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Forced to deal with unauthorised leave or absence? There are some patterns, you know

by , 17 April 2015
You wouldn't believe all the reasons your employees give you their absenteeism. But if you're confronted with such a problem, you'll want to not only to solve the mistery behind all that but also to know how to stop it.

That's where we can help.

Here's the trick when it comes to the patterns of absence

Although each organisation develops its own sort of absenteeism patterns, they do exist and they do negatively influence the overall work perfomance.

While some reasons are related to various levels of illness, some are triggered (and nurtured) by management style, culture, traditions of  behaviour and working conditions.

Here are the patterns Lra.org.uk has identified as often displayed together with unauthorised leave:

• Young people tend to have more frequent, shorter periods of sickness than older people.

• Manual workers generally have higher levels of absence than office workers.

• Office workers have higher levels of stress-related illness than manual workers.

• Unauthorised absence is more common among new starters; longer serving workers get to know the organisation's standards and stay  within the framework.

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An ineffective leave policy could cripple your business from right under your  nose

Did you know that not forcing your employees to take their annual leave could end up costing you anything up to R15,000 per employee?

That's right - employees that don't take leave could be costing you just as much as those that abuse it.

That's because any leave that's accrued into the following financial year will increase the leave bill for your company and therefore severely affect your organisation in the long run.

That's why I'm excited to introduce you to a resource that completely takes the stress and confusion out of managing annual leave in your company.  


• Sick leave due to work-related accidents is also greater for new or inexperienced workers.

• Absence tends to increase where there are high levels of over time or frequently rotating shift patterns.

• Absence is likely to be greater in larger working groups because it is less likely to be noticed.

Should you make room in your leave schedule for analysing absenteeism causes?

There's no questioning on this one. To convince you even more, here's why you should measure and analyse absence in your organisation:

• To confirm if you have a problem with absence levels.
• To identify the type of absence – is it mainly self-certified absences on a Monday or are there more cases of longer- term sickness?
• To highlight some of the underlying causes for example, are absence levels higher in one particular team or at any specific time?
• To compare your absence levels with those of other similar organisations.

In other words, are you running on solid grounds when we talk about employees actually acting like they are being employed?

As a result of such analysis, you'll also find ways to make sure that such behaviour won't happen in the future and, in addition, you could set targets for employees attendance.

By  measuring absence levels you'll not only discover why employees are absent but what you can do to ensure they're more likely to  be at work in the future.

The evidence suggests that those employers that set targets for themselves do better than those that don't. Be realistic when setting targets for employee attendance. Many employers set their targets somewhere between five and nine days off per employee – but this will depend partly on your starting point.

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