Meeting documents

Members of the Overview and Scrutiny Committee received a report giving some analysis of sickness absence with the Council. The Human Resources Manager reported that sickness absence had fallen and that in April, May, June and July the average number of days absent per employee across the two Councils was 2.76 in April and 2.10 in July for short term absence. For long term absence the average was 4 days. In 2017/18 the sickness absence performance indicator was a maximum of 10 days on average per employee a year.

A national survey dated May 2018 reported that on average public sector employees had 8.5 days of absence in 2017 and the same in 2016, whereas absence rates were considerably lower in the private sector showing an average of 5.6 days per employee. In 2017/18 Wycombe District Council was 6.81 on average a year per employee and Aylesbury Vale DC were currently producing their figures.

The HR Manager reported that the reduced sickness figures could be due to a number of issues such as:-

·       Supporting Line Managers in monitoring absence and taking the appropriate action to follow the Sickness Absence Policy

·       Running workshops on ‘Promoting a Positive Attendance Culture’

·       Providing regular reports to Management Team

·       Promoting Health and Wellbeing including the Mental Health Awareness Week and the introduction of Wellness Action Plans and the setting up of the Health and Wellbeing Forum

·       A Workshop on Mental Wellness which was run by MIND

During discussion Members discussed the following points:-

·       A Member asked if it was possible to split the sickness figures between physical and mental health. The HR Manager reported that this would be easier for long term sickness but more difficult for short term sickness, which usually tended to be physical. Overall the HR Manager considered that there was 70% physical illness and 30% mental health illness with respect to long term absence at the current time.

·       There was a slow rise in mental health illness and staff would be referred to Occupational Health to obtain a medical opinion early on and to provide advice and support. Staff did not have to disclose everything but were encouraged to do so. Poor mental health could be triggered by a number of issues. The HR Manager reported that it was important to continue to have conversations with staff while they were on sick leave and to have a return to work meeting to continue to make them feel valued.

·       The investment in the Middle Manager Course was successful providing tools for Managers to have difficult conversations with staff and also to have confidence in their role.

·       There could be an increase in sickness during the winter months, but staff were encouraged to have flu vaccinations. There had also been sleep workshops to promote a healthy lifestyle.

·       Initiatives had been put forward to help health and wellbeing which had not used a lot of resources such as the use of the Richmond Fellowship and promoting good practice such as walking meetings.

RESOLVED that the report be noted.