Short term absence in workplace management

Human Resources: Short-Term Absence Management

The objective of this study is to examine the issue of the management of short-term absence by the Human Resources Department in the organization.

The research questions addressed in this study include those as follows:

(1) What is the best method for handling short-term absences of employees in the organization?

(2) What method of handling short-term absences of employees in the organization serves to increase both employer and employee satisfaction?

The significance of this study is the information that will be added to the already existing knowledge in this area of inquiry as well as revealing what human resources management can do to increase both the employer and employee satisfaction in regards to short-term absences of employees.

Methodology

The methodology proposed for the study is one of a qualitative nature. Qualitative research is descriptive and interpretive in nature. The research will be conducted through an exhaustive review of literature in this area of study, which is published in peer-reviewed academic and professional journals, articles, and books, as well as information published online.

Literature Review

Henderson (2007) reports that one of the most obvious of factors that influences the behavior or employees are "maximum length of benefits, which may be as short as 90 day or as long as 52 weeks. Most short-term disability plans typically exhaust at 26 weeks because the majority of employees will return to work within six months." (Henderson, 2007, p.1) Henderson reports that the difference in the maximum length of benefits "is almost important to note as companies benchmark their experiences against that of other employers." (Henderson, 2007, p.1)

Henderson states that when the employee is first absent from work due to an illness or injury unrelated to their occupation that the first few days "are usually covered by sick leave or paid time off (PTO). Then after a set number of days, which is known as the elimination period "if an employee still cannot return to work a short-term disability claim is initiated." (2007, p.1) The elimination period generally ranges from between 0 to 30 days with the best practice in the industry being seven days and benefits starting on the eighth day. (Henderson, 2007, p.1) The key component, according to Henderson that must be evaluated is "not the length of the elimination period but the practice of the retroactive benefit payment to day one. This can produce unintended effects on employee behavior." (2007, p.1)

It is reported by HR Benchmarker that managers who do not deal with sickness absence head-on are lining themselves up for trouble. The key ingredient for success is an effective and properly communicated absence management policy, which is backed up by a pro-active management attitude. (, p.1) Long-term sickness absence is reported as generally the "result of a debilitating condition, preventing an employee from returning to work. However, it can be the result of poor management with employers often reluctant to address the situation, feeling that their hands are tied and that they are 'stuck' with an absent employee." ( p.1) The policy for long-term sickness should be such that provides "for consultation with the employee, opportunity to improve attendance and obtaining medical evidence." (, p.1)

The unplanned absence that traditionally would have resulted in dismissal is reported to "trigger a workflow of mandatory administrative activities" including:

(1) determination of eligibility for protected leave;

(2) calculation of leave benefits;

(3) mandatory communications between Human Resources and the employee;

(4) validation of the leave event, and (5) confidential documentation of the entire process. (ADP Research Institute, 2012, p.4)