An occupational health service needs a clear view of sickness absence among its clients, the deployment of professionals, and contract profitability. We bring this information together, enabling you to manage billability and pricing more effectively and give clients more targeted advice on absence and prevention.
You want to explain to clients where sick leave occurs, how it develops, and where prevention can make a difference. To do that, you need to look beyond the overall absence rate. Reporting frequency, duration of absence, case files, departments, and recurring patterns tell the full story together.
At the same time, you need to understand what providing those services requires from your own organization. How much time do professionals spend on a client? Which activities are included in the subscription? And does the price still reflect what is actually being delivered?
The connection between absenteeism, service delivery, and profitability is often missing. By combining this data, case managers and account managers gain more context for client advice, while the occupational health service gets a clearer view of the internal demands of service delivery.
The figures are usually available. What is often missing is context and a clear view of how they relate to one another. As a result, deviations become visible too late, while their causes often remain unclear.
You can see that sickness absence is rising, but not immediately whether this is due to long-term absence, more frequent sickness reports, or one specific department.
Hours have been recorded, but distinguishing between billable work, work covered by a fixed fee, free work, and invoiced work requires additional investigation.
The subscription price is fixed, while the effort required can vary significantly by client. As a result, it may only become clear at renewal that a contract is not sufficiently profitable.
Missing data, duplicate employment records, and case files created late affect reporting, invoicing, and client advice.
Clients receive the figures, but account and case managers sometimes lack the context to explain what is driving changes and what action makes sense.
An occupational health services provider needs to consider two sides at once. You want to advise clients effectively on sickness absence, but you also need to understand what delivering those services requires from your own organization.
An occupational health services provider needs data on sickness absence, employees, scheduling, services performed, contracts and finance. This data may come from a single suite, multiple applications or partly from Excel. That in itself is not the problem. The greater challenge is that the same employer, employee, service or period may be recorded slightly differently in each source.
To manage operations reliably, this data must be aligned in terms of meaning. The employer in the sickness absence case file must be the same as the one in the contract and invoicing data. The employee on the schedule must match the recorded hours and services performed. Definitions for matters such as billability, duration of absence and subscription revenue must also be applied consistently throughout.
Sickness reports, return-to-work notifications, employment records, case statuses and other data needed to calculate and explain sickness absence correctly.
Clients, employers, departments, teams and the relationships between them.
Schedules, contracted hours, availability, hours worked and work that is billable, covered by a fixed fee or not invoiced.
Services provided, rates, subscriptions, contractual agreements, and the actual volume of services delivered in return.
Invoices, revenue, costs, budgets, forecasts, and liquidity. This lets you compare actual results with expectations and plans.
Categories, rates, targets, and KPI definitions are often stored in reference tables or Excel. It is important to make clear which version is authoritative and who maintains it.
When absence, hours, contracts, and financial data are aligned, you can make better decisions at three levels.
Analyze where absence patterns are changing and whether this relates to duration, reporting frequency, specific employers, or departments. This gives account managers and case managers more context for discussions about absence management and prevention. Relevant insights can also be shared periodically. In addition, clients can receive periodic reports that allow HR and management to track trends by department and identify developments that warrant further investigation.
Compare available, recorded, billable, and invoiced hours. This shows where hours are being lost, whether professionals are being deployed efficiently, and which contracts require more capacity than initially expected. Comparing this deployment with subscriptions and services also reveals which contracts should be reassessed upon renewal.
View revenue, costs, budgets, and liquidity in relation to hours, contracts, and services delivered. This helps you identify sooner where operational developments will have financial consequences.
We’ll discuss the challenges you currently face, what data is available, and where the greatest opportunities lie for better management of absence, billable utilization, capacity, and contract profitability.
For a Dutch occupational health service provider, we combined data from Dossier Manager, Reeleezee, and additional Excel files in a single analytics environment in Qlik.
The environment is used to analyze absence and case-file quality, billable utilization, subscriptions, financial results, and liquidity. Key figures and variances are also shared periodically through automated reports.
Comparing recorded, billable, fixed-fee, and invoiced hours revealed where time was being lost and which employees or teams were falling short of expectations. This allowed the occupational health service provider to make more targeted adjustments to time tracking, staff deployment, and invoicing. This resulted in higher billable utilization and more efficient deployment of professionals.
Using projected absence scenarios, the occupational health service provider could estimate in advance how much service delivery a subscription would require. This allowed pricing to be better aligned with the expected workload and immediately showed whether the client could be served within existing capacity or whether additional capacity was needed.
Sickness absence figures are calculated according to the NVS standard used by Statistics Netherlands (CBS). This allows organizations, employers and departments to be compared on a consistent basis, trends to be tracked over time and anomalies to be investigated down to the case-file level. Account and case managers can therefore provide customers with more targeted advice on managing and preventing sickness absence.
An occupational health service focuses on two sides at once. Account and case managers want to advise employers more effectively on sickness absence, while their own organization needs to manage capacity, billability, contracts and profitability. We bring this information together and ensure that teams can work from the same definitions.
We start with the questions that need better answers. These may concern sickness absence trends, case-file quality, customer advice, billability, capacity, contract profitability or financial results.
We then define which definitions, processes and data are needed. For example, which employer belongs to which client, what is included in a subscription, when an hour is billable and how sickness absence is calculated across different periods.
If the question extends beyond a single application, we can help with strategic advice, data strategy or an independent BI tool selection.
We combine data from sickness absence and occupational health systems with scheduling, time tracking, services performed, contracts and financial records. Additional data from sources such as CRM systems, budgets and managed Excel files can also be included.
We ensure that employers, employees, case files, services performed, hours, contracts and invoicing are aligned in terms of content. The technical integration required depends on the available API, database, export or other means of accessing the data.
Based on this, we develop data models, dashboards, controls and reports for areas including:
Insights can be made available in dashboards, but can also be distributed automatically and periodically to customers, account managers, case managers and management.
Depending on the existing environment, we work with Qlik, Power BI, Microsoft Fabric, TimeXtender or a combination of these.
If you already have an analytics environment, we build on it where that makes sense. We can add new sources, harmonize definitions, improve existing models and reports, or support a migration. If you have doubts about the current approach, a Second Opinion Data & Analytics can be a good first step.
After delivery, we can support and manage the environment, allowing new contract types, KPIs, customers and data sources to be added in a controlled manner.
We start with the decisions that need to be better informed. These may concern client advice and sickness absence management, as well as billable utilization, capacity, contract profitability or financial results.
We then determine which definitions, processes and data sources are needed to answer those questions reliably. This prevents a broad analytics environment from being built before there is a clear use case.
We can connect to sickness absence and occupational health systems such as BCS Dossier Manager, Onvia, PreAct Verzuim and Rapasso. For financial data, we can connect to Reeleezee, Exact Online, AFAS and other financial software packages, among others.
These examples are not an exhaustive list. We can also connect data from planning, time tracking, CRM, invoicing and supplementary files. The available integration options depend on the available API, database, export or other means of accessing the data.
This is common. We include checks for missing, duplicate or unexpected data in the solution. Examples include duplicate employment records, missing case-file data, inconsistent employer codes or services that have not been correctly linked to a contract.
A dashboard will not resolve poor record-keeping on its own, but it will show where problems arise and which data or processes require attention.
Yes. By connecting employers, employees, case files, hours, services, contracts and invoicing, the services provided can be compared with sickness absence and the contractual agreements.
This shows, for example, how much effort a client or subscription requires, which activities fall within or outside the contract, and where recorded hours are not invoiced or are invoiced differently.
Not every user needs to see every detail. We configure role-based access and ensure that reports show only the necessary level of detail.
We coordinate which data may be processed, combined and shared with those responsible for privacy and information security within the organization. Where possible, we use aggregated data and restrict access to case-file details.
Yes, provided that the definitions, periods and populations are comparable. For sickness absence figures, we can use the definitions in the NVS Standard for Absence Registration from Statistics Netherlands (CBS).
This allows organizations and departments to be compared with one another and over time, and, where relevant, with public figures by industry. Without consistent definitions and comparable populations, false precision can quickly arise.
Yes. Insights can be made available through dashboards or periodic reports. HR and management can, for example, track trends by department and see how the duration and frequency of sickness absence develop over time.
The details shown depend on the agreed roles, access rights and privacy requirements. Not every client or user needs access to the same information.
Yes. We first map the existing data sources, models, dashboards, definitions and management processes.
We then determine what can remain as is, what needs improvement, and where additional data sources or applications are needed. This can range from targeted further development to restructuring a data model or supporting a migration.
If you first want an independent assessment of whether the current approach, architecture, or choice of vendor makes sense, you can request a Second Opinion Data & Analytics.
We need input from employees who understand the processes and definitions. This includes people in account management, case management, planning, and finance, as well as employees who manage contracts, hours, and services delivered.
They help establish definitions, verify results, and set priorities. A small group of subject-matter owners and decision-makers is usually more effective than a large project team.
We start with a specific issue, such as hours that are not being billed, subscriptions with unclear profitability, manually compiled client reports, or limited insight into billability.
This allows us to determine in advance what result the solution should deliver. The benefits may include additional billing, better-aligned contracts, less manual work, higher data quality, or better-substantiated advice for clients.
Want to know what insights can be gained from your current systems? Barry and Eric will be happy to discuss sickness absence reporting, billability, contract profitability, and the setup required. Email us, call us, or schedule a call right away.