Work stoppages: what are the solutions to reduce them? | Health Harmony

Table of Contents

• 1 Increase in long-term work stoppages
• 2 Improve prevention
• 3 Rethinking the organization of work
• 4 Support and train managers
• 5 Strengthen support for workers on leave
• 6 * **Considering the diverse economic landscape, are some sectors more vulnerable to work stoppages than others? What specific factors contribute to this vulnerability?** (This encourages analysis⁤ and ​comparison across different sectors)

As a reminder, a stoppage page includes both sick leave (prescribed for health reasons such as illness or everyday accident) and work stoppages for professional reasons (prescribed in the context of an occupational accident or occupational illness).

At the beginning of the shutdown, the company may retain all or part of the salaryaccording to the collective agreements or agreements in force. After a waiting period of 3 days, Health Insurance takes over by paying daily allowances.

From the 8th day, within the framework of the monthly payment law, the employer must contribute to this compensation up to 90% and then 66.66% of the total salary for 60 to 180 days, depending on the employee’s status, as long as he has at least one year of seniority.

Finally, the employer applied pension guarantees assembly in case of inability to work. Paid by the insurer, this compensation, whose rate varies according to conventions and agreements, is usually triggered after 60 to 90 days of removal and provide essential protection in the event of long-term work stoppages.

Increase in long-term work stoppages

Since the health crisis, the cost of sick leave compensation has increased. According to Health Insurance, it has progressed that way by more than 56% between 2017 and 2022. In 2022 only8,800,000 sick leave pounds were given. This represents a cost to the organization of 12 billion euros, compared to only 4 billion for work accidents or occupational illnesses. In 2024, costs related to sick leave are expected to exceed 17 billion euros. In the first half of the year, the cost of compensation for work stoppage is up again 8% year on year compared to the same period in 2023, reports Health Insurance.

This increase is explained both by the amount of short-term work stoppages that are still at a very high level and by a slightly stronger dynamic on long stoppages, partly linked to demographic factors. With a growing and aging population, the number of diseased leaves is increasing mechanically. In addition, the total amount of compensation increases, due to inflation that leads to an increase in wages and, therefore, an automatic increase in the amount of compensation daily

Improve prevention

While debates are primarily focused on tightening controls and reducing compensation, other potentially effective approaches to limiting work stoppages have been identified in the latest study “Work stoppage practices and attitudes in the companies”, managed by the VYV Group Improvidence Observatory and Audirep. Among them, a ban takes pride of place : 60% of HR managers see it as a key tool to reduce work stoppages, an opinion shared by 83% of managers. Nine out of ten companies have already implemented at least one preventive measure, mainly focused on employee safety (70%), prevention of musculoskeletal disorders (58%) and improvement of work organization (54%). “The idea is to prevent sick leave by investing in prevention plans and improving the quality of life at work (QVT),” explained Agnès Riu, Groupe VYV’s welfare director. into relaxation spaces, wellness activities, or sports health programs »

However, mental health is not given enough attentionaccording to Agnès Riu. “Only 35% of companies mention preventive actions in the area of ​​mental health. A figure that remains low, while mental fatigue and depression contribute to a third of long-term work stoppages. »

Rethinking the organization of work

In addition to prevention, other solutions, such as job reorganization, are being explored. Teleworking, which has been widely adopted during the Covid crisis, has significantly changed the professional practices of employees. Among the companies that have implemented this practice, 55% of HR managers believe that it has helped reduce work stoppages. Its main advantages include better balance between personal and professional lifeemployee loyalty, and strengthening their commitment.

However, two concerns emerge: the problem of disconnection, reported by 29% of HR and 20% of managers, and the weakening of social ties between colleagues, an effect considered negative by a third of them. “These aspects can be addressed through organizational reflection and the establishment of rules or awareness-raising campaigns,” affirms Agnès Riu. In addition, another option confirmed in this study is the four-day week, which attracts managers (60%) more than HR (40%).

Support and train managers

The study clearly shows that managers are in a double position: they are the main players in the management of work stoppages, but also suffer from their effects. 92% of them believe that they have a fundamental role in preventing these stops, and 70% would like to be more informed about the prevention initiatives in place in their company. Furthermore, 68% of managers believe they lack support to recover after a long layoff, and 67% would like to know more about psychosocial risks in their workplace.

According to the welfare director of the VYV Group, “work stoppages are having a strong impact on an already stressed population. Around three quarters of managers report that they feel more pressureand often 9 out of 10 have to undertake the tasks of the employees who are on leave, and a third of them often.” To support them and limit the risks, it will be necessary to strengthen training, improve support in administrative procedures, and promote activities for mental health.

Strengthen support for workers on leave

Another strategy to reduce absenteeism includes maintaining contact with employees during their absence, especially during long absences, and supporting them from the first stages of their return to work. While 93% of employees on long-term leave believe it is essential to stay in touch with at least one person in their professional environment, 25% of HR managers and 30% of managers are against it this communication. They mainly involve respect for private life and the belief, still common, that it would be illegal to contact an employee on leave.

Regarding recovery support, 82% of HR have applied at least one support measure, beyond the mandatory medical examination in some cases. Among the most common tools are part-time therapeutic (52%), pre-resumption visit (50%) and workstation change (43%). “These measures are recognized for their effectiveness, but their use is sometimes complicated,” laments Agnès Riu. She emphasizes that this problem is partly the result of a lack of demand from workers, who do not there is often little information about these options, and the restrictions that working doctors have received.

(1) Study “Practices and opinions about work stoppages in companies”, conducted by the Improvidence Observatory of the VYV Group and Audirep between January and May 2024.