HR News August 2011

Welcome to the August edition of HR News. News International of course has dominated the last few weeks' news, with this in mind we have put a together a brief synopsis of the Bribery Act, it seems News International could be the tip of the iceberg. We also look at employee engagement and two stories on absence management, how much is it costing your organisation and what excuses are your employees coming up with to get a day off work? Is it genuine or not - how do you tell?

 

The Bribery Act

The Bribery Act 2010, which sets out the new law on public and private corruption, came into force on 1 July 2011. An organisation will be able to defend themselves against this offence if it can show that it had in place "adequate procedures" designed to prevent bribery by, or of, persons associated with the organisation.

The Bribery Act was originally due to come into force in April, but the Government delayed it to allow time for a review of the guidance.

Under the Act, the maximum penalty for individuals found guilty of bribery will rise from seven to 10 years' imprisonment, and/or an unlimited fine.

There are four principal offences:

• Offering, promising or giving a bribe (active bribery)
• Requesting, agreeing to receive or accepting a bribe (passive bribery)
• The specific offence of bribing a foreign public official
• The corporate offence of a failure by a commercial organisation to prevent persons associated with it from bribing another person

Make sure your organisation has procedures in place and understands the full implications of this new act.

Employee engagement - Responsibility 'lies with line managers'

Responsibility for raising employee engagement lies predominantly with line managers rather than HR departments, according to the results of a recent survey.

Asked to consider the influence of managers and HR in engagement, 42 per cent of respondents said that it was mostly the duty of line managers, while 9 per cent felt it was entirely a management concern.

This compared with just 1 per cent of those polled who believed that responsibility laid mainly or wholly at the feet of HR. The significant remainder of respondents - 48 per cent - indicated that responsibility for increasing employee engagement should be shared between the two.

Respondents were split on whether workplace engagement had improved on one year ago - with 42 per cent agreeing this was the case, 31 per cent disagreeing and 27 per cent remaining undecided.

But over half the HR professionals surveyed believed that employee engagement could be accurately measured (58 per cent), in comparison with 23 per cent who disagreed or strongly disagreed.

The survey findings also revealed that 45 per cent of HR professionals felt they were more engaged than the wider workforce, compared to the one in four who disagreed with this assertion.

Staff Absence: How much is it costing your organisation?

Based on an average salary of £25,000 a year, UK employers are left with an annual bill of at least £32 billion, although some estimations put it as high as £100 billion.

Most alarmingly, The CIPD suggests fewer than half of employers monitor the cost of sickness absence, but employment relations minister Ed Davey says management of non-attendance helps individuals, employers and the economy. It could improve productivity, boost growth and mean more people no longer have to rely on tax payer handouts. The cost of absence to business has prompted the Government to commission a review into what has become a hot topic for politicians.

A study carried out by the Government in 2008  left employers frustrated. It was criticised for not being radical enough and for including recommendations many employers already implement, such as return-to-work interviews.

The introduction of the 'fit note' last April was welcomed, but GPs lack confidence in the system and need to work closer with employers. Only then would they really know if someone could return to work, albeit with adjustments made in the workplace.

The Public Sector, where occupational sick pay is more generous than in many private firms, still has the highest levels of absence. The CIPD points out public organisations are more likely to introduce wellbeing initiatives to promote good health.

Minor illnesses still remain the most common reason why people take time off, but long-term absence accounts for nearly a third (32%) of lost working time. The main reason being related to stress, anxiety and depression, while musculoskeletal disorders are the second most common reason for long-term sickness, especially among manual workers, followed by chronic back pain.

What can sometimes be underestimated is the effect sickness has on productivity, if people come to work ill.

The CIPD recommends as well as return-to-work interviews, businesses  need trigger mechanisms to review attendance and have stronger options to discipline workers for unacceptable absence. For this to happen, line managers need the skills and responsibility to manage this area effectively.

This is especially true when considering the sensitive issue of mental health.

There is also the questions around unfair dismissal and the danger of breaching the Disability Discrimination Act (DDA) and 2010's Equality Act.

The law defines a person as disabled if they have a physical or mental impairment that has a substantial and long-term adverse effect on their ability to carry out normal day-to-day activities such as reading, writing, using the telephone, having a conversation or travelling by public transport.

The Government's determination to tackle sickness could see demand for online absence management tools soar as companies do more to evaluate the impact health has on performance and productivity.

The Government's latest initiative to tackle sickness absence was announced in February. Politicians have claimed working age ill-health could be costing the economy up to £100 billion a year.The review will explore how the system could be changed further to reduce the cost to taxpayers, business and the economy. The review will also examine rates and conditions of statutory sick pay and occupational sick pay At the same time, the Government is rolling out its 'fitness to work' assessments to reduce the number of people claiming incapacity benefit. After a 13-week assessment, a doctor or medical professional will advise whether someone is fit enough to carry out paid work.

Streamline staff absences with TeamSpirit Human Resources Software  

What's the excuse today?

 A staggering one in three UK workers admit lying to take time off work, mainly because they are fed up with their jobs, according to research published  this month.

A 'skivers' best motivaters are, good weather, hangovers, and romance, but over 60% claim they are simply bored and depressed with work and could not be bothered to go in.

The lengths that people go to cover their tracks is astounding and because illness is the favoured excuse for 83% of people taking 'sickies', with four out of 10 even faking symptoms around the office in preparation for a day off. It is becoming increasingly more difficult for managers to spot whether it is a genuine absence or not.

The illness of choice is difficult to prove: half of all excuses involve gastro related problems. For some family responsibilities are the real reason behind 'sick' days, perhaps highlighting the difficulties people face achieving a work-life balance. Employers need to take heed because taking a day off for a false reason seems to be contagious. A third of workers think they'd be more likely to take unwarranted leave if they see their colleagues getting away with it. The symptoms can also be long lasting, with two thirds of 'skivers' saying their days off are more credible if they pretend to be ill for more than one day!

Some employees admit that because they have been working hard that they deserve a day off. Whilst most workers phone in sick themselves, 9% get someone else to do so. Using text is also becoming popular to avoid talking to someone!

If people are bored and depressed with their jobs, employers need to think creatively how they can get people back in gear. Rather than a sign of laziness, unwarranted absence can mean people are under-used.

Introducing or enhancing flexible working arrangements can make a difference. Ensuring people feel they're not taken for granted is also important.

With UK absenteeism levels double those recorded in the US, it is vital British employers get to grips with the problem to ensure the UK remains competitive.

Use TeamSpirit Human Resources Software to produce strategic reports to ensure that your business is motivating and retaining its best people.

Whilst we take great care to ensure accuracy in the compilation of our Newsletters, Bond do not in any circumstances accept responsibility for any errors, omissions for advice given in this publication.