Mental Health Issues, a Leading Cause of Workplace Absence: "People don't want to be seen as weak"

Rising numbers, but late intervention

Mental health challenges are now one of the biggest causes of workplace absence in the Netherlands. From mild stress to full burnout, the effects are felt not only by the individual but also by colleagues and organizations as a whole. Yet, action is often only taken when it’s already too late. 

Early signs are often subtle

According to Van der Voort, mental strain usually starts with small signals: someone walking hurriedly through the office, missing deadlines, becoming irritable in meetings, or withdrawing from others. While these may seem minor, they can develop into chronic stress and even physical issues such as poor sleep or headaches.

Workload is often a factor, but company culture plays an equally important role. In organizations where emotions aren’t openly discussed, employees feel less safe raising concerns. “That can add fuel to the fire,” Van der Voort explains. Toxic work environments are a strong driver of psychological absence.

Why talking is so hard

Many employees struggle to open up about their issues. Van der Voort understands why: “In the media, stress is often portrayed as a red flag—something bad that needs to be eliminated immediately. But stress itself isn’t the problem; it helps us stay sharp. It only becomes harmful when it’s constant and unmanageable.”

Still, shame is a big barrier. “People fear being seen as weak if they admit they’re struggling. In Dutch culture, it’s often ‘don’t complain, just carry on.’ That mindset prevents people from speaking up.”

The economic cost

The personal toll of mental health problems is significant, but the financial impact is just as striking. Figures from TNO and Trimbos (2023) show that mental health-related absence costs Dutch companies around €3.3 billion each year—an average of €12,000 per employee. In the case of burnout, costs can rise as high as €80,000. “And often, employees struggle for six to eight months before they finally drop out,” says Van der Voort. “By then, both the suffering and the costs are much greater.”

What employers can do

Van der Voort stresses the importance of leadership: “Managers need training to recognize the warning signs and start conversations. One-on-one contact is crucial—employees need to feel heard and taken seriously.”

Leaders also set the tone by how they handle stress themselves. “If a manager sends emails late at night, that sends the message that constant availability is normal. It’s much healthier to show that setting boundaries is okay.”

Building a healthy culture

Creating a supportive workplace requires conscious choices. Van der Voort recommends putting mental health on the agenda as routinely as physical safety. “Talk about it in team meetings, invest in training, and analyze which organizational factors are creating stress. Prevention is always cheaper and more effective than trying to fix the damage later.”

What employees can do themselves

Employees also play an active role. Van der Voort advises: “Pay attention to your own warning signs and speak up early. Share your concerns with a trusted colleague, your manager, HR, or a confidential advisor. The sooner you raise the issue, the easier it is to take action—and that can prevent stress from snowballing into long-term absence.”

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