Managing sickness absence remains one of the big issues that we are continually asked to provide support and advice for. According to the ONS, the UK has circa 2.5 million people who are economically inactive owing to long term sickness absence; so clearly, sickness absence affects a high proportion of employers.

With continually rising costs, including wage costs, effective absence management is crucial for maintaining productivity and operational efficiency.

There is an understanding that short-term absences are more disruptive for an organisation than long-term absences. This is because they require immediate adjustments to workflow, can often mean finding last-minute replacements, and can create a ripple effect of extra workload on colleagues.

This in turn can lead to higher stress levels and potential disruption to the rest of the team, all whilst occurring more frequently and without opportunity to prepare, as with longer planned or informed absences.

One method that has gained traction in assessing employee absence is the Bradford Factor.

The Bradford Factor is a mathematical formula used to measure employee absenteeism by giving more weight to frequent short-term absences than to infrequent long-term absences. Essentially, having a compendium of Bradford scores is an easy way to get a handle on absenteeism and quantify it in a meaningful way for your organisation.

Its name originates from the belief that it was developed at Bradford University School of Management in the 1980s which researched the theory that short, frequent absences are more disruptive to a business than longer absences. Although whether this is actually the case is disputed.

The Bradford Factor formula is:

S² x D = B

Where:

• S stands for ‘spells,’ or the total number of separate absences by an employee over a set period
• D is the total number of days of absence over that period
• B is the resulting Bradford Factor

In most cases, this set period is one year (52 weeks).

The advantages of Using the Bradford Factor are:

1. Objective Measurement: The Bradford Factor provides a clear, numerical measure of absenteeism, allowing for objective comparisons between employees.
2. Focus on Disruptiveness: By emphasising frequent short-term absences, the Bradford Factor highlights the type of absenteeism that typically causes more operational disruption.
3. Management Tool: It helps HR professionals identify patterns of absence that may indicate underlying issues, such as health problems or job dissatisfaction, enabling early intervention.

There are disadvantages in using the Bradford Factor too:

1. It does not account for the reasons behind absences, potentially penalising employees with legitimate short-term health issues.
2. There is a potential for Misuse: If used over-rigidly, it can lead to unfair treatment and may not consider individual circumstances, such as disabilities covered under the Equality Act.
3. Staff Morale: Over-reliance on the Bradford Factor can negatively impact employee morale, particularly if employees feel they are being penalised for unavoidable absences.

So, how might you use the Bradford Factor. First, let’s look at this with some examples.

Example 1

An employee, Davis, has an absence record of 6 separate absences, each lasting 2 days. over the last year. The calculation would be:

62 (= 36) x 12 = 432

A high Bradford Factor score of 432 suggests frequent short-term absences. This could indicate potential issues such as recurring health problems or dissatisfaction with work. An employer might decide to investigate further, offer support, or address underlying issues. However, care must be taken to understand the context of these absences before making any decisions.

Example 2

Another employee, Sameera, has the absence record 1 absence lasting 10 days. The Bradford Factor calculation would be:

12 (= 1) x 10 = 10

A low Bradford Factor score of 10 indicates a single long-term absence. While this is less disruptive than frequent short-term absences, it may still warrant investigation to understand the cause and offer appropriate support. An employer might provide resources for recovery or make adjustments to the employee’s role to aid their return to work.

Whilst the Bradford Factor can be a useful tool in managing absenteeism, but it should not be used in isolation. Employers must consider the broader context of each employee's absences and ensure that any actions taken are fair, reasonable, and compliant with employment laws. For instance, penalising an employee solely on the basis that they have a high Bradford Factor score without understanding the reasons behind their absences could lead to claims of discrimination or unfair treatment.

Consider also a broader view. If employees in a particular department consistently score higher Bradford Factors then perhaps this is reflecting poor management in that department and it is actually the team manager that should be looked into.

We also strongly recommend return to work interviews following any unplanned absence. This not only enables a fuller understanding of the reason for absence, it provides an opportunity to make any reasonable adjustments for the employee or may undercover a wider issue.

So, a valuable metric for assessing absenteeism, highlighting the impact of frequent short-term absences on business operations, the Bradford Factor should be used as only as part of a broader, more holistic management. By combining the Bradford Factor with a thorough understanding of individual circumstances, HR professionals and managers can make informed decisions that support both employee well-being and organisational efficiency.
For more help and support with absence management or other issues highlighted her call us on 01452 331331 or reach us through our contact page.