New figures reveal a rise in sickness absence across British workplaces.
- Public sector sickness absence averages 6.9 days per worker, up from 6.6.
- Absence levels in the public sector are reportedly 50% higher than in the private sector.
- Stress is among the top causes of absence in public sector employees.
- Solutions for better absence management are being actively discussed.
Recent statistics from the CIPD 2015 Absence Management Report indicate a concerning trend regarding sickness absence within the public sector. The report highlights that, although the average sickness absence among British workers increased slightly to 6.9 days per worker, the figures remain below those from 2013. However, public sector employees are experiencing significantly higher levels of absence compared to their private sector counterparts.
In the realm of public employment, including the NHS, civil service, and educational institutions, workplace absences are reportedly 50% higher than those in the private sector. This alarming disparity is reflected in the median cost of absence per employee, which is also higher in the public sector. Mark Littlewood from the Institute of Economic Affairs emphasises the fiscal burden: “The public sector has a very bad track record of sickness and absence compared to the private sector.”
The prevalence of stress-related absence is prominently flagged in the report, being listed as one of the top five reasons for absence among public sector workers. This report corroborates separate figures highlighting a 37% increase in stress absence within NHS staff over the past three years. Alarmingly, 37% of surveyed public sector employees cite organisational change as a primary cause of their elevated stress levels.
Interestingly, despite the public sector’s leading efforts in employee mental health initiatives, stress levels continue to soar. This paradox is further discussed by experts who call for enhanced absence management strategies. Joy Gateley from Avensure points out the economic impacts of absences and advocates for effective management strategies, policy designs, and preventative measures.
From the perspective of absence management, Adrian Lewis of Activ Absence stresses the importance of a strategic approach. He notes potential savings when organisations employ a structured absence management system, suggesting reductions in sickness absence by up to 30%. Such measures include occupational health support and return-to-work interviews, which are becoming integral to public sector operations.
Enhanced absence management strategies could mitigate rising public sector sickness rates.
