Managing Sickness Absence in the Workplace

It's no secret that sickness absence rates across UK workplaces are rising. This has only been exemplified by recent findings in the Keep Britain Working Report and new changes to Statutory Sick Pay under the Employment Rights Act 2025.

Many organisations look to plug immediate issues one at a time. This often leads to overlooking the root causes of employee sickness absence, preventing the opportunity for an effective, long-term solution. It’s time to look at the bigger picture and address the wider issues to better manage staff sickness and improve overall wellbeing.

Understanding sickness absence in the UK

In short, sickness absence is defined as a person’s workplace absence as the result of an illness, injury or a recognised health condition. These are unplanned instances of leave and come in various forms, brought on by a variety of causes.

Sickness absence is a key indicator of productivity loss and workplace wellbeing, as reduced staffing can disrupt operations and limit organisational capacity. These instances are a fact of working life and cannot be eliminated entirely. However, the frequency and impact they can occur at can be minimised.

To manage the impact, organisations and their leadership teams need to fully understand sickness absence. Firstly, it needs to be made clear what a short-term and long-term absence is:

• Short-term absence = Absences typically lasting under 28 days

• Long-term absence = Absences which last over 28 days

It is important to recognise that the causes behind each type of absence often differ. Short-term absence may be linked to minor illnesses or life circumstances, whereas long-term sickness absence is more commonly associated with chronic physical conditions, workplace stress, or mental health challenges.

The impact of sickness absence on businesses

The impact of workplace sickness absence is widespread and felt across an organisation. The Keep Britain Working review found that poor workplace health and sickness absence is costing UK organisations approximately £57 billion each year in SSP with sickness absence averaging around 9.4 days per employee, this suggests SSP costs will only continue to increase.

Beyond the direct costs, the impact on service disruptions, workforce culture, engagement and commitment can carry huge impacts along with them. Over time, absences can impact delivery and project timelines, particularly for organisations operating with limited capacity or tight deadlines.

This may seem like a temporary issue in the moment, but the higher the frequency, the more negative the repercussion on things such as reputation and stakeholder trust. This is without even mentioning the impact on an individual level as staff sickness can place sustained pressure on teams, contributing to higher levels of stress and burnout on those present. Workforce sickness absence is cyclical and creates further issues that begin to feel impossible to manage.

Key causes of employee sickness absence

There is no blanket cause for sickness absence. The primary types that management teams need to be vigilant of are long and short-term absences, both of which have their own leading causes and telltale signs.

Short-term sickness absence

Minor illnesses

In the case of minor illnesses such as colds or flu, organisations can feel as though there is no solution. Accounting for 78% of short-term absences, it is a challenge, but it can be partly addressed through certain tools such as access to a virtual GP.

Mental health short-term sickness

Mental ill health, such as depression or anxiety and stress/caring responsibilities for children are the second leading cause of short-term sickness absence. These are issues that management teams can support with and reduce the impact of. The issue can be lessened by providing access to dedicated mental health support through an Employee Assistance Programme or occupational health assessments to review stress hazards.

Common challenges of managing sickness absence

Challenges around the topic of managing absences do not stem from a lack of intent, but from gaps in consistency, capability and communication. To overcome this, absence management policies need to not only clearly defined, supported by guidance and oversight from HR teams and possibly occupational health teams.

Existing stigmas and a poor culture of wellbeing

It may not always be tangible, but poor communication and a culture of reluctance to be open about issues can lead to mental health stigma in the workplace and possibly lead to more sickness absence across the workforce. When people do not feel comfortable discussing their health, or are unclear on procedures, it is very easy for them to disengage from work.

Sickness absence management: best practices

What measures can leadership teams put in place to better manage absences? A one-size fits all approaches cannot be expected to work all sickness absences, therefore a balance between clear process and a people-first approach is needed.

Absence management policies

Well-defined absence management policy provides a consistent framework for managing sickness absence. It should clearly outline reporting procedures, expectations for employees and guidance for managers, including when absence reviews are triggered and how return-to-work processes should be handled. This isn’t simply an automated process or tool that is reactive to an absence. To manage sickness absence to the highest degree, early intervention is key. By encouraging regular check-ins and the skillset to spot, manage and report on issues, it enables action before issues worsen.

Equipping management teams with the skills to spot the signs, train others and signpost support requires training. Tools such as Mental Health First Aid training courses, management support and HR advice lines can be incredibly useful to effectively implement a reliable wellbeing policy. With proper training and guidance, senior managers are more prepared to open up difficult conversations and provide effective support to those who may be in need.

Virtual GP access

It is impossible to eliminate certain absences. But there are tools and systems that can help minimise the frequency and impact of sickness absence due to physical health.

A key support system is access to a Virtual GP service. Many people who are dealing with health-related issues often can’t access support or guidance due to wait times and delays. Currently, NHS waiting lists for hospital treatment stand at approximately 7.1 million cases, with 36% of people spending over four hours in major A&E. This alone prevents people from seeking diagnosis or support.

Using virtual GP services, employees can speak to a qualified GP, often on the same day, without needing to travel or take extended time away from work. This immediate access allows health concerns to be addressed earlier and enables a more effective solution. It also supports organisations against presenteeism, with proper guidance needed for recovery, rather than persisting to work when ill and performances declining.

Health and wellbeing resources

Giving people access to resources such as healthy recipes and exercise routines through the Wisdom app makes mental and physical concerns more manageable, as they have more knowledge and tools to handle them. When they have more knowledge to overcome and address physical wellbeing concerns, people will naturally become more resilient.

Measuring and monitoring sickness absence

Once sickness and absence management measures are in place, the work doesn’t simply stop there. Monitoring sickness rates becomes important to spot trends and address concerns. Here are just some simple ways effective absence tracking can be achieved:

The Bradford Factor

One of the most widely used measures is the overall absence rate, which provides a clear indication of the proportion of working time lost due to sickness. The Bradford Factor is another commonly used tool, particularly for identifying patterns of short-term absence. By placing greater emphasis on frequent, short absences, it helps highlight potential issues that may otherwise go unnoticed.

Using data to inform strategy

Collecting data is only the first step. The real value comes from using that data to inform strategy and drive improvement. By identifying absence trends over time, organisations can better understand the underlying causes of absence and where intervention may be needed.

For example, an increase in long-term sickness absence may indicate issues relating to workload, stress or organisational change. Comparing absence data across departments or teams can also highlight areas where additional support or training may be required. Differences in absence levels are often linked to management style, team culture or job design. As well as this, organisations should also consider the cost per absence. This goes beyond simple salary calculations and includes factors such as lost productivity, management time and the impact on team performance.

How can HA | Wisdom Wellbeing help with sickness and absence management?

HA | Wisdom Wellbeing’s Employee Assistance Programme (EAP) is clinically accredited and designed to reduce the risks of workplace stress and poor mental health, helping to prevent higher costs, prolonged absences and operational disruption. Through access to the EAP, people have access to 24/7 support from qualified counsellors 365-days a year.

Through short-term, solution-focused guidance, counsellors support employees struggling with a wellbeing issue to a quicker recovery and return to work sooner. Alongside this, HR advice lines and management support give leaders the confidence to handle sensitive conversations, ensure compliance and make informed decisions around reasonable adjustments.

Where needed, occupational health assessments offer clarity on an employee’s fitness for work, restrictions and expected return timelines, while virtual GP access helps reduce delays in diagnosis, treatment and fit note discussions.

The result is a more joined-up approach to managing sickness absence; one that not only reduces the frequency and duration of mental health-related absences, but also strengthens internal processes, supports compliance and fosters a healthier, more resilient workplace culture.

Conclusion

Sickness absence shouldn’t only be treated as a, a wider organisational challenge that impacts productivity, culture and long-term performance, it needs to be viewed through the lens of personal impact on individuals. Taking a reactive approach does not support your organisation and it simultaneously fails to safeguard your people.

Clear and consistent absence management practices and tools seamlessly feed into sickness absence management, prevention and support to break the cycle of recurring, cyclical issues. Ultimately, organisations that prioritise people’s health will not only reduce staff sickness and absence but also build a more resilient, engaged and productive workforce, better positioned for the future.

FAQs

What is considered short‑term and long‑term sickness absence?

Short‑term sickness absence typically refers to absences under 28 days, while long‑term absence refers to absences over 28 days. The article notes: “Short-term absence = Absences typically lasting under 28 days… Long-term absence = Absences which last over 28 days.”

What are the main causes of short‑term sickness absence?

Short‑term absence is most commonly caused by minor illnesses such as colds and flu, which account for 78% of short-term absences, and mental health issues such as stress, anxiety, depression, or caring responsibilities. The document states: “Accounting for 78% of short-term absences… Mental ill health… are the second leading cause of short-term sickness absence.”

How does sickness absence impact businesses?

Sickness absence affects productivity, capacity, project delivery, culture and costs. The Keep Britain Working review found sickness absence costs UK organisations £57 billion each year, with an average of 9.4 days lost per employee. The article explains: “Poor workplace health and sickness absence is costing UK organisations approximately £57 billion each year… averaging around 9.4 days per employee.”

What tools can help employers reduce sickness absence?

Effective tools include absence management policies, Mental Health First Aid training, HR advice lines, occupational health assessments, and Virtual GP access to reduce delays in diagnosis and treatment. The document highlights: “Tools such as Mental Health First Aid… HR advice lines… occupational health assessments… Virtual GP access helps reduce delays in diagnosis.”

How should employers monitor sickness absence effectively?

Employers should track absence rates, use tools like the Bradford Factor to identify patterns of short-term absence, and analyse trends across teams to understand underlying causes. The article notes: “The Bradford Factor… helps highlight potential issues… Collecting data is only the first step… organisations can better understand the underlying causes of absence.”

Related Entities

Sickness Absence

Defined in the article as workplace absence due to illness, injury or a recognised health condition, including both short‑term and long‑term leave.

Short‑Term Absence

Absences under 28 days, commonly caused by minor illnesses and short‑term mental health challenges.

Long‑Term Absence

Absences over 28 days, often linked to chronic conditions, workplace stress or mental health issues.

Bradford Factor

A tool used to identify patterns of frequent short‑term absence by placing greater emphasis on repeated short spells.

Virtual GP Services

A key intervention highlighted in the article, helping employees access same‑day medical support and reducing delays caused by NHS wait times.

Employee Assistance Programme (EAP)

Provides 24/7 access to qualified counsellors, supporting quicker recovery and reducing mental‑health‑related absences.

Occupational Health Assessments

Offer clarity on fitness for work, restrictions and return‑to‑work timelines.

Mental Health First Aid Training

Helps managers spot early signs of distress, open conversations and signpost support effectively.

Presenteeism

Highlighted in the article as a risk when employees work while unwell, reducing performance and delaying recovery.

Keep Britain Working Report

Cited as evidence of rising sickness absence rates and the £57bn annual cost to UK employers.