The stakeholders above are those with a vested interest in the proposal or process being promoted. Having completed an analysis of stakeholders allowed identification of the key parties, to understand their position of interest and effect on the review. Agreeing these stakeholders from the beginning allowed for the interaction and alignment of the process more effectively with assistance and buy in from all. By understanding each party’s level of interest, expectations during the process can be managed effectively and in a coordinated manner. Having used accurate information in relation to each interested party, the review and proposal can adhere to any guidelines set out and gain increased support. Through predicting and addressing any potential protest or concerns from the beginning allows for the process to be completed in a well-structured and constructive manner.
A general review of absence management and employee engagement literature suggests the link between employee engagement and wellbeing, having been identified as working alongside reasons for employee absence. With the pressures on organisations to achieve high productivity standards at reduced costs it is essential that to stay competitive areas which can be positively affected are addressed. One area which can help address these issues being faced is within absenteeism and what organisations can do to minimise those cases where days off are taken unnecessarily. In the definition presented by the Balance (2017) Absenteeism is defined as a pattern of missing work in which an employee is habitually and frequently absent from work. Absenteeism does not include excused absences, where an employer has actually granted an employee permission to miss work.
Employee engagement and wellbeing are two different things however work hand in hand when looking for the desired results in aiding absenteeism. Here are definitions from Wellbeing and Employee Engagement – the Evidence Whitepaper published in 2014 by the Engage for Success taskforce.
The taskforce defines employee engagement as:
A workplace approach designed to ensure that employees are committed to their organisation’s goals and values, motivated to contribute to organisational success, and are able at the same time to enhance their own sense of wellbeing.’
…and employee wellbeing as:
A state of wellbeing in which every individual realises his or her own potential, can cope with the normal stresses of life, can work productively and fruitfully, and is able to make a contribution to her or his community.
In order to stay competitive and reduce costs companies must now look at what more they can do to aid these trends. Sickness absence is inevitable within all organisations, however an increasing amount of research evidence is beginning to show that when employees feel valued and supported they are more likely to come in to work when once they would have just taken time off. Employers can no longer afford to compensate employees who take unnecessary time off and need to look at ways in which absenteeism can be improved. According to the Chartered Institute of personal development (CIPD) survey conducted in 2016, sickness absence averaged 6.3 working days per year and costs a median average of £522 per employee. With minor illnesses remaining as the most common cause of short term absence, with stress, acute medical conditions and mental ill health being the most common causes for long term absence. With organisations using key engagement methods to address absenteeism including return to work interviews, occupational health, personal development reviews and one to one’s employees can feel engaged and motivated and increase the chances of reduced absenteeism. By looking at different areas of research it is clear to see the positive influence employee engagement and wellbeing has on not only absence but also productivity, motivation and overall commitment to the organisation. A report conducted by Gallup states only a tenth (11%) of UK employees feel engaged at work, while a fifth (21%) are actively disengaged. If you then compare these figures with other reports for example according to Aon Hewitt (2012) Companies with highly engaged staff report employees taking an average of 7 absence days per year, approximately half the 14 days per year reported in low engagement companies (bottom 25%). Those employees in high engagement companies also report significantly less workplace stress, 28% versus 39%. With figures such as these it is not surprising to see employers now actively looking at ways of engaging with employees. Research has also shown engaged employees are more likely to deliver for their organisation as concluded in a report within Culureamp that organisations which increase the wellbeing of their employees by way of engagement benefit from lower sickness and increase in organisational performance. This is because happier, healthier workers are less likely to skip work and they are sharper when they are there. However variations between organisations and sectors are vast in the way they approach this subject, interestingly evidence from the CIPD has also shown that only with only a third actively monitoring sickness absence. Now looking at the evidence within all sectors and comparing this to the warehousing and logistical sectors shows that within the specific sector there is an understanding of the importance engagement and well being has on employees, with 26% of Manufacturing and production reporting that absence management is currently one of their top 3 people management priorities and is a key focus on their organisation (CIPD 2016 absence report). Facts obtained from Careerpilot 2017 show that the warehousing and logics sector employs 1.7millon people across 194,000 companies this makes up 8% of the uk workforce. With companies such as DHL, Wincanton and Kuehne + Nagel to name but a few, all striving to be the best and most competitive it is essential that they obtain the buy in of all employees through all areas. Within one such company DHL, to ensure employees are engaged platforms such as EOS (employee opinion surveys) introduced in 2009 are carried out yearly with pulse surveys completed quarterly.