24 September 2026 | Comment(s) |
Adrien Jacquérioz
In a nursing home (EMS), perhaps even more so than elsewhere, the immediate impact of an absence is considerable: disrupted rota planning, increased workload for frontline teams, heavy demands on managers and, in the long term, a decline in the quality of care to residents. For HR managers in nursing homes, reducing absenteeism is not simply a matter of monitoring indicators. It is a matter of organisation, staff retention, prevention and, above all, the quality of work.
Given that these are physically demanding roles, with a high emotional toll and significant organisational constraints, the causes of absences are often complex:
In many nursing homes, absenteeism is primarily treated as a consequence to be managed: finding replacements, reorganising and dealing with the immediate crisis. Whilst essential on a day-to-day basis, this approach is not sufficient to address the root causes in the long term. In order to reduce absences, it is also necessary to try to identify what factors – whether in the organisation of work, managerial practices, physical constraints or workplace relationships – may contribute to staff burnout, physical discomfort or disengagement.
Corporate health management initiatives provide a structured framework and enable the cross-referencing of HR data, feedback from staff, on-the-ground observations and specialist expertise to identify priorities for action. The aim is not to multiply isolated measures, but rather to develop a coherent approach:
For HR managers, this approach offers a major advantage: it transforms what is often seen as a burden into a genuine management tool. Therefore, it helps to prioritise efforts, engage managers and staff, objectively assess needs, and demonstrate the impact of initiatives on the health, motivation and stability of teams.
At La Rozavère Foundation, the initiative arose from a simple question: what factors actually affect the health and wellbeing of teams on a day-to-day basis? To answer this, CorporateCare specialists from Groupe Mutuel supported the organisation in conducting a targeted analysis amongst nursing staff and support staff.
This approach helped to identify psychosocial risk factors and physical strain – some of which were already recognised but not always formally documented. This stage is essential as it provides a common basis for HR, managers and senior management to decide where and how to prioritise action.
By involving the staff concerned on the ground, the project also increased recognition of the tasks they carry out on a daily basis. For the teams, being consulted on their working conditions lends legitimacy to the process. For managers, it makes it easier to take ownership of the measures. And for senior management, it enables them to target investments more precisely.
An effective CHM approach does not begin with a ready-made solution, but with a shared assessment. This stage makes it easier to differentiate between absences linked to individual circumstances and those that can be prevented through organisational, managerial or technical adjustments.
The analysis carried out at La Rozavère led to simple measures directly linked to the needs expressed and observed in specific work situations. These can be implemented quickly, without having to wait for a complete overhaul of the organisation.
“These simple measures, implemented in close collaboration with Human Resources, have quickly helped to improve the comfort, safety and quality of life of our staff. From now on, every staff member receives training as soon as they take up their new duties, and every change is addressed with health considerations in mind.”
Julien Ethenoz, Health and Safety and Projects Officer at La Rozavère Foundation.
“This project has confirmed that by starting at the grassroots level, it is possible to identify simple, practical and inspiring levers for action. The commitment of La Rozavère Foundation and its teams has been a key factor in the success of this initiative.”
Claire Bauduin, ergonomist and CorporateCare specialist at Groupe Mutuel.
For HR managers in nursing homes, the benefits of adopting such approaches go beyond well-being at work and enable the development of a comprehensive response to several major HR challenges: gaining a better understanding of the causes of absence, supporting managers, retaining staff, reducing the workload on existing teams and enhancing the organisation’s appeal.
Work-Life Balance (WLB) initiatives also foster a shared dialogue between senior management, HR, managers and staff. Rather than treating absenteeism solely as a figure to be reduced, the organisation can view it as a sign that a balance needs to be restored between job demands, available resources and working conditions.
Reducing absenteeism is most effective when the processes follow a clear progression. For a nursing home, these five steps can serve as a starting point:
With its team of CorporateCare specialists, Groupe Mutuel supports companies and organisations in implementing a structured and integrated health management system that combines health promotion, risk prevention and absence management. Its specialists analyse the situation, recommend appropriate measures and support their sustainable implementation.
In the specific context of nursing homes, this support helps to address human, organisational and economic challenges:
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