It has long been recognised that absenteeism has a direct impact on productivity.

However the causes of absenteeism are many, varied and complex.

Attendance - the converse of absenteeism - is linked to; the nature of the work, Workplace relations, Employee turnover, Stability, HR policies, Workers Compensation claims, return to work programs, Induction programs, Industrial disputation, Shift patterns, Distance to and from work.

When absenteeism is discussed it usually leads to polarised views regarding the causes, the management and attitudes as to whether it is an entitlement or a privilege.

What is clear is the notion that an organisation's real competition is itself, that every day, week, month, or year should be better than the last.

MMHR's proven approach begins with a diagnostic review of the previous three years attendance records and a review of the absence management systems or lack there of.

The data is then analysed for patterns that are reoccurring or are triggered and/or related to a person, event or season.

All managers and supervisors are trained in counselling skills and absenteeism management.

Then we develop policies and procedures that support the cultural changes.

Consequences of Workplace Absenteeism are:

• Loss of productivity

• Increased Costs

• Poor quality

• Frustration in every part of the organisation

• Increase in Management Time and Costs

• Poor Safety

• Increase in overtime costs

While sick pay is for sick people, creditable Australian research shows that the averge number of sick days taken per year per employee is 8-9, it is estimated that 30% to 40% of all absenteeism is a result of entitlement mentality. Thus in a workforce of 200 people 5 people will be employed jsut to cover non medical sickleave.