Crown Spa Hotel – absence management
| Company name | Crown Spa Hotel |
|---|---|
| Sector | Hotel and leisure |
| Number of employees | 126 |
| Type of workforce | Customer service, front-of-house, sales, bar/restaurant staff |
What issue was the organisation facing?
Staff absence was the main health and well-being issue for the organisation. Although they did not as an organisation have a lot of sick days overall, they had 2.1 days sick per 100 days worked for year November 2007 to October 2008, an increase from the previous year which was 1.6 days sick per 100 days worked. The increase was mainly due to one person having a hip replacement which was booked prior to them joining the organisation.
What action did the organisation take?
Employee absence is entered into the payroll system. Every three months, the hotel prints off everyone's absence record for the past 12 months and score it using the Bradford Factor scoring system.
- Bradford Factor scoring system (CIPD website)
Anyone with a score over 200 points is invited to attend a meeting with the HR Manager and the Head of Department to discuss their absence.
When an employee has been off sick, a Back to Work interview is completed. They use this to help monitor whether there is a trend occurring in a department or with an individual. In addition, comparisons of sickness patterns for the organisation are analysed to look for trends relating to departments and type of sickness to get a better understanding of the overall health and well-being of the organisation.
What has been the impact of implementing health interventions?
In the first quarter of the 2007 payroll year, they had 19 leavers, 5 of which left within their first 3 months. During the same period in 2008, (when the new induction process had begun), they had 14 leavers, but only 2 left during their first 3 months. Staff retention levels are also improving. During the first quarter of 2007, 5.7% of their employees left; this decreased to 4.12% for the same period in 2008.