Category Archives: health

Bullish on Wellness

Good news out of the Society for Human Resource Management yesterday for those looking to move the needle on greater employee buy-in for wellness.

174186054According to the association’s Strategic Benefits survey, more than one-half (53 percent) of the 380 responding employers said employee participation in wellness programs climbed last year. This follows similar findings in 2013 and 2012, when 56 percent and 54 percent of the respondents, respectively, reported a jump.

What’s more, more than two-thirds of the employers that offered wellness indicated that their initiatives were either “somewhat effective” or “very effective” in reducing the costs of healthcare in 2014 (72 percent), 2013 (71 percent) and 2012 (68 percent).

The SHRM study also found two-thirds (67 percent) of organizations with such initiatives in place offered incentives or rewards aimed at increasing participation, representing an upward trend from 2013 (56 percent) and 2012 (57 percent).

Of those organizations offering wellness incentives or rewards, 85 percent said these incentives were “somewhat” or “very” effective in increasing employee participation.

The study also found the number of organizations with wellness programs was on the rise in 2014, with about three-quarters (76 percent) of the respondents saying they offered some type of wellness program to employees last year, an increase from 70 percent in 2012.

In all, these findings paint a fairly positive picture as far as wellness is concerned. But one weak link uncovered in the SHRM research, not surprisingly, continues to be on the measurement front. Few companies, SHRM reports, are actually measuring the ROI or cost-savings analyses of their efforts (18 percent and 30 percent, respectively).

Nine in 10 (90 percent) of the respondents whose organizations had wellness initiatives said their organizations would increase their investments in its wellness initiatives if they could better quantify their impact.

(Some critics would argue that, were they to measure the effectiveness of these programs, they might not be nearly so bullish.)

The SHRM research also looked at flexible-work arrangements, finding that about one-half (52 percent) of organizations provided employees with the option to use FWAs, such as teleworking. Of those offering employees such options, about one-third (31 percent) said participation in these initiatives increased last year, compared to the year before. Just 1 percent indicated employee participation had decreased.

Though one in two employers provided employees with the option to use flexible-work arrangements, the survey found only one-third (33 percent) reporting that the majority of their employees were actually allowed to use them.

Something I would think employers will need to address, sooner rather than later, considering Gen Yers (big proponents of flextime) are projected to represent the majority of the workforce in the not-too-distant future.

 

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Starting the Ultimate Conversation

Last holiday season, I posted a piece on this blog about what employers should do when employees come to them with news that 465319021 -- difficult conversationthey are dying. It featured advice from Lynne Curry, president of Anchorage, Alaska-based The Growth Co., who stressed the importance — for employers, and HR and benefits professionals — of going over plans and benefits with any and all employees who come to them with such difficult information.

Recently, it seems, The Dow Chemical Co. took that discussion many steps further by partnering with a company called The Conversation Project. Founded by journalist Ellen Goodman, the project offers a step-by-step guide, called the Conversation Starter Kit, designed to carry managers, HR professionals, family members and loved ones through what I would call the ultimate conversation.

The idea to offer such a project and kit to her employees came to Dr. Cathy Baase, global director of health services at Midland, Mich.-based Dow, when she heard Goodman speak at a health conference about her own experiences as her mother’s caregiver and healthcare decision-maker for many years, and her resulting mission to change the way Americans talk about and deal with death.

As Goodman shared then, had she had conversations with her mother before dementia impaired her ability to share her desires, she might have felt more secure in making the decisions she faced.

Dr. Baase was driven by her own experiences as well, not only in seeing employees through this difficult time, but having engaged her own family to talk early, and often, about their mother’s chronic illness. She and her older sister, a nurse, were the forces behind the bi-weekly and sometimes weekly conference calls they would have with their two younger brothers, committed to staying on the same page about their mother’s care until she passed.

“Having these conversations actually made us closer as a family,” says Dr. Baase. “We knew how things were going and what to expect in the future, and we talked through everything until we came to an agreement. It did make things easier — although these things are never completely easy.”

With the help of The Conversation Project, Dow has begun a focused effort to educate employees and retirees about the merits of getting it all out in the open. Information about the project is now on the Dow internal website and has been distributed at retiree-health fairs.

The company also sponsored two webinars for its employees, retirees and staff, and its magazine, Dow Friends, which reaches more than 50,000 retirees in the United States and Canada, featured an article on the effort. It also shot a video recently for use in meetings and promotions, and plans are under way to hold role-playing events to help people break the ice and initiate these conversations at home.

“If we can help Dow employees be less stressed, more comforted and at peace,” says Dr. Baase, “then that leads to less distraction and a break from worry. … We have a history of confronting challenging problems that affect our society, and end-of-life care is an extension of that.”

Mega kudos to Dow, Dr. Baase and the project.

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Eliminating Silos in Health and Safety

Few of us need to be sold on the merits of greater collaboration. But if there were any doubts about what it’s able to bring to the areas of health and safety, Dr. Casey Chosewood put them to rest yesterday morning during his opening keynote speech at the National Workers’ Compensation and Disability Conference® in Las Vegas.

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Dr. Casey Chosewood, speaking at the National Workers’ Compensation and Disability Conference on Wednesday.

“Too many organizations today still have silos [that] are unconnected,” said Chosewood, chief medical officer and director of the Office for Total Worker Health Coordination and Research at the National Institute for Occupational Safety and Health (part of the Centers for Disease Control). “But that has to change. We have to put everything under one umbrella and take a more integrated approach.”

Remarkable things can happen when each of the components talk to one another, align their goals, understand the financial challenges of others and work on finding solutions, Chosewood told the packed room of attendees.

Of course, in the world of business, the elimination of silos, as a concept, comes up a lot. But it seems to be an especially powerful idea when it’s applied to safety and health.

Early in his talk, Chosewood took a few minutes to touch on the Ebola outbreak, which is also the subject of Carol Harnett’s Benefits Column posted earlier this week.

“I’m frequently asked if the CDC has a handle on the problem,” Chosewood said, “and that’s a fair question.”

As of today, he explained, there have been eight cases of Ebola in the United States, compared to 14,000 known cases in West Africa (a figure he believes is probably closer to between 20,000 and 28,000).

Chosewood said the CDC believes the risk of Ebola here in the United States remains very low, though he added that doesn’t negate the seriousness of the disease and the need to put “more resources on the ground in West Africa” to address it.

Returning to the focus of his talk, Chosewood said people would be mistaken were they to think they could separate work and home as far as health and well-being are concerned. “You can’t leave what happens at home on the kitchen table [just as] you can’t leave what happens at work on your desk. You shuttle them back and forth.”

Chosewood cited the example of a person who works in a factory who is exposed to lead and then brings it home to an unsuspecting child on the surface of his or her clothing. “Risks don’t just stay in one place,” he said.

During his talk, Chosewood also touched on the importance of changing the culture of the organization. Quoting Sir Michael Marmot (a professor at the University College London), he said it’s “unreasonable to expect people to change their behavior when the social, cultural and physical environments around them fully conspire against them.”

Chosewood shared a close-to-home illustration of the kinds of steps that can be taken.

When the CDC ran out of places to park and needed to build a new parking garage, Chosewood (then in charge of safety and health there) said he intentionally proposed picking a site that required workers to walk 15 minutes. While the move initially made him quite unpopular and existing employees complained about the distance, he said, new hires haven’t complained at all.

In addressing health and safety issues, he said, employers need to be willing to take “short-term heat” for “long-term gain.”

Chosewood said next on the Center’s to-do list will be to slow down the elevators so impatient workers will take the stairs. (I wasn’t sure if he was serious or kidding.)

According to Chosewood, there are three kinds of companies: bad, good and the best. Bad companies, he said, don’t do anything to keep their workers healthy and safe; good companies keep them protected from injury and illness; and the best do what’s needed to ensure their workers go home more healthy at the end of the day.

Employers that fall in this “best” category, he said, will enjoy more engagement, greater productivity and lower injury risk.

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Sniffling While You Work

For the first time in five years, the number of employees who said they go to work with the flu has dropped to 60 percent, after four straight years of increases, according to the fifth annual Flu Season Survey from Staples.

The 60-percent figure marks a drop from last year, and yet many employees still feel they can’t take a sick day, according to the office-supply retailer. Indeed, despite 88 percent of managers encouraging sick employees to stay at home, 40 percent of workers feel there is too much going on at work to stay away, and 31 percent show up sick because they think their boss appreciates it.

The Staples survey finds there are a number of factors that have contributed to the drop in employees going to work sick, including:

• Sick employees coming into work are now considered worse for office productivity than a security breach;

• Presenteeism recognized as a bigger problem than absenteeism;

• Employees are taking charge of their own health and wellness; and

• Recent virus outbreaks are affecting behavior.

“While we are encouraged that for the first time in five years the number of sick employees coming into work has dropped, 60 percent is still a significant number,” said Chris Correnti, vice president of Staples Facility Solutions at Staples Advantage, the business-to-business division of Staples.

“Clearly there is still much work to be done. Recent outbreaks such as Enterovirus in the U.S. underscore the importance of fostering a culture of workplace wellness. ”

Meanwhile, last year was one of the worst flu seasons on record, reports outplacement consultancy Challenger, Christmas & Gray, with more than two-thirds of states reporting that the flu outbreak had reached “severe” levels, says CEO John Challenger.

The Centers for Disease Control estimates that, on average, seasonal flu outbreaks cost the nation’s economy $10.4 billion in direct costs of hospitalizations and outpatient visits.  That does not include the indirect costs related to lost productivity and absenteeism.   Online resource, Flu.gov, cites one study estimating that each flu season 111 million workdays are lost to flu-related absenteeism, which amounts to about $7 billion annually in lost productivity.

“New York alone saw more than 15,000 reported cases in the first month of the season, compared to fewer than 5,000 in the entire previous season.  These outbreaks and the resulting workplace absenteeism can have a significant impact on a company’s bottom line; particularly in smaller companies where illness can spread quickly and incapacitate large portions of a workforce,” Challenger adds.

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The Wellness Journey Continues …

Earlier this month, the Economist Intelligence Unit released a study (sponsored by Humana) of 255 executives. It found that roughly 70 percent of the respondents believe their organization’s wellness programs are effective, even though only 31 percent deploy some sort of “rigorous evaluation methods.”

Kevin Volpp, founding director of the Leonard Davis Institute Center for Health Incentives and Behavioral Economics, is quoted in the report saying he believes asking whether wellness [programs] have value based solely on return on investment is a mistake. Instead, the question should be, “Do we improve health at a reasonable price.”

185998025At this year’s Benefits Forum & Expo at the Boca Raton Resort in Florida, there seemed to be ample evidence that the business community’s commitment to wellness is very much alive and well, even if the data isn’t nearly as visible as some might like.

As might be expected, many of the employers featured on the program are, with the help of the vendor community, applying tools such as biometric screenings, health coaches and gamification in their attempts to improve the well-being of their workforces and, in turn (hopefully), reap meaningful productivity gains. (Such approaches will also be explored at HRE‘s Health and Benefits Leadership Conference next April.)

During a session titled “Domino’s Pizza: Evolving Wellness Strategy into Business Strategy,” Domino’s Director of Benefits Sandra Lollo shared some of the outcomes her company has achieved through the use of Quest Diagnostics’ Blueprint for Wellness tool, which has served as the cornerstone of its wellness efforts for quite some time. Lollo noted that Domino’s uses four key performance indicators to gauge its progress: participation, a health-quotient score (including a wellness scorecard combined with HRA), metabolic-syndrome risks (targeting BMI) and tobacco use.

Eight years into its effort, Lollo reports, Domino’s has seen discernible improvement on each of these fronts. In the case of the tobacco-use KPI, for instance, the percentage of tobacco users has been cut in half, dropping from 26 percent to 13 percent over that period.

The company’s benefits team is currently in the process of rebranding its effort (“dusting it off,” Lollo says) and pursuing a more holistic approach to wellness, including adding components that address issues such as financial wellness.

As might be expected, gamification found a decent amount of air time at the conference. In a session titled “Gamifying Wellness: How to Challenge Employees to Lead Healthier Lives,” Goldenwest Credit Union Assistant Vice President of HR Ashley Shreeve co-presented with hubbub Vice President of Sales and Marketing Brian Berchtold and shared some of the ways her 421-employee firm has used the hubbub platform to drive engagement and change behaviors.

Through simply named challenges such as “Walk the Dog” (a 14-day challenge that involves, yes, dog walking) and “Home Cooking” (a 14-day challenge aimed at eating healthier foods), Goldenwest is getting employees to take a small but valuable step in a better direction. (In other words, don’t bite off more than you can chew?)

One of the goals, Berchtold said, is to get employees to understand that wellness doesn’t end at 5 p.m.; it’s something that needs to be 24/7.

Goldenwest is attempting to undo the fact that “we’re asking our employees to be unhealthy by having them sit behind a desk all day,” Shreeve said.

For the 421-employee credit union, encouraging participation has not been a problem. All of its employees are currently on the platform and have, last count, completed more than 18,440 challenges.

(Here’s another interesting stat I jotted down from the session: There are more than 43,000 weight-loss/fitness apps out there today.)

Of course, gamification may not be the answer for every organization.

Elkay Manufacturing Co. Corporate Manager of Compensation and Benefits Carol Partington offered me a preview of a session she was slated to present later in the day with Interactive Health Senior Wellness Strategies Sandi Eskew: “Elkay Manufacturing: Tune Up Your Wellness Program.”

Elkay is entering its third year of on-site screening through Interactive Health. Under the program, employees who participate in the screening and independently declare they’re not tobacco users pay 20 percent less for their healthcare than a person who doesn’t do either of those things. From a financial standpoint, Partington said, that translates to about a $1,000 per year.

As with most things, the success of these initiatives often hinges on how well they’re communicated.

“We need to get employees to understand what we’re doing and that there’s a partnership; they’re not in it all by themselves,” Partington said. To that end, Partington and her team have worked hard to get the messages out into the workplace and employee homes. “You’d have to have your head in the sand if you didn’t know what’s going on,” she said.

What’s proven to be the most effective way to get these messages out there at Elkay? Through the organization’s plant managers, says Partington, because “it’s not corporate giving the message” … it’s coming from someone the employees know and trust.

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Stand In the Place Where You Work

Here at HRE, we’ve written numerous times on the potential health hazards of prolonged sitting at work. Dan Kois, an editor at Slate magazine, sums it up a bit jarringly in the opening lines of his New York magazine article documenting his effort to stand continuously (even when reading bedtime stories to his kids) throughout the day during the entire month of April:

Are you sitting down? Nice knowin’ ya! If you sit down more than 11 hours a day, one study suggests, you’re 40 percent more likely to die in the next three years than I am. I’m standing up. I’ve been standing up all day. I’ll be standing up all month, in fact, without a break. I expect that at the end of that month I’ll be sore but triumphant, glowing with smug enlightenment.

As you might guess, Kois’ adventure concludes not with smug enlightenment but painfully sore calves, an aching back and a renewed appreciation for the sheer comfort that a chair brings. However, he’s also five pounds lighter, with stronger legs, greater stamina and, to top it off, he ends up being more productive during his stand-a-thon than in his previous, chair-borne incarnation.

Kois acknowledges, however, that what he did goes against the advice from experts on such matters, who warn that too much standing can be just as hazardous as too much sitting. Indeed, he notes, people who have no choice but to stand all day — such as retail employees and waitresses — frequently suffer from ailments such as varicose veins and lower-back pain. Ideally, the experts tell Kois, employees — the ones lucky enough to be able to choose whether to sit or stand during the day — will alternate being in a chair with standing while working and taking frequent breaks to move around.  They also stress the importance of using good posture when standing, making use of sit-stand desks when possible and using shoes that provide proper foot support.

And, I should also add, remaining considerate of those who choose to continue making full-time use of their comfy chairs in the workplace. Consider Kois’ reference to that eternal font of wisdom, The Simpsons:

Sitting, the great equalizer,” Mr. Burns memorably told Homer Simpson. “From the lowliest peasant to the mightiest pharaoh, who doesn’t enjoy a good sit?”

 

 

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Listening to the Data

I was having lunch the other day across the street from a noisy construction site. It wasn’t the best location in the world to read a book and enjoy a sandwich, but it was one of the few places I could find with some comfortable shade.

122399493As I sat there consuming my sandwich (and drink), I remember thinking to myself, “How in the world do these folks work eight hours straight with all that banging and clanging? I’m sure they were wearing protective gear to diffuse some of that noise, but despite the protection, it still had to be loud enough to drive a sane person crazy. (I eventually moved.)

If you’re like me, you probably know a few folks who’ve lost a decent amount of hearing as a result of the work they do. Some recognize they have a problem and have taken steps to remedy it, say by acquiring a hearing aid. Others are less aware, perhaps in denial or simply reluctant to do something about it. (According to the National Center on Hearing Assessment, only one in four people with hearing loss use hearing aids.)

When we think of the health and well-being of employees, a host of issues comes to mind. Diet. Exercise. Regular checkups. Hearing loss? Not really. But as a Better Hearing Institute press release sent out the other day to raise awareness on this issue points out, the problem of hearing loss is widespread, affecting more than 40 million Americans. And costly.

In an effort to bring attention to the issue, the American Tinnitus Association recently sent out its own press release, encouraging both employers and employees to be proactive. It urged employers to develop engineering controls to reduce overall noise output and implement administrative procedures to minimize workers’ noise exposure. Meanwhile, it asked workers to take control of their hearing health by using appropriate ear and noise protectors.

Of course, before either of these things are going to happen, employers and employees alike are going to have to get on the same page and acknowledge that a noise problem exists. Soon-to-be-released research suggests there’s a definite disconnect here between the perceptions of the two.

According to a survey of 1,500 full-time workers and nearly 500 benefits professionals by EPIC Hearing Healthcare ( a hearing-care provider), employees and employers each have a somewhat different take on the situation. Asked how many hours a day they believe their workplace is noisy, more than half (55 percent) of the employee respondents said it is noisy for more than one hour a day and more than one-third (36 percent) said it was noisy for more than three hours a day. In contrast, nearly 80 percent of employers said their workplace is hardly ever noisy.

The EPIC research also found nearly half of the employees felt the level of noise at work was damaging their hearing, even though less than one in four have had their hearing checked in the past two years.

In light of the above data and the impact hearing loss can have on productivity, employers shouldn’t be turning a deaf ear to this issue (excuse the pun). Indeed, they certainly have no shortage of tools available to them, ranging from reducing noise levels in their workplaces and providing employees with better protection to offering “financial support” through insurance products (EPIC’s business) and raising employee awareness.

Being this month is National Employee Wellness Month, I would think it might be as good a time as any for employers to revisit the state of their respective workplaces as far as noise exposure is concerned and the efforts that they’re taking to address the problem.

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Another Drowsy Day at the Office

sleepy employeeFor the average employee, a truly good night’s sleep may seem like a distant memory from the days before adulthood arrived with all sorts of grown-up problems in tow.

So, employees adjust and learn to function at high levels, even with less quality rest. But the effects of losing sleep to financial, familial and other worries can still be seen at work.

The Virgin Pulse Institute—the new research arm of Framingham, Mass.-based Virgin Pulse—recently surveyed 1,139 workers at three companies, in an effort to better understand sleep disturbances and offer insight on how to help employees sleep more soundly.

The study found nearly 30 percent of employees reporting they were “unhappy” or “very unhappy” with the quality or quantity of their sleep. More than 75 percent said they feel tired “many days of the week,” with 15 percent saying they doze off at work during the day at least once weekly.

What keeps employees tossing and turning at night, and, in turn, leaves them sluggish at their desks the next day? Environmental factors identified in the study as sleep disruptors included room temperature (85.2 percent), partners (71.9 percent), noise (68.6 percent), bright lights (52.8 percent), mattresses (40 percent) and young children (35.9 percent).

These findings only make sense, and it’s natural that poor sleep can lead to poor performance at work. But what can employers do about it? How can you help encourage employee behaviors that result in better-rested and, therefore, more alert and productive workers?

Jennifer Turgiss, vice president of health solutions at Virgin Pulse, director of the Virgin Pulse Institute and lead author of the study, offers a few suggestions.

“Employers have lots of opportunities to encourage employees to improve their sleep habits,” says Turgiss. “First, they can focus on creating awareness. Provide employees with tips and information about how to improve sleep. Host a brown-bag lunch with a sleep expert. Encourage employees to share tips on what works for them.”

She also urges HR professionals to review internal policies, to ensure the organization has procedures in place to help support improved sleeping habits among the workforce.

“For example,” says Turgiss, “a company could put in place a policy that makes it clear that managers don’t expect employees to respond to emails after certain hours or on weekends. This can help alleviate the worry and concerns that keep people up at night.”

Finally, she recommends that companies provide programs focused on improving sleep habits; an especially important offering at firms employing workers at risk of sleep deprivation—shift workers or frequent overtime workers, for instance.

Physical appearance and behavior are “great indicators” of an individual suffering from poor sleep, and HR and other leaders in the organization should also be asking themselves a variety of questions to help identify the signals of sleep-starved employees, says Turgiss.

Do [employees] look tired or sleepy? Do they fall asleep in meetings? Do they seem more irritable? Have they missed more days of work or has their output decreased significantly? Are they forgetful? Do they have trouble recalling details of projects? Have they made more mistakes than usual?”

Some workers may function better than others with little sleep, she says, “but the telltale signs are usually there.”

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The Cost of Cancer in the Workplace

I came across some pretty alarming statistics the other day regarding cancer’s impact on the workplace.

78770849-- cancer at workThe report, from the Integrated Benefits Institute, shows cancer typically costs employers about $19,000 annually per 100 employees in lost work time and medical treatments.

Broken down, lost work time and underperformance at work, the latter also known as presenteeism, due to cancer costs employers $10,000 per 100 workers, and medical and pharmacy treatments cost about $9,100. Employees with cancer, the report says, are absent 3.8 more days per year than workers without cancer, and also lose the equivalent of 1.8 more days per year to presenteeism.

In the words of Tom Parry, IBI president:

Cancers present complex challenges for the workplace. At a basic, human level, a cancer diagnosis is a frightening, sometimes emotionally devastating, event. It is natural that co-workers and supervisors will want to provide support to a friend and colleague when told he or she has cancer. At the same time, balancing privacy and workplace accommodation is a critical, but sensitive, issue. Many employees with cancer will frequently feel too sick to work, while others report that remaining on the job keeps them ‘connected’ and provides a sense of routine as they undergo treatment.”

Considering there are very few of us who have not been touched by cancer, myself included (my father is undergoing chemo as we speak), I’m thinking the disease must touch just about every workplace as well. So, given the prevalence and inherent challenges in addressing it, what are employers to do?

The IBI report suggests upping your commitment to workplace-based cancer screening and job accommodations. Here are some of those advantages, according to the study:

  • Compliance rates with cancer-screening guidelines are highest when there is access through insurance-plan coverage.
  • Workplace educational programs have been shown to raise awareness of and screening for colorectal cancer.
  • Workplace screening for breast cancer reduces lost productivity.
  • Employees whose breast cancer was detected early through on-site mammography experienced half as many lost workdays for treatment as employees whose cancer was detected later.
  • Providing job accommodations or other workplace stay-at-work or return-to-work opportunities has been shown to help employees with cancer remain on the job.

Also worth looking into, if you haven’t already, is the National Business Group on Health’s cancer guide, An Employer’s Guide to Cancer Treatment and Prevention, which I blogged about back in November.

In that post, I suggest we’re only going to see cancer cases at work grow as baby boomers age and stay in the workplace. It’s … well … increasingly part of life. And getting older. Ask my dad.

As Helen Darling, retiring NBGH president and CEO, puts it in the November post:

Today, more than ever, employers are facing the growing impact of cancer … . With significant gains in cancer survival rates and most cancer survivors staying at work during their treatment or returning to work after their treatment, employers need a comprehensive benefits plan to ensure that their current strategies to address cancer in the workplace complement the needs of their employees. Cancer casts a wide net, affecting not only those diagnosed with the disease, but also family members, friends, managers and co-workers. The impact on a company’s culture can be profound.”

 

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Another Sign Your Talent May Be Bolting: Hooky

160611067-- sick employeeA month ago, almost to the day, Editor David Shadovitz posted this about a Utah State University professor’s study laying out specific behaviors to look for in top talent about to head out the door.

I thought the signs themselves, as revealed by researcher Tim Gardner, were interesting and deserve repeating. Employees about to leave, he found:

  • Offered fewer constructive contributions in meetings;
  • Were more reluctant to commit to long-term projects;
  • Became more reserved and quiet;
  • Became less interested in advancing in the organization;
  • Were less interested in pleasing their boss than before;
  • Avoided social interactions with their boss and other members of management; and
  • Began doing the minimum amount of work needed and no longer went beyond the call of duty.

Now, thanks to this from Monster Worldwide, we have another dimension to offer up in this flight-detection protocol: playing hooky. Or at least playing “I have a doctor’s appointment.”

According to Monster’s global poll, based on votes cast by Monster visitors from Dec. 2 through 6 of last year, 44 percent of respondents consider telling their boss they have a medical appointment to be the best excuse to leave work for a job interview.

The second-most-popular choice for getting out of work to interview for other work is also health-related: saying they’re sick, weighing in at 15 percent. Of course, the way I see it, both excuses — especially the latter — requires some play-acting as well, so perhaps there are some additional behavior traits we can read between the lines.

There were other non-health-related excuses — childcare, at 12 percent, and delivery/repairman at 8 percent — but faking personal health challenges topped the chart.

Especially interesting, I thought, were the differences in faking forte by country. As the Monster release states:

French respondents are the most likely to create faux doctor’s appointments when sneaking out for interviews, with 54 percent answering that they believe it is the best excuse;      conversely, French respondents are the least likely to fake an illness to excuse an interview-related absence, with only 7 percent selecting it as the best option. Respondents in the United States were the biggest proponents of the call-in-sick method, with 16 percent choosing illness as their preferred excuse. Canadian respondents were the least likely to use a delivery/repairman excuse, with under 7 percent selecting this option and were the most inclined to use a childcare-related excuse, with 16 percent picking this answer.”

Mary Ellen Slayter, a career-advice expert for Monster, says all employers ought to look at this as a reminder that “they have no choice but to be on both sides of this coin.”

“Making it easy for people to be honest is a good approach,” she says. “That means when you’re recruiting, make an effort to schedule interviews before or after work hours — or perhaps at lunch. With your own workers, don’t press them about how they’re spending their requested time off.”

As for what you’re supposed to do when you notice your top talent scheduling an inordinate number of doctor’s appointments, that’s anyone’s guess. I would think that might be a good time to start examining their engagement levels.

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