Absenteeism (work)

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Absenteeism in human resources is the period of time , measured in hours or days , in which the staff is absent from the workplace .

General

There is no absenteeism in presenter when employees appear at work despite illness . But it is not just sick leave that is absent, but also all periods during which the employee cannot carry out his work . If the target working time is not reached, then there is an absence. Absenteeism cause the workers from exercising its in employment provided obligation to work is prevented and its performance can not provide. However, since the employer is simultaneously required to pay thePay is required, there is for him the risk that wages without service by the employee having to pay. Employers have to take precautions in their operational organization so that in the event of absenteeism a deputy can ensure a smooth workflow .

The absence rate (or absenteeism rate) is defined as the quotient of the sum of the days of absence of all employees and the planned working days of all employees:

The higher the number of days absent, the higher the absence rate. Absenteeism is registered. Absenteeism (excused and unexcused) are noted in the school reports, the personnel files contain the number of days absent at companies or authorities .

species

A distinction must be made between statutory, operational and personal absenteeism:

The statutory / collective bargaining or company-related absenteeism are not absenteeism in the narrower sense. There are also hidden absenteeism caused by delay , earlier working end overdraft of breaks occur or private use of working materialize.

Legal issues

In the event of illness, the employee must immediately notify the employer of his incapacity for work and the expected duration. If the incapacity for work lasts longer than three calendar days , it must be proven in accordance with Section 5 (1) sentence 2 EFZG by submitting a corresponding medical certificate of incapacity for work . The employer is entitled to request the submission of the medical certificate earlier. If the employees in accordance with § 3 para. 1 EFZG through no fault of preventing disability due to illness in his work performance, he is entitled to sick leave by the employer for the period of incapacity to last for six weeks. According to Section 4a EFZG, special payments may be reduced in the event of incapacity for work due to illness.

Frequent (short) illnesses with a risk of recurrence can , according to the judgment of the Federal Labor Court (BAG) from January 2014, be a reason for termination if there is a negative health prognosis and the resulting significant impairment of the company's interests and allows the conclusion that the person is permanently susceptible to illness. In the case of frequent (short) illnesses, a negative health prognosis is first required for the social justification of a termination. There must therefore be objective facts at the time of termination that raise concerns about further illnesses on the previous scale. The forecast absenteeism must also lead to a considerable impairment of the company's interests. Finally, as part of the necessary weighing of interests, it must be checked whether the impairment must nonetheless be accepted by the employer.

The presumed use of the incapacity for work for private purposes (increased leisure time ) can be assumed in accordance with Section 275 (1a) SGB ​​V if the absence rate of a particular employee is over 50% of the rate of colleagues within the same department ; then one can always assume “conspicuous behavior”.

economic aspects

Absenteeism leads to idle costs for personnel costs because the absent personnel do not take part in the production process and still receive wages. Continued payment of wages without the equivalent of work performance and disruptions to work processes due to the often unpredictable absence of employees cause considerable organizational problems. Excessive absenteeism from work colleagues also has consequences for employees. Substitutes must also take over the work of those absent, which can lead to overtime . Jumpers can also be used for this purpose . Absenteeism is measured by the business figure of sick leave .

In addition to the business perspective, absenteeism is to be seen as a cost and disruptive factor, and above all as an indicator that the working atmosphere is perceived as negative (lack of job satisfaction , poor working conditions , work organization or quality of personnel management ). The reduction of this absenteeism is the goal of the most diverse measures. In addition to a number of individual instruments to combat absenteeism, there have been some large-scale efforts in the context of workplace health promotion in recent years . Absence management and operational integration management primarily ensure that absenteeism is reduced. Absenteeism due to illness can have work-related causes, which is why the employer is required, within the framework of the duty of care , to protect the interests of the employees worthy of protection.

Opportunities to reduce absenteeism

There are several ways to reduce or limit absenteeism:

  • Absenteeism letters that are intended to motivate the employees and emphasize the importance of the employee's presence and try to appeal to their solidarity .
  • Return talks , which should reveal the weaknesses in the company for absenteeism.
  • Appealing work design and work content (abolition of monotony ).
  • Discussions about the behavior of the missing employees (for example, motivational talks, absence talks, consequences talks and sanction talks). The conversations can also be classified according to the frequency of absenteeism (for example, if there is no one-off motivational interview, but the fourth time a consequential interview).
  • Health promotion measures for the prevention of diseases.
  • In-company integration management (BEM): Is possible after a total of more than 30 sick days (sick days) within the past twelve months after longer absences ( Section 167 (2) SGB ​​IX ).

The individual measures can be used in isolation or in combination.

statistics

In 2016 there was an average of 19.4 days of incapacity for work (AU) per AOK member in Germany , the highest level of all time. Most sick days with 31.8 were in supply / disposal , followed by 30.4 ( industrial foundry ), 29.3 ( road maintenance ), 27.9 ( bus and tram driver ), 22.4 ( public administration , Bundeswehr and social security ) or 22.3 days ( metal production ). The lowest absenteeism was recorded by university teachers and research at 4.4 days , followed by 7.3 ( doctors ), 9.4 ( managing directors and board members ), 12.4 ( information and communication ) and 13.8 ( finance and insurance) ). Federal officials were above average (20.8 days). In 2017, 21.8% of all AU cases at DAK-Gesundheit were due to the musculoskeletal system and 10.4% to infections.

Internationally, Mexico leads the world with 27.6 days. The OECD registered the following days of absence in Europe in 2014: Sweden 19.0, Germany 18.3, Norway 16.2, Poland 14.2, Luxembourg 11.8 (this is also the average of the EU member states ), Netherlands 10, 0, Austria 9.9, Switzerland 8.8 or France 8.3 days of absence.

literature

  • Uwe Brandenburg, Peter Nieder: In-company absenteeism management: Instruments and practical examples for successful attendance and trust management, Springer-Verlag, 2009, ISBN 9783834911940
  • Bernhard Badura, Antje Ducki, Helmut Schröder, Joachim Klose, Markus Meyer: Absence Report 2016: Corporate Culture and Health - Challenges and Opportunities, Springer Berlin Heidelberg, 2016, ISBN 9783662494127
  • Georg Mall, Michael Sehling: Absence information management: a concept for improving operational processes, expert verlag, 1998, ISBN 9783816915621
  • Rüdiger Piorr: Return talks - chance for low absenteeism with constant work performance ?, Herbert Utz Verlag, 2001, ISBN 9783831600755
  • Meinulf Kolb: Personnel management: Basics and practice of human resources management, Springer-Verlag, p. 167, ISBN 9783834918536

Individual evidence

  1. ↑ Klaus Altfelder / Hans G. Bartels / Joachim-Hans Horn / Heinrich-Theodor Metze (eds.), Lexikon der Unternehmensführung , 1973, p. 74 f.
  2. ↑ Peter Nieder, Successfully reducing absenteeism , in: Company and personal health management, 2002, p. 241
  3. ↑ Wolfgang Hilla / RE Tiller, sick leave from a medical point of view. Absenteeism - the creeping loss of competitive potential , in: Rainer Marr (Ed.), Absentismus, 1996, p. 92
  4. ↑ Michael Schmohl, Strategies for Avoiding Absenteeism , 2014, p. 11
  5. ↑ BAG, judgment of January 23, 2014, Az .: 2 AZR 582/13
  6. ↑ BAG, judgment of November 20, 2014, Az .: 2 AZR 755/13
  7. ↑ Achim Lepke, breaches of duty by the employee in the event of illness as a reason for termination , in: NZA 1995, p. 1089
  8. ↑ Georg Mall / Michael Sehling, The Absence Information Management , 1998, p. 1
  9. ↑ Uwe Brandenburg / Peter Nieder, operational absenteeism management , 2003, p. 28
  10. ↑ Ulrich Büdenbender / Hans Strutz, Gabler Kompaktlexikon Personal , 2011, p. 104
  11. ^ Keyword absenteeism in the Gabler Wirtschaftslexikon
  12. ↑ Der Spiegel : University professors are the least likely to be ill , from March 13, 2019, loaded on May 8, 2018
  13. ↑ Bernhard Badura / Antje Ducki / Helmut Schröder / Joachim Klose / Markus Meyer (eds.), Absence Report: Data and Analyzes , 2017, p. 303
  14. ↑ FOCUS MONEY ONLINE from December 28, 2017, warehouse workers, employees, civil servants: This is how often employees in Germany are sick