New year, new absenteeism policy: how to set realistic goals for 2026

The first weeks of the new year always feel like a fresh start. You notice it in conversations with clients: people really want to make a difference now. With good intentions. With ambition. And often with the thought: “This year, absenteeism must go down.”

But what does that actually mean, and how do you turn a good intention into an achievable strategy? Because simply saying: “Lower absenteeism!” is not a plan.

Absenteeism is more than a percentage
Let’s be honest: nobody likes absenteeism. Not for the employee, not for the colleagues who have to take over the work, and certainly not for the employer who ultimately pays the bill. But absenteeism is not a stand-alone problem — it is a symptom.

If someone is at home sick due to burnout, stress, or a combination of factors, it doesn’t help much to simply say: “We want less absenteeism.” Without understanding what’s going on, you won’t get very far.

At De Verzuimmakelaar, we often hear that companies steer by percentages. But that only makes sense if you know what the numbers mean, where they come from. And perhaps most importantly: what you as an employer can do to influence all this. In short: absenteeism is not just a number on a graph. It’s about people, circumstances, and situations that often come together.

Gaining insight
Before you set goals for 2026, it’s essential to first know where your company currently stands. What is the current absenteeism rate? Is absenteeism mainly short-term or long-term? Are there specific teams or periods that show patterns? What conversations have been held with employees who are absent?

It’s not just about the numbers from your system – but especially about what lies behind those numbers. Discuss this openly with your team or HR. It’s precisely these conversations that give you insight where numbers cannot.

Small steps, big impact
A goal like “reducing absenteeism by 10%” sounds ambitious, but it can also be demotivating if you don’t know how to get there. It’s better to link goals to concrete action points, such as: a personal contact moment within 24 hours of every sickness report. Or early detection of stress by training managers. These goals are not only concrete, but also easier to translate into actions on the work floor. Realistic? Absolutely. Because small steps can have a big impact — and employees notice that immediately.

One organization
An absenteeism policy only works if it is lived. And that means: everyone must know what is expected, not only from HR, but also from managers and employees. Absenteeism is never “just an HR thing,” because it is an organization-wide topic that benefits everyone when handled properly.

What can 2026 bring?
2026 doesn’t have to be the year in which absenteeism suddenly disappears. But it can be the year in which you really get to work together with your team. That not only provides a more realistic picture, but above all better results. And isn’t that exactly what we want?

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