Absenteeism trends: Insights for employers

June 2026

Across global labor markets, a structural shift is underway. Absenteeism is rising, employees are staying away from work longer, and more individuals are exiting the workforce entirely due to long-term incapacity. What was once considered an operational HR issue has evolved into a strategic business risk that directly impacts productivity, cost structures and organizational resilience.

Insights from a.s.r.’s 2025 Trend Report on Absenteeism and Disability underline the urgency. In the Netherlands, absenteeism reached 5.8% in the first quarter of 2025 and 5.2% in the second quarter. At the same time, inflow into long-term disability schemes increased significantly, rising by 13% in 2024, particularly among younger employees and women.

For global employers, the implications are clear: workforce health, resilience and long-term employability must be managed as strategic priorities rather than reactive interventions.

Several global trends are converging and placing pressure on organizations. Labor shortages continue to challenge recruitment and retention. Ageing populations are extending working lives, while technological advancements are rapidly transforming job requirements. At the same time, expectations around flexibility, purpose and work-life balance are evolving.

Absenteeism is increasingly a signal of these broader dynamics. It reflects not only individual health, but also how work is organized. High workloads, limited recovery time, unclear expectations and insufficient support all contribute to rising absence levels. For multinational organizations, operating across different regions adds further complexity, but the underlying drivers remain broadly consistent.

A key development is the shift in the pattern of absenteeism. Employees are not only reporting sick more often, but they are also absent for longer periods. This increases both operational disruption and financial impact.

More importantly, the causes of absences are changing. While short-term absence is still largely linked to physical illness, long-term absence is increasingly driven by mental health challenges. Stress-related complaints now account for a substantial share of long-term cases and often last for several months. This type of absence is more complex, less visible and requires a different approach.

For global employers, this means that traditional absence management strategies are no longer sufficient. A broader focus on working conditions, leadership and employee wellbeing is essential.

The rise in long-term disability is one of the most pressing developments. A sharp increase in new cases reflects growing pressure on both employers and public systems.

Particularly concerning is the increase among younger employees. Those early in their careers are already experiencing long-term absence, often linked to stress, performance pressure and work-life imbalance. This represents a significant loss of future talent and productivity.

At the same time, skills mismatches are becoming more common. In tight labor markets, hiring criteria are often relaxed to fill vacancies faster. Without sufficient onboarding and support, this can result in employees struggling to meet job demands, increasing the risk of burnout and long-term absence.

For global employers, the consequences are significant, ranging from higher insurance costs to increased operational complexity and talent shortages.

One of the most important insights is the role of leadership in preventing and managing absenteeism. Line managers are closest to employees and are often the first to notice early warning signs such as fatigue, disengagement or declining performance.

However, these signals are frequently overlooked or addressed too late. Many managers lack the training or confidence to address sensitive issues such as stress or mental health.

Strong, supportive leadership can make a measurable difference. Managers who create an open environment, show genuine interest and hold regular conversations with their teams are better able to identify risks early and intervene effectively. Investing in leadership capabilities is therefore a key lever in improving workforce resilience.

A common misconception is that prevention only benefits the small percentage of employees who eventually fall out of the workforce. In reality, its impact is far broader.

A healthy workforce is more productive, more engaged and better able to cope with change. Prevention reduces absence, shortens recovery time and improves overall continuity. It also contributes to stronger engagement and performance, which are critical advantages in a competitive labor market.

Effective prevention includes measures such as mental health support, flexible working arrangements, workload management and wellbeing programs. The most successful organizations embed these initiatives into daily operations rather than treating them as isolated interventions.