The Bradford Factor: why you should avoid using it in isolation

If you’re in HR, you’ve definitely heard of ‘The Bradford Factor’. Developed in the 1980s by the Bradford University School of Management, it quickly gained popularity as a tool for employers seeking a straightforward way to manage employee absence.

But is it really the best approach for modern absence management? Let’s explore why relying solely on The Bradford Factor isn’t best practice.

What is the Bradford Factor?

For the uninitiated, the Bradford Factor is based on the theory that short, frequent, unplanned absences are more disruptive to businesses than longer periods of absence. It uses a simple formula to calculate a score based on the frequency and duration of an employee’s absences, aiming to measure their impact on the business.

The formula is:

• B = S² x D

Let’s break it down:

• B = Bradford Factor score
• S = Number of instances of absence
• D = Total number of days absent

This score gives employers an easy way to identify patterns in absenteeism and take action in line with their absence management policy.

Why are so many employers keen to embrace the Bradford Factor?

The appeal lies in its simplicity. It’s an easy-to-implement tool that allows employers to quickly assess an employee’s absence history and make decisions based on a standardised score. When applied consistently as part of a broader absence policy, it can help flag potential attendance issues.

However, it’s important to remember that the Bradford Factor should not be used in isolation. There are significant limitations, particularly when it comes to understanding the reasons behind an employee’s absences.

Don’t miss out on our upcoming HR Masterclass webinar, ‘Expert tips to shrink employee absenteeism’. Sign up now to gain actionable strategies for reducing absence in the workplace.

It doesn’t make allowances for disability related absence

A major flaw of the Bradford Factor is its inability to differentiate between different types of absence. This becomes particularly problematic when dealing with disability-related absences.

Under the Equality Act 2010, employers must consider reasonable adjustments for employees with disabilities. These employees may experience regular short-term absences due to a medical condition, which could lead to disproportionately high Bradford scores. Relying solely on the Bradford Factor without investigating the underlying reasons for absence could expose employers to claims of discrimination.

Legal risks include:

• Applying a standardised absence policy could put disabled employees at a disadvantage.
• Employers must consider adjustments, such as flexible working or adjusted duties, to support employees with health conditions.
• Taking action based solely on high Bradford scores may be viewed as unfavourable treatment arising from a disability.

Why you shouldn’t use it in isolation

The primary issue with the Bradford Factor is its lack of context. It doesn’t consider the reasons behind absences, which are essential for effective absence management. Relying solely on the score can lead to unfair outcomes and demotivate employees, particularly those who may have legitimate reasons for their time off.

When monitoring employee absence, it’s important to ensure you:

• Keep detailed records of all instances of absence, including the reason and duration.
• Conduct return-to-work interviews to understand the cause of each absence and provide support where needed.
• Categorise absence types (e.g., short-term, long-term, unauthorised) to get a clearer picture of patterns.
• Use the Bradford Factor as one of several tools in a comprehensive absence management strategy.

The importance of a human approach

Effective absence management goes beyond numbers and the ‘human’ is a key element in human resources management. It’s about understanding the human side of HR and having conversations with employees to uncover the real reasons behind their absences. This is particularly important when dealing with sensitive issues, such as mental health or chronic conditions, where an employee may need additional support.

Relying solely on the Bradford Factor can lead to a culture of mistrust, where employees feel penalised for absences beyond their control. This can damage morale and, ultimately, productivity.

Watch our HR fundamentals webinar on ‘Effective absence management’ for more insights on handling absence with a human touch.

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Our top five steps for effective absence management

Finally, here’s our top five steps for effective absent management.

1. Ensure that all employees are aware of the policy and that it’s applied fairly across the organisation.
2. Provide clear guidance on how employees should report absences, including who to notify and by when.
3. Equip line managers with the tools and training they need to have supportive conversations and make informed decisions.
4. Consider flexible working arrangements to help employees manage medical appointments or personal responsibilities without resorting to unplanned absences.
5. Promote the use of annual leave to help prevent burnout and reduce the risk of stress-related absences.

Use it wisely

The Bradford Factor can be a useful tool for highlighting patterns in absenteeism, but it should never be the sole basis for decision-making. Context is key, and understanding the reasons behind absences is vital for fair and effective management.

For a deep dive into best practices, don’t forget to explore our ‘Ultimate guide to employee absence’ right here, or explore our Knowledge Centre for more handy articles like this one!

For tailored advice or support on managing employee absence, Moorepay customers can contact our Advice Line on 0345 073 0240.