This paper aims to demonstrate how Sandwell Homes, UK, significantly reduced sickness absence through an absence‐management scheme which, launched in parallel with a series of “wellness days”, helped to improve the management of staff health, productivity, morale and customer service.
The paper draws on the experience of Sandwell Homes' implementation of a sickness absence‐management program, driven by the partnership between the Human Resources department, Sandwell Homes employees and Active Health Partners (AHP).
The paper describes how Sandwell Homes had been committed to tackling absenteeism and had shaved four days off its average absence level, but the figure then stagnated, despite continued efforts. The high levels of absence were harming the organization's performance and delivery of service. Sandwell Homes then selected an absence‐management service led by nurses to provide effective, timely medical advice, as well as encouraging staff to take responsibility for their health.
The paper shows how taking an active approach to staff absence and wellbeing, and aligning reporting systems to identify and implement good practice, can have a positive impact on staff morale, productivity and profitability. Sandwell Homes calculates that for every £1 spent on the absence‐management interventions, it has got £3.80 back in terms of value to the business.
The paper highlights a significant reduction in average absence figures per employee, cost savings for the company as well as improved employee availability and productivity.
(2009), "Sandwell Homes reduces employee absence by 30 percent: … and boosts productivity, morale and customer service", Human Resource Management International Digest, Vol. 17 No. 7, pp. 12-14. https://doi.org/10.1108/09670730910996491Download as .RIS
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