The moment an employee reports sick, everyday business reality kicks in. Work pauses, invoices wait, clients ask questions, and you start counting the cost. In the Netherlands, sickness is not just a human matter; it is a legal one. What you ask, what you record, and what you do next can quietly determine whether a short absence stays manageable or turns into a long, expensive problem.
The first rule surprises many small employers: you are not allowed to ask what someone has. No diagnosis, no symptoms, no “Is it stress?” Even asking how long the illness might last can cross the line if it pressures the employee. Medical details belong to the occupational physician (arbo arts) not to you. This is privacy law at work, and it is strict. You may ask when the employee became ill, whether they can do some work (and which kind), and how you can stay in touch. That’s it. If it feels vague, it is meant to be.
Your duty, however, is anything but vague. From day one, you must continue paying wages, and actively support recovery and return to work. This is called re-integratie: helping an employee get back to suitable work as soon as possible, even if that work is temporarily different or reduced. Ignoring this, delaying contact, or leaving everything to the employee is risky. If the UWV later decides you did too little, the financial consequences land squarely on your desk.
For micro and small businesses, the risk rarely shows up as a fine on paper. It shows up as months of uncertainty, extra admin, and a strained relationship. I once spoke to an owner who kept conversations “friendly” and informal, avoiding structure to be kind. The absence stretched on, misunderstandings grew, and trust eroded on both sides. Clear boundaries early would have saved time, money, and goodwill.
The practical lesson is calm consistency. Keep contact respectful and regular, without digging for medical reasons. Involve the bedrijfsarts on time. Document agreements about work adjustments and follow-ups, even if the team is small and the atmosphere informal. This is not bureaucracy for its own sake; it is protection, for your employee’s privacy and for your business continuity.
Sickness will always interrupt plans. You cannot control that. What you can control is how solid your process is when it happens. Small, careful steps, asking the right questions, no more and no less, reduce risk without hardening the human side of your business. And in a small company, that balance matters more than any rulebook.
