I wonder how employers should approach persistent short-term absences in the workplace

Posted
AuthorDereen Kakabra

Frequent short-term absences, which can range from one day to a week, can become a costly and disruptive matter for employers if not properly managed. While occasional illness is a reality to be expected in any workplace, a pattern of repeated absences can affect productivity, morale and even team dynamics. It is, therefore, essential for employers to address absences in a structured and sensitive manner that balances operational needs with employee wellbeing.

Below are some practical steps employers can take to manage and address short-term absences in the workplace effectively.

Start with the basics: have a clear absence/sickness policy in place

The first step in managing absence is to set clear expectations, which can be achieved by having policies in place that outline the procedures for reporting sickness.

The policy should include:

How, when and to whom absences should be reported
The process and timeframe for completing self-certification
When a fit note is required
How absences will be recorded and reviewed
The steps to be taken on return from sickness absence

The policy should also outline how the employer will address persistent absences, including when formal reviews or disciplinary actions may be necessary. Having a fair and transparent policy in place helps employers consistently manage absences and reduces the likelihood of disputes.

Keep accurate records and look for patterns

Accurate and up-to-date absence records can help identify whether there are patterns or underlying issues that require attention. These records should include dates, reasons for absence, any medical evidence or notes for return-to-work meetings. Identifying patterns enables employers to take appropriate steps early, such as offering support, adjusting workloads, or addressing potential misuse of sick pay schemes.

Proactively use return-to-work meetings

Conducting return-to-work meetings after each absence is an effective way to reduce short-term absences. Employees may be reluctant to falsely call in sick when they know they will have to meet with their manager the next day to explain their absence. It also reminds employees that you are keeping careful records of their absences.

Persistent short-term absence does not always indicate misconduct; it may instead reflect an underlying health issue or personal problem that the employee is experiencing. Employers should, therefore, approach each case individually and avoid jumping to conclusions without first understanding the underlying reasons for the employee’s absence.

Before considering disciplinary action, the employer should investigate whether the employee needs support and beginning with an informal conversation is a great start, for example:

Could there be a mental health or disability consideration which has not been disclosed before that might trigger protection under the Equality Act 2010?
Is work-related stress contributing to repeated illness?
Has there been a change of circumstances that has impacted the employee’s physical or mental health?

Failure to explore and address these issues may expose employers to claims of unfair dismissal or discrimination.

Train line managers to respond effectively

Line managers are often responsible for handling absences, yet many receive little or no training. To ensure they can apply absence policies fairly and effectively, managers should be equipped to:

Hold sensitive conversations around health and wellbeing
Spot potential signs of work-related stress or burnout
Know when to escalate issues to HR or occupational health

Investing in training improves consistency, reduces legal risk and builds employee trust in the process.

Tackle the underlying causes of absence

Sometimes, the issue is not about the individual but the environment in which they work. Higher-than-average absence rates in a team or department may indicate structural problems, such as excessive workloads, poor team dynamics, or inadequate support for work-life balance.

Employers should consider whether they are doing enough to support employee wellbeing, and this may include offering more flexible working arrangements, providing access to well-being resources or Employee Assistance Programmes (EAPs), and using mediation to resolve workplace conflicts where necessary.

Create a culture that supports attendance

A culture that prioritises communication, support and mutual respect can reduce absence levels, especially where employees feel safe raising issues and trust that they will be heard. This will only lead to the employee being more engaged even when facing challenges.

Employers can foster a positive attendance culture by encouraging breaks, reminding staff to utilise their annual leave, and regularly reviewing workloads to prevent burnout. They should also offer support where necessary.

Stay informed on legal changes and how they might impact your business

Employers must also be alert to legal developments that may affect how absence is managed. Proposed changes to SSP under the Employment Rights Bill include:

SSP entitlement starts from day one of absence, not day four
Employees may qualify even where they do not meet the lower earnings threshold
New employees qualify for SSP immediately, regardless of length of service.

These changes could increase the financial burden of short-term absence if not addressed correctly, highlighting the need for employers to take a more proactive approach. This can only be achieved when there are effective policies in place, allowing employers to refer to them as needed.

With the right policies, trained managers, supportive culture and reliable data, employers can respond appropriately and effectively. The aim should not simply be to reduce absence, but to understand the underlying issues (if any) with clarity and empathy, and ultimately for employers to protect business performance while supporting employee wellbeing.

Whether you need guidance on managing individual cases, training line managers or drafting policies to address absences, our Employment Law Team can help you put effective, legally compliant practices in place.

The Make Work Pay Programme

As the Employment Rights Bill introduces reforms to statutory sick pay and employee entitlements, it’s more important than ever for employers to proactively manage situations like short-term absences and ensure policies and procedures are up to date.

Our Make Work Pay Programme is a six-month, fixed-fee solution designed to help employers prepare for the upcoming changes in the Employment Rights Bill. Learn more about our Make Work Pay Programme here.