If you’re an employer or a manager, you’re losing money, causing difficulty, and upsetting your customers because of employee absence. And, as we all know, not every day off is due to actual illness. Many employees “call-in ill” because their morale is low and they don’t want to or can’t accomplish their jobs.
Employers and managers face a difficult task in making employees happier at work. And if people are content at work, they are less inclined to call in sick every time they have a runny nose.
Some supervisors believe that increasing compensation, boosting job security, or improving working conditions is the solution. It isn’t, and it is also something that can be really difficult to acquire.
Employers and supervisors must become more sensitive to their employees’ emotional needs and discover what truly inspires them. This is also far more straightforward than paying more money or increasing job stability, but there is no quick remedy.
There are three steps to consider if you want to cut down on your absences:
Firstly, pick the right person for the job. You need to get better at interviewing and selecting people.
Spend extra time on it; pay greater attention to the applicant’s qualifications.
Rather than their degrees or expertise, they should be judged on their human side. Learn more about them.
Discover what makes them happy, how well they get along with others, and how energetic and enthusiastic they are. Make sure they understand what they’re getting themselves into and that the position is a good fit for them.
Second, you must have faith in your team. If you’ve conducted thorough interviews and selected the best candidate for the job, you must trust them to do the task. By what you say, your tone of voice, and your body language, you must continually indicate to your people that you trust and believe in them.
If you believe your people are untrustworthy and incapable of making decisions without consulting you first. If they say they’ll arrive late and leave early, they’ll do just that.
If you believe, on the other hand, that they will do a good job, that they can be trusted to make judgments, and that they will give you a fair day’s work, then this is more likely what you will get.
As with any theory, there is no assurance that it will work every time; but, the majority of employees are sensible individuals who will respond positively if they are treated as such.
Third, and probably the most important thing you can do to reduce absence and motivate your people is to give them feedback and coach them. So many employers and managers fail miserably when it comes to dealing with their employees; they are ineffective at providing feedback. Many supervisors are hesitant to express their dissatisfaction with their employees’ work performance.
The majority of employees want to know how they are doing at work; they want to know if they are doing it correctly or how they may improve. If you truly want to motivate your employees, you must provide them with feedback on what they are doing well and where they may improve. Tell an employee when you see something they’re doing that you enjoy. Inform them when you notice something you don’t like.
It should be done as quickly as possible. Recognizing a job well done six months later isn’t much use. Also, if you don’t call someone’s attention to something you don’t like right away, they’ll assume it’s fine. Either that or they’ll assume you weren’t paying attention or don’t care. Do it in a private setting. Why do some bosses still believe it’s acceptable to scold someone in front of their coworkers? Morale can be negatively impacted by even the mildest censure.
Use “I” messages when you do speak with the person. “I appreciated the way you did that,” or “I’m unhappy with the way your reports are constantly late, and I’d like your thoughts on why.”
“You’re doing fantastic,” and such “you” signals should be avoided. This could be perceived as patronizing or disingenuous. “You’re doing everything wrong,” for example, might lead to conflict, poor morale, and failure to solve the problem.
Concentrate on just one or two things. Don’t rattle off a laundry list of qualities or transgressions. Also, be precise about job behaviour; don’t make a personal attack; instead, focus on what the person did or didn’t do. Employees will be happier if they see their boss or manager as a reasonable and fair person who is quick to praise but also expresses their dissatisfaction with anything.
The message is this: if you want motivated employees, make their work exciting, provide feedback, and make them feel like they’re a part of the company.
Giving individuals greater responsibility, assigning tasks, and training and developing them can all help to make the job more fascinating. We need to provide them feedback on how they’re doing on a frequent basis, focusing on what they’re doing well rather than what they’re not doing so well. We should contact them on a frequent basis, both formally and informally, to address their need to feel connected. We might also include employees in meetings that they wouldn’t ordinarily attend.
These measures will require time and consideration, but they will have a significant impact on how employees feel about their jobs. They are less likely to find an excuse to “take a sickie” if they are happy and satisfied with their employment.