In our previous article, we explained why, despite the proliferation of occupational health schemes, absences due to ill health continue to rise.
This observation highlights a key point: preventing absences often comes into play even before the absence has fully taken hold. It is precisely during this early, still reversible phase that our system of systematic absence management comes into play. It is based on a simple principle: offering early, structured and systematic human contact to every employee on sick leave, right from the start of their absence.
The principle of systematic absence management
Systematic calls involve contacting all employees on sick leave, regardless of the duration or nature of their absence. This approach is based on a firm belief: an absence, however brief, is never inconsequential.
The scheme is not intended to monitor or assess the validity of the sick leave, nor does it address medical conditions or performance. Its role is to provide a space for discussion centred on the lived experience of the absence, allowing employees to freely address issues that are often difficult to express in other contexts: guilt, fears about returning to work, relationship conflicts, feelings of insecurity or personal life events.
The systematic nature of the scheme is essential. This approach ensures fairness, avoids any stigma and recognises that an individual absence is always also a collective event, which impacts the team and the organisation. Maintaining relational continuity helps to preserve the balance of teams and limit tensions linked to uncertainty.
Supporting an absence is therefore not just about supporting an individual; it is also about preserving a system.
A trusted third party, complementary to and separate from the medical profession and the management hierarchy
The systematic call deliberately positions itself outside the realm of medical care, management and the chain of command. This framework ensures confidentiality and psychological safety.
The scheme is not a substitute for the GP, insurance providers or internal health services. It acts as a complement, in an area that is often underserved: that of human connection and open communication.
This role as a trusted third party allows sensitive topics to be addressed without hierarchical pressure, whilst safeguarding the company. Without accessing medical or personal information, the established framework limits hasty interpretations and channels tensions related to absence.
Tangible and measurable impacts
Companies that have implemented this type of scheme are seeing measurable results. A reduction in absenteeism of at least 30% is observed from the very first year, with reductions of up to nearly 60% over three years in certain sectors, particularly the healthcare sector.
This reduction in absenteeism also has a direct impact on daily sickness benefit premiums, resulting in significant savings without any reduction in benefits for employees.
These results can be attributed to a more nuanced approach to individual situations. Indeed, a period of sick leave is never solely a medical event. Even with the same diagnosis, outcomes can vary greatly depending on how the individual feels, their sense of support, the quality of their relationship with the organisation, and how the absence is experienced.
Prevention is better than cure
Without early dialogue, certain situations tend to become entrenched: workplace conflicts, organisational uncertainty, emotional overload or a loss of direction. Conversely, prompt communication often makes it possible to identify the root causes and take action before the absence drags on.
In more complex situations, this initial exchange also facilitates appropriate referral to the right people: GP, insurance provider or specialist support. The aim is not to replace existing support networks, but to mobilise the right resources at the right time.
Linking health, people and the organisation in the workplace
Sustainable prevention of absenteeism does not rely solely on increasing resources, but on their ability to operate in a coherent, people-centred and proactive manner.
Between health, people and the organisation, there is often a gap that remains under-utilised. Systematic calls are designed to address precisely this gap: not to replace, but to connect.
Absence is then no longer a silent break, but the starting point for structured support that promotes a sustainable return to work and a preserved connection to the workplace.
Are you wondering about your current absence management practices?
