Preventing absenteeism starts with investing in sustainable employability. When employees know who they are, what they are capable of and what they want, they are better able to cope with change and continue to enjoy their work. This significantly reduces the likelihood of long-term absence. In this article, we answer the most frequently asked questions about the relationship between sustainable employability and absenteeism.
What is the relationship between sustainable employability and absenteeism?
Sustainable employability and absenteeism are closely linked: employees who are sustainably employable have greater self-awareness, derive more satisfaction from their work and are better able to cope with change. This makes them more resilient and reduces the likelihood of them being absent for long periods. Absenteeism rarely arises overnight, but is the result of a gradual process of imbalance.
When someone fails to make use of their talents, finds their work meaningless or has no prospect of a future within an organisation, tension builds up. Sustainable employability focuses precisely on those underlying factors. By working on self-awareness, career prospects and personal effectiveness, employees become proactive rather than reactive. They do not wait for things to go wrong, but take control of their own professional development.
Organisations that make a systematic investment in the long-term employability of their staff therefore see a positive impact on engagement and job satisfaction within their teams.
What factors increase the risk of absenteeism?
The risk of absenteeism increases when employees work for long periods in a situation that does not align with their talents, values or ambitions. Other key risk factors include a lack of autonomy, uncertainty about one’s own role and a lack of opportunities for development.
Specific factors that increase the risk of absenteeism include:
- Lack of self-awareness: Employees who do not know what motivates them or where their strengths lie perform less effectively and are more likely to become overworked.
- Uncertainty about the future: Changes within an organisation, such as a reorganisation or a shift in responsibilities, can lead to anxiety and uncertainty if staff are unsure of their position.
- Lack of prospects for development: When someone feels they have outgrown their role without any clear new direction in sight, their motivation wanes.
- A poor match between talent and role: If someone consistently carries out tasks that do not match their natural strengths, it takes up an unnecessary amount of energy.
- Little scope for personal autonomy: Employees who feel they have no influence over their own work and career are more likely to become demotivated.
The good news is that all these factors can be influenced. With the right guidance and a focus on personal development, employees and organisations can work together to minimise these risks.
How does coaching help to prevent absenteeism?
Coaching helps to prevent absenteeism by helping employees gain insight into themselves, their behaviour and their needs. A coach provides a safe space to reflect on what someone really needs to continue working with enjoyment and energy. That insight forms the basis for lasting change.
During a coaching programme, an employee explores questions such as: What are my strengths? What gives me energy? How do I respond to change? And: what do I need to remain employable in the long term? By taking these questions seriously and actively working through them, self-confidence increases and a clearer picture of one’s own career path emerges.
Coaching has a preventative effect: it offers support before someone gets stuck. But coaching is also valuable when someone realises that things aren’t going so well. A coach then helps them to get to the bottom of the situation and take steps towards restoring balance and job satisfaction. Personalised support is crucial in this regard, as every person is different and requires an approach that suits them.
What can employers do to promote sustainable employability?
Employers can promote sustainable employability by making systematic investments in their employees’ development, well-being and career prospects. This begins with an open culture in which employees can discuss their ambitions, concerns and needs.
Practical steps that employers can take:
- Gain an understanding of talents: Use scientifically proven methods, such as talent assessments, to identify what employees are naturally good at and how they perform best.
- Link the organisation’s vision for the future to individual roles: Employees who understand how their work contributes to the wider strategy feel more engaged and are better prepared for change.
- Offer opportunities for development: Consider training courses, coaching and career guidance that are tailored to the employee’s personal circumstances.
- Make sustainable employability an ongoing discussion: Not just once during a performance review, but on a regular basis and in an atmosphere of trust and openness.
- Take a proactive approach: Don’t wait until someone gets stuck, but identify early on when someone is struggling with their role and offer support in good time.
Organisations that embed these steps systematically into their policies find that their staff are more engaged, perform better and continue to enjoy their work for longer.
When is outplacement a solution to absenteeism?
Outplacement is a suitable solution when it is clear that an employee would be better off outside their current organisation, and when a fresh start elsewhere offers better prospects than further support within their existing employment. It is not a step backwards, but a conscious choice for a better future.
Sometimes a person no longer fits in with the direction an organisation is taking. Or perhaps they have developed in such a way that their ambitions are better realised elsewhere. In such situations, continuing with the status quo can create more tension than is healthy for both the employee and the organisation. An outplacement programme can then provide guidance.
During such a programme, the employee rediscovers what drives them, what their unique qualities are and which direction suits them best. This process boosts self-confidence and provides practical guidance for the next step in the labour market. Leaving a job is a big step, but with the right support, it becomes an opportunity to choose work that truly suits them.
How do you measure whether sustainable employability is working?
You can assess whether sustainable employability is working by looking at specific indicators such as job satisfaction, engagement, personal development and employees’ ability to adapt flexibly to change. Reduced absenteeism is an important outcome, but not the only measure.
Measurable indicators of effective sustainable employability include:
- Job satisfaction and enthusiasm: Do employees find their work meaningful and energising?
- Self-awareness and career direction: Do staff know what they want and what they’re working towards?
- Adaptability: Are staff able to cope well with changes to their role or organisation?
- Productivity: Are staff performing at a level that matches their abilities and potential?
- Turnover and retention: Do employees stay with the organisation for longer, and do they make a conscious choice to stay?
It is useful to measure these indicators both at the start and at the end of a development programme. This provides a clear picture of progress and allows adjustments to be made where necessary. Sustainable employability is not a final destination, but an ongoing process of growth and conscious choices.
How Nieuwkans helps to promote long-term employability and prevent absenteeism
We believe that everyone can shape their own future. Guided by this conviction, we support employees and organisations in enhancing their long-term employability, in a way that suits who they are and what they need. Our services are always bespoke; we never offer a one-size-fits-all solution.
What we specifically offer:
- Interactive sessions on sustainable employability: We help staff gain an understanding of themselves and the organisation’s vision for the future, so that they know what is expected of them and how they can prepare for it.
- Scientifically-based talent assessments: Using the BrainsFirst methodology, we identify natural talents and cognitive behavioural preferences. This provides direction for personal development and career progression.
- Personal coaching and career guidance: Individual support tailored to the employee’s specific situation, ambitions and challenges.
- Outplacement programmes: For staff members who wish to take a new direction, we guide them through the entire process, from self-reflection to finding a suitable next step.
Our aim is clear: greater productivity, greater job satisfaction and an organisation in which employees are and remain employable in the long term. Would you like to find out what we can do for your organisation or your career? Take a look at our programme for sustainable employability for employees or contact us directly. We’d be happy to help you find a solution.
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