It is time to rewrite the story of disability and absence management, expanding our influence in the evolving world of work. The traditional assumption that generous benefit plans are only feasible for large employers is outdated. Employees today redefine value, support, and care, prompting organizations of all sizes to reassess their approach.

Employers increasingly leverage industry benchmarks to allocate benefit dollars strategically, ensuring they provide meaningful value to a diverse workforce. At the same time, organizations recognize that employees who feel valued and supported are likely to stay engaged and return to work when ready. The future lies in a strategic, data-driven approach to benefits programs that balance compliance with a person-centric focus, creating programs that enhance both employee well-being and business resilience.

To achieve this goal, employers must acknowledge the true cost of mental and physical health challenges, identify and address workplace vulnerabilities previously obscured by siloed approaches, and actively work to eliminate ableism in workforce policies. This is no simple task. It requires uncomfortable yet necessary conversations and a commitment to practical, forward-thinking solutions.

While I’m not advocating a disrupter mindset, there’s much to learn from organizations that challenge the status quo. These companies (large and small) use market intelligence to assess opportunities and test new approaches. This methodology isn’t limited to tech companies; it’s available to any employer willing to challenge outdated policies and reimagine disability and absence management through an innovative yet compliant lens.

Mastering disability and absence management requires more than compliance. It demands strategic foresight, empathy, and a deep understanding of workforce dynamics. The work of IDAM professionals is both complex and personal, requiring teams to navigate legal requirements, employee well-being, and operational efficiency simultaneously.

The most forward-thinking leaders recognize that benefits should be both flexible and inclusive. These leaders don’t just offer leave programs — they actively encourage employees to use them without stigma. They understand that supporting employees at every stage of their careers isn’t just a legal requirement. It’s a fundamental part of building a sustainable, engaged workforce. And, most importantly, they act decisively, without letting fear or change stifle progress.

Life is complicated and nuanced, and disability and absence management leaders know this better than anyone. Employers that recognize and account for that reality win in this employment game as younger generations demand different workplaces and understand their entitlements.1,2

Small Wins

State-mandated leave programs continue to reshape the benefits landscape. As more states introduce paid family and medical leave3 (PFML), employers must assess the broad impact on workforce strategies.

For example, Colorado positioned its Family and Medical Leave Insurance (FAMLI) program as a way for small- and mid-sized employers to offer paid leave — an option they may not otherwise have been able to afford. This underscores a larger shift: Competitive benefits are no longer a privilege in large organizations but an expectation in companies of all sizes and across all industries.

In response, most employers are reevaluating their plan designs over the next two years.4 The one-size-fits-all approach to benefits is no longer just outdated — it’s inequitable and ineffective in meeting workforce expectations.

At DMEC, we will continue to lead discussions on how employers can reassess absence and disability plans through a business lens — focusing on cost-effectiveness, compliance, and integration. We will also explore how benchmarking5 and data-driven strategies can guide employers toward more inclusive and sustainable benefit structures.

Throughout 2025, our DMEC Trends series will address critical employer questions like the following:

  • As state laws expand to cover broader employee needs, what role does short-term disability play in an employer’s benefit portfolio?
  • How can organizations design leave management plans and policies that balance cost control with employee demands for flexibility?
  • What is the business impact of an integrated approach to disability and absence management?
  • How do employers ensure fair workload distribution and prevent burnout among employees covering for those on leave?
  • As employers optimize technology to streamline administrative complexity associated with leave management responsibilities, how do they ensure responsible and ethical use of these tools, including artificial intelligence?

Each of these topics contributes to building best-in-class integrated disability and absence management (IDAM) programs. Employers must shift beyond compliance to holistic strategies that prioritize stay-at-work efforts, enhance return-to-work success, and promote overall workforce well-being.

Employers frequently discuss the importance of meeting employees where they are. But what does that mean in practice, especially for smaller organizations? As the benefit landscape evolves, companies must ensure that employees can effectively use the programs offered, free from stigma and administrative hurdles.

Mastering disability and absence management requires more than compliance. It demands strategic foresight, empathy, and a deep understanding of workforce dynamics. The work of IDAM professionals is both complex and personal, requiring teams to navigate legal requirements, employee well-being, and operational efficiency simultaneously.

This is why DMEC remains committed to providing industry-leading education, insights, and collaboration opportunities for IDAM professionals. In 2025, we are not just adapting to change — we are driving the transformation of disability and absence management.

And together, we’re raising the roof!

  1. Absence Management Perspectives: A DMEC Podcast. What’s the PFML Need? Lessons from New Hampshire. June 27, 2024. Retrieved from https://dmec.org/podcast/what-is-the-paid-family-and-medical-leave-need-lessons-from-new-hampshire/
  2. DMEC. A Comprehensive Guide to Budget Analysis for Proposing Paid Company Leave Benefits. 2024. Retrieved from https://dmec.org/work-magazine/a-comprehensive-guide-to-budget-analysis-for-proposing-paid-company-leave-benefits/
  3. JacksonLewis. Legislative Updates. Retrieved from https://dmec.org/resources/legislative-updates/
  4. Raising DMEC. Can Employers Be Catalysts of Change? It Boils Down to How Much You Care. Retrieved from https://dmec.org/work-magazine/can-employers-be-catalysts-of-change-it-boils-down-to-how-much-you-care/
  5. DMEC AbsenceExemplar Benchmarking. Retrieved from https://dmec.org/resources/surveys-and-benchmarking/dmec-absenceexemplar-benchmarking-dashboards/

DMEC-Related Resources