People Count Third Sector 2017

Transcription

1 People Count Third 2017 HR and Workforce Benchmarks for the Third Volume 2.4 Absence Management August

2

3 FOREWORD Much has changed since the previous People Count study, both in the political environment and the voluntary sector itself, but in some regards meaningful progress has been lacking. So far the Brexit process has not done much to allow workforce planning to go ahead with any degree of certainty. The right to stay of European nationals working in the UK is still up in the air, as are the future processes for recruitment of skilled individuals from Europe. This will potentially cause considerable challenges for individual charities and, where a significant proportion of the workforce have traditionally come from the EU, even entire sectors in which UK charities operate, such as health and social care. While the country waits for representatives on both sides of the Brexit negotiations to reach a comprehensive agreement, charities must do their best to ensure they have solid strategies in place that help them create a positive and productive working environment for current staff. Now is as good a time as ever to revise your overall HR strategy, create meaningful learning and development opportunities, and establish a fair rewards system. But above all, this strategy must strike a fine balance between encouraging and supporting employees to achieve the best results for the charity s beneficiaries, and living up to the sector s values of respect and fairness by allowing them to do so in a sustainable way. I would encourage anyone working in HR or workforce planning to also look at the new Charity Governance Code, the major new edition of the sector-led publication which sets out the standards of governance charities should aspire to. HR professionals can do much to support their organisations boards to meet the code s recommendations. Boards will look to HR for support in creating the positive workplaces: The code sets out basic principles such as integrity and diversity which must underpin all areas of work, and also provides more concrete guidelines concerning processes for handling internal complaints or setting the remuneration of senior staff. You can find the code at For the first time the code includes a dedicated section on diversity. In light of some of the figures contained in this report, it strikes me that this is an area where there is a clear need for further attention, not just at board level but also within staff teams. The sector does well on some aspects: For example, 68% of management employees in the sector are female, compared to 43% of management employees in the UK population as a whole. But this remains a smaller proportion than that of women in respondents workforces overall, at 73%. Importantly, employees from an ethnic minority background are still less likely to reach management level than their non-ethnic colleagues. There is no one simple solution to this, but I hope that we can all focus on identifying and removing any barriers to equal employment and progression within our organisations and the sector as a whole. Anyone who has worked in the sector for some time knows how challenging it can be to bring about change in the world. Sometimes, bringing about changes internally can be just as difficult. Yet so many organisations have proven time and again their desire to continually improve not just the world around them, but also themselves. This is why I am grateful for tools like this benchmarking study which allow us to identify instances of best practice, learn from each other and grow as a community. Sir Stuart Etherington Chief Executive National Council for Voluntary Organisations 1

4 CONTENTS FOREWORD INTRODUCTION WHY PARTICIPATE IN PEOPLE COUNT? KEY FINDINGS MEASURES LIST OF MEASURES GENERAL INFORMATION ABSENCE MANAGEMENT GOOD PRACTICE ANNEX A: DEFINITION OF MEASURES ANNEX B: METHODOLOGY AND SAMPLE

5 1 INTRODUCTION People Count Third 2017 This report People Count Third 2017: Volume 2.4 Absence Management is based on findings from the People Count Third 2017 Benchmarking Study. People Count is a Human Resource benchmarking study specifically tailored to the needs of the UK Third. The study involved benchmarking the HR processes of 67 Third organisations in the UK (Annex B sets out the list of participants). The study was undertaken by Agenda Consulting in partnership with the Association of Mental Health Providers, the Charities HR Network, CHS Alliance, Hospice UK, the National Council for Voluntary Organisations, the National Union of Students and Voluntary Organisations Disability Group. The aim is to build a picture of the HR management processes of Third organisations in the UK to enable participants to compare their performance with each other and to pinpoint their strengths and areas for development. Information in the study corresponds to activities and resources in the most recent complete financial year for which organisations have the required information; in most cases, this will be the financial year This report focuses on measures from the People Count Third 2017 study relating to absence management. The report is organised into the following chapters: Chapter 2 Why Participate in People Count? describes the benefits of participating in the study as experienced by previous participants Chapter 3 Key Findings: sets out the key findings from the study on the topic of absence management. Chapter 4 Measures: sets out, for each numerical measure, a detailed results table. The good practice section sets out the initiatives that participants have taken in the last year. Annex A Definitions of Measures: sets out the formulae used to calculate each measure in the report. Annex B Methodology and Sample: describes the sample in detail and the way in which we have analysed and presented the data. Publications in the People Count Third 2017 study The following publications are available from our website: Volume 2.1 Composition of Workforce and Diversity Volume 2.2 Recruitment, Selection and Retention Volume 2.3 Learning and Development and Performance Management Volume 2.4 Absence Management Volume 2.5 Employee Relations and Reward Strategy Volume 2.6 The HR Function 3

6 2 WHY PARTICIPATE IN PEOPLE COUNT? W e hope that you find this report valuable and that it provides you with useful benchmarking information against which to compare your own organisation. If so, we encourage your organisation to participate in the People Count Study in the future, which involves completing the Study questionnaire in respect to your own organisation. Participating in the People Count Study itself is by far the best way to gain the most benefit, both in the quality and breadth of the information you receive and cost effectiveness. In short, you pay less and get far, far more. By taking part your organisation enjoys a significant number of benefits which are not available to non-participants: Wide Reports every report containing the sector-wide results from all participants in the study is included. Your Own Organisation Scorecard a detailed comparison of your organisation s performance against your chosen peers on all measures in the study. Access to a suite of online tools to examine your performance in more detail and illustrate your performance graphically. Ability to track your performance over time. One-to-One Telephone Consultation with one of our team to help get the most out of the reports. Access to Contacts from each participating organisation to share information and best practice. Invitation to a Results Conference and Product Training providing the opportunity to learn more about using all the reports effectively and to network with colleagues from other participating organisations. To find out more about the study and how to participate, go to contact caroline.oates@agendaconsulting.co.uk or call Agenda Consulting on

7 3 KEY FINDINGS In this section we set out some of the key findings in relation to absence management. These key findings do not cover all of the measures in this topic. Please see sections 4.1 to 4.3 for the full detailed statistics tables for all measures and section 4.4 for the good practice material. Absence Management On average employees were absent for 8.1 days slightly lower than the 2016 figure (8.5 days). The average level of employee absence for the UK workforce as a whole is 6.6 days (CIPD, 2014) (table 8.1). For management employees the equivalent figure is 4.1 days per year. This close to the figure for People Count 2016 (4.2 days) and the same as 2015 (4.1) (table 8.2). The median total cost of sickness absence per employee FTE in the last year is 843, lower than the 2016 figure ( 1,008) (table 8.16). 87% of respondents believe that their response to absenteeism is highly or fairly effective (table 8.11). 5

8 4 MEASURES This section sets out the detailed statistics tables for all measures in the composition of workforce and diversity topic as well as some general information about the sample. Where the measure is numerical, a standard format has been applied. The columns used are: responses: this is the number of organisations that answered the relevant questions, as not all of the 67 participating organisations answered each question. 10%: this is the value below which 10% of the distribution lies. is the value below which 25% of the distribution lies, or, equivalently, above which 75% of the sample lies. is the value below which and above which 50% of the distribution lies. is the value below which 75% of the distribution lies, or, equivalently, above which 25% of the sample lies. 90%: this is the value below which 90% of the distribution lies. Where the measure is multi choice e.g. Yes/No, we have reported the percentage of participants with each answer. The statistics are calculated for the following rows in each table: Whole sample: based on the answers from all participants. Under 100: based on the answers from those participants with less than 100 employees : participants with employees : participants with employees ,000: participants with 501-1,000 employees. Over 1,000: participants with over 1,000 employees. s: based on answers from those participants that work in specific sectors. Participants could choose up to three sectors to describe their work. In some cases, percentages may not add up to 100 due to differences in rounding. Measures with fewer than 5 responses are not shown in this report. Similarly, in each table, rows for which there were fewer than 5 responses have been taken out of this report. 6

9 4.1 LIST OF MEASURES Table 1.1 Total income of organisation ( million)... 8 Table 1.2 Total expenditure of organisation ( million)... 8 Table 1.3 Organisational paybill ( million)... 9 Table 1.4 Organisational paybill as a percentage of expenditure... 9 Table Average salary per employee (FTE) ( ) Table Analysis of the number of participants by size Table Analysis of the number of participants and percentage of the total for each sector Table 1.6 Location of head office (percentage of respondents for each size/sector) Table 1.7 Nations/regions from which staff are employed (percentage of respondents) Table 8.1 Average number of sick days taken per employee FTE per year: overall Table 8.2 Average number of sick days taken per employee FTE per year: management employees Table 8.3 Average number of sick days taken per employee FTE per year: non-management employees Table 8.4 Average number of sick days taken per employee headcount per year: overall Table 8.5 Average number of sick days taken per employee headcount per year: management employees Table 8.6 Average number of sick days taken per employee headcount per year: nonmanagement employees Table 8.7 Average length of sickness absence (days) Table 8.8 Average number of sick days per employee FTE which fell in episodes of 1-5 days Table 8.9 Average number of sick days per employee FTE per year which fell in episodes of 6 days - 4 weeks Table 8.10 Average number of sick days per employee FTE which fell in episodes of over 4 weeks Table 8.11 How effective do you consider your organisational responses to absenteeism? 20 Table 8.13 Percentage absence: overall Table 8.14 Percentage absence: management employees Table 8.15 Percentage absence: non-management employees Table 8.16 Cost of occupational and statutory sick pay per employee FTE ( ) Table 8.17 Cost of occupational and statutory sick pay per employee Headcount ( ) Table 8.18 Cost of sickness absence in the last year ( ) Table Cost of sickness absence per employee headcount in the last year ( ) Table 8.19 Cost of sickness absence per employee FTE in the last year ( ) Table 8.20 Percentage absence: mental health concerns Table 8.21 Percentage absence: muscular skeletal conditions Table 8.22 Percentage absence: accidents at work Table 8.23 Do you use occupational health referrals? Table 8.24 occupational health referrals per 1,000 employees per year

10 4.2 GENERAL INFORMATION Table 1.1 Total income of organisation ( million) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Hospice Housing International development Mental Health People with disabilities Social care Other Table 1.2 Total expenditure of organisation ( million) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Hospice Housing International development Mental Health People with disabilities Social care Other

11 Table 1.3 Organisational paybill ( million) Cost of salary, overtime and bonus for all employees excluding employer's NI and pension Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Hospice Housing International development Mental Health People with disabilities Social care Other Table 1.4 Organisational paybill as a percentage of expenditure Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Hospice Housing International development Mental Health People with disabilities Social care Other

12 Table Average salary per employee (FTE) ( ) Whole Sample 67 22,955 25,894 29,861 37,565 44,889 Under ,818 29,338 35,757 40,135 48, ,314 28,448 31,708 42,378 47, ,035 25,729 37,270 38,208 39, ,857 26,788 29,087 32,483 34,756 Over ,085 23,806 25,650 29,593 35,027 Children/Young People 12 27,751 27,779 29,223 37,443 38,225 Education/ Training 8 21,749 24,508 27,498 33,653 47,957 Elderly/Old people 5 26,738 27,778 32,641 33,029 37,177 Grant making 5 28,716 30,965 35,757 39,617 48,721 Health care/medical research 13 26,432 29,338 30,775 37,879 49,257 Hospice 5 26,112 27,984 29,841 30,023 34,736 Housing 8 25,580 25,740 29,618 33,947 38,247 International development 10 25,920 37,443 38,246 46,724 51,881 Mental Health 8 22,474 24,710 27,506 29,953 32,192 People with disabilities 23 22,114 25,394 27,233 30,638 32,951 Social care 25 21,641 24,381 27,233 30,965 32,931 Other 8 26,366 28,786 34,586 44,064 47,957 Table Analysis of the number of participants by size % of Whole Whole Sample Under Over

13 Table Analysis of the number of participants and percentage of the total for each sector al analysis: please note percentages will not add up to 100 because each organisation can choose up to three sectors % of Whole Whole Sample Animal Welfare 1 1 Arts/Culture 0 Children/Young People Civil rights/citizenship/law and Order 1 1 Economic/Community development/employment 3 4 Education/ Training 8 12 Elderly/Old people 5 7 Environment/Conservation 4 6 Grant making 5 7 Health care/medical research Heritage 0 Hospice 5 7 Housing 8 12 International development Mental Health 8 12 People of a particular ethnic or racial origin 1 1 People with disabilities Religious/Missionary 2 3 Social care Sport/Recreation 1 1 Students' Union 0 Umbrella body/trade association 3 4 Other

14 Table 1.6 Location of head office (percentage of respondents for each size/sector) Whole Sample Scotland Wales N. Ireland London South East East of England Under Over Scotland Wales N. Ireland London South East East of England Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Hospice Housing International development Mental Health People with disabilities Social care Other Whole Sample East Midlands West Midlands South West Yorkshire and Humberside North East North West Overseas Under Over

15 East Midlands West Midlands South West Yorkshire and Humberside North East North West Overseas Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Hospice Housing International development Mental Health People with disabilities Social care Other Table 1.7 Nations/regions from which staff are employed (percentage of respondents) Scotland Wales N. Ireland London South East East of England Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Hospice Housing International development Mental Health People with disabilities Social care Other

16 East Midlands West Midlands South West Yorkshire and Humberside North East North West Overseas Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Hospice Housing International development Mental Health People with disabilities Social care Other

17 4.3 ABSENCE MANAGEMENT Table 8.1 Average number of sick days taken per employee FTE per year: overall Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Hospice Housing International development Mental Health People with disabilities Social care Other Table 8.2 Average number of sick days taken per employee FTE per year: management employees Whole Sample Under Over Children/Young People Education/ Training Grant making Health care/medical research International development Mental Health People with disabilities Social care Other

18 Table 8.3 Average number of sick days taken per employee FTE per year: non-management employees Whole Sample Under Over Children/Young People Education/ Training Grant making Health care/medical research International development Mental Health People with disabilities Social care Other Table 8.4 Average number of sick days taken per employee headcount per year: overall Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Hospice Housing International development Mental Health People with disabilities Social care Other

19 Table 8.5 Average number of sick days taken per employee headcount per year: management employees Whole Sample Under Over Children/Young People Education/ Training Grant making Health care/medical research International development Mental Health People with disabilities Social care Other Table 8.6 Average number of sick days taken per employee headcount per year: non-management employees Whole Sample Under Over Children/Young People Education/ Training Grant making Health care/medical research International development Mental Health People with disabilities Social care Other

20 Table 8.7 Average length of sickness absence (days) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Health care/medical research Housing International development Mental Health People with disabilities Social care Other Table 8.8 Average number of sick days per employee FTE which fell in episodes of 1-5 days working days lost due to sickness which fell in episodes of 1-5 days divided by the number of employees FTE Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Housing International development Mental Health People with disabilities Social care Other

21 Table 8.9 Average number of sick days per employee FTE per year which fell in episodes of 6 days - 4 weeks working days lost due to sickness which fell in episodes of 6 days- 4 weeks divided by the number of employees FTE Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Housing International development Mental Health People with disabilities Social care Other Table 8.10 Average number of sick days per employee FTE which fell in episodes of over 4 weeks working days lost due to sickness which fell in episodes of over 4 weeks divided by the number of employees FTE Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Housing International development Mental Health People with disabilities Social care Other

22 Table 8.11 How effective do you consider your organisational responses to absenteeism? Not very effective Fairly effective Highly effective Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Health care/medical research Housing International development Mental Health People with disabilities Social care Other Table 8.13 Percentage absence: overall Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Hospice Housing International development Mental Health People with disabilities Social care Other

23 Table 8.14 Percentage absence: management employees Whole Sample Under Over Children/Young People Education/ Training Grant making Health care/medical research International development Mental Health People with disabilities Social care Other Table 8.15 Percentage absence: non-management employees Whole Sample Under Over Children/Young People Education/ Training Grant making Health care/medical research International development Mental Health People with disabilities Social care Other

24 Table 8.16 Cost of occupational and statutory sick pay per employee FTE ( ) Whole Sample Over Children/Young People Education/ Training Health care/medical research Housing Mental Health People with disabilities Social care Other Table 8.17 Cost of occupational and statutory sick pay per employee Headcount ( ) Whole Sample Over Children/Young People Education/ Training Health care/medical research Housing Mental Health People with disabilities Social care Other

25 Table 8.18 Cost of sickness absence in the last year ( ) Whole Sample 24 10,200 78, ,866 1,269,901 3,176, ,426 78, , , ,980 Over ,705 1,047,208 2,765,578 3,260,135 3,787,293 Children/Young People 6 39,283 86, , ,775 2,230,739 Housing 5 402,418 1,003,364 1,047,208 2,981,336 4,111,886 Mental Health 5 540,442 1,003,364 1,219,828 1,420,120 2,356,849 People with disabilities , ,013 1,081,793 3,051,036 3,491,962 Social care 12 92, ,564 1,111,596 2,889,217 3,491,962 Table Cost of sickness absence per employee headcount in the last year ( ) Whole Sample ,224 1, ,922 Over ,293 2,072 Children/Young People Housing ,283 1,689 Mental Health ,283 1,293 1,410 1,739 People with disabilities ,323 1,904 Social care ,286 1,399 Table 8.19 Cost of sickness absence per employee FTE in the last year ( ) Whole Sample ,518 2, ,505 Over ,009 1,036 1,651 2,515 Children/Young People Housing ,032 1,511 1,996 Mental Health 5 1,067 1,511 1,651 1,795 2,110 People with disabilities ,068 1,687 2,268 Social care ,068 1,566 1,781 23

26 Table 8.20 Percentage absence: mental health concerns Whole Sample Under Over Children/Young People Education/ Training Grant making Health care/medical research International development Mental Health People with disabilities Social care Other Table 8.21 Percentage absence: muscular skeletal conditions Whole Sample Under Over Children/Young People Education/ Training Grant making Health care/medical research International development Mental Health People with disabilities Social care Other

27 Table 8.22 Percentage absence: accidents at work Whole Sample Under Over Children/Young People Education/ Training Grant making Health care/medical research Housing International development Mental Health People with disabilities Social care Other Table 8.23 Do you use occupational health referrals? Yes No Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Hospice Housing International development Mental Health People with disabilities Social care Other

28 Table 8.24 occupational health referrals per 1,000 employees per year Whole Sample Under Over Children/Young People Education/ Training Grant making Health care/medical research Hospice Housing International development Mental Health People with disabilities Social care Other

29 4.4 GOOD PRACTICE In the study, participating organisations were asked to share any recent examples of good practice. For each open question in this topic we show the written responses from 2017, in full. Good Practice in Absence Management (Table 8.99) - Introduction of a Health and Wellbeing Strategy - Sickness data and analysis on sickness reasons being more widely available to managers and HR to practice evidence based approach Quarterly sickness absence reporting going to all managers, including league table by department Wellbeing events across the year (eg know your numbers - BMI, blood pressure etc, partnership with local fitness providers). Introduction of guided mindfulness classes and on-site drop-in counselling. Introduction of training for managers when dealing with sickness absence has helped reduce sickness levels and help employees back to work Review of attendance policy and procedure with reduction in absence levels to under 4% Effective use of Occupational Health and external provider with better reporting and assessment Identification of Employee Assistance Programme for roll out to staff Use of the Bradford Factor (monitoring short term sickness absence), Employee Assistance Programme Employee assistance programme Various wellbeing sessions The introduction of cross-departmental working, HR working alongside line managers to help reduce sickness absence; we were averaging at 8.4 days lost per FTE in 2015/16 we are now currently averaging at 7.4 days. We have taken a problemsolving approach, promoting wellbeing initiatives, attending team meetings to discuss the impact of sickness and being proactive in supporting employees with medical conditions. Training for all line managers in performance management & mental health awareness training Changed the sick pay policy to measure sickness absence over a rolling 12 month period rather than a 12 month calendar period More holistic, proactive approach to managing absence. Training managers Executing zero pay at point in which policy is triggered. Return to work conversations as standard Continued to coach and train managers in how to effectively manage absence. Refined use of absence data to establish trends in certain teams/job roles so can target support/solutions. HR team worked more closely with line management on targeting high sickness cases, resulting in closing of the cases. No information from previous HR team so new team will put a process in place. Monitoring & managing absence, management training with regard to managing absence Introduced a well-being working group Employee Assistance Programme, Support with Long Term Sick Chasing up Managers where triggers reached but Managers have ignored the need to meet with the employee; Escalating non-compliance of the absence management procedures to a more senior level for review. 1. Production and distribution of monthly sickness absence reports for managers 2. The appointment of a dedicated Wellbeing Advisor who proactively follows up on sickness absence 1) Introduction of weekly absence welfare calls to employees with 10 days plus absence 2) Embedding the use of Sickness metrics which provides information on trends and costs to support managers in managing sickness 3) Strengthening policy and reporting framework Rewriting a guide for employees and managers on the absence review process with revised trigger points. Continued use of four spells and 4 weeks absence triggers. Facilitating ill-health absences training to upskill new managers and offer refreshers for existing managers. We introduced an Employee Assistance Programme as part of our Health and Wellbeing Strategy. Return to work interviews Sharing absence information with line managers Getting line managers to input sickness data rather than employees We produce quarterly reports for our senior management team. The reports are shared with operational managers. Where appropriate and in accordance with our absence management guidelines sickness 27

30 absence meetings are arranged with staff who absences breach the limits set by the organisation. More HR coaching Quarterly case review meetings with OH More in depth analysis 1) Mandatory training for all managers on how to manage sickness absence effectively; 2) Monthly reports now produced for individual departments now alerts heads of depts to high absence rates Closer Monitoring to identify issues that can be resolved before they become a problem Implementation of New HR System - absence visible and triggers flagged We have a Sick Pay Policy that has helped reduced and maintained sickness absence management with consistent Manager intervention We have had a structured wellbeing and H&S communications programme through the year for example Mental Health Awareness Week, H&S at work week to promote discussion and awareness. We monitor hot spots and support local absence management process and risk awareness. We provide manager training on sickness management and use external occupational health provider. Providing managers with sickness reports on a monthly basis so that they can make early interventions. The use of the government fit for work scheme Recently revised policy to provide triggers for management action when specific Bradford scores reached. Terms and conditions review which has reduced sick pay entitlement from 6F and 6H to 1F and 1H. More robust absence management using data to compare different service areas on; days lost, costs of absence, number of staff on absence monitoring, RTW % complete and number of staff receiving capability sanctions. This compares different Area manager patches against each other. New Absence Management Policy Review of quality of Occupational health referrals and implementation of improvements. Mental Health Awareness month. Increased promotion of wellbeing programme. Currently reviewing and developing further our wellbeing strategy. Tighter sickness policies with regards to Occupational sick pay (withdrawal of OSP for short term unrelated absences) Staff awareness of sickness and the impact it has Managing sickness within a formal process - Quarterly reporting of sickness absence data to Operational Management Group - Regular conversations about team sickness absence in partnering meetings - Pulse check survey indicators around wellbeing Employee support to be in regular contact with organisation while on long term sick absence. Gaining employee support and permission to write to their GP for health reports. Updating Absence Procedure Flexible Working Employee Assistance Programme Utilized physiotherapy service through insurers Sports massage services for staff 28

31 ANNEX A: DEFINITION OF MEASURES Table Measure Definition (numbers in brackets refer to the questions in the questionnaire) GENERAL INFORMATION 1.1 Income ( million) Income of organisation in the last year (A2) 1.2 Expenditure ( million) Expenditure of organisation in the last year (A3) 1.3 Organisational paybill ( million) Organisation's pay bill in the last year (A4) 1.4 Organisational paybill as a percentage of expenditure Organisation's pay bill in the last year (A4) divided by Expenditure of organisation in the last year (A3) Analysis of the number of participants by Total number of employees (B1a) size Analysis of the number of participants and al analysis (A6) percentage of the total for each sector 1.6 Location of head office Where is your head office located? (A7) 1.7 Nations/regions from which staff are employed In which nations/regions to you employ staff? (A8) ABSENCE MANAGEMENT 8.1 Average number of sick days taken per employee FTE pa: for all employees Average number of sick days taken per employee FTE pa: management employees Average number of sick days taken per employee FTE pa: non-management employees Average number of sick days taken per employee headcount pa: for all employees Average number of sick days taken per employee headcount pa: management employees Average number of sick days taken per employee headcount pa: nonmanagement employees Average length of sickness absence Average number of sick days per employee FTE which fell in episodes of 1-5 days, 6 days - 4 weeks and over 4 weeks Effectiveness in handling absenteeism Percentage absence: overall Total number of working days lost due to sickness absence in the last year for all employees (F1c) divided by Total number of employees (FTE) (B2c) Total number of working days lost due to sickness absence in the last year for management employees (F1a) divided by management employees (FTE) (B2a) Total number of working days lost due to sickness absence in the last year for nonmanagement employees (F1b) divided by non-management employees (FTE) (B2b) Total number of working days lost due to sickness absence in the last year for all employees (F1c) divided by Total number of employees (B1c) Total number of working days lost due to sickness absence in the last year for management employees (F1a) divided by management employees (B1a) Total number of working days lost due to sickness absence in the last year for nonmanagement employees (F1b) divided by non-management employees (B1b) Average length of each sickness absence period in days (F2) working days lost that fell in episodes of 1-5 days, 6 days - 4 weeks and over 4 weeks (F2.1a-c) divided by Total number of employees (FTE) (B2c) How effective do you consider your organisational responses to absenteeism? (F3) Total number of working days lost due to sickness absence in the last year for all employees (F1c) divided by the result of Total number of employees (FTE) (B2c) 29

32 Percentage absence: management employees Percentage absence: non-management employees Cost of occupational and statutory sick pay per employee (FTE) Cost of occupational and statutory sick pay per employee (Headcount) Cost of sickness absence in the last year Cost of sickness absence per employee FTE in the last year Cost of sickness absence per employee headcount in the last year Percentage absence: mental health concerns multiplied by 227 (the standard number of working days per annum) Total number of working days lost due to sickness absence in the last year for management employees (F1a) divided by the result of management employees (FTE) (B2a) multiplied by 227 (the standard number of working days per annum) Total number of working days lost due to sickness absence in the last year for non management employees (F1b) divided by the result of non-management employees (FTE) (B2b) multiplied by 227 (the standard number of working days per annum) What was the total cost of occupational and statutory sick pay in the last year? (F4) divided by Total number of employees (FTE) (B2c) What was the total cost of occupational and statutory sick pay in the last year? (F4) divided by Total number of employees (B1c) The sum of Total cost of occupational and statutory sick pay in the last year (F4) and: Total number of working days lost due to sickness absence in the last year (F1c) multiplied by Percentage of employees whose role requires temporary cover when they are absent (F7) multiplied by Average cost of temporary cover per person per day for those employees whose role requires temporary cover when they are absent (F8) The sum of Total cost of occupational and statutory sick pay in the last year (F4) and: Total number of working days lost due to sickness absence in the last year (F1c) multiplied by Percentage of employees whose role requires temporary cover when they are absent (F7) multiplied by Average cost of temporary cover per person per day for those employees whose role requires temporary cover when they are absent (F8). This is then divided by the Total number of FTE employees (B2c) The sum of Total cost of occupational and statutory sick pay in the last year (F4) and: Total number of working days lost due to sickness absence in the last year (F1c) multiplied by Percentage of employees whose role requires temporary cover when they are absent (F7) multiplied by Average cost of temporary cover per person per day for those employees whose role requires temporary cover when they are absent (F8). This is then divided by the Total number of headcount employees (B1c) days lost due to sickness absence in the last year due to mental health concerns as a % of total working days (F1.1a) divided by: Total number of employees (FTE) (B2c) multiplied by the 30

33 Percentage absence: muscular skeletal conditions Percentage absence: accidents at work Do you use occupational health referrals? occupational health referrals per 1,000 employees per year Good practice points in absence management standard number of working days per year (227) days lost due to sickness absence in the last year due to muscular skeletal conditions as a % of total working days (F1.1b) divided by: Total number of employees (FTE) (B2c) multiplied by the standard number of working days per year (227) days lost due to sickness absence in the last year due to accidents at work as a % of total working days (F1.1c) divided by: Total number of employees (FTE) (B2c) multiplied by the standard number of working days per year (227) Do you use occupational health referrals? (F5) occupational health referrals made during the last year (F6) multiplied by 1,000 divided by Total number of employees (B1c) Good practice in absence. In relation to absence, what have been your most successful two or three initiatives in the last three years? (F99) 31