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Answer Upon - Absent without Leave - Managing Absence in the Workplace
1. To introduce your company to a potential customerIf you are small company trying to establish yourself online or offline then the first thing that you introduce to potential customers is your company logo. The effect your logo has on your potential customers or your website visitors will influence their buying decisions.2. To create a good impact on the potential customer When meeting a prospective client, your business card would speak a lot about the type of company you are associated with and the quality of your service. A cheap looking card with a poorly done logo could instantly create a feeling of distrust in the client, and from here it would be an up-hill ride for you in order to sell them anything.3. To effectively promote the services offered by your companyFor service-oriented businesses, which do not
The reasons for the various types and frequency of absence should then be assessed, including the following:
• Is a particular job too stressful or too boring?
• Is the work dangerous or does it require too much physical effort?
• Is the working environment unsuitable?
• Is management weak or over-aggressive?
• Is morale poor?
• Is there a culture of taking days off at particular times?
• Do working practices lack organisational support?
• Is there a general lack of incentive and motivation?
When all this information has been collated and analysed, it can then be used to devise policies and procedures in consultation with staff representatives that should, when properly implemented, substantially reduce the incidence of absence.
Carole Spiers Group
International Stress Management & Employee Wellbeing Consultancy
Gordon House, 83-85 Gordon Ave, Stanmore, Middlesex. HA7 3QR. UK
Tel: +44(0) 20 8954 1593 Fax: +44(0) 20 8907 9290
Email: info@carolespiersgroup.com www.carolespiersgroup.com
If you would like to book Carole as a keynote speaker or conference chair at your next conference - check out Setup Your Own Marketing Strategy
When anyone wants to start Internet marketing and begin to search relevant information about a small business resource the first question they do is whether they need an Internet marketing strategy.I am not an Internet marketing guru. However, to be success on online business it involves developing a product that will generate income, a web site on which to promote it and an effective online marketing or advertising strategy.Everything depends on you. It depends on yours focus, your energy and attention on the marketing.There is a phrase it says in life and in Internet marketing, it does not matter what you know. It only matters what you do. The meaning here is not what we learn is worthless or valley less of what people make. It is definitively not. The biggest wealth that we conquer is the knowledge that we create. It is the constantly learning.According to the Institute of Psychiatry (April 2005), for the first time, stress, anxiety and depression have overtaken physical ailments as the most common cause of long-term absence from work. With sickness absence reportedly costing employers an average of ?522 per employee per year (or an average of 10 lost working days), there are good reasons to look closely at the root causes of absenteeism and, where possible, provide early intervention to support employees in regaining their health.
Short-term absence
Short-term absence is usually defined as a period of absence of less than ten consecutive working days, and will usually be as a result of the employee suffering from a minor medical condition.
Persistent short-term sickness is one of the most common problems employers have to face. Arranging temporary cover when an employee is off sick may not always be viable, and is often both disruptive and costly. Many employers therefore adopt the approach of persuading existing employees to cover for absentees on an ad hoc basis.
While this may work in the short term, when applied over longer periods it puts pressure on existing staff, as they struggle to do their own work in addition to that of an absent colleague. The effect of this on staff morale can be damaging and counterproductive. Staff frequently feel resentful if required to do two jobs - often within the same timescale and for no extra remuneration. The situation may be further compounded when the absentee employee returns to work and is met with resentment from those who have had to cover for them during their absence.
Long-term absence
Long-term absence is defined as any period of absence in excess of ten consecutive working days. Such absence - particularly where it is stress-related - presents a different problem for employers. In the short-term they may feel able to cover an absence internally, whereas in the longer term it may be necessary to recruit temporary staff who will normally require induction training and may not necessarily fit in well with existing teams. Temporary staff will also increase the salaries and wages bill, as well as involving the payment of costly agency fees.
After a long-term absence, a phased return to work will most certainly be recommended, with possible training needed to support the employee ‘back into work’. Where rehabilitation is not an option, the costs of premature retirement due to ill-health will also need to be taken into account. Stress therefore has a quantifiable impact not only on health, safety and individual well being, but on the operational and financial performance of the organisation as a whole.
Attendance patterns
The link between stress and absence is so well proven that statistics on non-attendance are often used as an indicator of stress ‘hot spots’ within an organisation. These figures may also be used to measure the effectiveness of stress management interventions.
In the analysis of attendance patterns, any extended periods of sick leave will immediately be apparent. Obviously, a stress-related illness or injury cannot be ‘undone’, but positive steps can still be taken by actively managing the return to work of the employee, and to minimise the risk of any identified stress reoccurring.
Of even more importance is the monitoring of short-term absences that may be the first sign of excessive pressure. Typically, absences that tend to fall into a pattern (e.g. if an employee is off sick every Monday), or are linked to particular operational requirements (such as reporting periods) are the most likely to be stress-related. It’s therefore important to look initially at the pattern of absence, rather than the reasons given for it.
Stress is typically under-reported as a reason for absence - especially in the early stages - with alternatives such as colds, back pain, migraine or general fatigue being given instead. This under-reporting can occur for a number of reasons. For example, it may be that the individual has not recognised that they might be suffering from stress, or they may be reluctant to admit, either to others or themselves, that this is the real problem. There is often a stigma attached to stress, related to a perceived inadequacy or inability to cope. This exacerbates the problem by creating an artificial barrier to its identification and management.
Absence management
A successful absence management policy will ideally create a culture enabling any individual to admit to stress-related ill-health, without feeling that their future employment or career prospects may be damaged. Clearly, the earlier that specific sources of stress are identified, the sooner appropriate action can be taken to reduce the poor attendance that often ensues.
In order to establish a level of control over sickness absence, and to implement an effective policy, it’s advisable to analyse employee data including the following:
• The number of days lost per year.
• The number of employees taking leave of absence.
• The average length of absence per employee.
• The employees and department(s) with the worst - and best - record of absence.
• Are there any identifiable absence patterns?
• Is absence influenced, for example, by age, gender, the number of years in the job or seasonal variations?
• How many employees take their maximum paid sickness entitlement in a year?
• Who takes the greater proportion of sick leave or other absence during the year –workers, staff or management?
The reasons for the various types and frequency of absence should then be assessed, including the following:
• Is a particular job too stressful or too boring?
• Is the work dangerous or does it require too much physical effort?
• Is the working environment unsuitable?
• Is management weak or over-aggressive?
• Is morale poor?
• Is there a culture of taking days off at particular times?
• Do working practices lack organisational support?
• Is there a general lack of incentive and motivation?
When all this information has been collated and analysed, it can then be used to devise policies and procedures in consultation with staff representatives that should, when properly implemented, substantially reduce the incidence of absence.
Carole Spiers Group
International Stress Management & Employee Wellbeing Consultancy
Gordon House, 83-85 Gordon Ave, Stanmore, Middlesex. HA7 3QR. UK
Tel: +44(0) 20 8954 1593 Fax: +44(0) 20 8907 9290
Email: info@carolespiersgroup.com www.carolespiersgroup.com
If you would like to book Carole as a keynote speaker or conference chair at your next conference - check out A Day On A Profitable Work At Home Internet Job
Whats the deal with work at home internet jobs? Does it really matter? Can it be more profitable to work online than on my traditional 9 to 5 job? Where do i find this jobs? and how much can I earn? well, lets take a look on a day of a profitable work at home internet job.You wake up one morning go take a breakfast and send your children to school and then you turn on your computer to start on you new internet job. Because you are good at writing and you know about how to be fit, you went to your favorite freelance network and search for a writing job.You browse a little and find some job postings that will pay you $8 per article written, it sounds good, if i make 10 article a day, I will earn $80 dollars a day, working 5 days a week would be $400 dollars a week or $1600 dollars a month, not too bad for a work at home internet job.I keep browsing and
Long-term absence
Long-term absence is defined as any period of absence in excess of ten consecutive working days. Such absence - particularly where it is stress-related - presents a different problem for employers. In the short-term they may feel able to cover an absence internally, whereas in the longer term it may be necessary to recruit temporary staff who will normally require induction training and may not necessarily fit in well with existing teams. Temporary staff will also increase the salaries and wages bill, as well as involving the payment of costly agency fees.
After a long-term absence, a phased return to work will most certainly be recommended, with possible training needed to support the employee ‘back into work’. Where rehabilitation is not an option, the costs of premature retirement due to ill-health will also need to be taken into account. Stress therefore has a quantifiable impact not only on health, safety and individual well being, but on the operational and financial performance of the organisation as a whole.
Attendance patterns
The link between stress and absence is so well proven that statistics on non-attendance are often used as an indicator of stress ‘hot spots’ within an organisation. These figures may also be used to measure the effectiveness of stress management interventions.
In the analysis of attendance patterns, any extended periods of sick leave will immediately be apparent. Obviously, a stress-related illness or injury cannot be ‘undone’, but positive steps can still be taken by actively managing the return to work of the employee, and to minimise the risk of any identified stress reoccurring.
Of even more importance is the monitoring of short-term absences that may be the first sign of excessive pressure. Typically, absences that tend to fall into a pattern (e.g. if an employee is off sick every Monday), or are linked to particular operational requirements (such as reporting periods) are the most likely to be stress-related. It’s therefore important to look initially at the pattern of absence, rather than the reasons given for it.
Stress is typically under-reported as a reason for absence - especially in the early stages - with alternatives such as colds, back pain, migraine or general fatigue being given instead. This under-reporting can occur for a number of reasons. For example, it may be that the individual has not recognised that they might be suffering from stress, or they may be reluctant to admit, either to others or themselves, that this is the real problem. There is often a stigma attached to stress, related to a perceived inadequacy or inability to cope. This exacerbates the problem by creating an artificial barrier to its identification and management.
Absence management
A successful absence management policy will ideally create a culture enabling any individual to admit to stress-related ill-health, without feeling that their future employment or career prospects may be damaged. Clearly, the earlier that specific sources of stress are identified, the sooner appropriate action can be taken to reduce the poor attendance that often ensues.
In order to establish a level of control over sickness absence, and to implement an effective policy, it’s advisable to analyse employee data including the following:
• The number of days lost per year.
• The number of employees taking leave of absence.
• The average length of absence per employee.
• The employees and department(s) with the worst - and best - record of absence.
• Are there any identifiable absence patterns?
• Is absence influenced, for example, by age, gender, the number of years in the job or seasonal variations?
• How many employees take their maximum paid sickness entitlement in a year?
• Who takes the greater proportion of sick leave or other absence during the year –workers, staff or management?
The reasons for the various types and frequency of absence should then be assessed, including the following:
• Is a particular job too stressful or too boring?
• Is the work dangerous or does it require too much physical effort?
• Is the working environment unsuitable?
• Is management weak or over-aggressive?
• Is morale poor?
• Is there a culture of taking days off at particular times?
• Do working practices lack organisational support?
• Is there a general lack of incentive and motivation?
When all this information has been collated and analysed, it can then be used to devise policies and procedures in consultation with staff representatives that should, when properly implemented, substantially reduce the incidence of absence.
Carole Spiers Group
International Stress Management & Employee Wellbeing Consultancy
Gordon House, 83-85 Gordon Ave, Stanmore, Middlesex. HA7 3QR. UK
Tel: +44(0) 20 8954 1593 Fax: +44(0) 20 8907 9290
Email: info@carolespiersgroup.com www.carolespiersgroup.com
If you would like to book Carole as a keynote speaker or conference chair at your next conference - check out Permanent Relief for Small Businesses Harmed by Hurricanes is Available Now
Businesses in Texas, Louisiana, Mississippi, Alabama, Florida and the Carolinas have been harmed or destroyed by recent hurricanes. Many suppliers and service vendors for these businesses have overcome great obstacles to keep their operations going. Businesses that rely on these support vendors would have no chance of starting their operations without these vendors serving them. As more businesses begin operations more jobs are needed.I live and work just north of the city of New Orleans. I was fortunate that my home and business had minimal damage. Many of my customers were not so fortunate. Shortly after hurricane Katrina I started thinking of a way to help businesses harmed by the recent hurricanes. My business is an exclusive national vendor for the Buying Group Alliance. I started working with the buying groups that make up the Buying Group Alliancen-attendance are often used as an indicator of stress ‘hot spots’ within an organisation. These figures may also be used to measure the effectiveness of stress management interventions.
In the analysis of attendance patterns, any extended periods of sick leave will immediately be apparent. Obviously, a stress-related illness or injury cannot be ‘undone’, but positive steps can still be taken by actively managing the return to work of the employee, and to minimise the risk of any identified stress reoccurring.
Of even more importance is the monitoring of short-term absences that may be the first sign of excessive pressure. Typically, absences that tend to fall into a pattern (e.g. if an employee is off sick every Monday), or are linked to particular operational requirements (such as reporting periods) are the most likely to be stress-related. It’s therefore important to look initially at the pattern of absence, rather than the reasons given for it.
Stress is typically under-reported as a reason for absence - especially in the early stages - with alternatives such as colds, back pain, migraine or general fatigue being given instead. This under-reporting can occur for a number of reasons. For example, it may be that the individual has not recognised that they might be suffering from stress, or they may be reluctant to admit, either to others or themselves, that this is the real problem. There is often a stigma attached to stress, related to a perceived inadequacy or inability to cope. This exacerbates the problem by creating an artificial barrier to its identification and management.
Absence management
A successful absence management policy will ideally create a culture enabling any individual to admit to stress-related ill-health, without feeling that their future employment or career prospects may be damaged. Clearly, the earlier that specific sources of stress are identified, the sooner appropriate action can be taken to reduce the poor attendance that often ensues.
In order to establish a level of control over sickness absence, and to implement an effective policy, it’s advisable to analyse employee data including the following:
• The number of days lost per year.
• The number of employees taking leave of absence.
• The average length of absence per employee.
• The employees and department(s) with the worst - and best - record of absence.
• Are there any identifiable absence patterns?
• Is absence influenced, for example, by age, gender, the number of years in the job or seasonal variations?
• How many employees take their maximum paid sickness entitlement in a year?
• Who takes the greater proportion of sick leave or other absence during the year –workers, staff or management?
The reasons for the various types and frequency of absence should then be assessed, including the following:
• Is a particular job too stressful or too boring?
• Is the work dangerous or does it require too much physical effort?
• Is the working environment unsuitable?
• Is management weak or over-aggressive?
• Is morale poor?
• Is there a culture of taking days off at particular times?
• Do working practices lack organisational support?
• Is there a general lack of incentive and motivation?
When all this information has been collated and analysed, it can then be used to devise policies and procedures in consultation with staff representatives that should, when properly implemented, substantially reduce the incidence of absence.
Carole Spiers Group
International Stress Management & Employee Wellbeing Consultancy
Gordon House, 83-85 Gordon Ave, Stanmore, Middlesex. HA7 3QR. UK
Tel: +44(0) 20 8954 1593 Fax: +44(0) 20 8907 9290
Email: info@carolespiersgroup.com www.carolespiersgroup.com
If you would like to book Carole as a keynote speaker or conference chair at your next conference - check out Effective Offline Promotion
Although, most of your traffic will still come from search
engines and various online promotions, a little effort using
traditional media might also bring a large number of visitors
to your website.Reasons, why you should take offline promotion of your website
seriously include:Internet is increasingly becoming a part of our daily life.
However, still a big segment of the society – especially, the
elderly – don’t spend that much of time online. Traditional
media is a good method of getting their attention.If a person sees your printed advertisement with your URL in
a year-old magazine and gets interested in what you have to
offer, he will still be able to check out your website.
Research shows that at least four people browse through
a printed magazine in its life time.With planned media promotion, you can tap into partics is the real problem. There is often a stigma attached to stress, related to a perceived inadequacy or inability to cope. This exacerbates the problem by creating an artificial barrier to its identification and management.
Absence management
A successful absence management policy will ideally create a culture enabling any individual to admit to stress-related ill-health, without feeling that their future employment or career prospects may be damaged. Clearly, the earlier that specific sources of stress are identified, the sooner appropriate action can be taken to reduce the poor attendance that often ensues.
In order to establish a level of control over sickness absence, and to implement an effective policy, it’s advisable to analyse employee data including the following:
• The number of days lost per year.
• The number of employees taking leave of absence.
• The average length of absence per employee.
• The employees and department(s) with the worst - and best - record of absence.
• Are there any identifiable absence patterns?
• Is absence influenced, for example, by age, gender, the number of years in the job or seasonal variations?
• How many employees take their maximum paid sickness entitlement in a year?
• Who takes the greater proportion of sick leave or other absence during the year –workers, staff or management?
The reasons for the various types and frequency of absence should then be assessed, including the following:
• Is a particular job too stressful or too boring?
• Is the work dangerous or does it require too much physical effort?
• Is the working environment unsuitable?
• Is management weak or over-aggressive?
• Is morale poor?
• Is there a culture of taking days off at particular times?
• Do working practices lack organisational support?
• Is there a general lack of incentive and motivation?
When all this information has been collated and analysed, it can then be used to devise policies and procedures in consultation with staff representatives that should, when properly implemented, substantially reduce the incidence of absence.
Carole Spiers Group
International Stress Management & Employee Wellbeing Consultancy
Gordon House, 83-85 Gordon Ave, Stanmore, Middlesex. HA7 3QR. UK
Tel: +44(0) 20 8954 1593 Fax: +44(0) 20 8907 9290
Email: info@carolespiersgroup.com www.carolespiersgroup.com
If you would like to book Carole as a keynote speaker or conference chair at your next conference - check out Bartending: Building A Foundation For A Profitable and Rewarding Career
Dating back thousands of years, bartending began as a trade by those that produced liquor and in turn sold it to the public. This was not only a profitable venture for these early bartenders, but provided a product in huge demand by the public. Historically humans have always had a fondness for spirits which is an enormous benefit to those pursuing a bartending career. Prohibition makes a very clear case that people want their drinks and demand is not quashed by the absence of product.Very few careers can offer you virtually guaranteed placement in literally any place you wish to live and work in the world. Most bartenders, in fact, earn more than entry level college graduates, with some eventually earning 6 figure incomes.Becoming a successful bartender takes more than just learning to spin drink recipes. The professional bartender is well versed on the legement?
The reasons for the various types and frequency of absence should then be assessed, including the following:
• Is a particular job too stressful or too boring?
• Is the work dangerous or does it require too much physical effort?
• Is the working environment unsuitable?
• Is management weak or over-aggressive?
• Is morale poor?
• Is there a culture of taking days off at particular times?
• Do working practices lack organisational support?
• Is there a general lack of incentive and motivation?
When all this information has been collated and analysed, it can then be used to devise policies and procedures in consultation with staff representatives that should, when properly implemented, substantially reduce the incidence of absence.
Carole Spiers Group
International Stress Management & Employee Wellbeing Consultancy
Gordon House, 83-85 Gordon Ave, Stanmore, Middlesex. HA7 3QR. UK
Tel: +44(0) 20 8954 1593 Fax: +44(0) 20 8907 9290
Email: info@carolespiersgroup.com www.carolespiersgroup.com
If you would like to book Carole as a keynote speaker or conference chair at your next conference - check out www.carolespiersgroup.com/mediaenquirysheet.php
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