If I had been heard earlier, I would never have become ill.

A few months ago, I supported an employee who had worked happily for the same organization for twelve years. No performance issues, no noticeable absenteeism, no previous concerns. Until a conflict arose with his manager. At first, it was small, almost invisible: a few misunderstandings, some tension, a conversation that was never quite held.

Months later, he was at home on sick leave. “If I had been heard earlier,” he said, “I would never have become ill.” His story is not an exception. On the contrary. It closely reflects the findings of the background document “Conflicts in the Work Situation (2019)” by the Dutch Association for Occupational and Industrial Medicine (NVAB): conflicts rarely become problematic because they exist, but because they are allowed to continue for too long.

Conflicts are the norm, not the exception

Dutch research shows that approximately one in five employees experiences a workplace conflict. This may involve a colleague, a manager, or the organization as a whole. These conflicts are not incidents at the margins of organizational life; they are part of the daily functioning of teams. Wherever people work together and depend on one another, tensions arise. The question is not whether conflicts occur, but how they are addressed.

When conflicts remain unresolved, they gradually develop into serious problems. Tensions that initially seem minor can evolve into misunderstandings, insecurity, and ultimately employee absence or departure. Often this happens silently, without anyone fully realizing the extent of the impact until it is too late.

The hidden damage of conflicts

The NVAB research shows that the true damage of a conflict begins long before an employee reports sick. Tensions accumulate. First there is irritation, then misunderstandings arise, and employees begin to feel unheard or not taken seriously. Eventually, this can lead to feelings of insecurity and helplessness. When someone calls in sick, it often appears sudden, but in reality it is the endpoint of a process that has been developing for months.

The financial picture is also clear. According to the NVAB document, an average workplace conflict in the Netherlands costs approximately €27,000, including absenteeism, support and guidance, loss of productivity, and replacement costs. But the actual damage is often much greater. Teams collaborate less effectively, frustrations remain unspoken, engagement decreases, and valuable knowledge is lost. Only when someone is absent for a long period or leaves the organization does the full impact become visible — but by then it is often too late to intervene.

Why employers need to address this now

In a labor market where talented people are scarce, retention is just as important as recruitment. Absenteeism is costly; employee turnover is often even more expensive. The NVAB document shows that conflicts are one of the hidden causes of absence and employee departure. They rarely disappear on their own, but in many cases they can be prevented or limited through timely intervention.

This makes clear that conflict is not merely an HR issue, but a strategic topic with a direct impact on sustainable employability and organizational performance.

The key question for organizations is therefore not: “Do we have conflicts?” Every organization does. The relevant question is: “Do we recognize them in time, and do our leaders and teams have the skills needed to prevent escalation?”

The right moment to intervene is early

The NVAB background document is an invitation to identify tensions earlier, start conversations sooner, and prevent conflicts from developing into absence, loss, or departure. Organizations that invest in this do not only save money; they also protect their employees and teams.

The complete document “Conflicts in the Work Situation (2019)” can be found here:
https://nvab-online.nl/app/uploads/2024/06/ADOC_Conflicten_in_de_werksituatie_2019.pdf

For organizations that want to strengthen their conflict competence, protect teams, and prevent unnecessary costs, we are happy to think along with you. Preferably before someone says: “If I had been heard earlier…”