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Unplanned absence from scheduled work, measured as absent days as a share of scheduled working days. Approved planned leave is usually excluded, so the measure isolates the absence that disrupts rosters and output.
HR usually reviews absenteeism monthly, after attendance is locked for payroll. The report is cut by team, shift and day of the week, because the pattern matters more than the overall figure. A cluster of unplanned absences on Mondays or the day after a holiday points to a different cause than long spells in one team.
As an illustration, a plant with 200 workers scheduled for 26 days has 5,200 scheduled days. If 260 of those were unplanned absences, the rate for the month is 5%. Comparing that with the same month last year is fairer than comparing it with the previous month, since festivals and harvest seasons shift absence.
The frequent error is counting approved leave as absence, which punishes people for using their entitlement. Supervisors also need the individual view, so a return-to-work conversation happens after repeated short absences rather than months later at appraisal.
Divide the unplanned absent days in the period by the scheduled working days for the same people, and multiply by 100. Use scheduled days, not calendar days, so weekly offs and holidays do not dilute the figure.
Usually not. Planned leave that was applied for and approved is excluded, because the measure is meant to capture absence that disrupts the roster. Unapproved absence and same-day sick calls are the core of it.
Absenteeism is a measurement; loss of pay is a payroll treatment. An unplanned absence may be covered by sick leave and paid in full, yet still count towards the absenteeism rate.
Reporting one company-wide figure. Patterns such as absences clustered on Mondays, after paydays or in one shift only show up when the data is cut by team, day and shift.
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