In Interpolis’ latest monthly Business Monitor (conducted by Ipsos among 500 companies), we read that absenteeism continues to rise and business owners are very concerned.

Moreover, the striking thing is that the explanation does not seem to be higher absenteeism due to flu or Covid infections. Because although people are sick less often, less long and less seriously from Corona, figures show that absenteeism in the Netherlands is significantly higher than in the years leading up to Corona.

What’s going on?

If the rate of sick leave is structurally higher than in recent years and the obvious cause of the pandemic turns out to be less influential than thought, we should ask whether there is another general cause. Is there perhaps an earlier, more frequent or quicker reason for employees to call in sick than in the past? Does the elimination of work-at-home counseling play a role?

Two social developments seem to intersect here: (high) absenteeism and a high workload due to tightness in the labor market. These developments together create a vicious circle. This is because the absence of colleagues leads to additional pressure in the workplace, which in turn can result in new sick days.

We don’t know for sure, of course, until we dig into causes of absenteeism at the case level. This is just not so easy because of applicable privacy laws. But what we do know is that it is high time to actively look for handles and hooks that employers can use to get and increase their grip on employee sick call behavior.

You read it correctly: on sick call.

Know your pappenheimers!

The key question with every absenteeism report is whether the cause is actually illness Or is the absenteeism report (partly) caused by issues for which you can work together to find a solution, prevent the absenteeism and at the same time increase job satisfaction? Possible solutions include working from home for a day instead of at the workplace, longer breaks or more flexible working hours.

When an employee calls in sick, ask what he or she expects from his or her own absence and what you can help the employee with to make working (again) possible. In your contact with the employee, try to put your finger on where the cause lies and whether it is within your control.

Actually, it is only logical to talk to each other about retaining or increasing an employee’s employability. Not only during absenteeism but also and especially(!) during work. From the interpersonal relationship, from good employment practices, not to mention from the existing employment contract -after all, the obligations to work, on the one hand, and to pay, on the other, flow from it.

As to the proportion of a medical condition as a cause of absenteeism, the occupational physician is ultimately the only one permitted to make a judgment. But on issues such as whether the employee is in their place, energized by their work, experiencing job happiness and having sufficient balance and perspective, you can “just” have a conversation.

Integral approach

In our December 2022 post, we discussed in detail the use of a strategic case manager as a solution approach to getting a handle on absenteeism.

Good case management keeps absenteeism from lasting longer than necessary, prevents sanctions and reduces benefit inflows, and in doing so, significantly reduces your costs. Case management especially helps with emergent cases. However, if no adequate vision and approach to employee employability exist in other areas of human resource management, it is -even with sufficient case managers-, mopping up with the faucet.

The topic of employability is not limited to the population that has already dropped out. Employability is especially important also for those who are (still) working. The level of employability affects all facets of your organization: from your personnel costs and recruitment issues to your image and revenue figures.

A clear vision, integrated policy and an approach to the theme of employability for all employees ensure the right steering, grip and visible results. Smart organizations understand this principle and invest in it.

Make work of employability!

As an employer, do you ever have these questions in the back of your mind:

• Do I know my absenteeism rates?
• Do I know what absenteeism costs the company annually?
• Do I know what’s going on?
• What is my view of absenteeism and its management?
• Do I know the downtime risks of my employees and what am I actually doing in terms of prevention?
• How do I handle a sick call?
• How satisfied are my employees?
• What am I doing to encourage my employees?
• Which parties will help me get/maintain the employability of my staff?
• And finally, do I have a vision for (sustainable) employability?

Are the answers to this not yet sufficiently clear? Or don’t know how to connect them together? Perhaps you need advice on how to incorporate your vision into managing your organization?

These are subjects on which Kröller Boom is happy to think along with you on the basis of its broad expertise. We have noticed an increasing need for this. We have extensive experience and can support you at operational, tactical and strategic levels. For example, we can advise you on issues surrounding sustainable employability, the (re)design of your absence policy or the search for a health and safety service that suits you.

For a consultation, please contact our Corporate Wellness team without obligation. Our consultants, case managers and labor expert will be happy to assist you!