Managing sickness and absence is something every employer has to deal with at some point. The CIPD’s recent Health and Wellbeing report 2025 shows that in the last 12 months employees were off sick from work for 9.4 days on average which is up from 5.8 days when compared to pre-pandemic levels. No matter what the size of your workforce is, employee absence at such a rate can dramatically impact productivity, morale and costs if it isn’t handled well. By the same token, it’s important to strike the right balance between supporting employees and protecting your business.
A clear, fair and consistent approach to managing employee absence helps everyone understand what’s expected and reassures staff that health issues will be treated sensitively. Below are six practical tips to help employers manage sickness absence more effectively, while keeping things supportive and legally sound.
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Set clear expectations from the start
One of the most effective ways to manage employee absence is to be clear about expectations from day one. Employees should understand how and when they need to report sickness, who they should contact, and what information is required.
Having an absence policy in place can make a big difference. ACAS recommends that employers clearly explain reporting procedures so that, “employees know what to do if they’re ill and cannot come to work”. This helps avoid confusion and ensures absence is reported and recorded consistently. It is vital that staff are aware of the reporting expectations so employers should ensure that staff know where and how to access the company policy and that the wording of the policy is clear.
Well set out expectations also reduce the risk of misunderstandings later on. When employees know the process, it feels fairer and more transparent, which can improve trust and compliance.
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Keep accurate absence records
Recording sickness absence accurately is essential for spotting patterns and managing issues early on before they develop into something more serious or go left unchecked. Without good records which provide basic absence information, it’s difficult to tell whether absence is occasional and unavoidable, or if there’s an underlying problem that needs addressing.
Keeping track of employee absence can help employers identify trends, such as frequent short term sickness absence or repeated absences around weekends. The CIPD notes that monitoring absence data enables employers to, “identify problem areas and take appropriate action”.
From a legal perspective, good records can also be important if absence management decisions are ever questioned. They help demonstrate that decisions are based on evidence rather than assumptions.
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Maintain regular communication
Communication plays a crucial role in managing sickness absence well. When an employee is off sick, staying in reasonable contact shows care and concern, rather than suspicion. This can also help employees feel less isolated and more confident about returning to work.
ACAS advises employers to stay in touch during periods of sickness absence, while being mindful not to pressure employees to return too soon. A simple check in can reassure staff that they are supported and valued. As an employer if you are concerned about any employee feeling pressured then agree a method and frequency of contact so that everyone is comfortable.
Communication also allows employers to understand whether there are any underlying issues contributing to the absence, such as work related stress, mental health concerns or personal circumstances. From a business perspective communicating with absent staff enables employers to establish how long a colleague may be away from work so that plans can be put in place to manage workload effectively.
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Use return to work conversations effectively
Return to work conversations are one of the most valuable tools for managing sickness absence, yet they are sometimes overlooked as some employers can see them as a waste of time. These informal discussions though give employees the chance to explain their absence and allow employers to offer support where needed and ensure that absence information is correctly recorded.
According to ACAS, return to work meetings can help, “reduce further sickness absence”, by addressing issues early and reinforcing attendance expectations. They don’t need to be formal or intimidating, but they should be consistent and documented.
These conversations also provide an opportunity to check whether the employee is fully fit to return or if adjustments may be needed, particularly following longer term sickness absence.
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Be mindful of health conditions and legal duties
While managing employee absence, employers must be aware of their legal responsibilities. Some health conditions may meet the definition of a disability under the Equality Act 2010, which means employers have a duty to consider reasonable adjustments.
The Equality and Human Rights Commission explains that reasonable adjustments are intended to ensure disabled employees are not placed at a disadvantage at work. This could include flexible working hours, amended duties or a phased return after sickness absence.
Employers should also be mindful of Statutory Sick Pay (SSP) rules and fit notes. The government website provides clear guidance on SSP entitlement and how fit notes can be used to support a return to work rather than simply signing someone off sick. With changing to SSP rules due in April 2026, now is an ideal opportunity for employers to refresh their knowledge and understanding on this subject and review any documents that may need to be updated.
Taking a light touch but informed approach to legal obligations helps employers avoid discrimination risks while supporting employees appropriately. If in doubt it is important that employers seek specialist advice.
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Tackle absence issues early and fairly
When sickness absence becomes frequent or disruptive, addressing it early is usually more effective than letting it drift. Early intervention allows employers to understand what’s happening and potentially prevent the issue from escalating. Addressing absence in a timely manner also demonstrates to employees that it is being taken seriously rather than it being an afterthought.
The key is to remain fair and consistent. Treating similar absence situations differently can lead to resentment or even claims of unfair treatment. Having clear procedures and applying them consistently helps protect both the employer and the employee.
A supportive approach to managing sickness absence, rather than a punitive one, is more likely to lead to positive outcomes. Employees are more likely to engage when they feel listened to and supported, rather than judged.
Creating a balanced approach to absence management
A key driver for managing absence is reducing the amount of time employees are away from work and its knock on effect. That said, managing absence can be done in a variety of ways and it is important that it is handled well in order to create a workplace culture where employees feel supported to stay well and return to work when they are able. A balanced approach recognises that sickness absence is sometimes unavoidable, but that clear processes and good communication can minimise its impact.
Do you have any questions about today’s blog, need help in becoming legally compliant with contracts/policies or can we support you in taking away any people pains to give you peace of mind?
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Why not also check out last weeks blog Can You Claim Indirect Age Discrimination if You Are a High Earner and Selected for Redundancy?
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