Practical examples: what do you accept as an employer and what don’t you?
- 04/05/2026
- Posted by: Rosalie Derksen
- Category: Geen onderdeel van een categorie
As an employer, you constantly face difficult questions during long-term sick leave. What should you accept from a sick employee, and where are your boundaries? This balance between duty of care and business interests often creates uncertainty, especially for SME entrepreneurs who want to retain their people while keeping their organization running.
Practice shows that clear boundaries actually help with successful reintegration. Employers who know what they do and don’t have to accept can act more effectively and prevent situations from escalating. In this article, we answer the most common questions about acceptance and boundaries in sick leave management.
What should you accept as an employer during long-term sick leave?
As an employer, you must accept that reintegration takes time and that employees cannot always immediately return to their original position. You are legally obligated to make reasonable adjustments and cooperate with the reintegration process during the first two years of illness.
Specifically, this means you must accept:
- Gradual buildup of work activities according to medical advice from the occupational physician
- Adjusted working hours or work location if medically necessary
- Temporary job modifications within your organization’s capabilities
- Participation in reintegration programs and the time this requires
- Fluctuations in work capacity during the recovery process
The principle is that as an employer, you must make all reasonable efforts to retain the employee within your organization. However, this does not mean you must make unlimited adjustments that seriously disrupt your business operations.
When may you as an employer say no to a sick employee?
You may say no as an employer when adjustments are unreasonable, involve disproportionately high costs, or seriously disrupt business operations. The criterion is whether the adjustment is reasonable and proportional in relation to the size and resources of your organization.
Situations where you may say no:
- Structural job changes that completely alter the job content
- Adjustments costing more than 20% of annual salary without clear prospects
- Workplace modifications that seriously hinder other employees
- Requests that conflict with safety requirements or legal regulations
- Adjustments that fundamentally change the organizational structure
It’s important that you always explore alternatives before definitively saying no. Document your considerations carefully, as the UWV will later assess whether you made sufficient efforts.
How far does your responsibility extend for workplace adjustments?
Your responsibility for workplace adjustments extends to reasonable adjustments that are proportional to the size of your organization and your financial capabilities. The law does not require you to make adjustments that are disproportionately burdensome or seriously disrupt your business operations.
Your responsibility encompasses different levels of adjustments. For simple adjustments, such as ergonomic aids, flexible working hours, or temporary task relief, the threshold is low. You must almost always accept these if they are medically advised.
For costly adjustments, such as renovations, special equipment, or structural job modifications, you may weigh the costs against expected benefits. As a rule of thumb, adjustments up to 20% of annual salary are considered reasonable, but this is not an absolute limit.
Different standards apply to small businesses than to large organizations. An SME with 25 employees doesn’t need to make the same adjustments as a multinational. The UWV considers your organization’s size in their subsequent assessment.
What do you do when an employee doesn’t cooperate with reintegration?
When an employee doesn’t cooperate with reintegration, you must first discuss and document this. If the behavior continues, you can take measures, such as stopping wage payments after a warning, provided you can demonstrate that the employee refuses to cooperate without valid reason.
Recognize signs of non-cooperation early. These may include: not showing up for appointments, refusing reasonable adjustments, not following medical advice, or deliberately sabotaging reintegration efforts.
Follow a step-by-step approach:
- First conduct an open conversation to identify any obstacles
- Document all agreements and warnings in writing
- Involve the occupational physician in assessing the behavior
- Consider external guidance through reintegration track 2 for complex situations
Remember that true non-cooperation is rare. Often there are underlying causes, such as fear, misunderstanding, or practical obstacles. An empathetic but clear approach usually works better than direct confrontation.
What costs must you bear as an employer during sick leave?
As an employer, you are obligated to continue paying wages for 104 weeks of illness and bear the costs of reasonable reintegration measures. Additionally, costs for occupational physician guidance, workplace adjustments, and external reintegration services may be your responsibility.
The main cost items are:
- Continued wage payment: minimum 70% of wages for two years
- Occupational physician guidance: mandatory guidance through occupational health services
- Workplace adjustments: ergonomic aids, workplace modifications
- Reintegration programs: costs for track 1 and possibly guidance in track 2
- Replacement costs: hiring temporary staff or overtime by other employees
Consider the long-term financial consequences. With insufficient reintegration efforts, the UWV may impose a wage sanction of up to one year of additional wage payments. With WGA benefits, you may be charged back for part of the benefit costs for up to ten years.
Investing in good reintegration programs therefore always pays off. The costs of professional guidance don’t outweigh the potential sanctions and long-term chargeback of benefit costs.
How do you communicate clear boundaries without damaging the relationship?
Communicate boundaries by being transparent about your possibilities and limitations while showing empathy for the employee’s situation. Always start with what is possible before explaining what cannot be done, and give concrete reasons for your decisions.
An effective conversation strategy begins with acknowledging the situation. Show understanding for the impact of illness on the employee and emphasize your commitment to finding solutions together. This creates a constructive atmosphere where difficult messages are better received.
Use these communication principles:
- Be specific and concrete about what is and isn’t possible
- Explain the background of your decisions without apologizing
- Offer alternatives when you must decline a request
- Keep focus on the future rather than on problems
- Document important agreements in writing for confirmation
Timing is crucial when setting boundaries. Don’t wait until frustration has built up, but discuss expectations and possibilities early in the process. This prevents disappointments and conflicts later.
How UFIND helps with acceptance and boundaries in sick leave management
We help SME entrepreneurs find the right balance between duty of care and business interests during long-term sick leave. Our experience shows that clear boundaries and professional guidance actually lead to better reintegration results for all involved.
Our support includes:
- Legal advice about your rights and obligations as an employer
- Customized reintegration programs that align with your organization’s capabilities
- ACT coaching methodology to get employees moving
- Complete case documentation in preparation for UWV assessment
- Personal guidance by one dedicated coach throughout the entire process
Through our compact, intensive approach, all parties maintain their energy and focus on results. We believe complex situations offer the best challenges and are happy to help you find sustainable solutions. Contact us for a no-obligation conversation about your specific situation.