According to the Federal Statistical Office (OFS), full-time workers missed an average of 9.3 days of work in 2022 for medical reasons, which is 20% more than in 2020 and 2021. Every year, absences due to illness or accident represent an exorbitant cost for companies. The average cost of a daily absence amounts to CHF 1,000. –
Decreased productivity, increased workload and stress among the remaining employees are some of the consequences related to absences. Knowing how to manage them effectively is becoming a necessity for businesses. Isabelle Kunze, Head of Corporate Health Services (CHS) and trainer, enlightens us on the subject.
What are the issues related to absences that companies face ?
Isabelle Kunze: According to the statistics of the Federal Statistical Office, absences and therefore associated costs are increasing. When an employee is absent, the manager and their employee must know the rules to follow and have the right reflexes. The question « what do during absences ? » should not even arise, the answer should already be known beforehand. The actions to be taken will depend on the type of absence (short or long term, beaded) and will not require the same support.
It is important that managers know how to manage absences in order to focus on the present employees and distribute the work of the absent ones. To do this, organization is key. It is necessary to organize the replacement during the absence, think about the present team, ensure that they are not continuously overloaded and possibly request a fixed-term contract according to the duration of the absence while maintaining a link with the absent person.
How to detect warning signals and reduce or even avoid absences ?
I. Kunze: In most cases, repeated short-term absences are predictive of longer ones. Thus, the more there are, the greater the chances that they will turn into long-term absences. That is why, it is important to identify what is hidden behind these recurring short-term absences by scheduling interviews with the employees concerned.
A preventive interview can also be agreed upon if the manager notices a change in behavior of one of his employees. For example, if a person of jovial nature becomes cynical or sad. Other signals must also alert the manager, such as presenteeism, a decrease in performance, an increase in overtime, etc.
These different approaches allow to show the employee that the manager cares about him and his health. This will positively impact their relationship. It is precisely not necessary to think that the person does not want to talk. On the contrary, many employees admit that they were never contacted by their boss or HR when they were absent, even though it would have been appreciated.
For my part, managing absences is an extension of the relationship built with the employee before the absence. If as a manager we maintain a good relationship with our employees, they will be more inclined to express themselves even before the absence is declared.
Isabelle Kunze
How to proceed in case of absences ? What are the rules tu apply ?
I. Kunze: Regarding the absent employee, the rules must be known before the absence. A telephone contact must be agreed between the employee and the direct manager in order to know what is the estimated duration of the absence, to determine the emergencies to be resolved, and to set the date for the next telephone contact (who calls whom and when?). The bond must be maintained throughout the absence. If it is lost from the beginning, it will be very complicated to reconnect with the employee afterwards.
Regarding the rest of the team, the actions to be taken depend on the duration of the absence. If it is a long-term absence, the manager must explain to his teams how the work of the absent person will be distributed. The manager must never talk about a diagnosis to the team, unless the absent employee expressly authorizes it. It is appropriate to talk about a work stoppage of varying length and to keep the team regularly informed of the duration of the absence and any measures that will be implemented (fixed-term contract or other).
What are the questions to ask or not to ask ?
I. Kunze: The manager should not play the role of a doctor and should never talk about diagnosis. He must stay in a managerial posture, choose the right words when speaking with his collaborator and above all show empathy and kindness. He can ask her questions such as «what is the estimated duration of the absence ? », « a visit to the doctor planned ? ».
The three essential points to address arethe estimated duration of the absence, the urgent tasks to be resumed, and the date of the next telephone contact.
How to proceed when returning after an absence?
I. Kunze: No matter the cause of the absence, the manager must take a moment with his employee to welcome him and explain the changes that have occurred especially when the absence was long. The welcome is important during a return from an absence.
During long-term absences, the manager can schedule an interview with the person to understand if they have functional limitations, if their specifications must be adjusted or if they need support. A regular interview can be agreed with the employee to ensure that the return to work takes place under the best conditions. The longer the absence, the more complex the return to work.
Why is it important for companies to train in absence management?
I. Kunze: Many managers feel they lack the tools to handle these situations and sometimes hesitate to contact an absent employee, thinking it is not allowed. On the contrary, it is not only permitted but essential — provided you know how to do it appropriately.
This is exactly what we focus on in our training: providing a clear framework and practical tools to manage absences professionally. Participants learn to:
- understand the challenges and impacts related to absences;
- know the key figures to better grasp the situation;
- practice different types of interviews linked to absence;
- apply the rules, best practices and essential questions to ask;
- take control of absence management rather than being driven by it.
The objective is to equip managers and HR professionals with the confidence and skills needed to act clearly, structured and humanely.
