11 frequently asked questions about sickness absence: Learn how to reduce absenteeism as a manager

A lot of companies and organisations experience sickness absence as a major issue. However, experience and research show that employers can do much to prevent and reduce absenteeism in the workplace. Here, we answer the most frequently asked questions we encounter. Read them to gain a better understanding of what you, as a manager, can do to reduce absence due to sickness and increase wellbeing at your workplace.

What could be causing our high level of sickness absence?

There can be several reasons for high sickness absence rates, and pinpointing the exact cause can be challenging. For example, this may be due to inadequate management of absences, unresolved conflicts between colleagues, or failure to address early signs of poor wellbeing.
To understand the underlying reasons for absence – and, crucially, where you can make the most effective interventions – we have developed the Sygefraværspaletten, providing an overview of the elements that may play a role when seeking to prevent or reduce absenteeism.

How do we work together to reduce the absence due to sickness?

If you wish to reduce sickness absence, it is worth examining the various elements in our sygefraværspalette. By considering all relevant factors, you can identify where the problem lies. One of the most crucial parameters for success in preventing and reducing sickness absence is ensuring that the entire workplace works together on the issue.

Hvordan arbejder vi sammen om at få sygefraværet ned?

Management has the responsibility of setting the strategic direction, ensuring the organisation has clear goals for what you wish to achieve by working with sickness absence, and how it benefits delivery of your core tasks. As a manager, you have many duties related to the Framework for Absence Management, including managing absence both for the affected employee and for remaining staff, through trusting and constructive dialogue. Another key responsibility is to monitor sickness absence data systematically and act on trends at both group and individual level. Furthermore, you should create a workplace culture where employees are attentive and considerate towards one another.

Elected representatives (such as safety and health representatives or employee representatives) and management must collaborate to promote a healthy working environment that prevents sickness absence, and initiate interventions to reduce absenteeism. Representatives are also crucial in identifying issues amongst staff that may increase the risk of absence. A representative can accompany an employee during sickness absence discussions, if desired, and should keep in mind the importance of focusing both on the individual and the collective good.

Employees themselves should be mindful of their own wellbeing and notice if a colleague’s absence negatively affects their own wellbeing and job satisfaction.

HR, if present, can provide significant support for management, including legal guidance on issues such as what you are permitted to ask, when enough is enough, and when one employee’s sickness absence begins to impact the core business or remaining colleagues.
To avoid a colleague from having to take sick leave, it is important to realise that everyone has an important role to play – you simply have different tasks. We have outlined the most important responsibilities for each role below. 

Can I, as a manager, prevent all instances of sickness absence?

The short answer is no. There will always be illness requiring absence, such as colds, influenza, or more serious conditions. However, various aspects of the working environment may contribute to sickness and absence, where you, as a manager, play a major role. You can work proactively on prevention and management, by maintaining close relationships with staff and holding both formal and informal discussions to address early signs of poor wellbeing.

How can I find out what is causing sickness absence?

Legally, as a manager, you may not ask employees for details of their medical condition. Strictly speaking, that should not be your primary concern. It is much more relevant to determine what is needed to facilitate the employee’s return to work. In many cases, an employee is rarely 100% unfit for work and may – given some adjustments – be able to resume work, at least partially. A good approach is, therefore, to explore together what is required for the employee to return. Be inquisitive about whether there are work-related or personal factors contributing to sickness, and if special considerations are needed for a period, such as adjusted duties, workload, flexible working hours, or other arrangements.

Many people fall into the trap of focusing on the employee’s diagnosis and medical history, but in reality, it is in everyone’s interest to identify what needs to happen for the employee to thrive and be able to work again.

It is therefore important that you, as a manager, take the initiative to hold a meeting in a trusting environment where the employee feels safe sharing challenges and concerns.

We experience a lot of short-term absence – how can I work out the reasons behind it?

If you, as a manager, are experiencing frequent short-term or sporadic absences, where staff are absent on individual days for no obvious reason, you are far from alone. Fortunately, there are several steps you can take to identify the underlying causes.

First of all, you need access to data showing the extent of absence. Most organisations today can access absence data through shift schedules or payroll systems.

When reviewing the data, look for patterns. Does absence occur across several employees, suggesting the need for a group-wide approach? Or is it isolated to particular individuals? Is absence more common on certain days such as Mondays or Fridays, in specific months without holidays? Or does it often happen after a holiday? Such patterns can provide insights into specific factors at play in your department.

You can then invite the relevant employees to individual discussions. Approach the conversations with an open mind and a listening attitude and be clear about what changes you wish to see. Always present the data to the employee, so you have a concrete basis for the discussion. This also helps to ensure that the conversation focuses on seeking solutions together.

In many cases, a constructive dialogue and minor adjustments can help address issues early on. Research shows that the greater the number of absence periods an individual has, the greater the risk of long-term absence.

How can I encourage my employees to speak up in time, before going off sick?

To enable employees to say when they need help – thus preventing sickness absence – it is important to create a culture where they feel safe to do so. Be attentive to changes in employees’ behaviour or performance, such as shifts in mood, productivity, engagement, or attendance. The earlier you spot warning signs, the earlier you can act.

Role models and managerial support are vital in creating a healthy work culture and achieving work-life balance. Show a genuine interest in employee wellbeing, be receptive and supportive, and foster an environment where it is acceptable to seek help and prioritise one’s mental and physical health.

It is also important to be accessible to your staff, so they do not feel they are imposing if they need to talk to you.

Ensure that you are not the only one monitoring for signs of reduced wellbeing. For instance, you might create a culture of trust where everyone discusses how to look after one another, including setting up buddy systems or similar initiatives.

How can I best support the remaining staff when a colleague is off sick?

When one or more employees are absent due to illness for an extended period, it can have both practical and emotional consequences for the team. Fortunately, there are ways you, as a manager, can support your staff in such situations.

Prioritise open and honest communication, informing staff about absences and how these may affect workflows in the near future. It is important to discuss how tasks will be managed and what should be prioritised during this period.

Show appreciation and acknowledge the extra effort from employees. Praise their commitment and flexibility in challenging circumstances, as this contributes to maintaining motivation and resilience.

Relevant support mechanisms and resources should be made available, such as stress management tools or named points of contact if needed.

Promote a culture of collaboration and encourage mutual support where employees can draw on each other’s skills and capacities. This can strengthen collaboration and help maintain productivity.

What can colleagues do to facilitate a quicker return for an absent coworker?

As a manager, you can emphasise to employees that they each play an important role in a colleague’s return to work – for example, by showing care and asking about the colleague’s wellbeing. They might also ask if there is anything they can do to ease the workload during the absence.

They can also try to maintain contact with the absent colleague by sending a friendly message, calling, or visiting if appropriate. This shows the colleague that they are in people’s thoughts. However, it is crucial to respect the individual’s need for rest and privacy. Some may need more privacy and time to recover, while others will appreciate the support.

How can various stakeholders work together to reduce absenteeism?

As mentioned, it is not solely the manager who has responsibilities when an employee is off sick. It is important to involve other relevant actors so that you work collaboratively to incorporate absence management efforts into your everyday operations. For example, make sickness absence a standing item on the agenda at committee meetings, such as at safety and health meetings, where you can discuss general trends and group-level developments.

How can we change the culture and attitudes around sickness reporting?

Changing the culture and mindset around reporting sickness requires a deliberate and targeted effort.

We have listed some concrete steps that can help foster change:

The management must be committed to changing attitudes towards sickness absence. Management should set an example and demonstrate that employee health and wellbeing are priorities.

Establish clear and well-communicated policies and procedures around sickness absence in the workplace. Ensure that everyone understands both the processes and expectations linked to sickness absence.

Provide employees with information and training on the importance of timely sickness reporting and the company’s policies. Raise awareness of how early intervention can prevent longer periods of absence.

Create a workplace culture where employees feel safe to call in sick when genuinely unwell and equally to return to work when fit. This includes maintaining ongoing dialogue about attitudes towards when one is too unwell to work and what to do on days when one is not at one’s best. Encourage open communication and show understanding and support for employees’ health needs.

Remember, shifting workplace culture takes time and requires consistent and persistent effort. It is important to be patient and determined when working to change attitudes towards presence and absence at work.