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Total Financial Impact of Employee Absences in the U.S

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Total Financial Impact of Employee Absences in the U.S Executive Summary Total Financial Impact of Employee Absences in the U.S. Data Highlights from the DEFINITION Total Financial Impact of For the purpose of this research, employee absences were defined as paid days off offered per full-time employee in 2013, including 1) Employee Absences Survey vacation and personal time off, 2) sick time off, 3) paid time off Direct Costs of Paid Time Off as a (PTO), and 4) other paid time off, such as for bereavement, parental and civic needs. Costs associated with unpaid time off, including Percentage of Payroll: The total direct those associated with the Family and Medical Leave Act (FMLA), are cost of employee paid time off, accounting not included in the calculations. for wages/salaries, overtime costs and replacement worker costs, was 15.4% as a percentage of payroll. The direct cost Introduction of total paid time off offered in 2013 as a The direct cost of total The Total Financial Impact of percentage of payroll was 8.1%. Overtime paid time off offered as a Employee Absences Survey, produced costs were 5.7% as a percentage of percentage of payroll was in collaboration with and commis- payroll, whereas the cost of replacement sioned by Kronos, Incorporated, 8.1% in 2013. workers, such as temporary employees, was designed to measure both the was 1.6%. direct and indirect costs of employee replacement workers, and productivity absences, including costs associated Indirect Costs of Paid Time Off as a loss of co-workers and supervisors were with payroll, replacement workers, Percentage of Payroll: The indirect also measured. Methods organizations overtime and productivity loss. cost of total paid time off offered in 2013 use to track employee absences and their accuracy are also discussed. The was based on three types of productivity Organizations should consider the more accurately employee absences are loss: productivity loss due to replacement direct costs in payroll when calculat- tracked and managed, the better orga- (22.6% to 36.6%, depending on type of ing the cost of employee absences, as nizations can monitor, plan and budget absence), co-worker productivity loss well as the impact of indirect costs, for these absences. (29.5%) and supervisor productivity loss such as those associated with produc- (15.7%). When considering all three types tivity loss. Organizations may not be 1. Cost of Employee Absences of productivity loss, the average total cost able to track these costs, or find it of productivity loss as a percentage of very difficult to do so. However, given Average Rate of Paid Time Off payroll was 6.2%.1 the impact to the bottom line of the To determine the average rate of paid business, it is pertinent that organiza- time off among surveyed organizations, Total Costs of Paid Time Off as a Per- tions track all costs associated with the survey assessed the following for centage of Payroll: When considering employee absences. This study identi- one calendar year: the total number both the direct and indirect costs of paid fied the various costs associated with of paid days off offered to full-time time off, the total cost as a percentage of employee absences, including direct employees and the total number of payroll was between 20.9% and 22.1%. and indirect costs to organizations for workdays.2 The average total number This makes tracking paid time off pertinent unplanned, planned and extended paid of workdays reported by organizations in not only ensuring consistent treatment time off. Direct costs, such as wages/ was 289. 3 The average rate of paid sick of employees, but also controlling costs salary earned during an employee time offered to full-time employees was associated with paid absences. absence, overtime costs and replace- also calculated to determine the costs ment worker costs, were calculated as associated with paid sick time offered a percentage of total payroll. Indirect as a percentage of payroll. The average costs due to lower productivity of rate of paid time off as a percentage of 2 Executive Summary: Total Financial Impact of Employee Absences in the U.S. total workdays across all of the orga- time pay rate and the total payroll, the Employee absences are linked to lowered nizations surveyed was 8.1%,4 whereas total cost of overtime due to absences as organizational productivity, an indirect the average rate of paid sick time off a percentage of payroll was 5.7%.10 cost that must be accounted for to cal- was 3.5%.5,6 culate an accurate total cost of absences. Table 2. Direct Costs of an Absence as a Percentage The impact of employee absences on Direct Costs of Paid Time Off for Full-Time of Payroll productivity and revenue was measured Employees using several survey items, including All paid time off (n = 277) 8.1% The direct costs of paid time off were an overall question on the impact of calculated by summing three costs Overtime costs (n = 277) 5.7% absences on organizational productivity associated with employee absences as a Replacement workers (n = 148) 1.6% and revenue, co-worker and supervisor percentage of payroll: All direct costs 15.4% productivity loss, productivity loss due to replacement by type of absence, and (Cost of payroll* + Cost of overtime supervisory hours spent dealing with Replacement Costs + Cost of replacement workers) absences. Responding organizations Replacement costs refer to costs associ- Total payroll for full-time were also asked to identify other effects ated with using temporary workers, employees in the organization of unplanned absences on their organi- outside contractors or other additional zation. Three-quarters of respondents *Base salaries/wages workers (excluding existing employ- (75%) perceived employee absences have ees) to provide coverage for employee a moderate to large impact on productiv- Payroll Costs absences. A previous SHRM study ity and revenue.13 In addition, employees The direct cost of total paid time off on contingent workers was used to with supervisory responsibility spend an offered as a percentage of payroll was determine the ratio of the use of average of 4.2 hours per week14 deal- 7 8.1% (see Table 1). The direct cost of replacement workers based on the type ing with absences, including obtaining total paid sick time as a percentage of of absent employee.11 This study found replacements, adjusting workflow or payroll was 3.2%; this number is impor- that the highest percentage of contract providing training, which is equivalent tant to many organizations in order to or temporary workers was used to to 210 hours, or 5.3 weeks, per year per plan for and control the costs associ- cover absences of nonexempt employ- supervisory employee for organizations ated with paid sick time. ees (75%). Given the previous finding that are open 50 weeks per year. of the current study that employee Table 1. Direct Annual Costs of Paid Absences Offered absences were covered by overtime for 75% of respondents perceived as a Percentage of Payroll 47% of absences within the respond- employee absences have a ing organizations and that 70% of the All paid time off (n = 277)* 8.1% employees in the responding organiza- moderate to large impact on Paid sick time off (n = 171) 3.2% tions were nonexempt (see Table 3), productivity and revenue. * All paid time off includes time off days offered to full-time employees in 2013 for 1) vacation and personal time off, 2) sick time off, 3) paid the assumption was made that approxi- time off (PTO), and 4) other paid time off, such as bereavement, mately 20% of absences were covered by parental and civic time off. replacement workers in 2013.12 Indirect Costs of Employee Absences Indirect costs of absences are typically attributed to three types of productiv- Overtime Costs Table 3. Percentage of Employees Eligible for Paid ity loss: possible lower productivity of a When employees are absent, co-workers Time Off, by Type of Employee* replacement worker (e.g., a temporary and supervisors are often required to Employees eligible for overtime pay 70% worker covering for an absent employee work overtime to cover for employee may not be as familiar with technol- Nonmanagement/individual contributor 15% absences. According to the Fair Labor employees** ogy used and will therefore be less Standards Act (FLSA), nonexempt productive), co-worker productivity loss Management/supervisory employees** 13% employees are entitled to overtime pay (e.g., a manufacturing employer may Executive employees** 1% equivalent to time and a half for any experience a domino effect as the entire * Data reported based on respondents/organizations who provided hours worked in excess of 40 in a work- line is slowed when a co-worker is less employee counts by type of employee. 8 week. Among the responding organiza- ** Employees not eligible for overtime. productive due to added responsibilities tions, overtime was used to cover 47% Note: n = 447. Percentages may not total to 100% due to rounding. during another employee’s absence), of employee absences.9 Using the total and supervisor productivity loss (e.g., number of absences covered by employ- 2. Impact of Employee Absences on supervisors are key to maintaining ees in overtime status, the average over- Productivity safety, quality and productivity of their Executive Summary: Total Financial Impact of Employee Absences in the U.S. 3 Table 4).15 Given the higher frequency The average productivity loss 72% of respondents indicated of unplanned absences compared with associated with an unplanned extended leave and the higher produc- they noticed a pattern of absence was the highest tivity loss associated with unplanned higher rates of unplanned (36.6%) and productivity loss absences, these absences may be the absences on Mondays related to a planned absence greatest cause for concern in terms of or Fridays, before public was the lowest (22.6%).
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