Friday, July 13, 2018

Employee Absenteeism Part 3

  • Lost Time
  • Frequency
  • Separation
  • Set in place a clear mechanism for managing absenteeism
  • Employee Handbook:  Familiarize employees with the rules and regulations of the organization
    • Signed agreement that all staff understand their responsibilities
    • State that regular and punctual attendance is expected of all employees.  An employee who reports to work late or is not at work as scheduled for any reason compromises the delivery of organizational objectives
  • Training & Coaching
    • Organizational Well-Being Training
    • Stress Management Programs
    • Interpersonal Skills Training
    • Leadership & Management Training
  • Counseling Services may be helpful depending on the circumstances
  • Corrective Action: Be very careful here as there may be medical issues and legal concerns
  • Where feasible, the manager may explore flexible working arrangements (eg, Job Reclassification, Working Hours, Working Remotely) to assist the employees attendance
  • Ensure that all staff feel that they are involved, engaged members of the organization
  • Be aware of the needs of your employees and of the pressures that they face
  • Ensure that your Attendance Management Program is fair and equitable to all employees
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Wednesday, July 11, 2018

Employee Absenteeism Part 2

  • Poor Working Conditions
  • Workplace Accidents
  • Ineffective Leadership & Management Structures
  • Work-Related Stress
  • Role Related
  • Task Related
  • Workload either too great or too little
  • Low Morale & Job Satisfaction
  • Boredom
  • Poor Physical Fitness
  • Poor Nutrition
  • Illness (Acute or Chronic)
  • Personal Problems
  • Financial
  • Emotional

  • Be Honest With Yourself & Your Staff
  • Absenteeism is not just a employee issue; it is an organizational issue and therefore is everyone’s responsibility
  • Ask The Right Questions
  • How many individuals were absent?
  • Is there a difference between absenteeism rates between
  • Job Categories
  • Shifts
  • New and Old Employees
  • Gender, Age, etc.  Be careful regarding protected categories!
  • How many of the absences can be supported by medical certificates?
  • How many of the absences are from groups working overtime?
  • On what days do absences occur most frequently?
  • What are the business costs (Productivity, Administrative, Financial)?
  • What areas need improvement?
  • What is preventing the organization from reaching its goals?
  • What plans need to be put in place?
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Monday, July 9, 2018

Employee Absenteeism Part 1

Simply put, absenteeism is the failure of employees to report for work when they are scheduled to work.  An employee who reports to work late or is not at work as scheduled compromises the delivery of organizational objectives. 

It is essential for all organizations to understand the types and causes of absenteeism and the associated costs and to put a program in place to improve attendance.

  • Decrease in Productivity
    • Absent staff place an extra burden on the whole organization
    • Time lost in the sourcing and training of new or replacement staff
    • Morale and motivation issues can greatly decrease the productivity of staff
  • Administrative Costs
    • Increased supervisory and administrative costs in the monitoring and management of absenteeism program
    • Increased costs associated with hiring replacement staff
  • Financial Costs
    • Salary costs for new or replacement staff
    • Overtime payments
    • Medical and insurance costs may increase
  • Culpable
    • Employees who are absent for reasons within their control
  • Innocent
    • Employees who are absent for reasons beyond their control
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Wednesday, May 30, 2018

Characteristics of Organizational Culture

Organizational Culture is the set of values that helps the employees understand which actions are considered acceptable and which actions are considered unacceptable. 

Answer the following questions to determine what is your current culture is and consider what you, your team, and senior management can do to improve in each area.

 Member Identity
Do employees identify with the whole organization?

Group Emphasis
Are work activities organized around groups or individuals?

People Focus
Do management decisions consider the impact of decisions on employees?

Unit Integration
Is work organized in a coordinated or independent manner?

Are rules and regulations used to manage employee behavior?

Risk Tolerance
Are employees encouraged to use their own initiative?

Reward Criteria
Are rewards performance based?

Conflict Tolerance
Is constructive criticism encouraged?

Means-Ends Orientation
Is the end result rather than the process employed all important?

Open Systems Focus
Is the organization aware of and responsive to external environments?

Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Friday, May 18, 2018

Team Decision-Making Part 3

Team Decision-Making Model 

Team Decision-Making Model
Model Benefits

  • Good for important team decisions, especially during team meetings
  • Provides structure to keep the group on track and to plan implementation and evaluation steps
  • Eliminates inappropriate “speeding”
  • Good framework for involving key stake holders in decisions which affect them
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Wednesday, May 16, 2018

Team Decision-Making Part 2

Six Methods of Decision-Making
  • Lack of Response
    • Someone suggests an idea
    • No one says anything about this idea
    • Someone else suggests another idea
    • This continues until the group acts on an idea
    • Ideas bypassed were decided by the group
  •   Authority Rule
    • The leader makes decisions.
    • These are often called command decisions
    • They come from the top down
    • Team can generate ideas and hold discussion
    • At any time the leader can decide on action
  • Minority Rule
    • One, two, or three people force decisions
    • Others hesitate to speak up
    • Others think everyone else agrees
    • It is assumed that silence means consent
  • Majority Rule
    • Voting (formal) or Polling (informal)
    • Many decisions not implemented as opposing members do not understand or support them
  •   Consensus
    • Consensus is reached when all members understand the decision, commit to it, and will support it, even though they may not agree with it to the letter. You need to coordinate core work
    • Consensus works best for High Performance teams when they need the involvement and support of team members or others
    • The double benefit of consensus is that you not only get better decisions, but better ownership and buy-in
  • Unanimous Consent
    • Everyone truly agrees
    • Very difficult to achieve
    • Takes incredible amounts of time
    • For most decisions, consensus is sufficient
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Monday, May 14, 2018

Team Decision-Making Part 1

A high-performance organization is built on productive teamwork. It is essential that teams make decisions effectively and efficiently. In this newsletter, we will explore how to improve team decision-making.

Barriers to Team Decision-Making
  • Limited experience together
  • Conflicting member goals
  • Not sharing information
  • Competition: "My idea is better than yours."
  • Agreeing too quickly before critical discussion
  • One or two people dominate
  • Group is too large or too small
  • No one takes the initiative
  • Low trust
  • Limited time
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP