Insights from CIPD Reports & ACAS guidance
In the fast-evolving world of employee wellbeing, staying informed is key. The 23rd annual CIPD Health and Wellbeing at Work Report and Acas’ practical guidance on sickness absence, shed light on crucial aspects of managing and supporting employers and employees in today’s challenging landscape. Below is a brief overview of their findings.
CIPD Health and Wellbeing at Work Report:
Current Landscape: CIPD’s 23rd annual report, in collaboration with Simplyhealth, presents a sobering reality— the highest sickness absence rate in over a decade. With an average of 7.8 days per employee per year, this marks a considerable rise from pre-pandemic levels.
Causes and Challenges: Despite clear patterns, understanding the root causes of this rise is complex. Minor illnesses dominate short-term absences, while mental health, musculoskeletal injuries, acute medical conditions, and stress are the leading causes of long-term absence. The report emphasises the impact of recent global challenges on employee health and wellbeing.
Presenteeism and Remote Work: A striking revelation from the report is the persistence of presenteeism, with 3 in 4 respondents observing employees working while unwell, both in traditional workplaces and remote setups. The blurred boundaries between work and home life have contributed to an ‘always on’ culture.
Wellbeing Provision: On a positive note, organisations are investing significantly in employee wellbeing. Financial wellbeing has gained attention, with 57% actively promoting it. The majority (53%) now have standalone wellbeing strategies, reflecting a holistic approach to employee health.
Lifecycle Support: The report highlights varied support for specific employee groups and issues throughout the employment lifecycle. While working parents and bereavement receive consistent attention, there’s a notable increase in support for menopause transition, pregnancy loss, and chronic health conditions.
Support for Managers: One critical aspect illuminated by the report is the role of people managers. Often caught in the crossfire of operational demands and employee support expectations, managers lack adequate training, particularly in mental health. The survey reveals that only 42% of organisations provide training for managers in mental health support.
Acas Guidance on Sickness Absence:
Strategic Approach: Managing sickness absence strategically is imperative, as outlined in the Acas guidance. The document emphasises the need for a nuanced understanding of sickness patterns and causes within specific workforces.
Recording and Monitoring: Acas advises employers to maintain accurate absence records, identifying patterns and potential underlying causes. Separate recording of disability-related absence is recommended to prevent discrimination.
Trigger Points and Reviews: Common in absence management policies, trigger points prompt reviews after a certain period or number of absences. The guidance stresses flexibility in considering support measures and being cautious with potential disability-related absence.
Return-to-Work Meetings: These meetings play a pivotal role in checking employee well-being and combatting presenteeism. The guidance recommends private discussions and notes to ensure a supportive return.
Addressing Presenteeism: To combat presenteeism, Acas suggests creating a culture that discourages working when unwell. The guidance encourages open discussions about workload concerns and provides a supportive environment for employees.
Dismissal and Policies: Fairly dismissing employees due to long-term sickness absence requires a meticulous, justifiable process. Clear and consistently applied absence management policies are essential to avoid discrimination risks.
Combining Insights:
Strategic Wellbeing Management: Blending insights from both reports, a strategic approach to employee wellbeing emerges. Organisations must not only address the immediate challenges of sickness absence but also foster a culture that prioritises employee health throughout the employment lifecycle.
Holistic Support for Managers: The role of people managers is crucial. As expectations rise for them to support employee wellbeing, organisations must invest in training and tailored support. The dual challenge of operational priorities and people management responsibilities demands a delicate balance.
In an era where the lines between work and personal life are increasingly blurred, understanding and addressing the multifaceted aspects of employee wellbeing is paramount. These reports serve as valuable guides, offering actionable insights for organisations navigating the complex terrain of employee health and absence management.
