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The coronavirus pandemic is over, but the rise in disease is not. In many developed countries, more workers are reporting illness and the amount and type of work they can do is restricted than before the pandemic. Sick leave is also increasing. German executives have warned that high absenteeism rates are exacerbating the country’s competitiveness problems. In September, Tesla bosses visited the homes of absentee workers at the Berlin factory. In Norway, more workers called in sick in the second quarter than at any time in 15 years.
In the UK, official statistics estimate that a record 185.6 million working days will be lost due to sickness absence in 2022, due to reasons such as minor illnesses, musculoskeletal problems and mental health conditions. There is. Post-pandemic medical backlog is one reason. Approximately 3.7 million working-age people were working in “restricted work” conditions last year, an increase of 1.4 million over 10 years. Rates of work restriction are increasing fastest among young workers, and reports of mental illness are soaring.
Fewer people working means the economy doesn’t grow as fast as it could. Cut tax revenues to fund increasingly strained public services. But it is employers and businesses who must deal with the immediate effects of the disease, including managing employees and rosters and facing legal backlash. In particular, changes in diagnosis rates of mental illness and generational attitudes are impacting employee expectations of the workplace.
Prioritizing employee health not only ensures long-term productivity, but also builds trust and loyalty. You need to balance consideration with practicality. Supervisors must provide appropriate support to absent employees, but must also consider the impact on other staff and operations.
Transparent and fair disease policy is critical. Companies must clarify expectations for reporting illness, recording absences, and returning to work, including when a doctor’s note is required. When employees know they will be treated fairly and consistently, they are more likely to abide by the rules, creating a culture of mutual respect and accountability.
Identifying patterns of absenteeism can help uncover underlying issues, such as frequent Monday absences or sick leave during school holidays, and can help supervisors address home concerns, burnout, and stress. can signal when early intervention is needed. However, it can backfire and create resentment if bosses feel that data is ultimately being used to punish staff.
Data should be a conversation starter to better understand the context of absenteeism, rather than blaming employees who appear to be slacking. Absenteeism can reflect deeper issues such as excessive workload, demotivated staff, or lack of support.
However, the need for support in times of poor health is matched by the need for accountability. Problems arise when administrators feel that their trust is being abused. Setting boundaries and maintaining clear expectations with flexible policies can help prevent abuse while providing support. Employees must understand that flexibility is often a benefit, not a right, and respect the parameters set by their employer.
For managers, employee health information must be handled with great care, not only to avoid legal repercussions. When employees believe that their most sensitive information will be treated with care, they will be more likely to share health concerns openly and seek support when they are most vulnerable.
Some companies rely on high wages and challenging work to attract employees, but benefits initiatives can also help employers stand out in a competitive market. However, building a successful company is all about building trust on both sides.
