28 | WELLBEING
Practical tips for managing sickness absence
T he latest Office for National Statistics (ONS) figures on sickness absence rates of workers in the UK for 2025 have been released. The data reveals an estimated 148.8 million working days were lost because of sickness or injury last year; an average of 4.4 days per worker. Managing employee sickness absence is a critical aspect of effective workforce management. Not only does it ensure operational efficiency while supporting employee health and wellbeing but following the expansion of statutory sick pay (SSP) eligibility in April 2026, it helps mitigate and reduce costs. As we approach the summer in which we see warmer weather, the World Cup and the summer holidays, it’s likely that sickness absence may increase. Especially considering that since April 2026, not only are employees entitled to SSP from their first day of absence, but all workers, regardless of usual earnings, are now eligible to receive SSP when absent from work. Sickness absence can range from short-term, sporadic absences to long-term health-related issues. Short-term absences are typically unanticipated and can disrupt operations, while long-term absences often require additional planning and support. It’s therefore important that employers have a handle on managing sickness absence effectively. Below we cover good practice and practical tips for employers.
Apply trigger points Use trigger points to
to report their absence promptly, within a time frame that suits the business (e.g., at least an hour before their shift starts). Specify whether notifications can be made via phone, email or other means and encourage direct communication with line managers.
monitor absence levels, e.g., flagging patterns, such as an employee having more than six self-certified absences in 12 months. This allows for proactive intervention. Ensure trigger points are adjusted for protected characteristics such as disabilities or pregnancy to avoid discrimination.
Maintain accurate records Keep detailed records of absences, including dates, frequency and reasons. Avoid recording sensitive medical information unless necessary
Provide support for long- term absence For absences exceeding four weeks, engage with the employee to understand their
and ensure confidentiality is maintained. Use these records to identify absence trends, such as frequent absences on specific days, and take appropriate action.
condition and prognosis. Consider seeking medical advice with the employee’s consent and exploring reasonable adjustments, such as phased returns, altered duties or flexible working arrangements.
Use return to work interviews
Conduct return to work interviews after every absence, regardless of duration. These interviews help to: l identify any underlying health issues l discuss potential workplace adjustments l reinforce the importance of regular attendance. Having a formal record of these interviews, signed by both the employee and the manager, ensures clarity and accountability.
Promote health and wellbeing Invest in preventive measures like flu and Covid-19 vaccination programmes, mental health
support and initiatives promoting physical fitness and stress management. Providing flexible working options can also reduce absences linked to domestic responsibilities. Providing access to an employee assistance programme or ‘EAP’ can provide employees with support on a wide range of matters, supporting not only their physical health but also their overall wellbeing.
Encourage open communication
Foster an environment where employees feel comfortable discussing
Establish a clear absence policy Develop and communicate a comprehensive absence policy outlining reporting procedures,
Manage presenteeism Address presenteeism (working while unwell) by encouraging employees to rest and recover properly. Establish clear policies for
health concerns. Regular check-ins during prolonged absences demonstrate that the organisation values employee welfare and helps to identify any adjustments needed to facilitate a smoother return to work.
evidence requirements and expected conduct during absences. Employees should be told
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