Human Resource blog by CIPHR. CIPHR is a leading UK provider of HR software as a service, delivering innovative systems designed to meet the needs of public and private sector organisations. Covering the employee lifecycle, CIPHR’s products are accessible anytime, anywhere, delivered from UK-based data centres.
We look at the employment law rulings and legislatory changes that have been affecting UK HR teams over the past 12 months
Compliance requirements dominated the agendas for many UK organisations during the first six months of 2018. For HR professionals dealing with the urgency to become more transparent and open about company information, and more accountable in protecting an individual’s integrity, 2018 was a year of juggling regulatory requirements with developments around the future of the work, which we will explore in more detail in the second part of our 2018 review.
Here we assess five major compliance challenges that HR teams tackled this year.
Employment tribunals and dispute over ‘worker’ status
Following the abolition of tribunal fees in 2017, there has been a surge in cases making their way through employment tribunals. Personnel Today reported in November that the average waiting time between the filing of a case and a hearing reached 207 days in the 12 months to 31 March 2018, with the courts’ outstanding employment caseload totalling 336,637 – up 23% compared to the year before.
Hitting the newspaper headlines were ‘gig economy’ cases that concentrated on the employment status of individuals and their working relationship with companies such as Pimlico Plumber, Uber and Deliveroo. These cases focused on workers’ rights, contracts and the definition of these firms’ business models.
At the end of this year, and currently in Manchester’s law courts, is a tribunal claim brought by Olympic cyclist Jess Varnish against British Cycling and UK Sport for wrongful dismissal and sex discrimination. In this case’s first stage, she must prove she was employed and not self-employed. The results could not only have repercussions for athletes’ funding but have an impact for gig economy workers with regards to tax, pensions, holiday and sick pay.
Given the increasing number of tribunal cases, and the high-profile reporting some are receiving, this year is proving to HR professionals that they need to be much more aware of the commercial, financial and reputational implications of a decision to dismiss an employee.
General Data Protection Regulation
On Friday 25 May, the General Data Protection Regulation (GDPR) came into effect, clarifying how companies collect and manage personal data. At the time, this created a flurry of policy activity as HR teams rushed to meet the deadline and ensure that any data relating to employees, volunteers, customers and suppliers were being collected, held and used within the GDPR’s rules.
Individuals can now request to see what personal data an organisation holds on them, free of charge, and have more say over what is done with their data – including the ‘right to be forgotten’ (ie to request all data that the company has about you to be destroyed).
A maximum fine of €20 million or 4% of annual turnover (whichever is highest) could be levied in the event of a serious data breach. More than six months on, the Information Commissioner’s Office (ICO) has taken enforcement action against companies such Facebook, and we can expect next year to see more organisations face hefty fines and embarrassing publicity following significant data privacy and security breaches.
Six months on from the GDPR’s introduction, a CIPHR survey discovered that, although the majority of organisations have done the necessary work to write policies, create new procedures and train staff, there remain questions over whether data-protection principles have actually been built into the organisations’ design and are being adhered to consistently.
Equality and inclusivity
While the GDPR is designed to protect an individual’s data privacy, gender pay gap reporting is designed to prompt organisations to take action to remedy gender inequality.
Earlier this year, HR Grapevine reported a staggering 87.9% of women said that they’d been paid less because of their gender.
After the gender pay gap consultation in February, led by the Equality and Human Rights Commission (EHRC), measures were set out to enforce the reporting of an organisation’s differences between the average hourly earnings of men and women in women. All public bodies were due to report by 30 March 2018, and all private companies with more than 250 employees had to submit their reports by 4 April 2018, with the results published on the government’s website.
According to The Guardian’s analysis, 8 in 10 private companies and 9 in 10 public-sector bodies pay men more than women. At the time, Sam Smethers, chief executive of the Fawcett Society, said of the reports: “It’s a game changer. It forces employers to look at themselves and understand their organisations, and it prompts employees to ask some hard questions.”
Around 1,500 organisations failed to meet the deadline, although a ‘shaming’ report is yet to be published. Bloomberg reports that those found to be in violation of the 2010 Equality Act will face unlimited and unspecified fines. These companies are also likely to face internal pressure from their staff for change, as well as reputational damage.
Adding further pressure to organisations to be more transparent, executive pay gap reporting regulations was announced in July. These come into force on 1 January 2019 and require UK employees to report annually on the pay gap between their chief executive and their average UK worker. The report must also provide what action the company has taken to improve employee engagement and consultation.
A consultation on ethnicity pay gap reporting began in October and closes in January 2019. In the meantime, HR Grapevine highlighted the importance of inclusivity in affecting our feelings towards our employers, citing research by the Billie Jean King Leadership Initiative and Deloitte.
The #MeToo movement has shown that employees are more aware of their rights than ever and are much readier to call out bad behaviour, made easier by the speed and ease of social media and platforms for anonymous reviews of employers. HR needs to protect reputations, to be accountable, and to lead the charge by taking positive steps on social issues and building trust with their employees said HR Magazine.
In November, the Parliamentary Women and Equalities Committee launched an enquiry into the use of non-disclosure agreements (NDAs) in cases involving any form of harassment or other discrimination, including pregnancy or maternity discrimination, or racist abuse.
Statutory maternity (SMP), paternity (SPP), adoption (SAP) and shared parental pay (ShPP) rose in April from £140.98 to £145.18 a week. People Management reported that the obstacles to the uptake of paternity leave are not just related to the low level of statutory paternity pay but also to issues about working culture and the traditional views of men and their caring responsibilities in society. Research from the TUC earlier this year revealed roughly one in four new dads would have been ineligible to claim SPP in 2017-18, partly down to rising levels of self-employment.
The workplace childcare voucher system was abolished in October following the introduction of Universal Credit. The vouchers are to be replaced by a new method of tax-free childcare, entitling families to claim up to £2,000 per child.
Brexit paralysis continues
When it comes to employment law, Brexit is very much a ‘wait and see’ situation. There has been much debate about what might change; regulations such as TUPE are expected to be amended, the Agency Worker Regulations are widely expected to be repealed, and the calculation of holiday pay would be likely to be high on the government’s agenda when we exit the EU. Currently, the UK is expected to exit the EU on 29 March 2019, and so there’s not a lot that will change in the immediate future from a legal standpoint.
However, much has changed in the expectation of HR’s role as a profession. In part two of our 2018 review, we will examine a new development in the workforce culture, with the increasing use of data analytics to inform business strategy, alongside the integration of HR tech to increase productivity and automate mundane administrative tasks.
Choosing one HR system is tough. But if you’re planning to integrate multiple solutions, it’s even more crucial that you choose the right partners to work with
Selecting the right system vendor is always difficult, but the challenges are multiplied when you’re considering integrating two or more HR technologies. Much rests on your choice: will the new system adequately meet (or even exceed) your needs? How will it link up with your core HR software and, potentially, other HR and business software? Have the vendors worked together before? If not, will they be able to do so?
As the popularity of integrated systems increases, more and more non-competing system vendors are choosing to work together and recommend each other’s services to their clients. There are obviously clear benefits for vendors who establish such partnerships, but what’s in it for you, the client?
“I think partnerships are now seen to be a thoroughly good thing – and quite right, too,” says Kate Wadia, managing director at Phase 3 Consulting. “It’s about finding partners you can trust and that can deliver well for you. And I think HR as a customer should be quite demanding about that. But with the right partners, you can bring more experts on board to work together, which gives you a greater richness and diversity of expertise and opens up more opportunities to you.”
A vendor’s willingness to partner with other companies “generally says good things about the openness of the product and their working culture,” she adds. And it’s important to find a company whose culture and ways of working fits with yours, says Kathryn Kendall, chief people officer at Benefex: “I think if there is a clash between cultures, it becomes really obvious to employees [using the system], and it doesn’t feel like the seamless solution that it should be. As much as the functionality has to be right, you also need to find a product and vendor that fits with your organisation’s culture and ethos as well.”
Taking advantage of pre-existing integrations can also result in time and cost efficiencies, because integration work requires financial investment that smaller organisations may find difficult to justify. “When we establish a partnership with a provider of core HR software, such as CIPHR, we shoulder the bulk of the cost of the integration work – making it more affordable for individual customers,” says David Heard, director at Abintegro. “And, because we both know how to get the best out of our systems, we are able to map out some really clever integration points, such as passing data back and forth between systems to enable accurate usage reporting. That means it’s not up to the HR professional to come up with these ideas and fund them – we do it all for you.”
Of course, it’s crucial that HR teams do their own market analysis and due diligence before choosing a systems provider. “Just because there are pre-defined partnerships in place, it doesn’t mean you have to go with them: you, as the customer, have all the choices,” says Wadia. “You could take longer, you could pay more to have a bespoke integration set up, or you could choose not to do the integration if it’s not right for you.
“There are massive efficiency savings from choosing to work with established partners, and it tells you that the two companies are going to work well together. But don’t assume that it’s your only option, either.”
This is an extract from CIPHR’s free white paper, Better together: the future for HR systems integration. Download it here
HR technology expert Kate Wadia assess the trends HR professionals need to focus on in 2019 – and the ones you can afford to overlook for now
The tech industry loves hype and buzzwords. For HR professionals, sorting out the real direction of travel from the trend-setters and thought-leaders creates a kind of ‘parallel universe’: we end up stuck at a desk, paralysed by a plethora of choice and complexity. We have little clue about how to move our people strategies and tech capabilities that one next step closer to their optimum state.
These are uncertain times: technology is changing rapidly. The expectation of the end user is accelerating. Budgets are hard to bid for in an economic and political climate that creates a lack of safety. The conundrum for people leaders is that the very same set of circumstances make it business critical that we should no longer lag behind business when it comes to our adoption of cloud-based, self-service people applications. Research suggests that barely 20% of business leaders are ‘very satisfied’ with the people systems in their organisation. For HR, that’s sobering.
Three HR tech trends that deserve the hype1. Integrations and partnerships
Business leaders lose patience with pleas that people functions add strategic value unless we can draw a direct line of sight between how people strategies directly affect performance and the bottom line.
This means a push out into the organisation with systems that join up. Cross-functional networks are enabled by tech that’s capable of joining up people and processes. This means seeking solutions from providers working with app partners, offering a choice of ways to integrate, from the sophisticated API to the hard graft of manual co-operation. Support these complex networks with service partners, internally and externally.
2. A focus on the user experience
Next year is the time to take seriously the chatbot, automatic booting, and the on-screen visual experience of your employees and would-be employees.
Often a new trend doesn’t mean ditching the old HR library and there are related concepts that make it easy to get to grips with the business case you’ll need to make. What does employee engagement mean? What’s McKinsey’s ‘war for talent’? What did the concept of the psychological contract have to tell us about matching consumerised appetites with our experiences of being at work?
At a recent masterclass with CIPHR customers, we looked at how a quantitative return on investment (ROI) can be difficult to stack up unless these qualitative benefits are well set out. Again, it is the line of sight that is crucial.
3. Data-driven HR practice
As a profession we’ve been slow to catch on to the message that ‘this is the year for HR analytics’, so instead we’re seeing a re-badging of people analytics that is encouraging business to understand that HR strategies are evidence based, digitally minded, and data driven.
This is more than a passing trend: it’s a real need to contribute people information. Again, that imperative towards a greater focus on productivity is helped by an increasing mandate when it comes to reporting. Gender pay gap reporting looks set to be followed swiftly by the same for ethnicity and reward. In many industry verticals, the compliance agenda is not about to abate.
So whether it’s for social meaning, strategic value-add or legislative mandate, HR systems need great visualisation of information for managers, ready feeds to business intelligence tools and early adoption of employee feedback mechanisms. We are noting for mid-sized business a very current investment in forms, survey and pulse tools. Get feedback in; get information out.
Three agendas that trend-setters are overlooking1. Payroll
Advancements with core HR systems will force some questions about changes to payroll technology. We need to understand why payroll is not just the click of a button and what this means for cloud-based systems and adoption on a global scale.
2. Data and cyber security
As HR teams aspire to greater ownership of their people systems and closer working relationships with their IT partners, we won’t be able to divorce questions over ownership of data from changes in technology. It’s politics, opportunism, and an acceleration of technology capability that catapults questions about our personal data into sharp relief. HR leaders need to be prepared to step up to own that agenda. The GDPR doesn’t require a project team, but a steering committee.
3. Upskilling of HR teams
A broader implication of the emerging ‘digital mindset’ is the need to upskill HR teams around technology. At a headline level, the CIPD’s newly launched profession map includes analytical ability and an appreciation of the need to champion change through technology. A newly defined HR technology skillset will emerge.
Three fashions that are more futuristic
Sometimes it’s better to be a follower rather than a leader where the tech is in its infancy and where the appetite is a little unknown.
The first fad that I’d leave to Twitter is blockchain. It is a vital direction for the future, and there will be applications for HR. But, for 2019, you’re safe to think only about its use for CV verification. I’d recommend you play a similar waiting game with the internet of things, and machine learning.
In 2019, as you seek to bridge your own gap between the parallel universes that are the HR tech trends and your own organisation’s adoption of people systems, it is hard to sort out the fad from the long-term strategy. I’d recommend you take one step towards integrating your HR and business systems, make a move to improve employees’ experience of the HR system you ask them to use, and begin to turn your people data into real, business information. Make progress in these three areas and by this time next year you’ll be as pleased as Christmas punch.
Kate Wadia is managing director at Phase 3, a specialist independent people technology firm. For more information about HR technology trends in 2019, look out for content from Phase 3 Insights or follow Kate on Twitter.
Shopworks and CIPHR are now offering HR teams integrated HR and workforce management software
Workforce management solution provider ShopWorks and HR software firm CIPHR have joined forces to offer businesses in the hospitality, leisure and retail sectors integrated cloud-based workforce management and HR solutions.
The seamless integration of software perfectly connects CIPHR’s HR system with ShopWorks’ bespoke staff scheduling solutions – automating tedious manual tasks to reduce the risk of human error, and to enable staff to spend more time on value-adding activities.
Lee Bowden, head of strategy at Shopworks, said: “We are always looking for ways to help our current and future clients improve the management of their staff. Partnerships like this with CIPHR has already been proven to be a success.”
Rob Oehlers, head of customer success at CIPHR, said: “We are delighted to be working with ShopWorks to offer customers integrated HR and workforce management solutions, so they can spend less time on administration and more time on the tasks that really matter.”
The integration between Shopworks and CIPHR means that when details of new starters and leavers, or changes to roles, pay and holiday entitlements, are made in CIPHR, these changes and updates are automatically reflected in ShopWorks so rotas can be created correctly.
The two-way link also means that when details of absence and holiday are calculated in ShopWorks based on the hours that staff work, this information is sent into CIPHR. Single sign-on enables staff and line managers to access ShopWorks directly from the CIPHR system they already know and use, without needing to remember additional usernames and passwords.
The partnership between ShopWorks and CIPHR has already begun to improve the management of a number of companies, including Starbucks franchise owner 23.5 degrees. It is expected that since implementing ShopWorks and now working with CIPHR, 23.5 degrees will save as much as 5% on their direct staffing costs.
A strong, positive employer brand can really make your organisation stand out in the competition hiring market. Deploy some or all of these ideas to boost your branding
Employers should always be open to using new and different strategies to help them recruit the best new talent. Establishing, maintaining and nurturing a strong employer brand is one of the most effective ways to attract top candidates.
How you communicate your company culture and atmosphere is key to your recruitment process. Here are 11 simple steps you can take to develop a strong employer brand.
1. Be authentic
Your organisation’s leadership will have a significant impact on both your company culture and how happy your employees are in their roles. Research shows that an employee’s perception of authentic business leadership is the strongest predictor of their job satisfaction, commitment to the organisation and happiness at work.
Becoming a leader doesn’t require taking on a new persona. The key is authenticity: your style will be influenced by your personal experiences, values and strengths.
Authenticity requires the voices of employees to amplify your message and values. Trust is often an issue when it comes to allowing employees to openly discuss your organisation, but it shouldn’t be if you’ve nothing to worry or be ashamed about.
Whether you like it or not, your people will be sharing and discussing their experiences of working for you on social media. Rather than trying to control or stop them from doing so, you should be using these conversations to communicate your employer brand.
2. Be human
When a job-seeker is deciding which roles to apply for, they’ll want to see that your organisation has a human, humane side to it. People like, and are attracted to, other people – not faceless corporations. Showcasing a brand personality, thinking like a human and focusing on relationships are all important elements of a strong and authentic employer brand message.
Human contact is essential to an employer brand: how easy is it to contact your recruitment or HR team, for example?
It’s worth taking inspiration from how great brands look after their consumers. Moz.com reports the story of a large online bridal retailer that tested two ways to apologise to customers in the event of an error: a $50 gift card or a phone call. Those who received a personal apology by phone were twice as likely to purchase from the retailer again than those who were sent the gift card.
One great way to communicate with potential candidates is though online conversations. Offering advice, answering questions and asking for opinions are all important elements in sharing and promoting your organisation’s human side. Your staff can get involved too, using their own personal brand to strengthen your messaging and showcase the brilliant people they work with.
Sharing real-time social updates, rather than scheduling 100% of your content, allows you to tell your organisation’s story as it happens. Immediate content also adds a human element as it’s usually candid and ‘real’. Posting photos of your people having fun in the office, social events and the general culture of your workplace will give a real insight into your culture.
Using the same language that you would use in a real-life conversation when sharing content shows a more human side to your organisation. On some social platforms, such as Twitter, it actually helps to abbreviate and use slang to shorten messages – using technical terms or corporate jargon might put off some readers.
3. Embrace transparency
Websites such as LinkedIn and Glassdoor have completely changed how people hunt for jobs. Organisations with motivated, happy and well looked-after people will flourish, while those who fail to appreciate the benefits of openness and transparency are likely to suffer.
If you’re not presenting an accurate depiction of what it’s like to work for your company then you may be missing the whole point of employer branding. If it’s relevant to what you do as an organisation, the people affected have a right to know. All too often, critical details regarding operations and decisions are divulged on a ‘need to know’ basis.
Your employees’ (and ex-employees’) reviews of your organisation and CEO can be hugely powerful marketing tools – but, if negative, can seriously damage your reputation and recruiting efforts. Potential customers are also more interested in your employer brand than ever before, and taking a more value-based approach to business is increasingly popular.
Using imagery of real staff on your website, rather than stock imagery, is one example of a very quick and easy change to improve the transparency and authenticity of your employer brand. You might also want to consider including real quotes and stories from your people about what it’s like to work at your organisation.
Staff need to feel that they are free to offer their advice and feedback without reprisal. If there is no trust between workers and leaders then honest feedback won’t be forthcoming.
Remember, inviting and asking for feedback is only the first step in the process: following up on the comments and suggestions from employees must be something that, as an employer, you’re seen to be doing consistently.
As the trust between your people and leaders strengthens, so too will the honesty of the feedback you’ll receive – allowing you to further improve your employer brand and working culture.
By providing employees with regular constructive feedback about their own performance, you can help and encourage them to continually improve. Your support will make them feel valued and appreciated, further strengthening engagement and improving staff retention rates.
5. Flex the rules
Although rules and policies are an important part of an organisation, are you confident that each one you have in place is strictly needed?
Workers now expect employers to offer flexible working options in order to improve work-life balance and allow personal obligations to be accommodated.
Being flexible with your employees is good for your business. It builds employee trust, helps attract and keep key talent, and it drives everyone to collaborate to find solutions that work for all those involved. In a 2015 survey, 67% of employers said they believed their employees enjoyed a good work-life balance – but just 55% of their staff agreed.
Many employers also worry that letting employees choose their own hours or work remotely may create a disengaged workforce. But so long as leaders create accountability, flexible environments actually benefit your organisation just as much as they benefit your people. Offering flexibility can have a significant positive effect on morale, loyalty, productivity and retention, and may even lead to a rise in discretionary effort.
Differing religions, cultures and employee needs mean that today’s employers must embrace and accommodate diversity. Being flexible will enable your brand to accommodate the needs of your diverse workforce more readily.
6. Put employees first
It sounds obvious but treating your people with respect and valuing their contributions is crucial if you want a strong and authentic employer brand. Not to mention the fact that finding and retaining top talent isn’t easy or cheap: one SHRM study estimated that every time a company replaces a salaried employee, it costs six-to-nine months’ salary, on average.
Employees want to feel like they’re trusted to manage themselves to a certain extent. Give them a sense of control by offering options for how, where and when they work. Perhaps they want to use a personal device for certain tasks, or want more choices for working remotely or flexible hours?
When your people are happy, they are more invested in your organisation’s success. This engagement is invaluable.
7. Realise that fun is good for business
Because we spend so much time at work, it makes sense to inject a bit of fun into our working lives where possible. And that fun doesn’t simply result in smiles and laughs – it brings a tangible increase in workplace happiness and productivity. A more enjoyable workplace makes individuals perform better in almost every aspect of their lives and contributes to better wellbeing.
Hosting themed events or competitions around festivities such as Halloween or Christmas, or even TV programmes such as The Great British Bake Off or The Apprentice is a great way to encourage staff to have fun and connect with their colleagues.
Having fun at work gives employees something positive to talk about and share on social media. These light-hearted stories are a great addition to both your marketing and employer branding efforts, appealing to prospective staff and customers alike.
8. Share your stories
As well as making efforts to introduce all of the above to your organisational culture, you should also be promoting your hard work and its results. Social media is great for sharing such stories because it is a very visual storytelling medium. Imagery of your people having a great time at work sends a powerful message to anyone who is considering connecting with your organisation. Telling people’s stories on your careers website is another powerful way to attract the right applicants for your vacancies.
But it’s not just external sharing that’s important. By publishing employer branding content internally, you reinforce positive messages about your organisational culture, and remind staff of the great environment that you’ve all created together.
9. Create a pleasant working environment
Collaborative spaces, quiet zones and healthy lunches are all examples of how an organisation can improve the working environment for its employees. The better the workspace, the more productive and happy your employees will be. Even if your people are increasingly working from remote locations, it’s important to make the office a pleasant place to be for those employees working in it.
Quick wins include:
Keeping the temperature at a pleasant level
Using colour and artworks strategically to brighten the mood
Offering free tea and coffee, and healthy snacks such as fruit
Keeping bathroom clean and sanitary – you might also want to consider stocking them with essentials such as deodorant and hand moisturiser
10. Champion employee advocacy
We’ve all read about how powerful employee advocacy is for your employer branding and the many benefits it affords your business, but what about employee advocacy?
Many organisations have at their disposal a marketing team, strong online presence and a large social following. What better way to show that you care about the individuals that make up your workforce than to use your online might to advocate and encourage your employees in whatever they do?
As well as the social boost they’ll receive as a result of your efforts, your employees will also get a morale lift and share their positive employer brand story with others. These stories will also offer candidates and prospective applicants an insight into the diverse group of people they’d be working with if they applied for a role at your organisation.
11. Learn from your successes and failures
Employer branding is never stagnant. There are always emerging trends, advances in technology and differences of opinion about what works and what doesn’t. To maintain and improve your employer brand it’s imperative that you learn from your experiences and mistakes, and outside feedback, and apply this knowledge to continually adapt and evolve your strategy.
Scheduling a feedback session for new employees, for example, will give an insight into any changes required in the onboarding process, as well as what works well. Remember, don’t be afraid to try new techniques; resting on your laurels is a sure-fire way to fall behind the competition and lose out on the best talent around.
This article was first published in September 2017. It was updated in November 2018 for freshness, clarity and accuracy.
HR departments often use the Bradford formula to calculate the impact of absence. But how does it work, and is it still a valid metric?
What is the Bradford factor and what is it used for?
The Bradford factor is a formula used by HR departments to calculate the impact of employees’ absences on the organisation. It is based on the theory that short, frequent, unplanned absences are more disruptive to organisations than longer absences.
How are Bradford factor scores calculated?
Bradford factor scores are based on the frequency and length of an employee’s absence during a defined period, usually 52 weeks.
The formula used is:
B= S² x D
B = Bradford factor score
S = total number of spells (instances) of absence for that individual in the given period
D = total number of days the individual was absent during the given period
Some HR systems, such as CIPHR, can automatically calculate this score for you. Free online calculators are also available.
What is a ‘good’ or ‘bad’ Bradford factor score?
Higher scores suggest an employee’s absence rate is having a more negative impact on the organisation.
For example, if an employee is absent once in 52 weeks for 10 days, their Bradford factor score is:
(1×1) x 10 = 10
If an employee is absent twice in 52 weeks for five days at a time, their Bradford factor score is:
(2×2) x 10 = 40
And if an employee is absent 10 times in 52 weeks for one day at a time, their Bradford factor score is:
(10×10) x 10 = 1,000
In these three scenarios, the employee has been absent from work for the same length of time, but the shorter, more frequent absences generate a higher Bradford factor score.
How useful are Bradford factor scores?
Some employers choose to set thresholds at which Bradford factor scores are deemed to be problematic and require interventions such as verbal and written warnings and, potentially, dismissal. Such thresholds are often designed to discourage employees from taking unnecessary sick days.
But organisations must make sure there are safeguards in place to protect employees with medical conditions – such as cancer – that may cause irregular absence patterns because of hospital appointments. Employers must also make sure that their absence policies (including their use of Bradford factor scores) do not discriminate against employees with disabilities. Employees are legally entitled to time off to care for dependents, so these unplanned absences should not be included in Bradford factor calculations.
This article was first published in November 2014. It was updated in April 2018 for freshness, accuracy and clarity.
With absence and presenteeism estimated to cost the UK economy £73 billion annually, ensuring employees’ wellbeing is a business imperative. Samantha Caine shares her top tips for preventing stress and burnout among your staff
Find out more
To discuss how CIPHR could help your organisation, call us now 01628 814 242.
Or download a CIPHR brochure below to find out more:
Find out more
To discuss how CIPHR could help your organisation, call us now 01628 814 242.
Or download a CIPHR brochure below to find out more: