Absenteeism is one of the biggest cost factors for companies, and mental-health related absences have been steadily increasing for over a decade. According to the AXA Mental Health Report, 26% of Germans in 2025 were absent at least once due to mental health issues. Burnout, exhaustion, anxiety disorders – what was once taboo is now at the top of the list of work-related absences, often involving long periods off.
So the question is obvious: If mental health challenges are a major driver of absenteeism, can investing in mental health help reduce it?
The short answer is: Yes – if done correctly. What matters is how companies invest in mental health. In this article, we show which approaches truly work and what HR and leadership should focus on to ensure mental health programs are genuinely effective.
What types of absenteeism are there?
When discussing absenteeism or days lost, these are generally categorized into three types:
- Sickness-related: Sickness-related absences are further divided into work-related and non-work-related days off. Work-related absences include, for example, time off due to excessive physical or mental strain. Non-work-related absences occur due to illnesses such as colds.
- Motivation-related: Motivation-related absences occur when employees are frequently absent due to dissatisfaction, lack of recognition, limited development opportunities, or poor management – even though there is no acute physical or mental illness.
- Operational/company-related: Operational absences describe time off when employees are away from their regular work due to company measures such as training or professional development.
What are the most common causes of absenteeism?
According to the latest DAK Health Report 2025, the most frequent causes of absenteeism include:
- Mental health conditions such as depression, anxiety disorders, and stress reactions – these cause particularly long absences and have been increasing for years.
- Musculoskeletal disorders, especially back problems.
- Respiratory illnesses, which continue to account for a large share of sick leave.
- Work-related stress and high workload, e.g., due to work intensification and lack of recovery periods, are considered key risk factors.
Does a mentally healthy corporate culture reduce absenteeism?
The foundation of mental health at work is a mentally healthy corporate culture. A key factor here is promoting psychological safety within teams – an environment where people feel secure to voice opinions, ask questions, raise concerns, and admit mistakes without fear of negative consequences.
Studies clearly show: a lack of psychological safety is linked to significantly higher rates of sick leave, presenteeism, and intentions to leave. Conversely, a high level of psychological safety noticeably reduces the risk of absenteeism.
The reason is straightforward: employees who don’t feel safe discussing their stress – whether due to leadership style, team dynamics, or general taboos around mental health – tend to silently push through, often less productively, until it becomes unsustainable. What starts as minor stress can escalate into a serious crisis and, in the worst case, lead to prolonged absence.
Interpersonal relationships also make a measurable difference: employees with strong, positive connections to colleagues and leaders report feeling stressed far less often than those without such relationships. Trust, openness, and a supportive work environment therefore have a stronger preventive effect than many health programs alone.
What HR can do to promote a mentally healthy corporate culture
- Actively strengthen psychological safety: Create an environment where employees can openly discuss challenges without fear of consequences. A respectful, transparent communication and feedback culture is key.
- Offer flexible work models: Enable flexible hours, remote work, or individualized break schedules to support a healthy work-life balance.
- Promote team building: Joint activities, team offsites, or rituals strengthen collaboration and foster a sense of belonging.
- Proactively design working conditions: Up-to-date equipment, stable processes, and clear working hours are not “nice-to-haves” but the foundation for healthy work.
- Encourage cross-departmental collaboration: Initiatives like cross-functional projects, joint workshops, or themed exchange sessions bring people from different areas together – creating new ideas, stronger networks, and more efficient communication.
- Think outside the box: Use creative, possibly unconventional formats to boost mental health and team connectedness. This can include small gestures of appreciation, reverse mentoring programs, or playful team events. Even offerings for financial wellness – like budget workshops or financial planning tools – demonstrate that holistic well-being is more than just a benefit.
Do preventive mental health measures reduce absenteeism?
The most effective lever against sickness-related absences? Acting early – before a sick leave is even needed. Preventive measures for mental health help identify stressors in time, prevent mental health issues, and keep employees sustainably fit for work.
Data shows this approach works: a study on early intervention programs found that long-term sick leave was significantly reduced.
In the intervention group, employees took 43 fewer sick days over five years.
We see the same at nilo: in a survey of users, 41% of employees reported feeling less stressed thanks to the preventive approach. This matters for absenteeism, as further data from nilo shows a clear link between stress and missed workdays: the worse the mental state, the higher the absence rate. Put simply, the earlier companies invest in mental health, the more it reduces sick days.
Which preventive measures can HR implement to support mental health?
- Digital mental health platforms: Tools like nilo give employees access to a variety of support formats, including self-guided programs, exercises, and resources on mental health, stress management, and prevention.
- Leadership training: Investing in training for managers pays off in two ways: teaching healthy, effective leadership and providing a solid understanding of workplace mental health. Managers who can spot early signs of stress can step in proactively.
- Enable and take feedback seriously: Employees should always have the chance to speak up about stress or challenges. Regular check-ins, an open communication culture, and psychological safe leadership make this possible.
- Talk openly about mental health: Companies can actively reduce stigma by discussing mental health openly, sharing experiences, and embedding it as part of the organizational culture.
- Offer psychological support: Providing access to experts when employees show early signs of stress, sleep issues, or burnout reduces the risk of long-term absences. Techniques like emotion regulation, stress management, or brief interventions help employees navigate and manage situations more effectively.
Do interventions for acute stress reduce absenteeism?
Not every crisis can be prevented. That’s why it’s crucial to act quickly when mental strain becomes apparent. The earlier employees receive targeted support, the more likely it is to prevent or shorten longer absences.
Research backs this up: In a randomized study, a workplace-focused short intervention – applied immediately after stress-related symptoms appeared – led to about 15 fewer days of absenteeism within just twelve months. That’s a noticeable effect, benefiting both the individual and the team.
How HR can respond to acute stress in employees
- Provide access to psychologists: Easy access to qualified professionals allows affected employees to get help quickly and without hurdles. Psychologists can provide support during an acute crisis and, if needed, refer employees to further resources.
- Train mental first responders: Just like with physical emergencies, workplaces need trained first responders for psychological stress. Mental health first aid courses teach basic knowledge, build sensitivity, and give confidence in handling early signs of a mental health crisis. This creates an internal safety net that catches employees before they struggle.
Do better reintegration processes reduce absenteeism?
Returning to work after a mental health condition is a sensitive process. Without targeted support, there’s a high risk that employees will slip back into old patterns too quickly. A study from the University of Leuven shows that nearly a third of employees experience another absence within a year if the stressors remain unchanged – whether work-related or personal.
For a fast and sustainable reintegration, structured return-to-work plans and professionally guided conversations are essential. These should address not only performance but also personal resources and boundaries. Experience shows that employees with professional support often return weeks earlier – and remain significantly more stable.
What HR can concretely do to support reintegration
- Ziele gemeinsam neu denken: Wiedereingliederungsgespräche sollten nicht nur auf Ergebnisse, sondern auch auf Verhaltensziele abzielen – etwa bewusste Pausen oder gesunde Abgrenzung im Arbeitsalltag.
- Guide the return process: An individual plan with clear check-ins provides security, as long as pace and workload are agreed upon together. Flexibility is more important than rigid rules.
- Offer resources and strengthen personal responsibility: Even in a supportive environment, personal habits can trigger setbacks. HR can provide guidance, highlight resources, and encourage employees to actively work on these patterns.
- Involve professional help: Qualified psychological support – e.g., via digital platforms – can help modify mental patterns and detect potential relapses early.
Which mental health measures are most effective in reducing absenteeism?
Not every measure for employee mental health has the same impact. The success of an initiative depends on how well it is integrated into the daily work routine. The most significant effects are seen when multiple factors come together:
- They combine personal responsibility and structural measures: Programs are most effective when they not only focus on individual resilience but also incorporate structural levers, such as shaping working conditions, the role of leadership, and collaboration with occupational health management (OHM) and company doctors.
- They use evidence-based methods: Programs should be based on evidence-based approaches, such as cognitive behavioral therapy (CBT), structured problem-solving training, or psychologically grounded group formats. It is crucial that these are carried out by qualified professionals with therapeutic expertise.
- They are strategically integrated: Mental health should be part of a broader health strategy with clear processes.
- They are reflected in leadership style and culture: Individual measures quickly lose their effect if they are not supported by leadership and culturally embedded.
Conclusion
Mental health programs reduce absenteeism – when implemented correctly. The key is not the number of measures, but their strategic integration into leadership, culture, and working conditions. Companies that take preventive action, provide quick support during acute stress, and actively manage reintegration, not only reduce absenteeism but also strengthen performance and loyalty within the team.
