Successful absence management always consists of several interrelated components.
First of all, there is systematic case management to counteract isolated short-term illnesses.
This is followed by occupational re-integration management to counteract frequent short-term illnesses and long-term illnesses.
If the individual health-illness continuum continues to shift toward illness, the possibilities of outplacement should be examined.
By systematically and regularly addressing your employee, you can effectively prevent future absences.
Interviews within the framework of case management
The main purpose of the various interviews is to prevent health problems. In this context, effective actions should be taken before an employee's absences increases and accumulates.
Welcome interview
As a matter of principle, you as a manager hold a welcome interview with your employee after every single absence from work. In this conversation, signal your delight that the employee is back at work and that you have missed him.
Key messages of the welcome interview:
Be happy that the employee is back
Inquire about possible limitations or support needs
Bring the employee up to date
Show that you have noticed the absence
Tips for the welcome interview:
Even if your employee has been on vacation, you should have a welcome interview and bring your employee up to date.
The welcome interview is held immediately after the employee returns to work.
If you or your employee work remotely or in the field, it is best to use a video call instead of a telephone call for the welcome interview. In this way, you can also detect any incongruent gestures and facial expressions on the part of your employee and, if necessary, respond to them.
"If I talked to every employee who was absent, then I would just be having conversations all day." Managers often make similar statements when it comes to the welcome interview. If you are of the opinion that you cannot conduct the necessary number of welcome interviews due to the high level of sick leave in your area of responsibility, this is a clear indicator that you as a manager must act to bring about positive change in the long term. Even in the face of a great deal of effort, conduct a welcome conversation with every employee. Not doing so means, above all, that you are not fulfilling your responsibilities as a manager and are tacitly accepting the employee's absences.
Some managers feel they have to "pretend something" to their employee when they are asked to signal in the welcome interview that they are happy for the employee to return to work. However, if you cannot sincerely and authentically signal to your employee that you have missed him or her at work, you should reconsider your further cooperation with your employee. Equally, however, you should also question yourself as a manager and check whether you are also living up to your role as a "leader".
Absence interview
If repeated or conspicuous absences occur, hold an absence interview with your employee. You discuss the situation objectively and agree on concrete actions to avoid future absences.
Key messages of the welcome interview:
Show that you have noticed the absence
You describe factually without evaluating
You agree on concrete actions with the employee
You create commitment
Tips for the absence interview:
If a large number of employees are conspicuous in terms of their absences, prioritize your absence interviews based on the Bradford factor. Calculate the individual Bradford score for each employee and talk to the employees with the highest Bradford score first.
Take the pressure off and don't overly formalize the conversation. You don't want to have an absence interview to fulfill your absence management processes. Rather, you want to work with your employee to reduce their absences. This requires that you, as a manager, do not hide behind your process documentation, but are present and actively engage with your employee.