often neglected in favor of policies more "strategic" prevention of absenteeism is an investment that may hold economic and social performance for companies. But the absence is not lacking in sense and prevent absenteeism must first learn to measure and analyze and understand its logic.
The testimony of each customer often leave thinking that worker absenteeism due to personal habits and initiatives unjustified taken by employees without dedication. If this form of absenteeism is indeed a reality, it is usually overestimated (on average unexcused absences do not represent more than 10% of total absences).
What then are the causes of absenteeism? Research is highlighting seven variables: the administrative process to generate data on absenteeism, the regulatory environment and economic, demographic structure of the business, social norms and team sanitary conditions of the population and the conditions and labor relations.
These variables explain why the reality of each company is different in terms of absenteeism. This company will be faced with an aging population and can be characterized by long-term judgments. Another such company is instead characterized by many young people who are impatient at the slowness of the social ladder and who have an absence of protest often characterized by high frequency and short duration. Each case is different and we must keep absenteeism to compare one company to another, which is meaningless if the contexts are different.
Preventing absenteeism therefore begins with a compilation and analysis of these variables to the lack in the context of the business knowing that many of these variables may well cross within the same entity (eg a population combining a problem of wear in some professional and career advancement among others).
And if absenteeism is growing usually the marker of various dysfunctions affecting the life of the company, the health of employees and the employee's relationship to his work, so it combined the observation of these variables and indicators of absenteeism (the main ones duration and frequency of absences as well as age, seniority, gender missing) that can see more clearly.
Unfortunately, besides being a fairly complex , absenteeism is often considered a secondary issue in terms of corporate strategy. This combination certainly explains why management tools absenteeism often shine by their absence! But there are objective reasons to treat this problem seriously.
First absenteeism disrupts services, deteriorating atmosphere in the business and often leads to lost productivity. Less known but equally disadvantageous are the indirect consequences of absenteeism that without corrective action, mechanically tends to self feed and strengthen itself.
An example for illustration: the absence of employees not replaced often leads to excessive workload for their colleagues. Overload, when absences are frequent and are long-term fosters frustration and exhaustion when combined lead to ... sometimes lack. Thus, without regulation, the absence of one promotes the absence of others.
Overall prevention of absence is a major economic and social performance for companies . It is an investment even more profitable than some public systems can help SMEs wishing to invest in projects to improve working conditions [1].
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