The vast majority of absenteeism does not have an exclusively medical cause, but is about choices and behaviors. Choices made by the match with the job, a large-scale change within the organization, the relationship with your team or supervisor, a home situation and so on. This also means that absenteeism is influenceable and therefore preventable. I am convinced that as a manager you have more influence on absenteeism than you probably think.
absenteeism is preventable
Is an employee often late for work? Does he or she react with brevity? These can be signs that something is wrong. It could be anything: an unstable relationship, busy children or a deceased pet. The same goes for employees who look sleepy or structurally fail to meet deadlines. By the way, the reason does not always have to be negative, but the fact is that something has changed.
To absenteeism in the organization, it is important to identify and discuss changes to prevent them from potentially absenteeism to absenteeism . The foundation for a productive conversation with an employee is the relationship; without mutual trust, you’ll never get to the heart of the matter. Showing interest in a colleague starts on day one. This is how you build a connection and lay the groundwork for any future conversations about behavioral change. You absenteeism spot absenteeism coming and prevent it if you recognize the signs and have the courage to act on them!
Balance between content and relationship
It is important to strike the right balance between content and relationship. Otherwise, the chances of a meaningful conversation will only diminish. Do your employees feel that you always have time for them when needed? Do you dare to name what you see and feel? If you avoid this, things will go from bad to worse, so don't hesitate to make mistakes. After all, that's just part of the game. In my experience, you do well to open a conversation in a personal way. Ask about the home situation or what someone is worried about. And then switch to the content. To finally end with the relationship. If you only touch on one of the two sides, chances are slim that you can really help someone.
Intrinsic motivation
If you manage a team, you need to be aware of abnormal signals. In addition, you should have tools to have conversations with employees about such issues. Take your time and put the employee at ease. Name the signals you see, but also ask if he or she recognizes them. These are competencies you can expect from a manager. "I notice that you don't lunch with your colleagues anymore, do you notice this yourself?" You can practice these kinds of questions very well. But working from a genuine interest in the employee should still come primarily from within yourself. With intrinsic motivation and the necessary practice you will come a long way. Truly wanting to understand why it is that the fellow employee exhibits certain behavior and whether you should be concerned about it. , "I see you looking at your phone a lot, is something wrong?"
Keeping sight
Nowadays it is quite normal to work partly from home or at other locations. This offers a lot of advantages, of course, but it makes it more difficult to keep track of the aforementioned abnormal behavior. How can you keep track of the well-being of an employee who works at home or elsewhere? It is important to stay in touch with each other. Focus on output from involvement. Not with a view to maintaining control at all costs - an employee benefits from a feeling of trust. Finding a balance between being a good employer and 'keeping an eye on' employees has everything to do with genuine interest and commitment. The relationship with an employee is not just about content. The human aspect is at least as important. So dare to trust, but stay connected.
Having a coffee sometime
As a manager, you play a key role in preventing absenteeism. You do this by investing in your relationship with employees and building trust—so that both you and your employees feel comfortable being honest and speaking up about what you see and feel. A strong relationship with employees lays the foundation for sustainable employability. absenteeism , therefore, starts right by the coffee machine.
Getting started with the sustainable employability of your employees
Should you have doubts about the sustainable employability of your employee, start the conversation early and discuss whether you are still on the same wavelength. That is sustainable employability. Want to know the best way to start this conversation or need advice on how to deal with your employees in a sustainable way? The Labor & Health Advisor (AAG) of De Arbodienst supports employers and managers in entering into discussions with employees. Want to know what a Labor & Health Advisor can do for you? Then contact us without obligation.
