Fluid Consulting is a specialist HR consultancy headed by Tim Holden that provides services related to retention, selection, attraction, remuneration, outplacement, and training. The document discusses managing employee absence and performance, including developing absence policies, dealing with poor performance, legal considerations, health and wellbeing initiatives, and case studies of managing long-term absence and mental health issues. It provides statistics on absence trends and explores developing an attendance culture, the role of line managers, and using nurse-led programs and rehabilitation to manage absence.

1. Slashing absence levels by Fluid September 2010

2. Page 2 Contents 3-4 Introduction to Fluid 5-6 The managerial reprimand model 7-9 Dealing with poor performance 10-11 Dealing with a newcomer’s poor performance 12-13 Engagement and performance 14-15 Give feedback, get back performance 16-17 Five traps of performance measurement 18-19 Benchmarking performance 20-21 Conducting performance or performing conduct 22-23 The corporate prisoner 24-25 Fuelling the fire 26-27 How can HR and Training raise performance? 28-29 Case study-Mantech 30-34 High performing organisations 35-39 Finishers, maxperformers, elite performers and star teams 40-42 Crystal ball time 43-44 Conclusion and questions

3. Page 3 Introduction

5. Selection- Attraction - Remuneration & Reward - Outplacement - Training & HR consultancy

6. Page 5 Statistics

8. One-day sickies come from the low paid

9. …and the young, but older workers take their time to recover

10. Top dogs stay sick for longer, but middle managers suffer the real stress…

11. Who are sicker-men or women?

12. Low paid mothers are the most vulnerable

13. Flex appealStatistics 1 of 2

17. Define the roles

18. Recognise the role of line managers

19. Act consistently

20. Don’t make assumptions

21. Record absences accurately

22. Make good use of your data

23. Obtain professional advice

26. Having difficult conversations

27. Developing an absence policy that triggers action

30. Keep detailed records regarding persistent short-term absences

31. Train managers to enforce absence management standards

32. Make provision for requiring evidence of sickness

33. Hold back-to-work rules

35. Exercise the policy consistently

36. Consider any underlying reasons for absence such as bullying or unsafe working practices

37. Ensure that HR, occupational health and management communicate what a returning employee can and can’t do

38. Consider medical evidence carefully

40. ECJ

41. Ramifications

42. Verification

43. Defence

45. Page 17 Exercise A

46. Page 18 Health & wellbeing

48. Exercise

49. Obesity

50. Smoking

51. Substance abuse

54. Look at the work environment

55. Think about the wider issues

56. Communicate your policy

57. Reinforce your values

58. Educate your employees

59. Consider flexible working

62. Measure and report attendance; what gets measured gets done

63. Intervene quickly; why make those who need support wait?

64. Communicate regularly and sensitively-both employer and employee should keep in touchManage attendance not absence 1 of 2

66. Seek advice-don’t settle for an interested non-specialist. Invest in robust expert occupational health advice from registered specialist nurses and doctorsManage attendance not absence 2 of 2

67. Page 25 Line managers and absence levels

69. Some reduction in absence

70. Initial increase due to improved record-keeping

71. No change

72. Some increase in absence

75. 1-249 employees, 250-999 employees, 1000+ employees

76. Use of return to work interviews

78. Page 30 Exercise B

79. Page 31 Smaller employers

81. Know the people personally

82. Don’t tend to have employment contracts that encourage absence

83. Don’t have HR departments so line managers have to do what they are paid for and manager their people

86. Training managers in stress awareness

87. Regular appraisals where stress is discussed

88. Risk assessments for compliance with H&S

89. Cultural change programmes

90. Performance management

91. Employee assistance programmes

92. Counselling services

93. Psycho-social risk assessments

94. Stress policyStress

95. Page 35 Nurse-led absence management

97. Consistent processes and management information highlights ‘trouble spots’ and drives accountability of both employees and managers

98. Integrating absence management into web systems ensures compliance with HR policies-in particular completion of return-to-work interviews and trigger point reviews

99. Early intervention and proactive management of ‘difficult’ cases such as stress reduces long-term absence and litigation riskNurse-led absence management

100. Page 37 Long-term absence

102. Preparing a return-to-work plan with the employee’s involvement

103. Phoning the employee

104. Commissioning a specialist’s report on the employee’s condition

105. Visiting the employee at home

106. Getting advice from a specialist on the employee’s condition

107. Conducting return-to-work interview on return from long-term sick leave

108. Getting a report from the employer’s GPLong-term absence

109. Page 39 Rehabilitation after absence

111. Be accessible

112. Invest in your people

113. Think long-term

116. Employees up to the age of 24 take on average 17 days for each absence, rising to an average of 36 days for employees in the 55-65 age bracket

118. The average length of time off work for someone suffering from stress is 21 days

120. Page 45 Case studies 1 of 2

121. Page 46 Case studies 2 of 2

122. Page 47 Exercise C

123. Page 48 Exercise C

124. Page 49 Conclusion & Questions

125. Page 50 Conclusion Summary Questions