Reducing the sickness rate in metalworking

In a medium-sized metalworking company, the interim manager was tasked with investigating and eliminating the extremely high sickness rate. The very high sickness rate in the company led to high personnel costs because the missing employees had to be replaced by temporary workers.

Up to 50 sick days per year for long-term sick employees

The interim manager first analyzed the sickness rate, which proved to be high all year round. She then focused on an overview of those on long-term sick leave. This revealed that there were 5 employees who had taken 40 to 50 sick days per year over the past 4 years. Among the other sick employees, there were frequent short-term illnesses. Some of these were obviously faked (extended vacation, carnival time, fringe and bridge days). Other short-term illnesses, however, were - according to the results of an earlier stress analysis - caused by overwork.

Incorporate health management introduced with integration management

In order to improve the unsustainable situation, the interim manager, together with the works council, proposed the introduction of an occupational health management system. Until then, the company had neither had the legally required company integration management (BEM) nor had there been any return-to-work interviews or similar. The aim of company health management was not only to reduce the sickness rate, but also to improve the very poor working atmosphere and at the same time promote the health of the workforce.

First, the interim HR manager invited the long-term sick employees to personal meetings. The aim was to find a viable solution for both sides in dealing with the illnesses. The employment contracts of the employees with a negative prognosis were terminated by mutual agreement. The other "long-term sick" employees were regularly invited to meetings as part of the company's integration management. After initial resistance, word got around that these meetings were a great support.

In addition, the interim manager trained managers to identify "sick-outs" in order to be able to initiate measures under employment law if necessary.

Sickness rate significantly reduced - offers of help are accepted

The project was a complete success, and both the client and employees were very satisfied. The sickness rate fell significantly. On the one hand, because the sick employees received support from the company, the integration office and German pension insurance and were less ill. On the other hand, managers were better informed about their employees thanks to consistent sickness return interviews. On the one hand, they now convey the feeling that the employer cares and takes their concerns seriously. On the other hand, those who were obviously taking planned sick days know that their line manager is keeping an eye on them.