The Finnish debate on sick leave is broken

When you open social media or browse the news, it is easy to get the impression that short-term sick leave has spiraled out of control. People talk about fatigue leave, breathing space leave, and even pissed-off leave. Some of the stories are about the heavy workload, but others are just about poorly functioning practices that cost employers hundreds of euros a day in sick leave. According to an estimate by the Finnish Institute of Occupational Health, an organization loses an average of around €420 for every day of work not done.

But one thing is often left unsaid: employers have more power to make decisions than is commonly believed.

The doctor writes a medical assessment of incapacity for work, i.e., a medical certificate, which the employer uses as a basis for the absence. A medical certificate is a strong document, but it is still an expert opinion, not an administrative decision. When it includes a recommendation for lighter/alternative work and restrictions on work and functional capacity, it does not say that the employee must be absent from work, but rather what restrictions the employee has in terms of their remaining work capacity. It is the employer's responsibility to take work restrictions or, alternatively, recommendations into account. If suitable work can be found within the limitations, the employee can continue working.

Lightened and substitute work are the cornerstones of modern work ability management

The trend in absences recorded at Terveystalo has been declining. One significant factor in this has been the increase in the recommendation of lightened and substitute work. Utilizing this approach supports work ability management in the best possible way.

This operating model has many advantages: it supports the employee's recovery, improves the atmosphere in the workplace, and is financially beneficial for the employer.

The results are quickly visible to the employer: sick leave is reduced, work productivity is maintained, and work interruptions are reduced. These factors not only save the company resources, but also support the well-being of the entire work community. The rehabilitative effect of adapting work is often a better option for an employee's recovery than staying at home completely. Ultimately, continuing to work is also financially beneficial for the employee. Clear rules also have a positive effect on the atmosphere in the workplace. When operating models are transparent, trust grows and cooperation is strengthened.

“I don’t dare say that they should come to work” – It is the employer’s responsibility to give supervisors the mandate and tools they need

For many supervisors, the most difficult moment comes when a work restriction has been entered on an employee’s A certificate and they need to discuss lighter or alternative work tasks with the employee. It is very understandable that a supervisor may hesitate because they are afraid of sounding cold and demanding. However, the operating model will not be of any use if compliance with it is left to the shoulders of individual supervisors. This is a cultural choice that management must communicate clearly to all staff.

Once the organization has agreed that the need for absence will be assessed in each situation and that reduced or alternative work tasks will be utilized as a first resort, it will be easier for supervisors to bring up the issue. However, simply instructing supervisors to discuss the matter with employees is often not enough. Concrete support, such as ready-made discussion templates or previously discussed options for lighter or alternative work tasks, facilitate the discussion.

Many supervisors are hesitant to discuss the matter because they fear having to argue about the employee's well-being. When the supervisor understands that a doctor has already assessed the situation and determined that the employee is capable of working with certain restrictions, the responsibilities become clearer. The supervisor's task is then to arrange work that takes these limitations into account. If no such work can be found, the supervisor may grant leave of absence.

Situations that are perceived as difficult become easier with practice

Supervisors who have practiced challenging conversations in simulated situations describe the conversations as being significantly easier in real-life situations.  As part of work ability management training for supervisors, you can organize short conversation practice sessions, model conversations, and provide ready-made sentence templates, as well as offer support for supervisors in occupational health matters. These tools help supervisors become more confident and make conversations feel more natural.