Best Practices for Reducing Employee Absenteeism

STUDY OVERVIEW
Every manager knows that the reasons employees call in sick often have nothing to do with a sore throat or runny nose. Reducing the costs and lost productivity due to non-illness-related employee absences can be a significant source of savings for most companies. This benchmarking exchange sought to identify the effective practices and metrics that organizations use to address the complex factors that affect employee attendance. Managers and directors will benefit from the cross-industry insights from 27 companies to develop alternative programs to decrease employee absenteeism and improve company productivity and efficiency.

KEY TOPICS

• Absenteeism Metrics
• Factors Contributing to Employee Absenteeism
• Absenteeism Reduction Programs
• Best Practices and Lessons Learned

• Total Number of Employees
• Percentage of Employees that are Union Members
• Absence Rate
• Illness Hours per Employee (segmented)
• Illness Benefits: Paid Sick Days (segmented only by US Utilities, US companies, and International companies)
• Absenteeism Metrics
• Validating Sick Days
• Absenteeism Factors
• Absenteeism Reduction Programs
  

• None of the US benchmark partners achieving an absence rate lower than three percent attempt to validate sick days. In contrast, among international benchmark partners achieving similar absence rates, 90 percent validate sick days.
  

Industries Profiled:
Energy; Health Care; Financial Services; Utilities; Manufacturing; Consumer Products; Computer Hardware; Technology; Chemical


Companies Profiled:
Allegheny Energy; Baton Rouge General Medical Center; CUNA Mutual; Duquesne Light Co; Eaton Corp; Frito-Lay; IBM Canada Ltd.; Intrado; Johnson Controls; New Brunswick Power; Nestle; NSTAR; Phillips; PSC; PSEG; Seagate Technology; Sun Life Financial; Dow Chemical; Washington Mutual

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