How to manage and reduce sick leave
Sick leaves fall under the category of unscheduled absences as it is impossible to know when a staff member will fall sick. This is all part of the risks and struggles in running a business or an organization. The challenge will be even more challenging when a team member’s sick leave become excessive or when they fall above a normal level of sick leaves or become unreasonable. Some of these sick leaves could be real medical conditions. The definition of how many absences equals an excessive amount is up to you and your company’s attendance policy.
In determining whether a sick leave is excessive can be relied of the data and average numbers of the company and/or the industry that will indicate when someone is often or falling sick beyond the industry average. This may provide insights as there could be more than just sick related issues. In addition, the attendance policy must be reviewed from time to time as circumstances or work environment changes.
Include Attendance Expectations in Your Employee Handbook
Being proactive is the key here to help the company in avoiding absenteeism and lost productivity. Address the attendance expectations and requirements clearly up front upon hire onboarding and orientation. Make sure these policies and procedures are known from the start and it is transparent. From day one on the job, employees must know the attendance policies and who as well as how to contact when they are absent. In general, it must be a call to the immediate supervising officer followed by a written notice to Human Resource Department, if any then closed with a supporting documents and formal application of the sick leave. When call is not possible, another protocol must be put in place upfront too.
The handbook policies that are relating to absenteeism include day to day, time and attendance, leaves of absence and disciplinary actions with clarity on the procedures for handling absences and clear communication on when disciplinary actions will be taken. Employees should also receive occasional reminders about the policies and procedures and where to find them and ensure that once the handbook policies are explained to an employee, all employees have the opportunities to clarify and understand before signing or acknowledging and agree to the handbook policies.
Approach in Managing Absenteeism
In the event that there is a pattern of unreasonable or excessive employee absenteeism being identified, it is crucial to have a physical one on one conversation with the staffs based on the following guidelines.
- Reinforce and check in their level of understanding of the Sick Leave and/or Absenteeism
Attendance and punctuality must be listed as essential parts of each employee’s job duties. Remind and reinforce your team member of what was expected of them when they are being hired and what was agreed upon accepting the letter of employment and the Employment Handbook.
- Address Attendance Issues in a Timely Manner
Be prompt and proactive in managing absenteeism as delaying the intervention seldom serve both parties. Example, when the company policy or employee handbook state that a warning will be issued after three unexcused absences, then follow through with those rules. There is no surprises or special treatment and consistency is the winning way.
- Get to know what is going on and that you care about their welfare off work
Not all staffs are lazy or completely uninterested that led to absenteeism. There could be probably something else going on deeper than that and unless we ask coming from concern and care, we may be guessing and unable to find out the underlying cause. Many get carried away by over focusing on the symptoms of repeated absenteeism rather than finding out the root cause.
Being a caring employer that listen empathetically will be of value in managing absenteeism. Along the process, it is also an opportunity to reinforce the expectations and requirements of the job and to find out how and what both side could adapt or adjust to make attendance and productivity works
Seek HR support if you are not competent in managing this as there are boundaries that employers can ask depending in the different workplace circumstances. Thus, it’s crucial to have HR support to avoid any potential unnecessary risks in the road ahead.
- Offer support
Those with an injury or illness that requires more than a day or two off work. In between, as a team, offer support such as messages or card or call to ask if there’s anything the organisation can do to help. Let the person know that they’re appreciated. This is to encourage them to come back to a healthy space and team that works.
- Let them see from Each Others’ Point of View
The most effective ways of managing and reducing sick leave is to for both supervising Officer the staff have the ability to empathise, support and trust each other by seeing and understanding the importance as well as the impact and consequences of LTIs (lost time injury) in relation to both the individual and team’s results.
- Consider non-medical leave and flexible working arrangements
This is to enable people to balance their personal life and work without resorting to “being sick to get sick leave”. For example, research have shown that sick leave rises during school holidays or in between public holidays or when stressed. Where appropriate, allowing employees to work from home as required during these periods can provide an alternative in a win-win situation.
- Be adaptable and set boundaries.
Sick leave is a double edged sword that may or may not serve the organisation. On one hand, making modified duties available to someone temporarily unable to perform their regular duties reduces their need to take time off work using sickness as an excuse. On the other hand, making a big deal about allowing someone two hours away from their desk to attend a private appointment may increases the chance repetition. It is always a fine line. Set your limits and manage them proactively.
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