Employees with a long-term illness: here’s what they expect from you

A survey by Mensura and Indiville shows that absent employees especially need a listening ear. More than half (52%) expect their manager to show interest in the cause of their absence at the start. For 42%, it is natural for the manager to keep in regular contact afterwards. When they return to work, 48% count on a conversation about their return and measures to prevent any relapse.

“Almost half (47%) expect their manager to show regular interest in their well-being, even when they are not absent,” says absenteeism expert Bart Teuwen. “So sincere interest is worth its weight in gold: your employees with a long-term illness will continue to feel engaged, while you, as a caring employer, show that you care about every member of the ‘family’.”

Tip #1: Develop a clear collective reintegration policy

A collective reintegration policy ensures that all your employees know what to expect during their absence and return: a general step-by-step plan that lists who does what and when in the reintegration process (including absenteeism prevention). It includes, for example, information on how to keep in touch with your sick employees. Who does it, how often, and in what way?

Many organisations find it difficult to maintain that regular contact in practice. Therefore, it is important to already proactively embed it in your collective reintegration policy and your broader well-being policy. Emphasise the importance of contact in your (absenteeism) vision, and include it explicitly when writing out all roles and responsibilities.

(P.S.: Don’t know where to start? A customised project plan will get you off on the right foot.)

Tip #2: Keep in contact regularly (and sincerely)

Maintaining regular contact is essential to successful reintegration. The longer you wait to contact the absent employee, the lower the chances of successful reintegration. So present your contact roadmap to the employee as soon as possible and agree on an individual frequency and channel. Some prefer to be called, others prefer an occasional text message.

Whatever you agree on, make sure the conversation focuses on the employee’s needs. Be sure to ask things like, “How are you doing?” or “How can I support you?”. Make it clear that there is no pressure to talk about work or their condition, but do keep them informed of any team updates, team-building sessions, or parties. At the same time, keep communicating transparently with colleagues about how (and for how long) you will cover the absence.

“Of course, you don’t have to limit that genuine interest to absences,” Bart adds. “By having regular conversations with all your employees about their well-being, you create a culture where everyone feels valued. This not only prevents prolonged absences but also strengthens the bond with your team.”

Tip #3: Prepare for their return well with adapted work

Draw up a plan for adapted work together with the employee. Organise a conversation in which you gauge needs and work-related barriers, and explain what steps you can take to support this: reduced or flexible hours, adapted tasks, a gradual build-up of responsibilities, etc. This will ensure a realistic and sustainable reintegration.

Never lose sight of the well-being of your employees with a long-term illness. By developing a clear reintegration policy, keeping in contact regularly and sincerely, and carefully preparing for their return with adapted work, you show that you value them as part of your team.

This approach not only contributes to their recovery, but also strengthens your mutual bond. This is how you build a work culture in which care, trust, and commitment are central – and potentially reduce absenteeism.