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SHRM:员工带薪休假的成本竟占工资总额的30%以上

(2014-12-22 17:57:43)
标签:

shrm

带薪休假

工资

hroot

人力资源

分类: 行业新闻

(2014年12月19日,/比特网/)Kronos公司日前公布了其委托美国人力资源管理协会(SHRM)进行的一项调查结果——世界各地员工缺勤对于企业及其劳动力产生的总体影响。该研究探讨了员工缺勤对于企业产生的许多隐性影响,包括缺勤对同事工作效率产生的影响,使用替代员工和加班来弥补缺勤的成本,带薪休假的直接和间接成本,以及对员工缺勤进行管理的政策和流程的重要性。

 

该研究调查表明:在所有的缺勤类型中,总成本最高的是带薪休假——其直接和间接成本累计占薪资总额百分比的全球均值达到30%以上,而对企业产生负面影响最大的是计划外缺勤。在美国,计划外缺勤使69%的员工认为增加了工作量,61%的员工觉得增加压力,59%的人会觉得是在扰乱他人工作,48%的人更认为直接影响了员工士气。

 

研究中的另一项调查指出中国劳动力年平均工作天数世界最少,仅为257天;比向来以假期多而闻名的欧洲还要少,欧洲排名第二,总天数为269天。同样情况,美国和墨西哥的劳动力年均工作天数并列最多,为289天。但作为发达国家和发展中国家的近邻,两国企业对待员工缺勤的策略却截然相反。美国企业是最少跟踪员工缺勤的国家,只有约三分之二的美国企业报告说,他们根据员工类型有正式书面的出勤政策。而墨西哥却有95%的企业报告说他们会对员工缺勤进行跟踪并使用智能化的缺勤管理方案。这点值得同样是发展中国家的中国借鉴,用以改变劳动力缺勤管理的现状。

 

在负责假勤政策的执行上,发达国家和地区有57%的美国企业、69%的澳大利亚企业和44%欧洲企业倾向于将权利交予员工的直接上司;而在发展中国家和地区,49%的中国企业、60%的印度企业和50%的墨西哥企业则更倾向由统一的人力资源部分负责相关假勤政策的落实。在应对缺勤的措施上, 2013年在全球受访国家/地区中,加班被用于弥补20-47%的员工缺勤,其中中国企业的频率最低,美国企业的频率最高。除此之外,员工替班也是弥补缺勤的重要手段,但在受访国家/地区的差异较大:墨西哥使用替代员工来弥补员工缺勤的比例最低,中国次之占46%;美国和欧洲替代员工的比例最高,分别占69%和73%。

 

在追踪员工缺勤的方式上,虽然大多数受访企业表示他们使用电子考勤系统来跟踪缺勤(即自动化的第三方软件或作为人力资源信息系统(HRIS)一部分的集成系统),但是在中国,超过五分之二(45%)的受访企业仍在使用自行开发的系统、电子表格或手工考勤表/考勤卡;这一比例在美国和欧洲企业大约占到三分之一;而在澳大利亚、印度、墨西哥和欧洲地区比例更小,为四分之一。

 

Kronos劳动力研究院主任Joyce Maroney表示:“每个人都需要休假放松自己、恢复身心和养精蓄锐。然而,在对缺勤影响进行调查时,我们发现缺勤成为对员工士气产生消极影响的一个不容忽视的因素。2013年韬睿惠悦和美国国家企业集团的研究就曾表明,员工认为人员不足是职场压力的最大来源——而不是雇主认为的平衡工作生活的手段。通过准确跟踪缺勤及其对整个业务产生的涓滴效应,企业可以提高生产率和最小化合规风险,同时解决缺勤对团队凝聚力和士气可能造成的消极影响。”

 

人力资源管理协会,人力资源管理专家兼调查项目总监,Evren Esen 也补充道:“员工缺勤带来的隐性成本显著影响企业的生产效率和收入——事实上,75%的受访者表示缺勤会带来中到大的影响。员工缺勤追踪和管理更准确,企业就能更有效地对费用进行监控、计划和预算。这对于商业目标的影响可能是巨大的,使得企业有策略来有效跟踪与员工缺勤相关的成本成为可能。”

 

SHRM and Kronos Examine How Employee Absences Impact Organizations and Their Workforces Around the World


(Dec. 19, 2014,/HRoot.com/) Kronos Incorporated today released a study that examines the total impact employee absences have on organizations and their workforces around the world. The study explored the many residual effects that employee absences have on an organization, including how they affect co-worker and supervisor productivity, the use of replacement workers and overtime to cover absences, direct and indirect costs of paid time off, and the importance of policies and procedures to manage employee absences.The research was commissioned by Kronos Incorporated and conducted in collaboration with the Society for Human Resource Management (SHRM).

 

Unplanned absences have more negative effects on organizations compared to planned absences, as all of the countries/region studied, except China, cited additional workload and disrupting work of others among the top-three perceived effects of unplanned absences. “Increases stress” was also a top-three effect of unplanned absence cited in all countries/region except China and Mexico. In China, unplanned absences were perceived to “penalize or reflect badly on all in the group or team” and “reduce quality of work” on top of additional workload.

 

Employee absence appears to affect colleagues the most, as perceived co-worker productivity loss ranged from 24.0 percent in Europe to 40.3 percent in Mexico, while perceived supervisor productivity loss ranged from 15.7 percent in the U.S. to 26.0 percent in Mexico. Specifically in the U.S., unplanned absences add to workload (69 percent), increase stress (61 percent), disrupt work of others (59 percent), and hurt employee morale (48 percent).

 

The U.S. and Mexico tied for the average total number of workdays per year at 289; China reported the fewest at an average of 257 total workdays, and Europe just 269 total workdays. While U.S. organizations in general provide fewer paid days off than other parts of the world, they tended to be the least likely to track employee absences (83 percent), compared with 95 percent of organizations in Mexico, which was the next least likely to track employee absences; Across all of the countries/region studied, between six and 42 percent did not have a formal, written attendance policy in place depending on employee type (e.g., exempt vs. nonexempt); the U.S. tended to have a higher percentage of organizations that indicated they did not have a formal, written attendance policy in place than the other countries/region studied (30-42 percent vs. 6-33 percent) About two-thirds of U.S. organizations reported they had a formal, written attendance policy depending on employee type.

 

Overtime – another driver of the direct costs of employee absences – was used to cover 20 to 47 percent of employee absences in 2013 in the countries/region studied, with the lowest rate among responding organizations in China and the highest rate among organizations in the U.S. Overall, the use of replacement workers to provide coverage for at least some employee absences in 2013 varied greatly across the countries/region studied: Organizations in Mexico were least likely to report using replacement workers to cover employee absences (30 percent vs. 46 to 69 percent); the U.S. (69 percent) and Europe (73 percent) tended to be the most likely to use replacement workers; Average productivity loss due to replacement workers ranged from 20 percent in Australia to 31 percent in the U.S.

 

Joyce Maroney, director, The Workforce Institute at Kronos said that all workers need time off for a variety of reasons – from vacation time to relax, sick time to recover, and time needed to address the unexpected emergencies of life. However, the impact that absences can have on co-workers is a factor that should not be overlooked when examining the impact of absenteeism. The 2013 Towers Watson and National Business Group study showed that employees say inadequate staffing is the number one cause of workplace stress. By accurately tracking absences and the trickle-down effect they have on the entire business, organizations can improve productivity and minimize compliance risk while addressing issues that may increase the rates of absence to improve team cohesiveness and morale.

 “Employee absences carry hidden costs that significantly affect an organization’s productivity and revenue – in fact, 75 percent of respondents perceived absence has a moderate to large impact. The more accurately employee absences are tracked and managed, the more effectively organizations can monitor, plan, and budget for this expense. The impact to the bottom line of the business can be substantial, making it pertinent that organizations have a strategy to effectively track the costs associated with employee absence.”said Evren Esen, director of survey programs, SHRM.

 

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