“You have to take responsibility together” – how Bergman Clinics and DNA achieved a lasting reduction in absenteeism

At Bergman Clinics, everything revolves around providing clients with the best possible care. But to deliver that care, its own employees need to stay healthy and able to perform at their best over the long term. When absenteeism began to rise several years ago, the organisation decided it was time for a different approach. Rather than working with a traditional occupational health service, Bergman Clinics looked for a partner that would consider the organisation as a whole.

“We saw that our employees weren’t always getting the support they needed to return to work in a sustainable way,” says HR Director Fleur Joanknecht. “That’s why we started looking for a partner that would look beyond the consultation room.”

Bergman Clinics found that partner in De Nieuwe Arts (DNA). Not only because of its innovative approach, but above all because of a shared vision of sustainable employability. “The employability advisers and the way they work together with occupational physicians immediately appealed to us. Not every issue is medical. By bringing in the right expertise at the right time, you can provide employees with much more effective support.”

The partnership began with an in-depth analysis of absenteeism within the organisation. This meant looking beyond the figures to understand the stories behind them. “We discovered that a significant proportion of absenteeism was not medical in nature. That means you have to look at what is really going on. It could be leadership, workload, working hours or circumstances at home. Only once you understand those underlying factors can you start to make a real difference.”

Based on these insights, managers received intensive support. They learned how to start conversations earlier, recognise warning signs and encourage employees to take greater ownership of their own wellbeing and employability. Bergman Clinics also invested in prevention, training and an accessible platform where employees can anonymously seek support for issues including mental health, informal caregiving and financial concerns.

According to Fleur Joanknecht, the biggest gain is not simply reflected in the figures, but in the way the two organisations work together. “At first, we may still have seen De Nieuwe Arts as a service provider. That quickly changed. We have become true partners. We put challenges on the table together and work side by side to find solutions.”

The approach is delivering results. Absenteeism has fallen by around two percentage points, and Bergman Clinics now performs relatively well on absenteeism compared with other organisations in the healthcare sector. Just as importantly, however, there has been a noticeable shift in culture.

“Managers feel much more responsible for sustainable employability, and employees are getting the right support sooner. Together, we have set a movement in motion that goes far beyond absenteeism alone. Ultimately, it is about enabling people to continue working with energy and enjoyment. And that is something we will continue to build on together.”