The Bradford Factor is a tool used by employers to measure and manage employee absenteeism, focusing on the impact of short, frequent absences. It is calculated using a formula that multiplies the number of instances of absence by the total number of days absent. The result gives greater weight to repeated absences, which can be more disruptive than fewer, longer periods of absence.
For UK employers, the Bradford Factor can provide valuable insights into absence patterns and help identify employees who may require support or intervention. However, it must be used carefully to avoid potential risks, particularly in relation to employee wellbeing and legal compliance.
Used appropriately, it can be a valuable part of an absence management strategy that balances productivity with employee wellbeing. However, employers have to ensure that using the Bradford Factor does not discriminate against employees with disabilities, long-term health conditions, or those taking protected leave, such as maternity or paternity leave. Employers must apply the system consistently and ensure that any actions, such as formal warnings or dismissal, are fair and reasonable.
Transparent communication with employees is also essential. Employers should explain how the Bradford Factor works, how it will be applied, and the support available to those with genuine health concerns.
What is the Bradford factor in HR?
The Bradford Factor is a mathematical formula that has been in use since the 1980s as a way of calculating and comparing staff absences using a ‘factor’. It is said to have been developed by a team at the University of Bradford School of Management, hence the name.
Employers had explained that they felt that their businesses were more adversely affected by frequent, short absences amongst their workforce, than by single, longer periods. The latter are arguably easier to plan for, and medically to understand. There was also a school of thought that wanted to incentivise employees who kept turning out through thick and thin.
The formula was developed in response to these ways of thinking, and is as follows: “the number of unrelated absence periods squared x the total number of days’ absent = the Bradford Factor”.
This is often shown as S² x D = B. The total number of days of absence (D) can be across any reference period, but is usually one year.
For example, if employee A has ‘flu and is off for 5 days, and some time later they have a sore throat and are off for 1 day, this is two periods of absence: 2 x 2 x 6 = 24
If employee B has terrible arthritic pain that flares up from time to time, resulting in ten separate absence of 1 day, their score would be 10 x 10 x 10 = 1000
It is immediately obvious from these two examples that, even though employee B only has four more days of absence in total than employee A, their Bradford Factor is significantly higher.
How is the Bradford factor used in the workplace?
HR departments have traditionally used the Bradford Factor method as it is relatively simple and easy to monitor. You can set the software to send you an alert whenever certain trigger points are reached.
For example, in your organisation you could decide the following trigger points:
- a Bradford Factor of 50 = informal warning
- a Bradford Factor of 500 = formal warning
- a Bradford Factor of 750 = final warning and possible dismissal
Employers will explain to staff that they use the Bradford Factor and keep employees informed of their scores at regular intervals. Employees will then know that they are approaching certain ‘thresholds’ and will supposedly be discouraged from taking unnecessary sick days, sometimes known as ‘duvet days’.
The fact that the Bradford Factor is one number makes it easy to understand and communicate to employees, and this is seen as a strength – everyone knows where they are with the system and it applies equally to all employees.
However, this ‘one size fits all’ approach can also be a fundamental weakness of the Bradford Factor system. It is now clear in law and public life that treating everyone the same does not necessarily lead to a fair outcome for all.
In the example given earlier of two employees, A and B, the contrast between their scores was dramatic. Even though employee B only had four more days of absence than employee A across a whole year, their Bradford Factor is over forty times higher than that of employee B. This does not seem fair.
If you then consider that employee B’s arthritis could in law be considered a disability, as a long-term condition that has a substantial impact on a person’s ability to carry out normal day to day activities, it is clear that there is a problem. By applying the Bradford Factor policy to employee B the employer is putting their disabled employee at a disadvantage, and is committing an act of unlawful indirect discrimination.
The same analysis could be applied to carers (who are more likely to be women) or employees with mental health or medical conditions, or employees with family members in those categories. Especially during the recent lockdown, but also currently as grandparents or other vulnerable family members may not be available to assist with childcare, employers should be cautious about using the Bradford Factor to penalise parents who are taking short absences to manage childcare.
Therefore, if you work at an organisation where the Bradford Factor is used, you are strongly advised to check employee records. It is likely that you should amend the ‘trigger’ points for specific employees where you know there are extra considerations.
Are employers allowed to use the Bradford Factor?
It is for employers to manage their businesses how they see fit, and the Bradford Factor is just one way of monitoring and managing staff absences.
However, employers must still be careful that the way that they use the Bradford Factor does not lead them to commit unlawful indirect discrimination.
The Bradford Factor’s perceived strength is that it treats all employees the same – each employee’s absences are subject to the same mathematical formula. This can also be a weakness though. The law requires employers to take account of differences between its employees, for example, the reasonable adjustments that have to be made to ensure that disabled people can do their jobs, or the needs of carers for greater flexibility at certain times of the day.
Alternative approaches for managing & monitoring absence
Employers have a range of strategies and tools available to manage and monitor employee absence effectively. While systems such as the Bradford Factor can be useful, relying solely on a single approach may not address all aspects of absenteeism. A comprehensive and flexible strategy is often more effective in ensuring productivity and supporting employee wellbeing.
A robust absence management policy is an essential starting point. Employers should develop a clear, written policy that outlines expectations for attendance, procedures for reporting absences, and the support available to employees. Communicating the policy to all staff helps set consistent standards and ensures that employees understand their responsibilities.
Technology plays a significant role in absence management. HR software solutions can streamline absence tracking by recording, analysing, and reporting data in real time. These tools often include dashboards that highlight trends, such as patterns of frequent short absences or seasonal spikes in sick leave. Some systems also allow employees to report absences digitally, making the process faster and more efficient.
Regular communication with employees is another effective strategy. Employers should encourage open dialogue about attendance issues, ensuring that employees feel supported if personal or health challenges affect their ability to work. Conducting return-to-work interviews is a useful way to understand the reasons behind absences and explore any adjustments that could help prevent recurrence.
Flexible working arrangements can also reduce absenteeism. Options such as remote working, flexitime, or compressed hours provide employees with greater control over their schedules, which can help them balance work and personal responsibilities more effectively. Employers should assess whether such arrangements could meet the needs of both the organisation and its workforce.
Wellbeing initiatives can address the root causes of some absences. Providing access to mental health resources, employee assistance programmes (EAPs), and wellness activities can promote overall health and reduce stress-related absences. Employers may also consider offering health checks or workshops on managing work-life balance.
Training managers to handle absence issues effectively is equally important. Managers are often the first point of contact for employees reporting absences, and their approach can influence how supported employees feel. Training should cover how to address absence in a fair and consistent way while recognising individual circumstances and adhering to legal requirements.
Regular data analysis is valuable for monitoring absence trends. Employers should review absence records periodically to identify recurring patterns or problem areas. Insights from these reviews can inform adjustments to policies, resources, or workplace practices.
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Bradford Factor FAQs
What is the Bradford Factor?
The Bradford Factor is a formula used to measure employee absenteeism, focusing on the frequency of absences rather than their duration. It highlights the impact of short, frequent absences on workplace productivity.
How is the Bradford Factor calculated?
The formula is: B = S² x D, where B is the Bradford Factor score, S is the number of absence instances, and D is the total number of days absent. For example, three absences of one day each (3² x 3) would result in a score of 27.
Why do employers use the Bradford Factor?
Employers use the Bradford Factor to identify absence patterns that may disrupt operations and to ensure fairness in absence management. It helps focus on employees with frequent absences, which can be more disruptive than longer, less frequent periods of absence.
Can the Bradford Factor be applied to all absences?
No, employers should exclude absences protected by law, such as maternity, paternity, or disability-related leave, to avoid discrimination claims.
What are the risks of using the Bradford Factor?
Misuse of the Bradford Factor, such as applying it without considering individual circumstances, could lead to unfair treatment, reduced morale, or legal challenges.
How can employers use the Bradford Factor fairly?
To use the Bradford Factor fairly, employers should communicate its purpose clearly, apply it consistently, and combine it with a supportive approach to managing employee wellbeing and absence.
Glossary
| Term | Definition |
|---|---|
| Bradford Factor | A formula used to measure the impact of employee absenteeism, focusing on the frequency of absences rather than their duration. |
| Absenteeism | The practice of regularly staying away from work without good reason, or the habitual absence of an employee from their duties. |
| Formula (B = S² x D) | The calculation for the Bradford Factor, where B is the score, S is the number of absence instances, and D is the total number of days absent. |
| Instance of Absence | A single occurrence of absence, regardless of its duration, used as a key factor in the Bradford Factor calculation. |
| Protected Leave | Legally protected absences, such as maternity leave, paternity leave, or disability-related absence, which should not be included in Bradford Factor calculations. |
| Absence Management | Strategies and practices used by employers to monitor and address employee absenteeism while supporting their wellbeing. |
| Discrimination | Unfair treatment of employees based on protected characteristics, such as disability or pregnancy, contrary to UK equality laws. |
| Employee Wellbeing | The overall mental, physical, and emotional health of employees, which employers should consider when addressing absenteeism. |
| Trigger Point | A predefined Bradford Factor score that prompts further action, such as a discussion or review of an employee’s attendance. |
| Fair Application | Ensuring that the Bradford Factor is used consistently and in line with employment laws to avoid unfair treatment. |
Author
Founder and Managing Director Anne Morris is a fully qualified solicitor and trusted adviser to large corporates through to SMEs, providing strategic immigration and global mobility advice to support employers with UK operations to meet their workforce needs through corporate immigration.
She is a recognised by Legal 500 and Chambers as a legal expert and delivers Board-level advice on business migration and compliance risk management as well as overseeing the firm’s development of new client propositions and delivery of cost and time efficient processing of applications.
Anne is an active public speaker, immigration commentator, and immigration policy contributor and regularly hosts training sessions for employers and HR professionals
