What is the role of an absenteeism coordinator?
Merel: “We call it an 'active power specialist'. We are not so much focused on absenteeism, but more towards the working ability of employees. We are a partner for both employers and employees when it comes to usability issues.”
Martijn: “Suppose an employee calls in sick tomorrow. A manager can easily say: take a paracetamol, crawl back into bed, and I'll see you again when you feel better. But if, in a short period of time, this happens for the third or fourth time, it becomes difficult to give the same advice as a manager, especcially if the employees are complaining of stress, or not feeling too comfortable in his own skin This is the time to contact us. We initially ask the staff about aspects that are related to employability: health, skills, values, and work. These concepts form the four floors of the 'House of Workability', and have an indissoluble connection. We then draw the conclusion on which floor something is wrong and can then take action from their.”
What makes absenteeism fascinating?
Martijn: “One minute you have a conversation with someone with depressive complaints who simply works through their problems, and other times you speak to someone with depressive complaints who cannot work through it. They have the same symptoms, and yet one does and the other does not. What is the determining factor? What is the depth of this sickness that can make others not report it? It becomes apparent that something other than just depression is in play. The magic for us is to figure out the reason for calling in sick or not. Nine times out of ten, this has to do with one's values. Perhaps they feel uninvolved in the work, or not inspired? Within absenteeism 2.0, it is becoming less important what disease a person has as we look more at what moves someone to work.”
Merel: “Either it physically makes you sick, or you did not report with personal or behavioural factors. From my background as a work and organisational psychologist, I find the choice of whether or not someone calls in sick very interesting. If the factors that lead to a choice is based, in part, on their image, can we also influence this decision? This influence makes the term 'absenteeism' fascinating. People are not always aware that they do not report themselves based on the choice on whether or not they are ill. The choice stems from habitual example, culture, or upbringing. Precisely by spending time thinking about the significant factors that contribute to the choice, we can become aware of how the choice is made. That makes it interesting. If anyone is aware, there is potential for positive influence.”
How can you organise an optimal working environment that is also different for everyone?
Merel: “We look at each situation: on which floor of the House of Workability are we? A working capital specialist determines this with the manager.”
Martijn: “Suppose I speak to a primary school teacher with a high workload that believes too much is asked of her, while she is working far fewer hours than me. In addition, I speak to lawyers based in Amsterdam Zuidas who often work 100 hours per week and do not experience high workload. How is that possible? Working pressure is a subjective concept that depends on the content of the work and your level of perfectionism. Therefore, the teacher may experience more pressure than the lawyer.”
Do you often use customistion?
Martijn: “For several years now, we have used our own management model with small changes for every company. The company, and therefore the manager, is responsible for the employability of the employees. A manager who is trained as a manager or accountant, must suddenly deal with the complex issue of employability. In order to connect more easily, we take in our own management model and place it beside the leadership to help shape the new responsibility of the employability of the employees.”
Merel: “The ability to work alongside a specialist advisor helps coach managers in this area. One to one, but also during training in the field of labour management capability.”
Is the masterclass you are holding on March 22 also such training for dealing with absenteeism?
Martijn: “That's right. We include what competencies a supervisor should have to keep employees hardworking. The ideal competency mix is soft on the person, but hard on the case. You have to feel empathy for the employee, and hold good contact, but you also have to be businesslike. Fortunately this is not a matter of either having it or you do not; you can learn this.”
Merel: “After understading the basics of dealing with absenteeism, you already have the tools in your hands, where you can get to work immediately. That tool is the House of Workability. You'll know what is needed in your organisation to arrange this properly.”
Martijn: “In The Netherlands, the focus is still on reducing absenteeism. The changing legislation shows in the field of health and safety legislation by January 1, 2017 that we just need to focus on people who are at work.”
From: PenOActueel