Absenteeism only really decreases when there is room for loss and grief in the workplace

Absenteeism only really decreases when there is room for loss and grief in the workplace

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Behind high levels of absenteeism, there is often unprocessed loss, in work, health or relationships.
Organizations that recognize and normalize this win back humanity, resilience and sustainable employability.
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1. The silent cause behind high absenteeism
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Absenteeism in care and childcare is reaching record levels. According to recent figures from the CBS, absenteeism in healthcare lies around the 8%, with outliers that are even higher during busy periods.

Teams are dropping out, schedules are under pressure and HR departments are overflowing with files.

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But what remains under the radar is that much of this outage is not just due to workload
whether there will be physical complaints.

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More and more often, loss is the underlying cause: the loss of a loved one, of health, of a future perspective or of meaning in work. Up to 51% of the absenteeism is due to untaken loss.

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And that's exactly where it hurts. Because while organizations invest in vitality programs, fruit baskets and
sports challenges, grief remains a taboo. Employees feel obligated to be “strong”, managers aren't sure what to say, and teams walk on eggshells.

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The result? Silent sadness that translates into stress, tiredness, loneliness and ultimately long-term absenteeism.

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2. Why this problem persists

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Grief is not a disease and that is why it does not fit into the absenteeism policy. But it does touch everything someone needs to function properly: concentration, energy, motivation and connection with others.

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In sectors such as care and childcare, where proximity and empathy are core values, unprocessed grief can be extra difficult.

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A pedagogical employee who “just keeps going” after a loss becomes emotionally exhausted.
A carer who loses a client but does not get the space to process it builds up tension.
A team leader who doesn't know how to open the conversation is silent, and that silence affects the entire team.

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This creates a vicious cycle of avoidance, misunderstanding and increasing absenteeism.

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3. What it costs if we do nothing

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The figures speak for themselves: long-term absenteeism costs on average €250 to €400 per day per employee. Average length of absence in case of delayed grief is 219 days. This is a total sum of €54,750 and €87,600.

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But the real damage is deeper.

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-> Teams lose trust and belonging.
-> Employees feel unsafe to be vulnerable.
-> The organizational culture is becoming chilly, while humanity is the core of good care and childcare work.

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In short: if loss gets no place, the organization loses more than just productivity.

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4. The key: normalize loss and grief without it getting tough

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A vital organisational culture is not only sporty or energetic, but also sensitive to grief. That means: giving space to what affects people without having to be a therapy conversation.

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Here's how to start:

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1. Make loss negotiable.
Start with one question: “How have you really been since you came back?”
That simple recognition takes the pressure off the kettle and increases trust.

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2. Invest in grief.
Train HR, managers and counselors in basic knowledge about loss and recovery.

Not to 'treat', but to know how you are human.

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3. Integrate it into policy.
Include grief and loss in vitality plans and absenteeism policies. Think of customization around return, flexible work structure or access to guidance.

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4. Offer professional support.
A few conversations with a grief counselor or organizational coach can prevent long-term absenteeism.
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A practical example:

A large childcare organization where I supervised a grief sensitivity process saw a difference within a few months. Managers felt more secure, employees shared more, and short-term absenteeism fell noticeably.

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The feedback from a team member said it all:
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“I dare to say honestly that I'm having a tough time, and that makes for a lot of relief.”
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5. Profit: humanity pays off
By normalizing loss and grief, a culture is created where employees feel seen and supported.

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The results are concrete:
-> Less absenteeism, because people are more likely to ask for help.
-> More loyalty, because employees feel connected.
-> More vitality, because resilience grows naturally in a safe environment.
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An organization that gives space to grief therefore wins back humanity and productivity.
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6. Time to act
The real step towards sustainable employability is not another vitality program, but restoring the human dimension. Don't wait for the Gatekeeper Improvement Act to force you to respond.
Look ahead.
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Make grief a normal topic of conversation in the workplace and build an organization where people don't have to grow up.
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Start today:
-> Organize an inspiration session about grief and resilience.
-> Train managers in grief-sensitive leadership.
-> Make room for recovery, including in policy.
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Where there is room for mourning, strength, connection and sustainable vitality arise, exactly
what every care and childcare organization needs now.
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About the Author

Together with Empowr, Jiska Rodenburg guides employees and organizations in the
care and childcare in developing grief-sensitive and vital work cultures.
She offers one-on-one guidance, workshops and courses for professionals who
want to sustainably integrate loss, grief and recovery into their policy and leadership.

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