Attendance factors – the key to lower sickness absence

Satisfied employees are more present. How can organisations promote attendance and reduce sickness absence through good leadership, a strong culture and a motivating working environment?

Sickness absence as a challenge in Norwegian working life

For many years, Norwegian working life has been marked by high sickness absence, which entails major costs for businesses and society as a whole. It is important to acknowledge what we might call “natural sickness absence” – absence due to legitimate health reasons. Measures to reduce absence must therefore be inclusive and based on trust, not control and fear. Here, relationship-oriented leadership plays a crucial role, and good dialogue is a leader's most important tool – in this context too.

Although there are many theories and measures aimed at reducing absence, it is still unclear which strategies are most effective. There is a documented link between high job demands, lack of resources and increased sickness absence (Schaufeli et al., 2009), and the psychosocial working environment plays a central role (Shiri et al., 2023). Many jobs are at times characterised by time pressure, high demands and expectations of delivery. For such job demands not to result in stress, low well-being and absence, employees must be equipped with the necessary resources, have a supportive manager and be part of a good working environment.

• Read more: Relational leadership – modern working life

^{Attendance factors: How to prevent sickness absence}

Instead of focusing solely on what leads to absence, attention should be directed at what makes employees turn up at work with the positivity and energy to perform. Attendance factors are about the conditions that motivate employees to be at work, even when they are facing challenges. According to Petterson (2021), these include meaningful work, good relationships, mastery, and being seen and recognised. This is consistent with Ryan and Deci's self-determination theory (2000), which emphasises that intrinsic motivation is strengthened when people's needs for autonomy, competence and relatedness are met. Intrinsic motivation increases work engagement, which in turn reduces sickness absence (Neuber et al., 2021).

• Read more: How to create high motivation at work?

Leadership that promotes attendance

Attendance is not just about being physically present, but also about experiencing motivation, meaning and community. The manager's role is crucial for promoting attendance. It is not just about following up absence, but about building trust, making room for openness and being a present conversation partner. Be a supportive and available manager who sees and recognises your employees. This will contribute to well-being and attendance, and you and your business will benefit – satisfied employees pay off. Research shows a clear link between work engagement and lower sickness absence (Neuber et al., 2021). When employees are engaged and feel looked after, their intrinsic motivation to turn up and contribute is strengthened. To increase employees' job motivation, engagement and attendance, it is essential to focus on:

• Culture: A culture characterised by good social interaction and psychological safety lowers the threshold for sharing challenges. When employees can talk to colleagues and their manager about needs and wishes, it becomes easier to cope with change processes and handle challenges.
• Meaning and mastery: Work that feels meaningful and allows room for mastery increases motivation.
• Flexibility: Accommodation and the opportunity for a balance between work and private life.
• Development: Employees who get to develop professionally and personally experience greater engagement.
• Autonomy and responsibility: By giving employees the freedom to make their own decisions in their working day and an area of responsibility they enjoy, they will feel that they are given trust they want to manage well. It will also increase ownership of the task in question, which many employees find motivating. However, all employees are different – while some want a high degree of freedom and responsibility, others prefer a manager who is closer at hand. Some need more feedback and help than others. Get to know your employees, gain valuable insight into their individual needs and motivation with the Motivation Analysis™, and adapt your leadership style accordingly.

• Read more about the Motivation Analysis™

How good dialogue can reduce sickness absence

Good dialogue between manager and employee helps prevent absence. A manager is not a mind reader – only through regular and trusting conversations can you pick up on needs and wishes. Both parties also get the opportunity to clarify the expectations they have of each other. In this way, you as a manager can manage the psychological contract you have with your employees. Psychological contracts are about the unwritten expectations employees have of managers and vice versa. These expectations can be both fulfilled and broken on both sides. Fulfilling the contracts can create a sense of being valued, increased trust and a stronger desire to come to work, while breaches can lead to reduced job satisfaction, lower motivation and increased sickness absence. For employees on sick leave, regular contact is important to maintain a sense of belonging and make the transition back to work easier (Idébanken).

Build an attendance culture

A positive and inclusive organisational culture is the foundation for promoting attendance. Culture is about everyday interaction, not just social events. Think about:

• How do we talk to and about each other?
• Is there room to make mistakes, share them and learn from them?
• Does everyone feel safe asking questions and asking for help when needed?
• How do we handle disagreement and conflict?

A culture characterised by trust, respect and support makes it easier for employees to handle challenges – and to choose to be present.

Reducing sickness absence is not about control, but about creating an organisation people want to be part of. When managers invest in relationships, dialogue and culture, they strengthen not only the health and well-being of their employees, but also the organisation's results.

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