Tackling absenteeism: roundtables retail, healthcare & local governments share experiences

1. The finding: many sector-specific factors shape the absenteeism situation

"In the retail sector, you feel that centrally defined policies sometimes struggle to really reach the branches”, says Bart Teuwen. "However well-intentioned the actions may be, the effects are largely non-existent. While in healthcare, the big absenteeism triggers are the 24/7 work regime and the burden of the job - both physical and mental. And with governments, the diversity of functions in particular is a major challenge in setting policies with impact."

"'How are other organisations in our sector doing?' It is a question we often hear as absenteeism experts”, adds Nathalie Vanaenrode. "Absenteeism benchmarks are useful, but give you no insight into the absenteeism policy of industry peers. With these roundtable discussions, we respond to that. By exchanging experiences with HR colleagues from your sector, you can get so much inspiration for your own policies."

2. Cliché off the table: absenteeism is a generational thing

"Retail companies indicated that medium-term absenteeism increases among 30- to 34-year-olds”, Nathalie explained. "And among the participants from healthcare, short-term absenteeism was a topic among the youngest age group. As to the cause, HR is only guessing: is it because younger generations monitor their work-life balance more strictly? Has there really been a different work ethic since Corona?"

"Generational differences are quickly invoked as an explanation, but that is too short of the mark”, Bart said. "Absenteeism almost always arises from a mix of circumstances in both the professional and private spheres. The impact of all these elements - often linked to a stage in life - is far greater than a person's generation. In other words, generational thinking is wrong. There are far more differences within one generation than between them."

3. Work in progress: tracking absenteeism data systematically

Everyone around the table was convinced that absenteeism data is the key to targeted actions, to remove internal obstacles within the organisation and objectify difficult conversations. After all, when armed with figures, you know what you are talking about and you immediately rule out a lot of discussions.

"But while there has already been progress in recent years, there is still considerable room for growth in terms of data-driven absenteeism policy", confirms Nathalie. "Many HR teams already monitor some absenteeism indicators. But the big hurdles come next: analysing the data, drawing the right conclusions and then translating these into targeted actions and clear procedures."

4. The uncertain factor: regulations

The new measures from the coalition agreement raise many questions, above all. Just think about determining work potential in reintegration or the absenteeism bill that is going to rise for long-term absentees. With such uncertainty about the concrete impact of all the measures, organisations are taking a wait-and-see approach for now.

Nathalie: "They dare not implement anything for fear of having to go back to square one in a few months' time. Above all, they hope that the rules from the government are applicable in the workplace and sufficiently applicable in the day-to-day practice of their industry."

5. The magic tip: connecting works wonders

"Besides clear agreements and procedures, a relationship of trust between manager and employee does wonders for motivation and commitment”, says Bart. “This kind of warm-business approach can reduce grey absenteeism over time. Absenteeism talks between managers and employees are a very concrete application of this, but feel free to involve your employees in defining your absence policy as well."