In this series, manpower reporter Tay Hong Yi offers practical answers to candid questions on navigating workplace challenges and getting ahead in your career. Get more tips by signing up to The Straits Times’ HeadSTart newsletter.

Q: I have to cover for a colleague who is frequently absent. Is there anything I can do about it?

A: The onus is on employers to account for potential absences in planning the size and work allocation of their workforce, says Mr Aslam Sardar, chief executive of the Institute for Human Resource Professionals.

Doing so allows employers to maintain productivity while reducing the risk of overwork on the remaining staff, he adds.

Thus, when work becomes too overwhelming following frequent or long-term absence by a colleague, workers need not shy away from broaching the topic with their managers or the human resources department.

However, it is important for employees to be direct while remaining respectful and empathetic in raising their concerns about covering for absent colleagues frequently, says Ms Linda Teo, country manager of ManpowerGroup Singapore.

She suggests that employees focus on the impact of the absences on the team rather than the absent colleague’s behaviour, a sentiment that Mr Sardar also expresses.

He advises workers to talk about how the additional workload due to the colleague’s absence is impacting the rest of the team’s ability to meet deadlines and effectively manage their tasks.

In doing so, workers should also ask their managers to hold a discussion with the affected team to understand what adjustments can be made to manage the workload.

Ms Teo adds: “To help build a more constructive dialogue, employees should communicate with a focus on trying to understand the reasons for the colleague’s absence and express empathy for their situation.

“Offering potential solutions or suggestions for how the workload could be better managed or distributed can also help employees show that they are interested in finding a mutually beneficial solution.”

She also notes that employers and managers play a crucial role in addressing the issue, by fostering an open and supportive work environment where employees feel comfortable expressing concerns and seeking assistance.

“Employers should strike a balance between showing empathy and understanding for the absent team member and understanding the concerns of the other team members covering the additional workload,” says Ms Teo.

Workload should be distributed fairly among team members, considering individual capacities and commitments, she adds.

She says: “In the case of frequent absences, it is also crucial for managers to help the absent employee address underlying reasons for their absences and offer support to help them manage their absences.”

Support that can be considered includes counselling, time management training and flexible work arrangements, Ms Teo notes.

Mr Sardar also suggests employers consider bringing in temporary support staff, adjust work deadlines where feasible and prioritise tasks.

The impact of the absences may also be mitigated by cross-training staff to better equip them with the skills to cover for absent colleagues in the interim, as well as maintaining a slight surplus of staff, Ms Teo says.

Mr Sardar says: “However, if the absence is prolonged and the skills required are specialised, mitigation becomes challenging.”

Both experts say reasons for such long or frequent absences could vary greatly among individuals, ranging from mental or physical health issues to family responsibilities or burnout.

Addressing employers, Mr Sardar adds: “Don’t just treat the symptoms, discover the cause. It is essential to assess the situation regularly and adjust talent resources as needed.”

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