On a slow news day, a few choice, out of context and far from objective words about council sickness absence guarantees adverse media headlines and critical comment.
This unhealthy battering of local government in isolation, which does nothing to aid the workplace culture, continues despite the sector's sterling and proven work in reducing costs, improving efficiency and remaining one of the most trusted elements of public sector plc.
If we weren't made of sterner stuff it would be enough to take our blood pressure to new levels. Research shows an evidence-based, robust and consistent approach and reasonable adjustments have a positive impact on improving attendance, focusing management support and identifying health needs at an early stage.
We are fortunate in Teignbridge to have a ‘happy, healthy and here' workforce, but we recognise a range of factors and influences affect an individual's health and wellbeing and, ultimately, attendance.
For us, it is critical to collect and interpret the right information and develop appropriate responses that are rooted in reality rather than reactionary headlines; focusing on the complexities of long-term illness, effective interface with occupational health services and addressing awareness for staff who may be tempted to stay under the duvet without necessarily considering the impact on customers, colleagues and council reputation.
A review of sickness absence policy with proposals to lower the Bradford Factor prompt levels is one practical measure along with energetic line manager contact with absent employees and return to work interviews. Early and focused line manager liaison with occupational health is also effective in returning employees to work as soon as possible or, alternatively, ending employment.
It's useful to explore external health and wellbeing funding streams, talk to colleagues about their own health and wellbeing needs and identify workplace activities/sickness prevention campaigns that can be offered at minimal cost.
Managing absenteeism can cause headaches, especially with Whitehall sometimes increasing the pain, but a consistent collaborative corporate focus and doses of carrot and medicine is the best cure.
Nicola Bulbeck is chief executive of Teignbridge DC
