FLEXIBLE WORK ARRANGEMENTS FOR FRONTLINERS
The use of flexible work arrangements has long been deployed to reduce workplace absenteeism. Again, this is something feasible for frontline workers, not only those in office jobs.
One international study estimated that workplace flexibility practices contributed to a six-day reduction in absenteeism among SME workers each year. A 2021 analysis, based on pre-COVID-19 research findings with more than 90,000 individuals worldwide, found a connection between the provision of flexible work arrangements and better health and reduced absenteeism.
This association may be stronger post-pandemic and could even help with attracting employees.
“Months ago, we encountered a problem. No matter what I put on job banks or on advertisements, I cannot get a security officer… [after implementing flexi-time] I think within a month I managed to get three,” said another SME boss in a separate study of Singapore employers conducted by my team with the Singapore National Employers Federation (SNEF).
Businesses keen on reducing abuse should communicate their expectations early and clearly, engage and support their workers, and make provisions for flexible work arrangements.
Still, instances of absenteeism – malingering or not – will occur.
In the words of one SME boss, the best approach may be to be “conscious that our employees are human beings who are liable to falling sick and we should factor this into our commercial and operational planning considerations”.
Dr Victor Seah is Director, Behavioural Insights Centre of Excellence, Singapore University of Social Sciences (SUSS).
