Managing attendance case study
Background:
The organisation has a diverse and dispersed workforce and managers found it difficult to manage sickness absence, which was above the public sector national average. Consequently, there was an increase in the number of agency staff deployed to cover vital services.
There were concerns about management Information when it emerged that the data held on the payroll system was not consistent with that held locally by managers. In addition, incorrect reporting of sickness absence in a number of teams revealed artificially high absence figures.
My role:
I facilitated a training programme for managers and senior managers aimed at highlighting the impact of the causes and effects of high sickness absence cases. Changing the organisation’s culture, and creating a high performing working environment, where staff inclusion was integral, also formed a significant part of the training. I highlighted to managers how dignified and respectful treatment of staff encouraged their engagement, consequently improving their effectiveness and attendance.
Achievements from HR Intervention:
- Senior Management commitment to achieving and sustaining a reduction in average sickness days lost, delivering significant cost saving to the organisation.
- Fewer complaints about the lack of Dignity at Work – eg. unfair treatment, bullying and harassment
- Reduction in the cost and usage of agency staff
- Development and implementation of a Recruitment Strategy
- More robust, fair and consistent management of attendance by increasingly confident and informed managers.
Managing a complex disciplinary – Social Care Charity London
Background:
The Human Resources and Communications Manager enlisted my services to provide external HR expertise in a complex disciplinary case – involving allegations of unprofessional conduct. This compromised the organisation’s relationship with key clients and potentially brought the organisation into disrepute.
My Role, Recommendations, and Implementations:
After agreeing the brief with the client’s key stakeholders, I wrote the procedure for the pre and post management of the case.
I also:
Provided advice and additional support to the organisation’s managers in order to manage the aftermath of the disciplinary hearing and any conflict arising from the implementation of the disciplinary procedure.
Recommended a range of strategic options to enhance and support organisational development. This included the development of a people strategy to improve and deliver organisational success through its people.
Set out a course of action to support the employee towards making a smooth transition from the disciplinary process to working effectively with colleagues and external stakeholders as required.
Implemented a programme of activity which included positive conflict management in the form of workplace mediation and team building activities.
In my capacity as external coach, I provided ongoing support to the HR & Communications Manager, to ensure that key internal and external working relationships were re-established, and the suggested organisational improvements satisfactorily embedded.
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