Managing Employee Absence and Sickness: A UK Employer's Guide

Absence management is one of the most frequent HR challenges UK employers face. The CIPD estimates that the average employee takes 7.8 days of sickness absence per year — and for some businesses, the impact on productivity, morale, and cost is substantial. Managing absence well requires a balance between supporting employee wellbeing and maintaining business performance.

Short-Term Sickness Absence

Frequent short-term absences are often the most disruptive. While individual episodes may seem minor, patterns of absence can indicate underlying issues — or, in some cases, a lack of genuine illness.

Return-to-Work Interviews

The single most effective tool for managing short-term absence is the return-to-work interview. Every time an employee returns from sickness absence, a brief, supportive conversation should take place. This isn't an interrogation — it's an opportunity to:

• Welcome the employee back and check they're fit to work
• Identify any workplace factors contributing to absence
• Spot patterns early (e.g., regular Monday absences)
• Signpost support such as occupational health or Employee Assistance Programmes

Trigger Points

Many employers use trigger-point systems — for example, three absences in a rolling six-month period, or a total of eight days in twelve months. When triggers are reached, formal absence management meetings commence. The key is applying triggers consistently and without discrimination.

Long-Term Sickness Absence

Long-term absence — typically defined as four or more consecutive weeks — requires a different, more considered approach.

Maintaining Contact

Keep in regular, supportive contact with the employee. Agree the frequency and method of contact early. Disappearing for months without any communication benefits neither party.

Occupational Health Referrals

Where absence is prolonged, consider an occupational health assessment. This provides an independent medical opinion on the employee's condition, likely return date, and any adjustments that could facilitate their return. This is particularly important where a disability may be involved.

Equality Act Considerations

If an employee's absence is related to a disability (a physical or mental impairment that has a substantial and long-term adverse effect on their ability to carry out normal day-to-day activities), you have a duty to make reasonable adjustments. This might include phased returns, modified duties, altered working hours, or additional equipment. Failure to make reasonable adjustments is disability discrimination.

Fit Notes and Medical Evidence

Since 2022, fit notes can be issued by GPs, nurses, pharmacists, occupational therapists, and physiotherapists. A fit note may state the employee is either "not fit for work" or "may be fit for work" with adjustments. Employers should take "may be fit" recommendations seriously and explore whether the suggested adjustments are feasible.

When Dismissal Becomes an Option

Dismissal for capability due to ill health is lawful — but only after exhausting all reasonable alternatives. You must demonstrate that you have:

• Obtained up-to-date medical evidence
• Consulted with the employee at each stage
• Considered reasonable adjustments (where disability applies)
• Explored redeployment to suitable alternative roles
• Followed a fair procedure with proper notice

Effective absence management protects your business while supporting your people. Our absence management service provides hands-on support from first day absence through to complex long-term cases. Talk to our team.