Absence management: 6 steps to improve communication and enhance engagement
These steps will help you communicate your company’s absence management policies and procedures and meet regulatory requirements.
As companies and their employees continue the transition to the “new normal,” fresh challenges are emerging for HR departments around absence management. The availability of COVID-19 vaccines has spurred use of accumulated personal or company policy time, while many employees are requesting time off for delayed medical procedures, to care for family members or to cope with the lingering effects of COVID-19.
Extensive and concurrent employee absences can create considerable disruption for businesses, resulting in decreased productivity and increased staffing expenses. Effectively communicating your company’s absence management program is essential to not only control workplace absences but also to foster employee engagement.
Related: How good UX design can simplify claims and absence management
Employee engagement and purposeful, effective communications are always important — but even more so today given the disruption caused by the pandemic. The increased shift to remote work is likely here to stay, requiring employers to find unique ways to reach employees in a hybrid work environment. These six steps will help you effectively communicate your company’s absence management policies and procedures with employees and meet regulatory requirements. More important, these steps help enhance employee engagement by building trust and providing support during what is often a stressful, confusing time in employees’ lives.
1. Lead with “What’s in it for me?”
While it’s important to educate employees about company policies and procedures regarding leave and paid time off, it’s also important to recognize that employees will retain very few of the details. Many employees are confused or anxious about using the time available to them and may be concerned about pay and job status while out. Leading with “What’s in it for me?” will help companies relate directly to employees’ personal concerns and answer important questions. By addressing potential pain points up front, employers can build trust and understanding around leave policies and requirements.
2. Speak their language
When educating employees about how the company’s absence policy works, use clear, simple terms. Avoid acronyms and lengthy technical explanations. Make messages as personal as possible to help employees understand what type(s) of leave they qualify for, and the terms of that leave. Always provide instructions for next steps so the employee knows what is needed prior to, during and after leave. Repetition helps drive the message home in meaningful ways and build understanding among employees.
Be sure to frame policies in a digestible way. Numerous leave policies create confusion for employees, who are often unable to distinguish between short- and long-term disability, administrative leave and family and medical leave, for example. Adding to the confusion are new laws related to COVID-19 and FMLA, along with new state and local regulations mandating pay for sick, family and/or medical leave, in certain areas. Employers should describe each absence type separately so employees recognize the differences.
It’s also important to educate employees on how the programs coordinate, such as how an employee on short-term disability also likely qualifies for FMLA and how employees can use sick leave to cover the elimination period for leave to begin. Finally, include messaging about other related programs available to employees, such as wellness and employee assistance programs, which may be useful when an employee has an extended absence.
3. Communicate regularly
Prior to the start of leave, work with the employee to establish communication preferences. Some employees may want to receive updates while they are away about work projects, etc., while others may not. Some prefer email or text messages while others feel more comfortable with phone calls. Regardless, have managers conduct periodic check-ins during leave to see how the employee is doing and ask whether they may be of assistance. It’s important to clarify intentions upfront, so the employee doesn’t get the perception that the manager is prying into personal or medical matters. One way to do this is to schedule communications in advance, so the employee knows when the manager will reach out and for what purpose.
Provide employees with a single point of contact, if possible, for leave- and non-leave-related questions. Again, leave can be a stressful and confusing time, and multiple touchpoints can be frustrating. It’s critical to highlight due dates so the employee doesn’t miss an important deadline for submitting paperwork and is informed of other important dates, such as the expected return to work date. All of these steps will help make the absence process as positive as possible for employees and keep them engaged throughout their leave.
4. Mix it up
Be creative and mix up your communications. Employees consume information differently, so use a variety of methods to reach them. You have a brief period of time to grab employees’ attention, so focus on delivering succinct, meaningful messages. Digital communications, virtual meetings, on-demand videos, direct mail, emails, texts and phone calls are all good options to reach both remote and in-person employees. In the workplace, flyers and signage in various locations can help deliver important messages.
5. Meet employees where they are in the process
Absence and leave is a multilayered process, so it’s important to meet employees where they are. Notable touchpoints include: education before absence; roles and responsibilities at intake; timelines for data collection (paperwork, documentation, etc.); communication during case management (approvals, denials, recertification, etc.); and return to work. Assessing return to work readiness is an important step.
Keep in mind that timetables for recovery and caregiving do shift, so be flexible and understanding within the scope of the leave and provide supportive resources where possible. Modifications in work schedules, remote options and workspace redesign can help shorten return to work times or even prevent leaves of absence from occurring in the first place.
6. Look for ways to improve
Always look for ways to improve. Seek feedback from managers and employees about their experiences with the leave process. This can be done through re-entry interviews with employees and short polls and focus groups, among other options. The goal is to make the experience as positive as possible to keep employees engaged. Engaged employees are more likely to return from leave and be more productive and committed upon their return. Continue to review and revise your communications and processes to ensure your company achieves its objectives and employees are satisfied with their experiences.
Communications are an important part of any organization’s absence management program. These six steps can help successfully educate and engage employees, while also helping to achieve business objectives while remaining in compliance with federal, state and local laws.
Effective communications throughout the leave process create a positive experience for employees, which can translate to shorter return to work times and increased engagement. Employees will feel supported and confident that the organization is looking out for their best interest. And employers will benefit from increased productivity, decreased costs and a reduction in unnecessary staffing expenses.
Sally Prather is executive vice president and employee benefits practice leader with Alera Group and Karen English, ACI, AU, ARM, CPCU, is with Spring Consulting Group, an Alera Group Company.
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