The sickness rate in Germany has been high for years – and it is currently causing a lot of headlines and political statements. But while abuse, sick leave by telephone or alleged "abuse" are discussed, one crucial point is often lost:
Companies don't want sick employees – nor employees who make them sick.
This means that it is not just about diagnostic codes and sick leave days, but also about the intervention of managers in the event of high levels of illness, work culture and how to deal with stress.
1. Where we stand: Sick leave in Germany at a high level
Current data shows that sick leave is not a marginal issue, but a structural problem.
- According to the Federal Statistical Office, employees in Germany in 2024 were on average 14.8 working days reported sick – around 3.6 days more than in 2021. One driver is the more accurate recording by the electronic certificate of incapacity for work (eAU).
- The Techniker Krankenkasse reports for 2024 19.1 sick days per insured person and a stable high level of sick leave of 5,23 %.
- The DAK evaluation 2024/2025 shows: Sick leave is at 5,4 %only slightly below the record years – i.e. still at a high level.
- The AOK deals with sick leave in the Absenteeism Report 2024/2025 6,5–6,7 % – and confirms: Historic highs continue. Particularly striking: mental illness and Musculoskeletal disorders cause a large proportion of lost days.
Exciting: The AOK emphasizes that the Sick leave by telephone does not indicate a significant increase in sick leave – it accounts for less than 1% of all cases.
In other words,:
The problem is not primarily in the "health certificate system", but in the deeper in dealing with high levels of sick leave, leadership and health in the workplace.
2. What is behind high sickness rates?
The major health insurance companies agree on one point:
In addition to classic diseases (respiratory, back, infections), psychological strain, exhaustion and stress significantly.
The AOK absenteeism report also shows very clearly:
- The Psychosocial climate and the Commitment to the company are closely related to health and absenteeism.
- Leadership, appreciation and participation have a demonstrable effect on sick leave and retention in the company.
This makes it clear:
Sick leave is always a reflection of culture and leadership – not just medical diagnosis.
3. Promoting health in the workplace: What companies can do in concrete terms
Many organizations respond to high sickness rates with individual measures: health courses, fruit basket, yoga in the evening. Sympathetic – but often too short-sighted.
In our experience, the following levers in particular have an effect:
3.1. Leadership as a central health resource
Managers have three crucial functions in everyday life:
- Detect stress early and address
– Changes in behavior, performance drops, withdrawal, absenteeism patterns. - Enabling dialogue through consistent discussions
– about load, priorities, resources. - Actively shaping working conditions
– realistic objectives, prioritization, design of roles and interfaces.
Where managers grow into this role, the following usually decrease:
- Abuse of the regulations
- Hidden overload
- "inner resignation"
- long-term default risks
3.2. Psychological safety instead of fear culture
Health at work does not mean wellness, but:
- Employees can say early on: "It's getting too much."
- Mistakes can be addressed without fear of losing face.
- Conflicts are dealt with, not suppressed.
Teams with high psychological safety are more resilient – and this is reflected in fewer outages in the medium term.
3.3. Clear rules of the game in dealing with absences
Equally important is transparency:
- What expectations do we have in terms of accessibility, documentation and return?
- How do we deal with recurrent short-term illnesses?
- What do structured welfare and return interviews look like?
Important:
This is not about control and mistrust – but about clarity and fairness.
For everyone involved.
4. The decisive lever: Clear action mechanisms for managers
Managers are often caught between all stools: pressure to perform, team well-being, corporate goals, personal stress. Many know that they would have to do something – but not how .
Bet right here clear, practical mechanisms . A central building block: structured welfare discussions.
4.1. What are welfare talks?
Welfare talks are planned, appreciative discussions between manager and employee if:
- Absenteeism increases noticeably
- Short-term illnesses occur again and again
- health burdens are becoming apparent
- Returning after a long illness is imminent
They are based on three principles:
- Observing instead of insinuating
– "I've noticed that you've been absent more often in the last six months..." - Expressing care, not control
– "It's important to me how you're doing – and what we can influence in the work context." - Searching for solutions together
– Adjustment of tasks, priorities, volume of work, support through WHM, coaching, ergonomics, etc.
4.2. What do welfare talks achieve?
- They show employees: "You are seen – not just as a function."
- They help to address stress at an early stage, before it becomes chronic.
- You create a clear, comprehensible approach – also towards the rest of the team.
- They differentiate between real incrimination and possible abuse, without suspecting employees across the board.
This means that welfare talks no "soft factor" , but an essential part of a professional leadership and health strategy.
5. ME business group: We don't work with theory, but with experience
We at ME business group accompany companies precisely at this interface:
- between Key figures (sick leave, absenteeism, fluctuation)
- and Culture & Guided Tour (Care, clarity, responsibility).
Our attitude:
We do not solve the issue of sickness rates out of theoretical certainty,
but from years of management experience in complex, regulated industries –
from operational responsibility for large teams to strategic transformation.
5.1. What we specifically offer
- Training & Coaching for Executives
– how they conduct care conversations without tipping over into control or conflict
– how to address stress without pathologizing
– how to draw boundaries clearly, without loss of trust - Conception of clear conversation guidelines and processes
– e.g. for employee and welfare appraisals - Support in the introduction of a health-oriented management culture
– Interface HR, OHM and line guidance - Sparrings for Management & HR
– for the evaluation of sickness rates and samples
– to develop a sustainable, technically viable strategy
6. Next step: Let's talk about your sickness rate – and your leadership
If you no longer have to deal with the topic of sick leave only as a Cost block or political ping-pong but:
- as Leadership and culture question ,
- as Levers for performance ,
- and as a Responsibility towards your employees ,
then the next step is simple:
Book an appointment with us directly:
https://calendly.com/markus-oldenburger-me-business-group/austausch-teams
In this interview, we clarify:
- Where do you currently stand with sickness rate & absenteeism?
- What patterns do you see in teams, areas, management levels?
- What pragmatic steps can be taken in the short and medium term?
Not with standard slides and moral appeals,
but with concrete, proven approaches from practice.