On this page, you can find information about absence and reintegration. We will provide you with links to the required tools, background information, and manuals. This will give you insight into the steps that must be taken by you as the manager in order to manage the process concerning ‘absence’ in accordance with the requirements of 'Wet Poortwachter'. The agreements regarding ‘absence and reintegration’ are registered in the ‘Absence Protocol’. The UT is working together with the ‘Arbo Unie’ (Occupational Health Service). The registration of ‘absence’ takes place in the online absence tracking system called AFAS.
- 1. Call in sick (week 1)
The employee reports to and informs you (the manager) by telephone before 9 a.m. The notification can be sent by mail or app, but only when the employee is unable to reach you. In addition to this, you will need to have contact by telephone on the same day with the employee. You, as the manager, are allowed to ask a limited number of questions to the employee. See the guideline ‘What can you ask when an employee is calling in sick’. Furthermore, you report the employee sick at ‘sickness absence-services-HR’ (services) or at the Faculty Office (faculties). During this phase, you have regular contact with the employee (one time per three or four days).
Notification of recovery
As soon as the employee is (feeling) better, he or she needs to inform you with that information by telephone or physically. You can, once again, report the notification of recovery to the ‘sickness absence-services-HR’ (services) or at the Faculty Office (faculties).
- 2. Call for consultation at Arbo Unie (week 2 and 3)
In week 3, the employee receives a call for a consultation with the employability coach or the company doctor. If necessary, you can send background information about the absence of the employee to the employability coach or company doctor a couple of days before the consultation. This can be done via mail. In order to get good advice, it might be useful to also send in advance your questions about the absence and reintegration by email to them.
It is possible, for example during a possible labor dispute or frequent absence, to have the employee called in faster via the ‘Verzuimdesk’ Arbo Unie (Occupational Health Service). You need to have contact with the employee on a weekly basis. This has to be recorded in AFAS. Note: you are not allowed to record any medical information.
- 3. Reintegration advice (week 4 – 6)
The employee visits the employability coach or company doctor by invitation. This is followed by a consultation report with a reintegration advice. The employability coach or company doctor uploads the document in AFAS. You need to have contact with the employee on a weekly basis. This has to be recorded in AFAS.
- 4. Create Plan of Action (Plan van Aanpak) (week 7 and 8)
After 6 weeks of (partial) absence, the company doctor draws up a Problem Analysis. He/She uploads and places this document in AFAS. Together with the employee, you prepare a Plan of Action based on the Problem Analysis. The Plan of Action aims to return the employee back to work, but only if reintegration is possible. However, if reintegration is not possible, several agreements need to be recorded in the Plan of Action concerning communication, progress, etc.
You will keep regular contact with the sick employee. This also includes home visits and drinking coffee at work.
Your employee must cooperate in drawing up the Plan of Action and reintegration, but only if this can be expected from him/her and can done with a positive, active attitude and some flexibility. As an employer, the UT needs to ensure proper absenteeism supervision/guidance and appropriate work/activities.
- 5. Evaluation and salary reduction (week 9 – 46)
The employee is called by the employability coach or company doctor on a regular basis. A report of each contact moment is made and placed in AFAS. The content of this report can be the reason to adjust the Plan of Action together with the employee.
As of the 9th month of illness, the employee receives over the hours not worked 76% of his/her salary. The employee will be informed about this by letter (including 'Long term sickness absence' leaflet) in the 7th month of illness. You will keep contact on a regular basis with the sick employee.
- 6. First-year evaluation (week 46 – 52)
After 46 weeks of illness, you plan a formal evaluation moment together with the employee and you prepare a first-year evaluation together. This is a mandatory evaluation. The aim is that the manager and the employee look back on the reintegration activities in the first year of illness. Furthermore, the question should be asked whether the reintegration is on the right track. Choices have to be made about the reintegration efforts in one’s own work inside or outside the UT.
The purpose of reintegration is a structural resumption of work into suitable work that best matches the capabilities of your employee. If after a year, within three months, no concrete perspective exists on structural resumption of work within the UT in own work or other suitable work, a so-called second track program must be started (i.e. suitable work outside the UT).
The HR-advisor or reintegration advisor can provide support during the evaluation interview, as well as with filling in of the document. The reintegration advisor can also support the organization with various options for a good reintegration.
- 7. Evaluate and final evaluation (week 53 – 87)
The employee is still called up regularly by the employability coach or company doctor. A report of each contact moment is made and placed in AFAS. The content of this report can be the reason to adjust the Plan of Action together with the employee.
After more than a year and a half of illness, the company doctor draws up the balance and records it in an Actual Judgement which contains the description of the employee’s load-taking capacity. He or she places the document in AFAS. Based on the Actual Judgement, you fill in and complete the Final Evaluation together with the employee. The final evaluation, which is part of the Plan of Action, provides a judgement about the past year with regard to the work disability and the possibilities for reintegration. The Final Evaluation is placed in AFAS.
- 8. WIA procedure (week 88 – 104)
Somewhere around week 88 the Employee Insurance Agency (UWV) will inform the employee about submitting a WIA-request (Work and Income -Capacity for Work- Act). The WIA-request (via DigiD) must be submitted in week 93. Service department HR sends the Reintegration Report (RIV) to UWV which is the employer’s part of the reintegration file. UWV judges the reintegration efforts of the UT and employee based on the reintegration report. Questions from UWV regarding this always go through service department HR. Service department HR is responsible for further processing and communication.
Conclusion and decision UWV
The employee receives an invitation from UWV for a consultation with the Insurance doctor of UWV and, if necessary, with the UWV labor expert for the WIA- assessment. At the latest in week 104, the employee will receive the conclusion and decision from UWV about the WIA application. The UT receives a copy of this decision. A new situation will arise based on the WIA decision. The Senior Case Manager supports the manager and HR during the procedure and administrative processing regarding the adjusted continuation or termination of the employment relationship with the UT.
The University of Twente values an environment where employees are able to perform their job in a safe and healthy manner. You as a supervisor have an essential role in this. What could you for example do to keep your employees healthy or how do you recognize and prevent work pressure amongst your employees? On this page we guide you through different subjects and possibilities.
- Vitality continuation
Vitality refers to energy, resilience and health. Vital employees do not only cause an improved work atmosphere, but they also result in lower absenteeism rates. Besides attention for your own vitality, it is also important to focus on the vitality of your employees. The University of Twente facilitates in this by providing the following possibilities:
- Improvement of vitality
The goal of preventing absenteeism is that your employees are feeling well and healthy at work. Early recognition of problems is crucial. Preventive interventions can contribute to prevention of partial or full falling-out. They are fit for situations where there is no falling-out yet, but there is a certain risk. The UT facilitates in this process by providing the following preventive interventions:
- Work pressure
A high workload can have negative consequences for your employees. Think of deteriorated health, work stress, insomnia, burnout complaints and cardiovascular diseases. It is important that you as a manager, recognize the signals of a high workload and know what you can do to support your employees. The UT tries to support you in this by means of the work pressure indicator below, so that you recognize the signals of a high work pressure and know what is possible.Work pressure guide for managersRecognizing symptoms
This cobweb model can be a starting point for a conversation. You can ask your employee to fill in how they are feeling on a scale from 1 to 5.
It is a practical tool for managers to identify high work pressure among employees in your team and opening up this topic for discussion. The other tools and options are listed on this page as soon as possible.
FOR MORE INFORMATION AND QUESTIONS
Please contact the Service Desk HR for any further questions. Tel 053 489 8011.