By Lynn Tylczak
American companies lose $30 billion a yr to absenteeism. This self-study ebook is helping you know the indications of absenteeism. A step by step plan, case reviews, and workouts may also help you chop absenteeism and elevate worker productiveness.
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Extra resources for Attacking Absenteeism: Positive Solutions to an Age-Old Problem (Crisp Fifty-Minute Series)
Example text
However, it was nearly double what it had been 25 years before. The Problem Sandvik didn’t understand its absentee problem. It didn’t know if the 25 percent absentee rate was unnecessarily high. The Solution Sandvik took a three-prong approach: 1. Gather The Facts. Sandvik now has a quarterly absenteeism report that is distributed to all production managers. Sandvik also started a permanent Absenteeism Committee which consists of three workers and three production managers. It is their job to identify, quantify, and rectify the absentee problem.
I assign “points” for each absence, giving increased weight to unexcused or suspect absences. □ □ □ □ 13. I discuss the absentee program during meetings, and worker orientations. □ □ □ □ 14. I maintain daily attendance records. □ □ □ □ 15. I make past work attendance a consideration during preemployment screening. □ □ □ □ 16. I use a no-fault absentee plan (see the case studies in Part 6). □ □ □ □ 17. I analyze my daily attendance records on a monthly basis and provide feedback to employees. □ □ □ □ 18.
I initiate contact in a nonthreatening way in a nonthreatening place at a nonthreatening time. □ □ □ □ 9. ”). □ □ □ □ 10. I request assistance from employees in a personal way. □ □ □ □ 11. I set “think agendas”—for example, a problem of the week. □ □ □ □ 12. I schedule regular meetings. □ □ □ □ 13. I assign employees to be “boss’’ or “troubleshooter” or “expert” or “devil’s advocate” for a day. □ □ □ □ 14. I maintain my sense of humor and perspective when approaching employees. □ □ □ □ Page 33 Step Seven: Contemplate Before making work-related changes, do you contemplate or hyperventilate?
