HRreview Header

Q2 saw 32,397,966 working days lost due to COVID-19 related absences

-

Q2 saw 32,397,966 working days lost due to COVID-19 related absences

During Q2, there were 32,397,966 working days lost due to COVID-19 related absences.

This is according to FirstCare, the absence management company, Index report which found that these absences cost UK businesses £4,262, 890, 284.

It also stated that the retail industry saw the greatest increase in absence with a 363 per cent increase from the previous quarter. The NHS has also seen an increase of absence rates of 108 per cent.
Across the UK, businesses have seen a significant increase in long-term mental health-related absences.

 

HRreview Logo

Get our essential daily HR news and updates.

This field is for validation purposes and should be left unchanged.
Weekday HR updates. Unsubscribe anytime.
This field is hidden when viewing the form
This field is hidden when viewing the form
Optin_date
This field is hidden when viewing the form

 

 

Ian Caminsky, CEO of FirstCare, said:

This year, those insights have become more important than ever. We are proud to be supporting NHS Trusts to FTSE 100 companies, helping each one to mitigate the unique challenges of COVID-19.

To add to this issue, in August Robert Walters, a specialist professional recruitment company, report ‘Burning the Candle: Strategies to Combat Workplace Burnout’ found that 47 per cent of managers fear their employees may suffer from ‘burnout’ due to the challenges COVID-19 has brought to working.

Over a third of staff (36 per cent) have said their mental health has suffered during the COVID-19 crisis.

Also, even though almost two-thirds (61 per cent) of workers think that wellness policies are important, only a third of companies offer what is required by law to their employees.

Dean Forbes, CEO and member of the board of CoreHR writing for HRreview back in February 2019 said that before the outbreak of COVID-19 absence rates were an issue for companies.

Mr Forbes said:

According to CoreHR’s Smart Talent Expects report, as much as 41 per cent of the UK’s top performing employees are close to breaking-point, with working practices negatively impacting their emotional and physical well-being. Low morale and toxic, high-pressure working practices can significantly impact employee absence, which is why workplace culture and HR strategies must lead the business to breaking bad habits. Happy and engaged employees don’t feign sickness, so businesses who spend the day fielding calls from sick workers must weigh-up whether they have the right strategies in place, or if they’re managing staff in the right way.

 

Darius is the editor of HRreview. He has previously worked as a finance reporter for the Daily Express. He studied his journalism masters at Press Association Training and graduated from the University of York with a degree in History.

Latest news

FourthWall – Employee Experience as a Culture Catalyst: Powering Organisational Change

This white paper reveals how purposeful and strategic employee experiences - brought to life through targeted event activations - can turn disruption into opportunity, right across the employee lifecycle.

Work from home could become a legal right under new plans

Proposals would make it harder to refuse flexible working, with staff able to challenge decisions in tribunals.

Graduate jobs fall sharply as hiring hits lowest level in 13 years

Entry-level hiring drops to a 13-year low as applications surge, leaving graduates facing tougher competition and slower pay growth.

Law firm introduces AI interviews for graduates in hiring first

AI interviews are being introduced for graduate roles as employers rethink hiring and manage rising application volumes.
- Advertisement -

‘One in three employees reluctant to speak up’ as wellbeing gaps widen

One in three employees hold back at work as stress remains high and gender gaps in wellbeing raise concerns for performance.

Neil Buck: Building effective AI policies in the workplace

AI offers organisations the chance to work more intelligently rather than simply faster - but these opportunities sit alongside genuine challenges.

Must read

Paul Russell: So you want to be…influential?

When dealing with the complexities of myriad personalities from ground to board level, attempting to implement strategy and policies, championing initiatives, managing conflict and motivating employees, influence is surely the crème de la crème of skills; if people are HR’s resource then influence is the resource of HR’s. But achieving influence is a delicate tightrope walk of precision and accuracy, lean too much one way and you veer to coercion and manipulation, veer to the opposite side and weakness and inefficiency await.

Luke Hildyard: Is it time for a maximum pay ratio?

Executive pay has rocketed from around 60 times the...
- Advertisement -

You might also likeRELATED
Recommended to you