*Cleanzine_logo_2a.jpgCleanzine: your weekly cleaning and hygiene industry newsletter 14th March 2019 Issue no. 861

Your industry news - first    Number 1 for Recruitment

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Leader 6th October continued

To a large degree, managing stress is about effective leadership and people management - particularly during periods of major change and uncertainty - and line managers need to focus on regaining the trust of their employees and openly communicating throughout the change process to avoid unnecessary stress and potential absences. They also need to be able to spot the early signs of people being under excessive pressure or having difficulty coping at work and to provide appropriate support.

Stress can have a negative effect on the workplace, resulting in the loss of productivity and disengaged employees. It's therefore encouraging that almost half of employers surveyed have a wellbeing strategy in place, with 73% offering counselling services and a further 69% providing an Employee Assistance Programme. These benefits allow employees access to information and advice on workplace issues, as well as emotional, psychological and personal issues, and can be a huge help during difficult times. Employers need to ensure that benefits such as these are communicated effectively to staff in order for employees to get the most from them.

With many organisations looking for ways to save money, employee health and wellbeing shouldn't be over looked and should remain at the heart of the company. Benefits that engage employees do not have to be expensive. By introducing a recognition scheme or equipping leaders with the skills they need to care for the health and wellbeing of their teams, employers can make small, affordable changes that make a positive difference.

The survey's results show that the dangers of job cuts are having a positive effect too... For while overall employee absence levels have remained static at 7.7 days per employee per year, public sector absence - which has been slated as being excessively high - has decreased from 9.6 days per employee per year last year to 9.1 days this year. Private sector absence, meanwhile, has increased from 6.6 days in 2010 to 7.1 days.

The trends in absence levels appear to reflect the relative fortunes of these sectors. Although overall absence levels show little change, the proportion of absence that is stress-related has increased. Nearly four in 10 (39%) employers report an increase in stress-related absence, compared to just 12% reporting a decrease.

Other findings include:

* Absence levels are lowest among manufacturing and production organisations at 5.7 days per employee per year (6.9 days in 2010) while among non-profit organisations absence has increased to 8.8 days (8.3 days in 2010) 

* Over a quarter (28%) of employers report an increase in the number of people coming to work ill in the last 12 months 

* Organisations that were expecting redundancies in the coming six months were more likely to report an increase in presenteeism (32% compared with 27% of those who were not expecting to make further redundancies). They were also less likely to report they had not noticed an increase (48% compared with 66%) and less certain (20% report they didn't know if there had been an increase compared with 7% of those not making redundancies) 

* Organisations that had noted an increase in presenteeism over the past year were more likely to report an increase in stress-related absence over the same period (49% compared to 33% of those who did not report an increase in people coming to work ill)

* Over a quarter of organisations (29%) report they have increased their focus on employee wellbeing and health promotion as a result of the economic context. Over two-fifths of the public sector report an increase in focus compared with just over one-fifth of the private sector. 

The survey is available at:

www.cipd.co.uk/hr-resources/survey-reports/absence-management-2011.aspx

6th October 2011




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