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Critics of the sickness absence monitoring tool have concerns it can be used to trigger inappropriate management interventions
Sickness rates are climbing in England’s NHS, and any absences you take are likely to be monitored by the human resources department. One of the most common tools for the task is the Bradford Factor.
Nursing Standard. 38, 8, 23-23. doi: 10.7748/ns.38.8.23.s12
Published: 02 August 2023
This is a simple formula that allows employers to monitor short-term sickness absence, defined as lasting under four weeks.
It is a weighted system based on the fact that regular short absences are more difficult to deal with operationally than one longer absence.
The tool was developed by Bradford University in the early 1980s and is popular in the private and public sectors. Employers use it as a trigger to address sickness absence with employees – either through support for the individual or even disciplinary procedures.
The Bradford Factor is calculated using the formula S2 x D = B:
» S is the total number of separate absences.
» D is the total number of days’ absence.
» B is the Bradford Factor score.
It is added up for a defined period, normally one year. So ten days of absence could occur as:
» One absence of ten days, which would have a Bradford Factor of 10, calculated as: (1x1) x 10.
» Five absences of 2 days each, which would have a Bradford Factor of 250: (5x5) x 10.
» Ten absences of 1 day each, which would have a Bradford Factor of 1,000: (10 x 10) x 10.
Individual employers can set trigger points for certain interventions at their discretion. A common approach is to consider anything between 50 and 100 as a threshold for basic monitoring, with a score of 200 to 250 as the point at which action may need to be considered.
Unions and even some HR professionals have raised concerns about it being too blunt an instrument. Unison is particularly critical, saying it is essentially used to impose limits on absence rather than helping staff overcome sickness or poor health. It says employers using the Bradford Factor are accepting the premise that staff are untrustworthy and willing to ‘throw a sickie’.
The union is also concerned about the way the tool can penalise people with chronic and unpredictable conditions such as cancer.
This is something Chartered Institute of Personnel and Development has warned about too. It says HR teams should beware of applying the Bradford Factor too rigidly, advocating flexibility in monitoring so that underlying health or disability-related reasons are recognised. It points out if this is not done, employers could be in breach of the 2010 Equality Act.
The extent of the tool’s use in the NHS or wider economy for that matter is unclear. Some employers’ published HR policies make specific reference to it, others merely say absence is monitored. However, NHS Employers assistant director of development and employment Jennifer Gardner points to a shift away from tools like the Bradford Factor. ‘Many employers are moving to a more person-centred approach,’ she says.
This involves proactive ‘supportive conversations’, where absence is discussed at an early stage and bespoke support put in place, she says.
NHS Employers sickness absence toolkit makes clear staff should expect to be asked what the reason is for an absence, how long they will be off and if any work needs to be picked up in their absence. By doing this frequently, repeat absence can be avoided by ensuring appropriate services such as counselling, physiotherapy or occupational health support can be offered when appropriate.
The toolkit says employees should expect managers to discuss whether any extra support or adjustments are required too. For example, it says staff with caring responsibilities can ask for flexible working and maybe even special leave, while those with ongoing health conditions such as cancer can be granted time off, with the reasons accurately recorded.
For the full version of this article, go to rcni.com/bradford-factor
