A recent survey by the CBI highlighted that workplace absence is a serious
problem for UK companies. Employers estimated that it cost business £1.75
billion last year alone, with many firms worrying that up to 15 per cent of
absence is not genuine. Companies paid £11.6 billion to cover salaries of
absent individuals, resulting overtime and temporary cover. This translates to
an average cost of £476 per employee.
The majority of organisations have procedures in place to deal with absence
once it has occurred, but it is possible to take a step back and prevent it from
happening in the first place.
So, why do people not want to go into work? The alarm goes off in the
morning and people have a choice – do I get up or do I stay where I am?
A common mantra among many is “I hate my job, I hate my team, I hate my
boss and I hate the company I work for”.
They have found themselves in a ‘toxic’ as opposed to a ‘tonic’ work
environment and going to work is not something they do willingly. Workplace
absenteeism occurs when people feel they are in a ‘toxic’ situation. When
people find themselves in this situation they believe its in their best interests
to go back to sleep.
The Romans killed every tenth man on the battle field if they lost (from which
we derive the term decimation). Some organisations operate a culture similar
to this so it is no wonder Monday mornings are not the highlight of the week.
Just as self awareness is fundamental to understanding how you behave at
work, so is identifying and understanding the behaviour of your team
members. Your people need to be not in the right role but also in the right
team. A team comprised of D’s is unlikely to work together successfully –
imagine what a team comprised of High D’s such as Rupert Murdoch,
Baroness Thatcher and George Bush would achieve. Imagine how they
would deal with a task. These types of people are disruptive if they are not in
control, they tend not to pay attention to detail and are motivated
predominantly by a fear of failure. However, a lack of decision making at the
top can be just as frustrating. A power vacuum at the top can mean your
people fee like they are swimming in treacle.
Now, imagine a team comprised of High I’s – how would you get yourself
heard in a team that comprised of Anita Roddick, Bill Clinton and Jonathon
Ross. If the High I team was managed by Rupert Murdoch, the direct and
demanding management style could lead to the I members feeling unloved,
undervalued and unrecognised.
So, what are these I’s like? They are enthusiastic, talkative, sociable,
outgoing, positive and optimistic. They thrive on public recognition from their
boss – long, loud and lavish.
A High S in a team full of D’s and I’s will similarly feel at sea. If they do not
feel secure in their team they could feel unhappy. They need a manager to
supply security as well as good quality, regular feedback. The D’s and I’s also
need to be aware that a High S will react very differently from them in a crisis
– they will be methodical and effective in their activity rather than running
around like headless chickens.
An S will be unhappy if they feel that they feel insecure at work, they work
best in an environment with a boss who supports their security and delivers
good quality, regular feedback. If their boss does not do that then they will
feel disinclined to come into work on a Monday morning.
A lot of companies operate mushroom management – keep people in the dark
until it all goes wrong and then throw some manure are it.
A High C needs an environment that persuades them that coming into work is
what they want. From their boss a High C needs clear direction, they need to
know where they are heading. Imagine the High C’s in Arthur Anderson when
it all went wrong. They were trying to do a quality job when no one was doing
what they were supposed to do.
It is all about crating an environment where people want to come into work,
where they feel valued and understood. An awareness and appreciation of
different work styles will mean people will enable people to work much better
together.
Even the motivational schemes companies run for their people need to take
into account the different behavioural characteristics. Incentive schemes are
designed by managers to motivate people to succeed. For example, some
organisations have an Employee of the Month Award, with that person’s photo
displayed in a prominent position in reception. Companies need to ask
themselves if their people will be motivated by this scheme. A High C will not
value this type of public recognition.
When a company takes on a person there is an implicit deal that it will do the
best for that person. Not only do people need to be in the right roles, they
also need to be in the right team. Companies need to ensure they develop a
‘tonic’ environment for their staff. One in which they will thrive and succeed.
For further information on how Thomas International can assist in these areas please feel free to contact Martin Jones on 07967 621 848 or send an email to martinj@thomas.co.uk