Canadian HR Reporter

CANADIAN HR REPORTER September 18, 2017 FEATURES 15 ABSENTEEISM Five strategies to reduce absenteeism Focus on communication, wellness, benefits and recruitment can help By Neil Rankin T he numbers definitely add up. In 2011, employ- ees took an average of 9.3 days off, according to the Conference Board of Canada. at means 1,860 days of lost productivity at a 200-employee organization — the equivalent of seven employees being off work for the entire year. So, how can organizations better manage absenteeism? Here are a few strategies to consider: Silo communication Does your organization problem- solve collectively or in silos? Let's assume a company has double-digit absenteeism due in part to occupational and non- occupational lost-time claims. Management recognizes this as an issue and proposes changes to the Joint Health and Safety Committee (JHSC) to address the at-work issues. For the non- occupational claims, changes to the attendance management pro- gram are introduced. Management also recognizes the value of implementing a cor- porate wellness program, ideally to prevent absences before they occur. While it sounds great, at some organizations, silo manage- ment limits or even negates the impact these initiatives may have because one or more of the above issues are being driven by differ- ent departments or employees. For example, the same depart- ment may be managing occu- pational, non-occupational and wellness initiatives. Or the JHSC may be actively involved in man- aging employee health issues at and away from work. A wellness culture To ensure employees are as pro- ductive as possible, a multidisci- plinary approach is required that addresses both their personal and professional lives. What happens both at and away from work can positively or negatively impact employee productivity. Several employers say wellness programs help employees lose weight, become more active, stop smoking or eat healthy — but does that really increase productiv- ity? Research suggests employee participation below 60 per cent does not have a real return on investment. Unfortunately, a common is- sue with wellness programs is low employee participation rates — not every employee wants to join a walking program or attend a lunch-and-learn session. Wellness program incentives — such as gift cards for participating in a health-risk assessment — may not work. Perhaps the issue is the rules of engagement. Do employ- ees really want to share their con- fidential health information with their employer? If employee participation is an issue, perhaps it is time to tweak the focus. Managing the wellness culture needs to be all-encom- passing, including interaction be- tween management and staff, peer to peer and staff to customers. Fundamentally, employee en- gagement starts with how people talk to each other. And it's likely a toxic work environment drasti- cally impacts employee behaviour, both for those at work and those absent from work. Many physi- cian notes recommend a patient or worker move to a new depart- ment or report to a new manager. Creating a positive, upbeat and collaborative work environment that employees get excited about can significantly improve produc- tivity and reduce absenteeism. Recruitment Back in 2016, the Conference Board of Canada found only 27 per cent of employees were IDENTIFY > pg. 16 A toxic work environment can drastically impact employee behaviour. Credit: Instantvise (Shutterstock) With so many changes facing organizations today, it is important to stay current. Many human resources professionals become certified by the Canadian Payroll Association (CPA) to increase their career opportunities and keep up-to-date with changing organizational roles. Past graduates of the CPA's certification programs report an increased sense of confidence in understanding and applying payroll requirements. They also benefit from having the support of an organization with a dedicated InfoLine to answer any payroll questions and issues that arise. Payroll certification enhances career development for HR professionals, enabling you to garner respect as an experienced professional and providing you with education to add value to your employer. Graduates who complete the Payroll Compliance Practitioner (PCP) certification recognize that payroll is not just about the numbers but, just like HR, is about helping people achieve their goals. HERE'S WHAT SOME GRADUATES HAD TO SAY: "Our learning never ends. There is always changing legislation to keep abreast of. Employers love that we continue to learn and grow. Organizations know certified payroll practitioners will keep their costs down by being compliant." – Cathy T., Milton, Ontario "Becoming a Payroll Compliance Practitioner (PCP) was empowering. What I ended up receiving from certification far exceeded my expectations. The investment you make in yourself is one that will have continual rewards through your career." – Michael P., Toronto, Ontario "Know you are not only in the business of paying people; you are helping others save for their retirement, go on a dream vacation, put a down payment on a home and send their kids to college." – Sandra B., Burnaby, British Columbia Becoming a PCP or a Certified Payroll Manager (CPM) requires only four-courses, available at many colleges and universities or online and one year of demonstrated on-the-job experience. Register today or try our learning platform demo at payroll.ca. Courses are available online and through colleges and universities across Canada. The Value of Being Informed ADVERTISING FEATURE THE CANADIAN PAYROLL ASSOCIATION

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