Fostering an attendance culture
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Last updated: 22 June 2006
Fostering an attendance culture: A guide for APS agencies
Section 1: Introduction
Workplace absence – why does it matter?
Supporting employees with genuine illness and caring responsibilities underpins the Australian Public Service (APS) as a model employer. However, absenteeism is a significant issue that has the potential to reduce productivity and damage the credibility of the APS. The ability of agencies to deliver outcomes and meet the needs of the Australian community can be greatly reduced if levels of workplace absence are unacceptably high. Fostering an attendance culture in agencies is a key component of ensuring the APS continues to meet its performance and accountability obligations to government while also delivering high quality services to the public.
A range of complex factors lead to workplace absences. These include:
- a person’s ability to attend work (medical incapacity from injury or illness)
- barriers impacting on attendance (such as caring responsibilities or personal emergencies)
- their motivation to attend work (affected by levels of engagement, motivation and job satisfaction).
A level of employee absence is an expected element of working life. It is also a normal feature of a healthy work environment that supports family friendly practices. However, this does not mean that all absences should be regarded as inevitable and accepted passively. Workplace absence has a negative impact on performance and, regardless of whether it is across the organisation or isolated in pockets, often reflects unhealthy organisational and management practices.
The creation of a culture where employees are engaged and committed to the organisation and its leadership has been shown to directly result in reduced absence. Additionally, all absence management strategies need to emphasise both prevention of avoidable absence and also providing support to those who are ill or injured and aiding their return to work.
Effective absence management requires a coordinated approach involving senior managers, human resource management, line management, employees and occupational health professionals.
Assisting agencies and line managers
This guide has been developed to assist agencies with identifying workplace absences, their possible causes, and addressing problems through the implementation of better practice strategies.
Complementing this guide is Turned Up and Tuned In – A Line Manager’s Guide to Maximising Staff Attendance. Specifically designed for line managers, Turned Up and Tuned In provides practical ‘how to’ advice for dealing with workplace absences at the team level.
Both guides are the result of extensive research and collaboration with APS agencies. The Commission acknowledges and appreciates the assistance of all agencies involved in the development of the guides (see Appendix A).
Broader context
Fostering an Attendance Culture is one publication in the ongoing series of better practice guides and forms part of the Commission’s focus on assisting agencies with the development of more efficient and effective people management practices.
It is necessary to place the advice in this guide within the broader APS legislative and operating context. The guide should be read in conjunction with the following:
- The Public Service Commissioner’s Directions 19991, and the Public Service Act 19992 particularly in relation to those values regarding the provision of a workplace that is free from discrimination and recognises and utilises the diversity of the Australian community it serves; the provision of a fair, flexible, safe and rewarding workplace; and the focus on high quality leadership and achieving results and managing performance. Relevant elements of the Code of Conduct include the requirement for employees to:
- behave honestly and with integrity
- act with care and diligence
- treat people with respect, courtesy and without harassment.
The recently revised APS Values and Code of Conduct in Practice3 can assist agencies and employees with practical implementation of these requirements.
- Sharpening the Focus: Managing Performance in the APS4 particularly in relation to engaging employees for enhanced performance, and advice on a process and strategies for managing underperformance.
- Guidelines on Workplace Diversity5 in relation to steps that can be taken by agencies to recognise the positive value of a diverse workforce, and create a harmonious and supportive work environment.
- Respect: A Good Practice Guide to Promoting A Workplace Culture Free of Bullying and Harassment in the APS, this forthcoming publication will assist agencies and employees to promote a workplace culture where individuals are treated with respect, courtesy and without harassment.
- Legislation such as the Privacy Act 1988, Safety, Rehabilitation and Compensation Act 1988, Occupational Health and Safety (Commonwealth Employment) Act 1991 and the Workplace Relations Act 1996.
1 Public Service Commissioner’s Directions, 1999, Chapter 2, http://scaleplus.law.gov.au/html/instruments/0/26/0/2004072601.htm
2 Public Service Act 1999, see Section 10(1) in relation to the APS Values, and Section 13 in relation to the Code of Conduct, http://www.comlaw.gov.au/comlaw/Legislation/ActCompilation1.nsf/0/9C5BFF498D59C34BCA25715700128794?OpenDocument
3 Australian Public Service Commission, 2005, APS Values and Code of Conduct in Practice: A Guide to Official Conduct for APS Employees and Agency Heads, Commonwealth of Australia, Canberra, http://www.apsc.gov.au/publications/
4 Australian Public Service Commission, 2006, Sharpening the Focus: Managing Performance in the APS, Commonwealth of Australia, Canberra, http://www.apsc.gov.au/publications
5 Public Service and Merit Protection Commission, 2001, Guidelines on Workplace Diversity, Commonwealth of Australia, Canberra http://www.apsc.gov.au/publications/
