SEE YOU SOON!
MAKING ABSENTEEISM DISCUSSABLE
Hey there,
Soon you will take part in the training on absenteeism and absence-related conversations for managers. We look forward to welcoming you.
Absenteeism is not an easy topic, and as a manager you naturally want the best for your people. In this training, you will gain clear insight into what absenteeism actually entails, the different forms it can take, and the role you can play in each phase: before someone drops out, during the absence itself, and upon return. You will learn how to have absence-related conversations in a way that is both caring and clear, supported by data and policy.
The training is highly practical. Through exercises and simulations with a professional actor, you will practise real-life conversations: from reporting sick to follow-up and reintegration. You will discover what works, what doesn’t, and how to remain consistent and calm, even in challenging situations. You will leave with a clear framework and concrete conversation techniques that you can immediately apply.
Before the training, we ask you to complete a short (anonymous) questionnaire. This input helps us tailor the training to your context and needs, while also inviting you to reflect on your own perspective on absenteeism and your role in it.
Thank you in advance for taking the time to complete it. See you soon!
It is a conversation that almost every manager dreads. Not because it is unimportant, but precisely because it is so sensitive. When an employee is absent or frequently unavailable, it is rarely just about work. Health, capacity, motivation and personal context are intertwined, while the distinction between “not being able to” and “not wanting to” often remains unclear.
This makes absence-related conversations fundamentally different from discussions about performance, deadlines or results. Absenteeism is rarely black and white. Someone can feel both unwell and committed, be absent yet experience guilt towards the team, or continue working while their capacity has already been exceeded. These grey areas make it difficult to find the right words and to determine the appropriate stance.
As a result, many managers are left with questions. Am I allowed to ask this? When should I show understanding, and when should I be clear? How do I prevent the conversation from feeling personal or accusatory?
That uncertainty often leads to conversations being postponed or even avoided altogether. And what remains unspoken tends to take up more space than intended. Occasional absence can gradually evolve into a larger issue, while small tensions continue to grow under the surface.
Absence-related conversations are not difficult because managers fall short, but because they take place at a delicate intersection of care, responsibility and fairness. It is from this tension that this training starts. It provides clear frameworks and concrete conversation techniques to address absenteeism in a professional, consistent and human way.
