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Managing Sickness Absence

In this section:
  • What is managing sickness absence?
  • Why is managing sickness absence important?
  • How to manage sickness absence
  • Supporting employees to return to work
  • Monitoring Attendance
  • Resources and further information
  • Key dates
What is managing sickness absence? 

Managing sickness absence encompasses how employers monitor, address and support employees who are unable to work due to illness or health-related issues. This includes a range of activities aimed at minimising the impact of absences on employers while ensuring that employees receive appropriate support.

Effective absence management is essential for both the employee and employer:

Employee

  • Empathy and Understanding

Show care and concern for the employee's wellbeing, understanding their health issues, and the impact on their life.

  • Clear Communication

Maintain open, honest, and respectful communication channels with the employee to understand their needs and circumstances.

  • Supportive Environment

Create a workplace culture that supports employees during their absence, helping them feel valued and not disadvantaged because of their health issues.

  • Tailored Solutions

Offer personalised support and accommodations based on the specific needs of the employee, such as flexible working hours, temporary adjustments to duties, or remote work options.

  • Confidentiality

Ensuring that all health-related information is handled with strict confidentiality to maintain the employee's privacy.

  • Reintegration Support

Providing a structured and supportive plan for employees returning to work, including phased returns or adjustments in workload to ease the transition.

  • Access to Resources

Offering access to relevant resources, such as Employee Assistance Programs (EAPs), counselling services, or occupational health support.

  • Regular Check-ins

Scheduling regular follow-ups with the employee to monitor their progress and make necessary adjustments to the support plan.

  • Employee Involvement

Involving employees in the decision-making process regarding their return to work and any adjustments, ensuring their preferences and concerns are considered.

Employer:

  • Maintaining productivity

Reduces disruptions to workflow and maintains steady productivity levels.

  • Controlling costs

Minimises costs associated with absenteeism, such as overtime payments and temporary staffing.

  • Developing a positive workplace culture

Creates a fair and supportive work culture, improving employee engagement and retention.

  • Facilitating a return to work

Supports employees transitioning back to work after an illness, potentially including a phased return, modified duties or flexible working arrangements.

  • Legal Compliance

Ensures compliance with relevant laws, such as the Equality Act 2010 and statutory sick pay provisions and treats all employees consistently and fairly when managing sickness absence to avoid perceptions of favouritism or discrimination.

By understanding and implementing effective sickness absence management practices, employers can create a healthier, more productive and legally compliant workplace.

Most absences taken in the workplace will be short-term absences. A short-term sickness absence is when an employee is unable to attend work because of sickness or ill health for less than four weeks.

A long-term sickness absence is when an employee needs to take more than four weeks’ sickness leave. Supporting staff with long-term conditions is an important aspect of an inclusive and productive workplace. The most common cause of long-term absences in the past year was mental health related illnesses, such as clinical depression and anxiety, followed by more serious physical injuries.

According to a report published in 2023 by Chartered Institute of Personnel and Development (CIPD) and Simplyhealth, minor illnesses (94%), musculoskeletal injuries (45%) and mental health issues (39%) were the top reasons for short-term absenteeism. Long-term absence was primarily driven by mental health problems (63%), acute medical conditions like stroke or cancer (51%), and musculoskeletal injuries (51%).

Why is managing sickness absence important?

Employers should manage sickness absences effectively to prioritise employee wellbeing while maintaining productivity. Supporting employees during their absence creates a healthier and more positive work environment.  

Sickness absences can impact on the workforce in a number of ways:

  • Decreased employee morale

The absence of valued colleagues lowers morale and creates instability, affecting engagement and motivation.

  • Impact on team dynamics

Team cohesion and productivity can suffer due to the adjustment required when a key member is absent.

  • Loss of expertise and knowledge

Absences of skilled staff lead to gaps in expertise, affecting work quality and efficiency.

  • Disruption of continuity

Long-term absences disrupt projects and processes, causing delays.

  • Increased workload for others

Remaining staff may face increased stress due to redistributed responsibilities.

From an employer's perspective, poor absence management can result in:

  • Increased financial costs

Finding and training new employees to replace valuable staff can be costly and time-consuming, straining resources and budget.

  • Lost output and reduced performance

Absences disrupt workflows and project timelines, leading to lost productivity and reduced work quality and efficiency.

  • Reputational risk

High absence rates can harm an employer’s reputation, making talent attraction and retention difficult.

  • Complications with cover and workflow arrangements

Covering for absent employees can be complex and disruptive, leading to workflow inefficiencies and increased stress for current employees, ultimately reducing overall productivity and morale.

Absence management should be a high priority issue for Welsh businesses, as data from the Office of National Statistics (ONS) suggests that Wales had the highest absence rate in the UK in 2022, a trend seen in previous years.

Figure 1: Sickness absence rate, by UK country of residence, 2022

The ONS also reports that in Wales:

  • The sickness absence rate, which measures the percentage of working hours lost due to sickness or injury, increased to nearly 4% in 2022. This represents a rise of almost one percentage point compared to 2021 and is the highest rate recorded since 2001, when it was also nearly 4%
  • An estimated 11.6 million working days were lost because of sickness or injury in 2022

 

Figure 2:   Percentage of occurrences of sickness absence, by top five reasons, UK, 2019 to 2022

Notes:

*'Other' includes accidents, poisonings, infectious diseases, skin disorders, diabetes and anything else not covered.

* Respiratory conditions covers a wide variety of conditions, including common conditions such as asthma and chronic obstructive pulmonary disease (COPD), lung cancer, infections such as pneumonia and flu.

Figure 2, produced by the ONS, displays the percentage of sickness absence occurrences in the UK, categorised by the top five reasons from 2019 to 2022. According to the ONS, during this period:

  • Illnesses like colds and flus, stomach upsets, headaches, and migraines continued to be the leading causes of short-term sickness absence.
  • Respiratory conditions surpassed mental health conditions to become the fourth most common reason for sickness absence in 2022, accounting for more than twice the proportion of occurrences they did before the pandemic.

How to manage sickness absence

Organisations should have in place a comprehensive sickness absence policy to manage sickness absence effectively. Efforts should be made to ensure it is understood by all employees, and line managers should receive training on how to implement it.

Steps to managing sickness absence might include:

  • Establishing a clear policy

Outline procedures for reporting, documentation and entitlements (the benefits and rights that employees are eligible to receive when they are unable to work due to illness or injury). It should also cover the specific elements set out below.

  • Communication and training for employees

Set out mechanisms for ensuring all employees are informed about the content of the policy (e.g. as part of induction processes for new staff) together with training arrangements for line managers.

  • Support for line managers

It is important for line managers to be supported so as to effectively manage sickness absence in the workplace. For example:

    • Access to training including how to recognise signs of illness, knowledge and understanding of policy details and skills to handle sickness absence empathetically and effectively, ensuring they can provide appropriate support.
    • Access to expert advice such as occupational health professionals and third sector expert organisations for complex cases, condition specific guidance or when additional support is needed.
    • Emotional support recognising the toll that managing long-term sickness absence can take on line managers and provide them with support, including stress management.
  •  Promoting a supportive work environment

Prioritise employee wellbeing and encourage open communication about health issues. Provide or signpost to resources and services such as SilverCloud, In-Work Support services, employee assistance programmes (EAPs) or healthcare professionals (see resources and further information section).

  • Monitoring absences

Ensure that there is a system for recording sickness absences so that line managers can identify patterns among individual staff members that may require intervention. Managers need to proactively manage absence where the pattern or frequency of absence gives rise to concern, both for the health and wellbeing of the employee and the provision of service.

  • Early intervention and support

Maintain regular contact with employees who are frequently absent or who have prolonged absences to offer support and assistance. This may involve exploring accommodations or adjustments to facilitate their return to work.

  • Planning return to work following long-term absence Develop a detailed return-to-work plan for employees recovering from a long-term absence, including an opportunity to meet with the team as part of a gradual reintroduction to the workplace. This ensures they feel welcomed and supported as they transition back to their role.
  • Return-to-work interviews

Have return-to-work conversations to discuss the reasons for the absence, any support needed, and to identify any underlying issues that may require addressing.

  • Regular review and evaluation

Continuously evaluate sickness absence management processes to identify areas for improvement and ensure compliance with legal requirements and best practices.

Disability-related absence

A person is disabled under the Equality Act 2010 if they have a physical or mental impairment that has a ‘substantial’ and ‘long-term’ negative effect on their ability to do normal daily activities.

Some employees will need to take absence from work because of reasons related to their disability. This is known as disability leave. For example, their disability might make them feel too sick to attend work on occasion, or they might need time off to attend medical appointments, treatment or therapy. It is vital that you have a separate disability absence policy and do not treat sickness absence and disability related absence in the same way.

To find out how to support disability-related absences, please see our health conditions and impairments webpage.

Promoting health and wellbeing in the workplace

Employers have a role to encourage employees to look after their mental and physical health by promoting healthy lifestyle choices. The CIPD recommends implementing a health and wellbeing strategy to demonstrate the organisation’s commitment to supporting employee health. The strategy could include the following:

  • National campaigns and awareness days: utilise these opportunities to share information about specific health topics and show support from senior leadership.
  • Support an open culture: encourage a workplace culture that creates open and honest dialogue around mental and physical health.
  • Promote flexible working practices: where possible, support flexible working arrangements to accommodate employees' health and wellbeing needs.

To support your employees to remain physically and mentally healthy and to minimise sickness absences, look at our other topic pages on the HWW website.

Supporting Employees to 'Return to Work'

Supporting employees in their return to work is a critical component of maintaining a healthy and productive workplace. It is essential to ensure that employees feel supported, valued and prepared as they transition back into their roles. Here are key elements to consider:

1. Early and open communication

  • Objective: Ensure employees are comfortable discussing their return-to-work needs
  • Tasks:
    • Initiate conversations about their return to work well in advance
    • Discuss their likely needs and concerns openly, providing a supportive environment
    • Ensure employees are aware of the available support and resources

2. Timing of discussions

  • Objective: Address and plan for any needs or adjustments early on
  • Tasks:
    • Schedule discussions about the return-to-work plan at least a few weeks before the planned return date
    • Agree on key elements such as phased return, reasonable adjustments and any other support they might require
    • Allow ample time for both parties to prepare and implement agreed-upon adjustments

3. Phased return to work

  • Objective: Facilitate a smooth transition back to work
  • Tasks:
    • Create a phased return plan that gradually increases the employee's working hours and responsibilities
    • Regularly review and adjust the phased return plan based on the employee's feedback and progress
    • Ensure that the phased return plan is flexible and can be adapted as needed

4. Reasonable adjustments

  • Objective: Provide necessary accommodations to support the employee’s return
  • Tasks:
    • Identify and implement reasonable adjustments such as modified duties, flexible working hours, or ergonomic adjustments to the workspace. The Health and Safety Executive (HSE) has created a template which can be used to aid discussions about reasonable adjustments between an employee and their line manager.
    • Collaborate with the employee to understand their specific needs and how best to accommodate them. An employee’s fit note should indicate if you need to make any adjustments in the workplace, although often no specific information is provided.
    • Monitor the effectiveness of the adjustments and make changes as required.

5. Addressing concerns and providing reassurance

  • Objective: Reduce anxiety and build confidence in returning employees
  • Tasks:
    • Provide clear information about the return-to-work process and what to expect
    • Offer reassurance and support through regular check-ins and open lines of communication
    • Encourage employees to voice any concerns and work together to find solutions

6. Ongoing support and review

  • Objective: Ensure continuous support and adaptability
  • Tasks:
    • Schedule regular follow-up meetings to review the employee's progress and address any new or ongoing concerns
    • Provide access to additional support services, such as occupational health or employee assistance programmes
    • Maintain a supportive work environment that promotes the wellbeing and productivity of returning employees

Monitoring Attendance

Implementing an attendance management system allows employers to monitor employee absences at an organisational level, ensuring data is collated anonymously. Establishing clear processes for monitoring and addressing attendance issues, employers can proactively support their workforce and reduce overall absenteeism by.

  • Identifying intervention points

Recognise when specific employees or teams may need support or intervention.

  • Set absence targets

Use the collected data to establish and achieve targets for reducing absences. These targets should be based on a concerted effort to understand and mitigate the reasons for absences.

Key aspects of the system:

  • Data collection

Gather anonymised data on the length and reasons for both short-term and long-term absences.

  • Categories of absence

Distinguish between general absences and disability-related absences, treating them as separate categories to ensure clarity.

  • Repeat absences

Consider tracking the number of repeat absences to identify patterns and areas needing attention.

Oversight and recommendations:

  • Establish an oversight group

Form a dedicated group to oversee the monitoring process, review data and make recommendations for interventions and improvements.

  • Employee surveys

Conduct regular employee surveys to gather feedback and input on workplace conditions and potential causes of absences. This can be facilitated through online survey tools to ensure broad participation and anonymity.

Note: Employers must comply with the Data Protection Act 2018 (DPA) when collecting and using data related to employees’ absence.

Resources and Further Information 

Managing sickness absence effectively is important for supporting employee wellbeing as well as maintaining productivity. The following sets out a variety of resources to help navigate the complexities of sickness absence management.

  • Business Wales: Information, guidance and support for businesses in Wales.
    • Employer Support: Offers advice and support on managing sickness absence, including legal obligations and best practices.
    • Health and Wellbeing Resources: Provides resources to help employers create a healthy workplace and reduce sickness absence.
  • ACAS (Advisory, Conciliation and Arbitration Service): Provides guidance, training and best practice advice on creating and implementing absence management policies. This includes templates, workshops and helpline support for employers in managing sickness absence fairly and consistently.
    • Managing Absence: Offers detailed guidance on managing sickness absence, including policies, procedures and best practices.
    • Training and Workshops: Provides training sessions and workshops on managing attendance and sickness absence.
  • Health and Safety Executive (HSE): Provides comprehensive guidance, resources, and regulatory frameworks to create safe and healthy workplaces. HSE offers practical tools to help employers reduce levels of sickness absence and facilitate employees' return to work.
  • NHS Employers: Offers resources, toolkits and guidance on best practices for sickness absence management and employee wellbeing.
  • Fit Note: Guidance to help employers and employees manage sickness absence and support staff with long-term conditions to remain in or return to work.

 

Supporting Staff with Long-Term Conditions

  • There are numerous resources available to help employers provide the necessary support to employees managing long-term health conditions. This section provides an overview of key resources, services and information.

    Government and NHS Resources

  • Support with Employee Health and Disability: Developed by the Department of Work and Pensions to help employers and managers provide better support to disabled people and those with chronic health conditions, in the workplace. The service[MAM(HWN2C1]  is particularly aimed at smaller businesses, many of which do not have in-house human resources or occupational health support.
  • Access to Work: A government-funded programme that provides financial support and practical advice for making workplace adjustments to support disabled employees, including those with chronic health conditions.
  • Health Adjustment Passport: Can be used by people who are disabled or have a chronic health condition that makes it harder for them to move into work or stay in a job. It can support a person to identify what support and changes (known as reasonable adjustments) may be needed when in work or moving into work.
  • Fit Note: Guidance to help employers and employees manage sickness absence and support staff with long-term conditions to remain in or return to work.
  • Equality and Human Rights Commission: Offers guidance on employers' legal obligations under the Equality Act 2010, including making reasonable adjustments for employees who are disabled and have chronic health conditions.
  • Health and Safety Executive (HSE): Provides resources on managing health and safety at work, including advice on supporting employees who are disabled and have chronic health conditions.
  • In-Work Support Service: Provides rapid access to tailored occupational therapy, physiotherapy and psychological therapy services, designed to help employed or self-employed people return to work or manage a health condition in work due to a mental health problem or musculoskeletal problem.

  • Support Organisations

  • Business Disability Forum: Offers consultancy, training and resources to help organisations become more inclusive and supportive of disabled employees.
  • Mind Cymru: Provides resources and support for mental health conditions as well as workplace wellbeing initiatives and training programmes.
  • Diabetes UK: Offers comprehensive support for employees managing diabetes, including advice on workplace adjustments and managing diabetes at work.
  • Macmillan Cancer Support: Provides resources for supporting employees with cancer, including legal rights, financial support and workplace adjustments.
  • Arthritis Research UK: Offers guidance on supporting employees with arthritis and musculoskeletal conditions, including workplace adaptations and self-management resources.
Key Dates