Press Coverage
Coping with AWOL syndrome
Daily Telegraph - 2002-02-21
Chris Evans's boss Andrew Flanagan must have suffered far more of a headache than his errant employee when the DJ did not show up for work last year. Mr Flanagan is not alone in his plight, however - "sickies" cost the British economy an estimated £4 billion a year and, while only extreme cases result in marching orders, bosses should still think strategically to stop staff going AWOL.
As the Scottish Media Group, which owns the station, found, taking on a maverick is a gamble which needs careful management and recruitment planning if it is to pay off. While charismatic characters have flashes of brilliance that can inspire their team, create healthy competition among their peers and keep bosses on their toes, their behaviour can also break effective teams.
Once a maverick has been appointed, his behaviour needs to be checked for the sake of other employees who should not have to see him get away with murder. An effective contract is a good starting point when aiming to cut out absence potential with unpredictable employees.
Most people are not as wealthy as Mr Evans and the thought of incurring dismissal would deter most chancers.
Whilst Evans's "sickie" gripe was contract-related, and saw him demand a cut in his working week, regular appraisals might have nipped his public display of defiance in the bud. Falling listener figures did not put Mr Evans in a strong bargaining position with SMG and should have made him realise that his performance did not automatically stand him in good stead for a head-on confrontation with his bosses.
Equally, conversations behind closed doors could have given him an opportunity to go gracefully, so his market value was not questioned publicly and thus in the domain of future employers or business partners.
It is not just the initial package that counts, however. If talented staff display signs of going AWOL, training is a way of inspiring "ideas" people. This is not a reward, it is an investment.
Changes of environment on a weekly or even a monthly basis are also extremely valuable if interest and loyalty are to be retained and conflict in the workplace is already starting to become a problem.
It is not just a boss who has the potential to keep a charismatic character on the straight and narrow, however, and line managers can stop talented individuals going AWOL if they build effective teams around them. The worst way to get the most out of a "one-off" is surrounding them with yes people. While egotistical employees need support and praise, building them ups with disciple-like sycophants will give them an unrealistic idea of how they are really performing.
Whereas similar characters in a close-knit team can cause huge flare-ups, the showman will rely on and respect "whispering counsellors" or older people who can mask dressing-downs as solid advice to those showing signs of going AWOL.
The worst way to react when a member of staff disappears is having a showdown in front of others. When the rogue eventually shows up the morning after the day before, a row will play in to their hands.
Although it might be appropriate to turn the other cheek for a one-off incident, ignoring the problem could cause it to recur and arouse resentment among other members of the team who feel they have carte blanche to do the same. Sitting someone down calmly, asking them why they are abusing a trusting relationship is much more effective.
If sickies are a widespread problem "duvet days", allowing staff to take a specific number of days off a year, will call the bluff of persistent offenders who are simply not acting honourably to a good-will gesture from their employer.
Zena Everett is managing director of Perriam and Everett Recruitment.
