{"id":16144,"date":"2025-10-23T04:15:57","date_gmt":"2025-10-23T02:15:57","guid":{"rendered":"https:\/\/rvdb.nl\/empowering-managers-in-absenteeism-management\/"},"modified":"2026-07-08T12:49:22","modified_gmt":"2026-07-08T10:49:22","slug":"empowering-managers-in-absenteeism-management","status":"publish","type":"post","link":"https:\/\/rvdb.nl\/en\/empowering-managers-in-absenteeism-management\/","title":{"rendered":"Empowering Managers in Absenteeism Management"},"content":{"rendered":"\t\t
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Empowering Managers in Absenteeism Management<\/h1><\/div>

Written by: Annelies van Wijk<\/em>, HX professional, September 2025<\/p>

Within the organization where I carried out my HX assignment, there had been a structurally high absenteeism rate of over 10% for quite some time. Efforts to reduce this rate focused primarily on processes but lacked a human touch. Managers reported finding it difficult to have meaningful conversations with employees on sick leave, which led to delays and missed signals. <\/p>

Explanation of the Assignment<\/h3><\/div>

My role as an HR professional was not to conduct all the interviews myself, but to coach managers and empower them in their roles. The goal: to structurally reduce absenteeism by increasing managers\u2019 sense of ownership and their communication skills. <\/p>

My role and approach<\/strong><\/h3><\/div>
My first step was to identify the challenges managers were facing: what makes it difficult to start the conversation? I then offered targeted support, including: <\/div>
  1. One-on-one sessions for brainstorming on current cases<\/li>
  2. Practical interview formats and sample questions<\/li>
  3. Training sessions on absenteeism focused on having open and difficult conversations<\/li><\/ol>
    The approach was accessible and practical. By focusing primarily on their day-to-day reality, trust among managers grew. They learned that listening carefully and being fully present is often more powerful than looking for quick solutions. <\/div><\/div>

    Result<\/h3>
    The absenteeism rate dropped from over 10% to 4.4% within one year. Managers reported feeling a greater sense of ownership, acting more quickly, and being more in touch with their employees. The cultural shift was evident: absenteeism support was no longer viewed as an \u201cHR task,\u201d but as an integral part of good leadership. Employees felt their voices were being heard more often, which led to a faster return to work and greater engagement. <\/div><\/div>

    Challenge<\/h3>

    It was a challenge to let go of my own tendency to jump in. By placing my trust in the leaders, lasting change took place. <\/p><\/div>

    Lessons and insights<\/h3><\/div>
    This experience clearly demonstrated the power of our \u201chuman experience\u201d approach: work is not just a transaction, but a relational experience centered on recognition and dignity. The managers involved learned to be authentic and to act based on their own context, rather than applying abstract rules. They took more ownership and built genuine connections with their employees who were on sick leave. <\/div>
    <\/b><\/div>
    My key insight: Genuine attention may take time, but it ultimately pays off much more. By letting managers experience the difference between a perfunctory conversation and a sincere interaction, I saw how employees felt heard and seen. And that, in particular, proved to be the deciding factor for successful and sustainable reintegration. <\/div>

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    Related insights<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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