Hello All Would anyone offer options to reduce sickness levels in large call centres? Sickness figures are available and are wide ranging. I am looking to put together a reasonably comprehensive package to cover anything from respiratory, WRULD, bad backs, headaches, stress etc. Any suggestions gratefully recieved.

clive, are you sure the sickness levels or (absenteeism) even (truly) relate to health / wellbeing? As for options to reduce sickness levels, I'd go for: no sick pay; better hourly rate; improve recruitment selection... etc. (how sympathetic I am)!

Calls centres are notoriously difficult environments for people and without more information on the levels and types of sickness it is difficult to make a call (no pun intended). That said, I would be interested in discussing absenteeism with staff representatives and supervisors - a workshop. Staff are possibly unhappy with working conditions in general and any improvements by the management may raise morale and at the same time reduce sickness levels.

There appears to be call-centre member organisation, it is now global you may want to contact:- http://www.cca-global.com/ The HSE has guidance:- http://www.sro.hse.gov.u.../ShowArticle.aspx?id=198 Infortunately, the link to the Local Authority Circular does not work!

Clive I would support Ray's point. While it is some time since I dealt with call centres the more common problems raised related to work organisation. If those fielding the calls and those supervising them could be given a chance to identify how the work looks to them, measures to reduce sickness absence may be found. As with most problems that have work organisation at their centre this tends to offer challenges, some to employees, most to managers. Professor Lofstedt found enough scientific evidence to conclude that: 'Boosting the responsibility and involvement of employees has the potential to bring about significant improvements in health and safety in the workplace.' Indeed such was the scale of the 'significant improvements' that the learned Professor recommended absolutely nothing to assist improve the current situation: the HSE estimate that 60% of employees are not consulted about health and safety issues they should be by law. People support what they help create. If the workers have some say in developing systems that may help reduce sickness absence, they may be more willing to abide by the rules. Cheers. Nigel

There are two approaches to the absence problems you refer to that have not been mentioned but which reliable research indicates are relatively effective. One is a method of coaching known as 'appreciative coaching', and in particular the technique known as 'feedforward'. If you learn this method and teach it to first-line managers, you are likely to change the social climate in major ways that enable you to get to grips with many of the root problems. The other is a psychometric assessment measure called 'Dependability and Safety Instrument', published by SHL Limited, since 2005. Based on extensive research in four continents over the past 8 years, it reveals risk levels about dependability of employees and candidates. While you need to be qualified to use it, it may well be a far more cost-effective measure than any other option. (If you trial it and find it useful, you can also train and qualify to use it). By applying either of these measures on their own, you are likely to reduce patterns of absence over six months by over 50%. If you use both of them for at least nine months, you are likely to reduce your levels of absence in the order of 85%. Often the main barrier to an innovative solution of this kind is the confusion in the safety professional community in the UK between 'behavioural safety' and more tailored, situation-specific forms of research-based, reliable and valid psychological intervention.