{"id":16121,"date":"2025-10-06T09:18:34","date_gmt":"2025-10-06T07:18:34","guid":{"rendered":"https:\/\/rvdb.nl\/reducing-absenteeism-and-promoting-long-term-employability-at-a-child-care-organization\/"},"modified":"2026-07-08T12:48:58","modified_gmt":"2026-07-08T10:48:58","slug":"reducing-absenteeism-and-promoting-long-term-employability-at-a-child-care-organization","status":"publish","type":"post","link":"https:\/\/rvdb.nl\/en\/reducing-absenteeism-and-promoting-long-term-employability-at-a-child-care-organization\/","title":{"rendered":"Reducing Absenteeism and Promoting Long-Term Employability at a Child Care Organization"},"content":{"rendered":"\t\t
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Reducing Absenteeism and Promoting Long-Term Employability at a Child Care Organization<\/h1><\/div>

Written by: Mirco Ouwehand<\/em>, Senior HX Professional, September 2025<\/p>

In this case study, you\u2019ll learn how Mirco Ouwehand, a Senior HX professional at Rvdb, reduced absenteeism and made employee turnover more manageable at a childcare organization. By combining data with a people-centered, HX approach, employees received support earlier, managers became more actively involved, and trust increased, leading to sustainable improvements in both employee well-being and business performance. <\/em><\/p>

In 2025, I was working at a childcare organization with multiple brands. The mission was clear: we needed to reduce absenteeism and make staff turnover more manageable. In an industry where continuity is crucial for children, parents, and employees alike, this was a challenge with significant implications. <\/p>

Challenge: High absenteeism and unrest due to staff turnover<\/h3><\/div>

Absenteeism was above 10%, significantly higher than the 7% target. In addition, employees were leaving the organization for reasons such as relocation or dissatisfaction\u2014signs that were often addressed too late. Furthermore, due to previous changes in HR contacts, there was a lack of trust among managers and employees. The situation called for a structural and people-centered approach that addressed both the numbers and employee experience. <\/p>

My role and approach<\/h3>

As an HR Business Partner, I combined strategic insight with practical support. I systematically addressed absenteeism in meetings with managers and refined case management by improving collaboration with the occupational health and safety service. In addition, I conducted preventive employability interviews, and exit interviews were handled in a more personalized and proactive manner. Data analysis helped me identify trends and convince managers with substantiated evidence. A key component was the preventive use of coaching: as soon as signs of potential issues emerged among employees, a conversation or support program was quickly initiated to prevent the situation from escalating. By actively involving managers and helping them realize that their role is crucial in prevention, a sense of ownership and support emerged. Small gestures of appreciation toward employees made a big difference in how they perceived the process. <\/p>

Lessons and insights: structure and humanity make all the difference<\/strong><\/h3>

The strength lay in the combination of data and a people-centered approach. Data revealed where the bottlenecks were, while personal attention built trust. I learned that prevention really works: early detection and support prevent bigger problems. It also became clear that continuity in the HR role is essential for ensuring that improvements take hold. <\/p>

Intended outcome: lower absenteeism and greater stability through HX<\/h3><\/div>

Within a few months, absenteeism at various labels dropped significantly\u2014in some cases from over 10% to below 7%. This resulted in substantial cost savings and a more stable workforce. The key to this result lay in the combination of data and a people-centered approach. Conversations with employees went beyond just work and also addressed the personal circumstances that affected their energy levels. Coaching and support were made easily accessible, often as soon as the first signs became apparent. Managers became increasingly aware of their crucial role in preventive care and learned to see employees as people, not just as workers. For the organization, this meant greater control over absenteeism and employee turnover. For me personally, this confirmed that I draw energy from strategic HR issues, and that Human Experience (HX) is precisely the key to sustainably strengthening both well-being and business results. <\/p><\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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