Matthew

When working in a residential school for children with special educational needs, we had a range of staff including admin, maintenance, teachers, therapists and support assistants. Heads of Department were “too busy” to undertake return to work interviews at the time I joined as HR Manager, so I took it upon myself to manage absence.

I created a formal absence policy and communicated it to Heads of Department. Then, in much the same way that Matthew suggests, I undertook return to work interviews where I explained the Bradford Factor, the reason for using it (e.g. to highlight those will unacceptable absence levels, investigate whether it could be related to health problems, bullying, harassment, “morning after the night before”, other patterns such as immediately before or after holidays.) We used a trigger of 250 for a discussion with the Head Teacher and the following absence may lead to disciplinary action.

In a 12 month period, Company Sick Pay costs fell from £118k to £56k – a saving that could help support an extra teacher or therapist, purchase additional equipment, an improved IT suite, more trips out for students etc.

Staff and student productivity was improved, there was less additional burden / stress on other staff and interim costs were greatly reduced.

Staff actually told me that where they might take the day off if they didn’t feel like going in previously, now that they knew they were being monitored they wouldn’t abuse the sick pay scheme!

The information is in black and white, can be used at performance appraisal meetings as well as for redundancy or promotion selection. However, it’s important not to discriminate against people with disabilities or certain illnesses that may mean they do tend to have a higher level of absence than others.

So no published article for you to draw from, just my own experience. Interesting article, Matthew, thanks.

Interesting–the research paper from CIPD says “the Bradford Factor – so called first during the 1980s because of its supposed connection with Bradford University School of Management.”

Likewise, Evans and Walters (2002) claim “the ‘Bradford factor’, an approach devised at the University of Bradford” (p. 8). I repeat that more than a year’s research has failed to turn up anything definitive on the exact origins of the Bradford Factor.

Evans, A., & Walters, M. (2002). From absence to attendance (2nd ed.). London: Chartered Institute of Personnel and Development.

Peter Sim
Doctoral Student

Auckland, New Zealand

I have found this research paper from the Chartered Institute of Personnel Development which may be a good reference document for you and contains a whole number of references.
http://www.cipd.co.uk/NR/rdonlyres/3A208F80-3484-4CE7-B8DD-907FFE660850/0/Wellbeing_sample_chapter_02.pdf

I’m interested to know what source or evidence you have to support this statement. Was the Bradford Factor really developed at Bradford’s School of Management, or is it an urban legend? When and by whom? Is there any published material from their research?

The questions above are not meant to be awkward–I genuinely want to know. I’ve been trying to find the origins of the Bradford Factor for more than a year, but without success.

Peter Sim
Doctoral Student

Auckland, New Zealand