Line managers are the best people to support staff with musculoskeletal disorders

In a report published in 'Personnel Today', Kate Summers noted that musculoskeletal disorders (MSDs) were the leading cause of sickness absence and productivity loss in the UK last year.  She went on to explain how support from effective line management could allow those with MSDs to remain in work. Kate Summers explains. 

According to Self-management of chronic musculoskeletal disorders and employment by The Work Foundation, employers need to accommodate the needs of employees with MSDs to avoid their condition worsening and preventing them from falling into unemployment.
The report looks at the self-management of chronic musculoskeletal disorders for those in employment and it found that individuals living with a musculoskeletal condition go to great lengths to personally ensure they are able to continue working. Generally, employers do not ensure that these individuals truly benefit from the psychological, social and economic benefits that attending work offers, which would, in turn, make them happier, healthier and more productive.
The report’s findings present insights and challenges to today’s employers when it comes to managing employees with MSDs in particular, and chronic conditions more generally. A number of employer recommendations were developed from interviews with individuals living with an MSD who were either in work or planned to return to work in the future. These interviews covered the history of their condition, as well as their working lives, and the role that they, and others, played in managing their condition at work.
The term MSD describes any condition that affects the bones, joints and connective tissue, the most common of which is arthritis in its various forms. They are sometimes misunderstood as conditions that affect the elderly, and therefore not of particular relevance to the working-age population. However, in 2013, the Office for National Statistics reported that MSDs were the largest single cause of sickness absence in the UK.
Furthermore, in 2011, 37% of Employment and Support Allowance claimants reported an MSD as their primary health condition. MSDs are therefore highly relevant to the working-age population, and a threat to employers in terms of lost productivity.

What is self-management?

Self-management is a concept gaining increasing attention within healthcare, and is defined in the report as being an individual’s ability to manage the consequences of living with a chronic condition. These consequences are not limited to physical symptoms, but include the psychological, emotional and lifestyle challenges that are inherent to living with such conditions. Individuals have different capacities to self-manage MSDs, and self-management behaviours vary widely from involvement in medical decisions, learning techniques to cope with pain or fatigue, taking appropriate exercise and following a specific diet, or having the ability to set and achieve goals related to the condition. Having patients who are informed about their condition, and who play an active role in managing it, is gradually becoming central to the way that long-term conditions are conceptualised in healthcare. However, how self-management is played out in the context of work is less understood.

Employer responsibilities

Under the Equality Act 2010, employers must make reasonable adjustments to ensure that disabled workers are not seriously disadvantaged when at work. However, the report found that provision of employer adjustments was patchy, and the onus was often on employees to negotiate beneficial changes to the workplace. Employers have a legal obligation to provide reasonable adjustments, but some individuals felt reluctant to ask for support. One said: “I just thought I would try and get on with what I’ve got. I almost don’t want to ask for stuff.”
Another individual described how they were aware of a range of workplace adjustments, but had not asked for some because they felt they had to prioritise what they requested: “I know there are special keyboards and that sort of thing. But I haven’t asked because I’m thinking of maybe going back to four days a week. Would she want to invest in me?”
If employers are more proactive in fulfilling their obligations to employees with disabilities, their workforce would be better equipped to do their jobs. At present, those who are reluctant to seek adjustments are not getting the support they need.

Integrate employees with MSDs into the workforce

Individuals with MSDs often do not want to be considered as “different”, for fear of being judged unable to do their job  properly. This may, in turn, make them reluctant to seek support in managing their condition. There are ways in which employers can avoid “singling out” individuals with MSDs to avoid making them feel vulnerable. For example, with reference to workplace assessments: “It would be great if everybody could get this assessment, regardless of whether not you have a disability… That way, it puts everybody on the same footing.”
Many study participants also spoke about fear of job loss, resulting in a reluctance to talk about their condition with their employer in case it singled them out as less productive or able: “I just feel they’re always judging you because they think you’re not capable at your job if you’re asking for these adjustments. Or they feel that you won’t be able to do you work correctly,” said one.

XpertHR resources

Good practice: wellbeing

It is very important that individuals with MSDs do not feel their condition has a bearing on their performance assessments. Line managers should conduct discussions regarding performance completely separately to discussions about supporting the individual and their condition. It may even be necessary to assign one manager to oversee an individual’s performance, and a separate one to lead on providing appropriate support. Developing an employee relationship where individuals are able to communicate honestly about the implications of their MSD at work, and request adjustments so they are seen as a valued member of staff, is also important.

Educate your workforce about chronic conditions

One of the biggest barriers faced by individuals with MSDs is the ignorance of others regarding their condition. This can lead to individuals concealing their MSD and not receiving the support they need, thus compromising the management of their condition. When asked what would improve the management of their condition in the workplace, respondents often stated: “Better awareness; people understanding a bit more about it.”
Charities such as Arthritis Care run arthritis awareness courses which can be delivered in the workplace and may be one way to educate a workforce about MSDs.

Line managers have a key role to play

The role of the line manager is key in either facilitating or impeding an individual’s management of their MSD. Participants with a good line manager felt more supported in the workplace. One employee stated: “She knows my condition, she knows how it affects me, and I think that helps tremendously.”
Although being better informed was identified by participants as being an important step in supporting those employees with MSDs, some line managers appear reluctant to seek out more information about the condition: “I think the managers should have taken it upon themselves to understand my illness better,” says one sufferer.
It is crucial that line managers work hard to build a strong relationship with any employess living with an MSD, and that they take responsibility for becoming more aware of the condition their employee is living with, and how it can have an impact on their role. Line managers must be proactive in asking how employees with MSDs can be supported in their role and be guided by employees in developing mutually beneficial employment solutions.

A call to action for employers

Improving the management and support for employees with MSDs will see employers reaping the benefits of increased productivity, employee engagement and reduced sickness absence. The Work Foundation’s report finds that individuals living and working with an MSD bear too much of the burden of ensuring they are able to manage their condition at work and challenges employers to do more.
Employers have a legal obligation to provide reasonable adjustments to employees with a disability. To enable this, a positive employment relationship is required, where employees feel able to express any concerns they have regarding their MSD at work, and feel that their line manager is supportive, empathetic and reactive if they request necessary appropriate adjustments.
Line managers do not need to be “experts” in MSDs, however an awareness is needed to ensure positive employee wellbeing (both physical and mental) is maintained. Dialogue should also be encouraged to develop mutually beneficial solutions and ensure that employees with MSDs feel valued and integrated into the workforce. This is not new, radical thinking, it is the essence of ensuring the implementation of “good management”. Employees will benefit from improved wellbeing when the pressure to manage their condition at work themselves is removed, and employers will see improved engagement and productivity.

How we can help

Without a good absence management system in place, it is difficult to identify which individuals need support.  Employers do have a duty of care to protect their employees, and by and large the majority of managers and HR personnel want to do their best for their team.

Absence management expert Adrian Lewis of www.activabsence.co.uk, said:

"absence management has a perception of being the proverbial 'big stick', but it is far more about identifying employees who need support than in 'whipping people' back to work.  We work on the basis that there are lots of reasons for absence.  Our software Activ Absence helps to identify those who really are in need of support, and by automating many of the mundane tasks, gives the HR Manager more time to use their skills in educating and informing line managers and preparing return to work plans."

“Self-management of chronic musculoskeletal disorders and employment” by Kate Summers, Zofia Bajorek and Stephen Bevan, was published by The Work Foundation in 2014.
Please also see http://www.personneltoday.com/hr/line-managers-key-role-supporting-staff-musculoskeletal-disorders/?cmpid=NLC

Sickies alone costs UK £9Bn per year

Recent global research from PWc, who interviewed over 2,000 UK adults and data gathered from 2,500 global companies, showed that even though the rates are significantly lower than in previous years, sick days are still costing UK organisations over £23bn a year.

Of course there are genuine reasons for many people to take time off work.   Nobody would expect an employee with cancer undergoing radiotherapy to be in work, and after a prolonged absence, modern HR teams are skilled in supporting these employees to make sure they are ready to come back and adequately looked after when they do.

However there is also the issue of how we tackle employees who believe that the odd ‘sickie’ is ok – and getting them to realise that their short absences harm their employer and the economy as a whole.
One of the most interesting findings of PWCs research was a massive variance from region to region when it comes to ‘pulling a sickie’.

A quarter of employees in the North East admits to having pulled a sickie, but this is by far the lowest of the UK regions, with Londoners topping the list with a massive 43% admitting to taking sick days, followed by 36% in the North West.

Popular reasons in the North East ranged from having a hangover (19%), family responsibilities (40%), interviewing for another job (28%) and good weather (14%).
Illness is by far the most common reason given with 50% in the region using it as an excuse.
PWc estimate that out of the total £23bn a year, the amount that can be directly attributed to employees lying or exaggerating to take time off work is a massive £9bn a year, and this is a sum that businesses are working hard to reduce.Bill MacLeod, senior partner at PwC in Newcastle, said:

“The combination of better weather and major sporting events may mean that the temptation to lie to take time off work to watch sport is too much for some.

“Organisations could easily reduce the knock-on impact on their workers’ productivity levels by offering flexible working or allowing them to watch key matches in the office.
“Our research shows that when it comes to reducing absence levels, carrot rather than stick is the best approach. Having a flexible working culture can go a long way to breaking the cycle of people feeling that they are entitled to days off outside of their holiday allowance and encouraging better engagement. The change in law that means anyone now has the right to request flexible working should help more people achieve the work/life balance they need without impacting on organisations’ productivity.”

In the North East, 24% of those surveyed said a flexible working approach is the measure that would most likely put them off from pulling a ‘sickie’, along with initiatives such as duvet days with 8% saying these schemes would put them off pulling a sickie.

Codel Software, developers of absence management software ‘Activ Absence’ also observed that making workers aware of the effect their short term absence has on an organisation can positively change their views on sickies.   Many organisations now use something called ‘the Bradford Factor’ to analyse when a staff members’ short term sickness reaches an unacceptable level, the calculation is built into Codel’s software and each employee sees their own level every time they login.

Adrian Lewis, Director of Codel Software, said:“It is widely accepted that, used effectively, the Bradford Factor can reduce absenteeism by serving as a deterrent and a method for tackling persistent absenteeism: Studies have shown that by educating staff about the Bradford Factor and then showing them their score on a regular basis, (as we do in Activ Absence) absenteeism can be reduced by over 20%.

This is largely down to staff understanding that taking the ‘odd’ day off here and there will quickly multiply their Bradford Factor score. The Bradford Factor places a value on the impact of the absence which an employee can clearly see, this can serve to deter absenteeism.”
For those who want to understand about their Bradford Factor, there is a handy calculator on Codel's Activ Absence website: http://www.activabsence.co.uk/bradford-factor/bradford-factor-calculator
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The overwhelming message of the PWc report is clear, whilst the absence figures are going in the right direction, there is still a great deal of work to be done.

Reproduced from HRNews.co.uk - with thanks

Don’t be caught out this Six Nations!

Every good HR manager knows that absenteeism will spike at certain times of the year and around certain events – especially major sporting tournaments.

With the 2015 Six Nations about to kick off, companies should brace themselves for an increase in sick days during the tournament as fans either overindulge over the weekend or want to get a head-start when it comes to weekends away.

The tournament kicks off on Friday, with Wales and England battling it out in the Millennium Stadium.

Companies take different approaches to managing such a problem. Some take a firm stance and may take a disciplinary route in some instances. Others will make allowance for employees’ overindulgences in the hope of engendering better long-term relations.

But the real question firms should be asking is: how much does such absenteeism cost? A quick analysis on the cost of annual leave could well change their approach to such problems.

Conducting such an analysis is almost impossible using old-fashioned spreadsheets. An easy solution is to instead use Activ Absence, a cloud based and easy to use absence management system created by Codel Software.

Activ Absence allows HR managers to monitor, analyse and manage the implications of both planned and unplanned absence.

Adrian Lewis, Commercial Director of Codel Software, said:

“Spikes in absenteeism represent a continual challenge for HR managers. Our software can help companies firstly get a grip on the implications of such problems and help inform directors to make the right decision in terms of how to deal with this issue.

“Many companies still use spreadsheets to record sickness. These cannot do what our software does. Activ Absence is a brilliant way to keep on top of everything. It is extremely user friendly and requires little training. We will also prepare an individual cost benefit analysis for your business free of charge.”

The Hidden costs of using a spreadsheet to manage sickness and absence

Many businesses think they are saving money by using spreadsheets to manage their sickness and absence, but a quick analysis on the cost of annual leave alone proves that this is a false economy.

This typical customer example shows how a business with one HR Manager and 100 staff could save money with Activ Absence on administering annual leave alone:

Download our example

Whilst saving money is always welcome, most HR Managers are more excited about the time they save.  As one manager put it:

'I'm just grateful to not be interrupted 10 times a day by someone debating with me how much annual leave they have remaining!'

Of course there are other benefits and savings to be made in terms of sickness absence where the potential savings are even greater.  Overall, a business with 200 employees could expect to save £53,161 across a 12 month period.

We are happy to take the challenge, if you are still using spreadsheets, then give us a call on 01656 750858 and we will prepare an individual cost benefit analysis for your business free of charge.

New Annual Leave Year - Quick Recap on Annual Leave Entitlements

It may surprise you to know that if you have not set out an agreed date for your annual leave year, legally the leave year begins on 1 October for workers who started employment before 1 October 1998 and for new workers, the year begins on the anniversary of the start of their employment.  As this naturally results in multiple 'year ends' in practice most employers specify an annual leave year.

It isn't of course the same for every business, but many companies run their annual leave calendar in line with the calendar year.  The leave year may begin on any date you specify in your  contract of employment.  Most organisations have a standard year for every member of staff over which you can take your entitlement.

Activ Absence is a cloud based, easy to use solution for managing staff annual leave and sickness.   As well as being a superb tool for calculating and managing annual leave, its powerful reporting tools allow your business to quickly plan, monitor, analyse and manage the causes, effects and most importantly the cost and productivity implications of planned and unplanned absence.  Companies using Activ Absence have reported on average a 75% reduction in administration time and an average reduction in sickness of between 20 and 30%.

Managing annual leave is as you would expect an absolute breeze with Activ Absence, which is why more and more organisations such as British Airways Holidays, Hasbro UK and the NSPCC are choosing 'the absence people' as their software partner of choice in tackling holiday and sickness administration.  It is however worth revisiting exactly what the UK legal position is on annual leave for those businesses who haven't yet discovered the benefits of  Activ Absence

How much time off are my staff entitled to?

Since April 2009 all UK staff have the right to 5.6 weeks' paid holiday per year. This does however INCLUDE any time off for public holidays, so in practice in a 9-5 job, the legal minimum equates to 4 weeks holiday plus the 8 bank holiday days.

Leave can only be taken in the leave year in which it is due, unless sickness absence (or perhaps maternity leave) prevents this. Leave may not normally be replaced by a payment in lieu — except on termination of employment.   Annual leave is also continued to be accrued if an employee is off sick.

How do I calculate time off for a part time employee?

Part-time employees are one potential area for confusion.  For example, if a part time employee normally works a Monday, how does this work in relation to bank holidays?

Calculating how much time each part time worker is entitled to is actually quite straightforward, simply multiply the number of days they work each week by 5.6.  Part-time workers' annual leave entitlement is proportionate to the time they normally work, e.g. a worker who normally works three days per week is entitled to 16.8 days' annual leave, and so on  (paid holiday hours will be those normally worked, i.e. if they normally work 3 hours on those days then their paid time off would be 3 hours).    

Unless otherwise specified in your Contract of Employment, bank holidays will be included as part of your annual leave entitlement and therefore the employee would not be automatically entitled to their normal annual leave PLUS paid bank holidays, however it is worth making sure that this is made clear to both parties.

As you would expect,  Activ Absence makes it very easy for you to calculate and manage part-time employee allowances.

So do I have to give my employees Bank Holidays off?

There is NO automatic entitlement to take bank holidays off work. Many contracts of employment do give a right to take bank holidays off but this is not required by law.  Some jobs will always require the worker to work bank holidays and this will vary from workplace to workplace.  In these jobs, the worker will however be entitled to time off in lieu.  

Despite the popular beliefs about 'double and triple time', those workers who work a bank holiday are not legally entitled to be paid any more than on any other shift unless agreed in the contract of employment - but they are entitled to take the time off as normal annual leave.

Do my staff have to give me reasonable notice of time off?

An employer may require a worker to give notice of intention to take annual leave and the dates proposed. The employer may require this notice to be given at least twice as many days in advance of the start of leave as the number of days to which the notice relates. If giving due notice, the employer may also require the worker:

• to take leave to which the worker is entitled on particular days, or
• not to take such leave on particular days.

Employees should therefore be aware that leave requests can be rejected or accepted according to business needs. Activ Absence is particularly strong in managing leave requests, and has the flexibility of allowing a line manager to approve or reject requests instantly, even via a mobile phone if required.

The employer's notice that a leave request has been rejected must be given at least as many days in advance of the leave start date as the number of days of the proposed leave. All the provisions with regard to the provision of notices can be varied by a trade union agreement. 

Lisa Baker LLB, Activ Absence, January 2015

ABOUT THE AUTHOR    Activ Absence   'the Absence People' provide a cloud based easy to use solution for managing staff annual leave and sickness.   It allows your business to quickly plan, monitor, analyse and manage the causes, effects and most importantly the cost and productivity implications of planned and unplanned absence and reportedly saves 75% of admin time when compared to spreadsheets and manual systems.  It is the market leader in absence management.