Behind lower sick leave rates lie significant differences between sectors, organisations, and employees

‘The decline is typical for this time of year and it paints a stable picture at first glance,’ says Iris Homeijer, Occupational Physician and Director of Medical Affairs at HumanCapitalCare. ‘But if you look a bit closer, you’ll see that behind this average lie significant differences between sectors, organisations and employees. That is exactly where we can identify opportunities and target our efforts to reduce absences. The question is: where is absence most evident, in which parts of the organisation does it tend to occur repeatedly, and what factors play a role? Employers are gaining an increasingly clear understanding of this based on absence analyses at the organisational level. These insights help to identify targeted measures that are tailored to the organisation’s day-to-day operations.’

Differences between sectors and organisations 

The figures show that absence varies significantly depending on the type of organisation and sector. In small and medium-sized enterprises, absence is significantly lower at 4.4% compared to the corporate market (5.5%). The figures also vary across sectors. For example, absence levels are 6.4% in the healthcare sector, 5.2% in the industrial sector and 5.1% in the construction sector. In sectors such as information and communication (4.0%) and financial institutions (4.7%), the average is lower. These differences are linked to a number of factors, including the nature of the work. In the healthcare sector, for example, the emotional strain is generally higher and employees take sick leave more frequently and for longer periods.

‘What you see is that absence is linked to how work is organised and what demands are placed on people,’ says Homeijer. ‘What works in one organisation does not necessarily work in another. Take the healthcare sector, for example, and factors such as the pressure of shift work, limited recovery time, and emotionally demanding work. This calls for targeted decisions, such as organising shifts more effectively, allowing time for recovery and prioritising mental health support. In other sectors, the focus is more on physical strain or workload. So take a good look at your own organisation. What is happening there, and what do employees need to stay sustainably employable?’

There are also significant differences within organisations    

These differences are not only found between sectors or organisations, but also within teams and between employees. For example, absence among women is consistently higher than among men. That is not only related to work, but also to differences in life stage, health, and personal circumstances such as care responsibilities.

‘Absence arises due to the dynamics between work and life outside of work,’ says Homeijer. ‘Work is often organised around a single standard, while employees differ in terms of their workload capacity and their individual circumstances. By taking that into account, you can make work healthier for everyone.’

A tailored approach over a one-size-fits-all solution

The figures highlight the fact that there is no one-size-fits-all solution to absence. Differences between sectors, organisations and employees call for a tailored approach that suits both the organisation and the people who work there. 

‘Organisations that understand their own figures and risks can make more considered decisions, while also keeping in mind the people behind the figures. By looking at all levels, from the sector to the individual, you gain insight into where you can make an impact,’ says Homeijer. ‘It is important not only to analyse absence after the fact, but also to prevent it in the first place. Employees also play an important role here. By sharing indicators early on and encouraging discussions about them, it becomes easier to make adjustments. That is exactly what a tailored approach is: working together identify effective practices and adapting your approach accordingly.’