think that getting you up to speed on the new system would prevent you from being absent like this again? Yeah. Okay. Let me somewhat Then you were absent yesterday because you were feeling down about your work on were unable to deal with it. You'll find to resume working now on will take action to prevent any further absences by dealing with the cause of your problem which is using the new stock system. Yeah. Yeah, I'm not gonna let it get the best from me. That's the spirit, Reg. You're gonna talk to Stewart about getting some other training on the system. Yeah, Yes or will. Good. Thanks. Places, Yes.