Managing sickness absence can be one of the most draining parts of leadership. Instead of relying on fear, punitive processes or endless return-to-work meetings, this article explores how a coaching approach helps managers build accountability while supporting employees effectively.
The ‘Keep Britain Working’ report was released last week. ¹
There are many sobering statistics contained in this, including that 1 in 5 working age adults are out of the workforce, ‘substantially due to health problems, including mental health’.
Being frank about this, when I worked in a manager role for employers, dealing with sickness absence was one of the most difficult and energy-draining parts of the job. I know from my clients that they find the same too.
It’s not necessarily the big issues around sickness absence that cause the stress and worry, these things are often straightforward to deal with. The main cause of concern and indeed time and energy expended often comes from frequent, low-level, short-term sickness, or long-term sickness which necessitates medical or occupational health input.
It’s not necessarily the big issues around sickness absence that cause the stress and worry, these things are often straightforward to deal with. The main cause of concern and indeed time and energy expended often comes from frequent, low-level, short-term sickness, or long-term sickness which necessitates medical or occupational health input.
A ‘culture of fear’…
I think it’s refreshing the report acknowledges there is often a culture of fear felt by both employees and employers alike when it comes to workplace sickness. The fear from employees around how their manager will react. There is also an acknowledgement to the difficulty of the role of line manager though – again, something I can completely identify with.
The problem is this fear gets in the way of honest, healthy dialogue and constructive, supportive conversations to find practical solutions. I hear so many managers and employers being immobilised by the mere mention of ‘reasonable adjustments’, but along with good HR advice, it’s possible to find a solution that does what it should and gives support without losing sight of the word ‘reasonable’.
The problem is this fear gets in the way of honest, healthy dialogue and constructive, supportive conversations to find practical solutions. I hear so many managers and employers being immobilised by the mere mention of ‘reasonable adjustments’, but along with good HR advice, it’s possible to find a solution that does what it should and gives support without losing sight of the word ‘reasonable’.
The cost of not dealing with sickness absence…
I’m from a non-religious background, but my family sure have a strong Protestant Work Ethic! I believe this has served me well through my working life, but it can be tough dealing with people who appear to have different values around work.
I know from experience how difficult it can be to change a culture where sickness absence is ‘the norm’, but there was an interesting case study from an employer on Radio 4’s Today programme who cited cutting their annual sickness absence expenditure from £135k to £12k per year. The astounding thing to me was they managed this in just 12 months.
I know from experience how difficult it can be to change a culture where sickness absence is ‘the norm’, but there was an interesting case study from an employer on Radio 4’s Today programme who cited cutting their annual sickness absence expenditure from £135k to £12k per year. The astounding thing to me was they managed this in just 12 months.
How did they do this?
There was no ‘magic bullet’ to this, rather they took a holistic view of the situation and tackled the problem across the board – from improving recruitment, induction and probation processes, to implementing and robust and consistent process of return to work interviews for staff who had been off sick. When many employers are struggling to make ends meet with ever-stretched budgets, this surely has to be an attractive proposition.
Implementing a two-fold solution…
- First of all, any employer must have robust, workable policies and procedures in place – this may well mean recruiting the services of HR professionals. This gives you and your managers a clear, consistent base to work from. It also ensures your employees know what is expected of them.
- Secondly, ensuring line managers are are equipped with the skills to confidently manage conversations around sickness absence in their teams.
Letting go of the past…
A frequent issue I encounter is the difficulty employers have changing a work-place culture – for example, when there has been a culture of people reporting in sick via text, or last minute. There’s often a fear of backlash or demotivation if this is changed, but it’s worth considering a more stoical philosophy of accepting what’s happened has happened. That’s not in your gift to change this, but you can change what comes next.
Moving away from punitive approaches…
Addressing sickness absence is often seen as a punitive approach, but I believe it is entirely possible to take a supportive and balanced approach as a line manager.
By utilising a coaching approach, it is possible to ensure staff are given the responsibility to actively find solutions to return to and remain at work following sickness. This takes the pressure off managers to be the person finding the solution and often, inevitably playing the role of ‘Bad Guy’.
Whilst on the surface, a coaching approach feels like a soft option when compared to a more traditional directive approaches, in practice this is anything but.
By utilising a coaching approach, it is possible to ensure staff are given the responsibility to actively find solutions to return to and remain at work following sickness. This takes the pressure off managers to be the person finding the solution and often, inevitably playing the role of ‘Bad Guy’.
Whilst on the surface, a coaching approach feels like a soft option when compared to a more traditional directive approaches, in practice this is anything but.
A powerful, but counter-intuitive approach…
It may seem counterintuitive to use a coaching approach, after all, wouldn’t telling someone what you want them to do, be more effective in getting them back to work? Whilst there’s a time for setting expectations, etc., using effective coaching skills of listening and questioning can help a manager quickly understand the situation from all perspectives. This also helps the employee to work out their own solution, baking in personal responsibility and accountability. And which manager wouldn’t welcome more of that?
This also means the manager can take a more supportive role in working collaboratively with the employee to set clear actions and goals, reducing those ’emotional tolls’ for everyone. Again, that’s something I can certainly identify with. The fear there are going to be complaints, grievances, repercussions… That you’ve been ‘mean’ to the person. Taking a coaching approach means you can do the right thing, do it well and sleep at night!
I and my clients have experienced the positive benefits of this coaching approach. How would you like a situation where you address sickness absence with a member of staff, giving them (and you) a clear path to resolving this and that they actually thank you for your support at the end? (Yes, that has happened to me!)
This also means the manager can take a more supportive role in working collaboratively with the employee to set clear actions and goals, reducing those ’emotional tolls’ for everyone. Again, that’s something I can certainly identify with. The fear there are going to be complaints, grievances, repercussions… That you’ve been ‘mean’ to the person. Taking a coaching approach means you can do the right thing, do it well and sleep at night!
I and my clients have experienced the positive benefits of this coaching approach. How would you like a situation where you address sickness absence with a member of staff, giving them (and you) a clear path to resolving this and that they actually thank you for your support at the end? (Yes, that has happened to me!)
Rehumanising the workplace…
The report contains the phrases ‘rehumanising the workplace’ and taking a ‘person-centred’ approach that is right for the individual and employee. I believe equipping your management team with the skills to implement this coaching approach enables them to do just that.
1. Keep Britain Working Review: Final report – GOV.UK
I hope you’ve found this blog helpful. If you’d like to develop People Management or Difficult Conversations skills for yourself or your team, click on the link for your sector below, to check out our latest training offers, including our latest in-house Building Accountability and Responsibility course.
1. Keep Britain Working Review: Final report – GOV.UK
I hope you’ve found this blog helpful. If you’d like to develop People Management or Difficult Conversations skills for yourself or your team, click on the link for your sector below, to check out our latest training offers, including our latest in-house Building Accountability and Responsibility course.
Coaching and Training at BrightBird
At BrightBird, our coaching and training is practical and very human.
It’s about real conversations, real challenges and meaningful progress.
If you’re curious about our coaching and training support, even if you’re not sure what you’re quite looking for yet, then check out the support we offer your sector, or click the link to book an informal, no-obligation chat.
If you’re curious about our coaching and training support, even if you’re not sure what you’re quite looking for yet, then check out the support we offer your sector, or click the link to book an informal, no-obligation chat.
