ABSENTEEISM AND LABOUR TURNOVER

INTRODUCTION

This material is intended to assist anyone dealing with or affected by Absence and Labour Turnover. Legal information is provided for guidance only and should not be regarded as an authoritative statement of the law, which can only be made by reference to the particular circumstances, which apply. It may, therefore, be wise to seek legal advice.

High levels of absence and labour turnover can be serious problems for both large and small organisations. All organisations can expect some degree of absence and labour turnover. Indeed a certain degree of labour turnover may be desirable since it creates opportunities to introduce wider experience and new ideas to the organisation, as well as providing career development opportunities for existing workers. Persistently high levels of absence or labour turnover, however, are costly both to individual organisations and the economy as a whole and adversely affect efficiency, productivity, profitability and morale.

High labour turnover and absence, like lateness, may be due to a particular cause but they can also be an indication of more fundamental organisational problems. Establishing the cause and working out a solution may, therefore, call for a thorough examination of the organisation's policies and activities. It may be difficult for those within the organisation to do this with the degree of rigour and objectivity required, and it may be advisable to involve someone from outside the undertaking to assist with the task.

FURTHER IN THIS DOCUMENT - SUBSCRIBERS ONLY

• Characteristics and Costs of Absenteeism and Labour Turnover
• What is absence or absenteeism?
• What is Labour Turnover?
• The cost of absence or absenteeism
• The cost of Labour Turnover
• Identifying patterns
• Patterns of absence or absenteeism
• Patterns of Labour Turnover
• Analysing and dealing with absence or absenteeism
  • Why analyse absence or absenteeism
  • Measuring absence
  • What to do about absence
  • Developing an overall approach
  • Dealing with long term illness
  • Dealing with short-term certified or uncertified sickness
  • Dealing with unauthorised absence and lateness
  • Attendance Payments
• Analysing and dealing with labour turnover
  • Why analyse labour turnover?
  • Control
  • Forecasting
  • Measuring Labour Turnover
  • Establishing the causes of labour turnover
  • Exit interviews
  • Attitude surveys
  • Reducing labour turnover amongst new employees
    • Recruitment and Selection
    • Induction
    • Job Training
  • Reducing labour turnover of long term employees
  • Checkpoints for management
  • Conclusions

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