Source: theHRDIRECTOR
Date: Summer 2006

Sickies: seventy per cent of business leaders feel that absence due to feigned illness is damaging their firm’s productivity, according to a recent survey from law firm browne jacobson. Unbelievably, only one third (36%) of the firms surveyed, bother to implement disciplinary procedures if they suspect that absence is not genuine.

The challenge for managers nationwide is to learn how best  to deal with the problem of fraudulent sick days and, more importantly, ensure that in future the lure of a ‘sickie’ no longer springs to employees’ minds.

The two most common causes of the archetypal ‘sickie’ are lack of employee motivation and engagement and the temptation  of external, personal interests. And with the World Cup recently on everyone’s minds, there has been considerable consternation among UK employers about the effects of a large sporting event on the workplace. The media has been swamped by scaremongering stories warning of the threat posed to productivity. But, the country’s economy has yet to grind to a halt because of a major sporting tournament. Hudson’s recent study into the wider, ongoing role of sport in the workplace debunks many of the negative assumptions commonly conveyed to managers. In fact, far from being an agent of absenteeism, the World Cup – and, crucially, sport in general, day in and day out – represents an overwhelmingly positive opportunity for bosses to boost morale and motivation and, ultimately, productivity and the bottom line.

Only two per cent of British employees said they would consider calling in sick during this football World Cup if there are time clashes. But far more telling were the findings that showed that 34% of respondents agree that conversations about sport break down boundaries with colleagues, and one in six people use ‘sport talk’ to build better relationships with customers, saying that discussing sport or supporting the same team can establish the trust necessary for a sale. Perhaps surprisingly, sport today is not just a ‘male’ subject – 70% of women told Hudson that management should make better use of sport to boost morale and productivity.

Businesses should be acknowledging the fact that sport represents part of the fabric of daily working life – in the offıce, networking at meetings or out in the ıeld – and they can reap rewards of harnessing the positive potential of this.

In an age where candidates often call the shots, employees are no longer afraid of moving jobs. Managers must work harder to attract and retain the best people. Whilst ınancial remuneration will always be a major factor for employees, they are increasingly concerned about the culture of the company they are joining. Lack of engagement with the ırm’s culture is increasingly a cause of high staff attrition. Sport should be a key tool in addressing this, as the competition and collective identity that it creates can foster team spirit and boost morale. Prevention is clearly better than cure. Our fascination with sport represents an ever-present social ‘glue’ for offıces around the country, and understanding that is a signiıcant step towards establishing the culture of shared engagement necessary to tackle the ‘sickie’ issue and free ourselves of World Cup fear.

Using sport as a preventative measure for sickies

• Encourage staff to watch sport together:Businesses have begun to wise up to the cultural beneıts of providing communal screenings of big sporting events in the workplace. The energy and goodwill generated by collective support and interaction on a large scale ensures that employees feel valued and more willing to engage in work after the event, thus reducing the rate of sickies. Why not take it further? Trail the event in the weeks leading up to it to boost expectation. Organise sweepstakes and healthy competition between staff. And don’t forget to allow non-supporters time off to pursue other interests – offer a ılm screening
  or trip to the ice rink to foster team spirit, instead of causing resentment at their lack of inclusion.
• Encourage staff to play sport together:Organise running clubs, netball, football or tennis leagues at lunchtime or after work to ensure that employees develop shared interests, meet colleagues they might not normally come into contact with, and return to work feeling invigorated and more productive. Recent studies have shown that a healthy workforce takes fewer days off work and is more productive during the working day. Sport is good for the euphoria, health and self-esteem of employees.
• Use sport as the focus of team-building events:Healthy competition between staff can engender team spirit and lead to the creation of bonds between management and more junior staff. Encourage staff to network at events to build trust and friendship with colleagues and clients.
• Sponsor staff who specialise in a sport:Be a socially-responsible employer and support employees’ charitable efforts. Arrange a trip for staff to watch their colleague perform. Ask the sports enthusiast to run a lunchtime coaching session for other staff, or arrange a presentation on what they’ve learnt from being part of a sports team, how to maximise performance, what makes a good manager, and how to remain motivated. 

The mindset of business needs changing, so that it sees sport as a solution to the causes of ‘sickies’, rather than part of the problem.