I am currently working for a company which used crude absence percentages to monitor absence.
However, we will be implementing the bradford factor with effect from October, I have been asked to gather some information regarding what point scores denote triggers for meetings in other businesses who use the bradford factor. I can only find examples of Public Sector, Is there any one working in Private Sector, preferably manufacturing, who is prepared to share there trigger points.
They will onyl be used in order to help us decide on our own trigger points.
or does anyone know where i can get such information??
we are also looking at this, so would also be interested in what triggers people use - ideally within transport/logistics
Our company is in the Insurance industry and have used this tool for 3 years now, it has definately improved our absence rates. We started with a score of 125, this meant employees who reach it had unacceptable levels of absence so we would start counselling sessions at this stage. Then other support such as OH referall, action plans to reduce and ultimately discplinary action for those who dont improve.
We are currently reveiwing to decide whether or not to being this down so that we can aim further to meet our 3% aim.
Good luck with it!
I work for a private sector organisation and we use BIF to monitor absence. Our trigger points are 40 Level 1, 140 Level 2, 325 Level 3 and over 700 potential dismissal.
We are however in the process of reviewing these as you need a lot of absence to get to 140 BIF points!!
Trigger points are exactly what they mean.....trigger points and nothing else. When someone reaches a trigger point, this should signal some kind of intervention from the line manager. Relying purely on the 'raw score' of the BF to issue warnings, or to dismiss, runs the risk of unfair treatment. Use the BF for what it is.....A MONITORING TOOL and nothing else.
I am interested in bringing in a tighter system of points relating to specific warnings, such as your suggestion.
Do you calculate the BIF in the same way as the Bradford Factor ?
I work in the legal sector and we use 3 triggers for absence management; a bradford of 200 to start RTW conversations, 15 days sick and/or 5 occasions. We would generally look to withdraw sick pay around the 700 mark, depending on individual circumstances however this really is a last resort when all other measures have failed, including OH, medical reports etc. We would not normally reinstate sick pay until absence has fallen below the 200 mark, and this seems to be successful.
One problem we have not yet found a work around for is how to pro-rata the bradford factor for part time workers as this is artificially lower for those not working 5 days per week and therefore not fairly applied. We try and acheive a consistent approach by exception reporting against % working time lost however is not ideal.
Any suggestions would be gratefully received, particularly from those who have such stringent rules in relation to disciplinary action as I am assuming you have found a way to handle this fairly?
3% right across our company - which is building distribution, employing over 17,000 employees
Hi, both Frank and Simmone make excellent points, it's a monitoring tool, and it's useful to review it against targets that you are trying to achieve. A recent re-assessment of our BF triggers was based on reviewing what the stakeholders viewed as an unacceptable level of absence (yes, this involved employee / union consultation), and then examining patterns of attendance for the previous 12 months, sense checking the variety of proposed trigger levels against these factors, and then agreeing a range of trigger point levels and a date for review (consultative) to check attendance targets were being reached. The result was a succcessful implementation and (so far) attendance levels are within target range. One of the key achievements for me was moving away from an absence monitoring culture, towards the promotion of a positive attendance culture, which was valued by all the stakeholders.
Good luck with your implementation.
PeterS:Can anyone tell me what BIF is and how it is calculated?
Or, is this just the Bradford factor/formula/score/index/scale/measure/points by another name?
After 10 years of employment and with a good level of attendance, I informed my employer that I am attempting to manage a recently diagnosed illness (Diabetes) and to be patient with me during this period. Complications set-in that required some periods of certified sickness but the syptoms have since been controlled by medication. I had been sent to see my employers OC doctor and have now been instructed to attend a BF interview, I was wondering if any advice or guidelines should be sort prior to the interview and what to expect?
My company currently "wipes the slate clean" at the start of each year for BF calculations, whereas I think they should be on a rolling 12 month basis to give a more accurate picture.
What does everyone else do please?
Many thanks for your input.
We work on a rolling basis, and agree this is the fairer option. Otherwise employees do financially better from being ill over Christmas in comparison to being ill in the first half of the year, which doesn't seem fair..... Measuring over a rolling period of time seens a more consistent approach.
Your situation raises the interesting [!?!] point of how BF relates the Disability Discrimination Act since Diabetes will fall within the provisions of the act. The fact that medication and/or other coping strategies control the condition does not remove you from its ambit. I would suggest that you ask the company how they see their duties under the act being carried out. You may also ask how they see the fact that you advised ,as far as possible, them of your situation in the context of their use of BF.
It may be that the meeting will be largely a formality triggered by the BF being part of HR software used by the company and that your line manager and/or HR wish to discuss positively how they can support you. If however, they indicate that they regard the issue of a disciplinary sanction as appropriate then I would be accompanied at any disciplinary hearing [which would presumably be separate since this will be an investigatory meeting?]. Perhaps by your union rep?
I think that your situation underlines points made by other posters that the BF should simply be a guide to potential problems rather than automatically triggering [disciplinary] action.
I hope that this is helpful and good luck with the meeting.
Hi I need more information on the Bradford Index - would like to use in my company, who can discuss?
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