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Sickness absence is a part of working life for most employees and employers - but for businesses, it can be a sensitive issue to manage. An estimated 148.9 million working days were lost because of sickness or injury in 2024; therefore, it's vital that employers and HR teams have a plan in place to support staff, track absence trends, and minimise disruption.
Here we look in detail at what HR teams and businesses generally can do when it comes to managing sickness absence and alleviating the strain, offering some sick leave management strategies, as well as information to ensure productivity is not lost as a result. Managing absence in a way that's fair, legally compliant and supportive of employee wellbeing must be paramount.
Left unmanaged, sickness absence can lead to:
Loss of productivity and team morale.
Strain on remaining staff and resources.
Compliance and legal risks if not handled fairly or consistently.
Balancing business needs with employee care is key. A transparent absence management policy not only promotes accountability but also creates a culture of openness and support.
Short-term absence: usually unplanned and under 7–14 days, often due to colds, minor illnesses, or short-term stress.
Long-term absence: typically lasting four weeks or more, often linked to chronic illness, mental health challenges, or recovery from injury.
Identifying the type of absence helps determine the most appropriate support or next steps.
1. Offer preventative benefits
Introducing benefits that support employee wellbeing can help reduce avoidable sick leave. Consider:
2. Track and monitor absences consistently
Without accurate records, it's impossible to identify patterns or ensure fair treatment. Use absence forms, spreadsheets, or dedicated HR software to:
3. Create a clear absence management policy
A written policy ensures:
Your policy should cover:
4. Introduce return-to-work interviews
Return-to-work conversations are a valuable tool to:
These should be informal and supportive, not disciplinary in tone.
5. Use triggers to flag recurring absence
Many organisations set a 'trigger point' - e.g. three separate absences in six months - after which they will:
Formal steps (such as written warnings) should only be taken when genuine concerns arise and always in line with employment law.
Where recurring sickness is genuine, employers must be mindful of:
Chronic health conditions or disabilities that may require adjustments under the Equality Act.
Mental health support and access to EAPs or occupational health.
Flexible working options to aid recovery and work-life balance.
Offering support shows empathy and helps employees reintegrate successfully, improving morale and retention.
Sick leave is a very sensitive issue and needs to be handled with care by HR teams. Absence management methods should not make staff feel punished for being unwell.
In the majority of cases, employees’ reasons for taking sick leave will be genuine - in which case, the best way to get them back to work is to support and encourage them. After identifying an employee’s recurring sick leave and reviewing their attendance with them you should consider:
Throughout this process, it is important to always remember that people cannot help being unwell, but instead you should let them know this is purely a formality and that they are not being punished.
Whether you're seeking temporary cover during periods of absence or long-term support from HR experts, we're here to help.
We partner with organisations across the public, private and not-for-profit sectors to:
Contact us to discuss your needs or visit our employer resources page for more insights.