Ever-increasing absenteeism, burnout, mobbing, conflictual relationships, stress... the working work is increasingly confronted with these problems. Corporate health management is therefore becoming a key area that organisations must implement at all levels. There are more and more organisations committed to an Environmental and Social Responsibility approach. They prioritise the well-being of their employees and cultivate a positive social environment.
Promoting the physical and mental well-being of employees within an organisation involves several challenges. First of all, the impact on productivity: healthy employees are more likely to show up at work and maintain peak performance. This reduces costs related to absenteeism and reduced productivity.
Additionally, health management helps create a positive work environment, which can increase employee satisfaction, promote retention and attract new talent.
Financially, health-focused initiatives can also reduce insurance costs, while improving overall company profitability.
Our subsidiaries, ISMAT Group, Sulser & Partner and Ucare, offer a global approach, taking into account all aspects linked to corporate health risk management, from the deployment of complete programmes to the implementation of targeted micro-actions.
ISMAT Group supports organizations in improving the work climate and safeguarding employees’ health. By addressing managerial practices, ISMAT Group delivers proven solutions along with a comprehensive training program developed from its field expertise. Its approach, firmly grounded in operational realities, is designed for a range of stakeholders: executive management, HR, managers, and employees.
Reducing absenteeism, managing tensions and psychosocial risks, strengthening engagement, retaining talent, and reinforcing collective dynamics: its action focuses on the key drivers of work performance, both in prevention and in regulation.
ISMAT Group is guided by the conviction that a high-performing organization is built first and foremost on supported teams that remain committed over time.
Our multi-skilled team of experts here at Sulser & Partner provide assistance to enable your employees to return to work after illness or an accident.
To reintegrate employees permanently and thus to reduce the direct and indirect costs incurred by long-term absence
UCare supports and accompanies employees absent due to illness or accident, to facilitate their return to work. Comprising a team of nurses, coaches, psychologists and care management specialists, UCare helps to establish a dialogue with the absent employee and coordinate the various parties involved (employee/employer/insurance company, IV). It also works with a network of medical consultants.
Whether it is short or long term, absenteeism weighs heavily on the company's finances. Several types of costs are identified:
Indirect costs: frequent absences affect productivity and the working climate within the teams.
Direct costs: too much pressure, work overload, a harmful climate are all factors that develop long-term absence. 72% of long-term absences are the consequence of repeated short-term absences.
Replacement costs: to alleviate work overload and allow the company to operate normally, employers use temporary staff. In addition to its cost, this impacts the company culture and affects morale within the teams.
Turnover and recruitment costs: faced with steadily increasing absenteeism, the most talented or high-potential employees leave the company for a more stable organisation.
The costs of APG (loss of earnings compensation scheme) premiums: an increasing absence rate causes the domino effect: premiums rise, the risk profile deteriorates and reserves explode.
For example, for a company with 500 employees experiencing an average absence rate of 5% (i.e. the equivalent of 25 employees absent all year), the associated costs would be as follows:
- Direct cost of absences: 2.5 million/year - Indirect cost of absences: 5 million/year
Source: ISMAT Group
Several solutions are available to help employers meet the legal obligation to replace workers on sick leave. Some of the less well- known ones can resolve these financial problems.
According to the Job Stress Index for 2022, 30% of Swiss employees feel exhausted. At the heart of this new paradigm we have HR departments, managers and the need to establish a true culture of health within organisations.
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