Absence & Return to Work
Absenteeism Conversation
An absenteeism conversation is a private discussion with an employee whose absences or lateness have become frequent enough to affect the team or the person themselves. The goal is to understand, to state the facts calmly and to agree on support and expectations, not to punish or to investigate someone's health. Many patterns have causes at work that the employer can act on. Here are the questions, in the order that keeps the tone fair.
16 questions
When to use this template
- When you see a pattern, such as repeated short absences, regular lateness or absences clustered around certain days, rather than a single event.
- After a return-to-work conversation, if the pattern continues and a more formal follow-up is needed.
- Before any disciplinary step: this conversation comes first and does not replace the procedure that applies in your country.
Questions to ask
Setting the scene
- 01Thank you for taking the time to meet. How are things for you at the moment?
- 02I wanted to talk about attendance because I have noticed a pattern. May I share what I have seen?
- 03How does that match your own view of the last few months?
Understanding what is going on
- 04Is there anything about your work or workplace that is making it harder for you to attend?
- 05Is there something outside work that you feel able to share and that we should be aware of?
- 06Have any changes in schedule, commute or duties made things more difficult?
- 07Is there anything we could change at work that would make a difference?
Impact and expectations
- 08How do you think the absences affect your work and your colleagues?
- 09What does good attendance look like for your role, as you understand it?
- 10Is there anything about our attendance rules or reporting steps that is unclear to you?
Support and solutions
- 11What would help you attend more reliably?
- 12Would a change in schedule, workload or location help, even for a limited period?
- 13Is there support, such as HR, an employee assistance service or occupational health, that you would like to be pointed to?
Agreement and follow-up
- 14What shall we both do over the next weeks?
- 15How will we know that things are improving?
- 16When shall we meet again to review?
Tips for a useful conversation
- Prepare the facts beforehand, dates and pattern only, and share them neutrally, without adjectives or conclusions.
- Listen more than you talk, and let the employee explain before you propose anything.
- Apply the same approach to everyone with a similar pattern, and keep the conversation confidential.
- End with a written summary of the support offered, the expectations and the review date.
- Check the rules and procedures that apply in your country and company before taking any formal step, and involve HR when needed.
Mistakes to avoid
- Asking about diagnoses or medical details. If the employee raises a health issue, refer them to HR or occupational health instead of exploring it yourself.
- Opening with an accusation or a threat, which closes the person up and hides the real causes.
- Treating all absences alike, without considering whether some are legitimate or already explained.
- Holding one conversation and never following up, so that nothing changes.
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