FREE Managers guide to managing short term sick absence

What's included in this guide?

This guide brings together the key information, considerations and practical guidance you need to understand the subject, make informed decisions and take an appropriate and consistent approach.

Managing sickness absence from the first day
Absence reporting and communication
Return-to-work discussions
Identifying short-term absence patterns
Supporting employees appropriately
Absence monitoring and review
When to involve HR
Five Steps to Success for managers

Specifications

Guide

Managers guide to managing short term sick absence

Who is this guide for?

This guide is for managers responsible for managing employees who are absent from work due to sickness. It provides a practical approach to managing individual absences, maintaining appropriate contact, supporting employees when they return and responding to repeated short-term absence.

Need advice?

Managers should involve the HR or People team where absence becomes persistent, complex, where an underlying health condition may be involved, or where further formal action may be appropriate.

1. What is short-term sickness absence?

Short-term sickness absence generally refers to individual periods of absence due to illness or injury that are relatively brief, but which may occur repeatedly over time.

Individual short periods of absence are not necessarily a performance or conduct issue. However, repeated absence can create operational difficulties and may indicate that additional support or management action is required.

The aim should be to manage absence fairly and consistently while supporting employees and understanding any underlying issues.

2. When an employee reports sick

Managers should follow the organisation's sickness reporting procedure and make sure the absence is recorded accurately.

Where appropriate, establish:

the reason for the absence at an appropriate level of detail;
when the employee expects to return;
whether they need any immediate support;
whether there is anything affecting their ability to return to work; and
when the next contact should take place.

Managers should not attempt to diagnose an employee or require unnecessary medical information.

3. Keeping in touch during absence

Managers should maintain reasonable and appropriate contact with employees during sickness absence, in line with the organisation's absence procedure.

Contact should be supportive and proportionate. It should normally focus on:

how the employee is doing;
their expected return date;
whether circumstances have changed;
whether any workplace support may be helpful; and
when further contact will take place.

Managers should avoid putting unnecessary pressure on employees to return before they are fit to do so.

4. The return-to-work discussion

A return-to-work discussion should be used as a normal part of managing sickness absence.

The discussion should provide an opportunity to:

welcome the employee back;
confirm the dates and reason for the absence;
check that the employee is fit to return;
ask whether any support is required;
identify whether there are any workplace issues that need addressing; and
identify any emerging pattern of absence.

The discussion should not automatically be treated as a disciplinary meeting.

If the employee raises an underlying health condition, disability or other concern, discuss the matter with HR and consider whether further support or reasonable adjustments may be appropriate.

5. Identifying patterns of absence

Managers should look beyond the total number of days lost and consider the overall pattern of absence.

Potential indicators may include:

frequent separate occasions of absence;
absences occurring at a similar time or following a particular pattern;
repeated absences following particular events or working arrangements;
increasing frequency or duration of absence;
similar reasons being given repeatedly; or
a pattern that is having a significant impact on the team or operation.

A pattern does not automatically mean that an employee is misusing sickness absence. Managers should understand the circumstances before deciding what action is appropriate.

6. When should you involve HR?

Speak to the HR or People team where:

absence is becoming frequent or persistent;
an employee has reached an organisational absence trigger;
there may be an underlying health condition or disability;
the employee raises concerns about their health or working environment;
you are considering a formal absence review;
you are unsure how to manage the situation; or
the absence may require changes to duties, hours or working arrangements.

HR can help the manager understand the circumstances, consider appropriate support and decide whether further action is necessary.

7. Supporting the employee

Managers should consider whether there are practical steps that could support the employee's attendance and wellbeing.

Depending on the circumstances, this could include:

temporary changes to duties;
changes to working arrangements;
reasonable adjustments;
additional management support;
occupational health advice where appropriate; or
an agreed period of monitoring or review.

Any proposed support should be discussed with HR where appropriate.

8. When absence remains a concern

If absence continues despite appropriate support, the manager should work with HR to decide whether an absence review meeting or formal attendance process is appropriate.

The employee should have an opportunity to explain their circumstances and provide relevant information.

The employer should consider all relevant information before deciding what action, if any, is appropriate.

Where an underlying health condition or disability is involved, the employer should consider whether reasonable adjustments are required before reaching decisions about future attendance or employment.

9. Avoiding assumptions

Managers should avoid assuming that repeated sickness absence means an employee is dishonest, unreliable or deliberately avoiding work.

There may be an underlying health condition, workplace issue, personal circumstance or other reason affecting attendance.

The manager's role is to identify the attendance concern, understand the circumstances and work with HR to decide on an appropriate and fair response.

10. The 5 Steps to Success

RECORD → KEEP IN TOUCH → WELCOME BACK → REVIEW THE PATTERN → AGREE THE NEXT STEP

RECORD
Make sure sickness absence is reported and recorded consistently, including the dates, duration and required communication.

KEEP IN TOUCH
Maintain appropriate contact during the absence, focusing on wellbeing, expected return and any practical support required.

WELCOME BACK
Hold an appropriate return-to-work discussion to confirm the absence, check wellbeing and identify any issues or support needs.

REVIEW THE PATTERN
Look at the employee's absence history and consider whether there is a repeated or emerging pattern that needs attention.

AGREE THE NEXT STEP
Where absence remains a concern, work with HR to decide whether further support, monitoring, an absence review or formal action is appropriate.

11. Quick decision guide

Situation	Possible approach
Single short-term absence	Follow normal absence reporting and return-to-work arrangements
Employee returns and appears well	Complete the normal return-to-work process
Repeated short-term absences	Review the pattern and discuss with HR
Employee identifies an underlying health condition	Speak to HR and consider appropriate support or adjustments
Absence reaches an organisational trigger	Discuss with HR and consider an absence review
Attendance concern continues	Consider further monitoring or formal action with HR
Manager is unsure what action to take	Seek HR advice before escalating the situation

12. The golden rule

Manage the absence, not the illness.

Managers should focus on attendance, the impact on work and the support the employee may need rather than attempting to diagnose or make assumptions about their health.

Use the 5 Steps to Success to make sure absence is recorded, the employee is appropriately supported, patterns are identified and the right next step is agreed.

If you are unsure, speak to the HR or People team before taking formal action.

HR can help you understand the circumstances, consider appropriate support and agree a fair and consistent approach.

Need the complete Sick management process?

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What is a managers guide to managing short term sick absence?

Managers guide to managing short term sick absence preview

Short-term sickness absence is a normal part of managing people, but repeated or poorly managed absence can affect employees, teams and business performance. This guide gives managers a practical approach to managing short-term sickness fairly, consistently and with appropriate support.

Responding when someone is absent

Managers should follow the organisation's absence reporting arrangements, establish when the employee expects to return and maintain appropriate contact during the absence. Managers should focus on supporting the employee and understanding the likely duration rather than trying to diagnose or challenge their illness.

Using return-to-work discussions

A return-to-work discussion provides an opportunity to welcome the employee back, confirm the reason and duration of the absence, check whether any support is required and identify whether there are any emerging patterns. It should be a routine management process rather than something that makes employees feel they are being punished for being ill.

Recognising patterns

Repeated short-term absences may indicate an underlying issue or pattern that needs attention. Managers should consider frequency, timing, duration and any common circumstances, while avoiding assumptions about the reason for absence. Where a pattern is emerging, managers should discuss the situation with HR before deciding on further action.

Taking appropriate action

Where absence remains a concern, the manager should work with HR to consider appropriate support, monitoring or a formal absence review. Any action should take account of the individual circumstances, including whether an underlying health condition or disability may be relevant and whether reasonable adjustments should be considered.

Example

An employee has had several short periods of sickness absence over a six-month period. Each individual absence has been relatively brief, but the manager notices that the employee has now had five separate occasions of absence.

The manager does not immediately assume that the employee is abusing the absence process. Instead, they ensure that each absence has been recorded correctly and use return-to-work discussions to understand whether there are any underlying issues or support needs.

The pattern continues and the manager discusses the situation with HR. Together they review the absence record, consider the circumstances behind the absences and agree that an informal absence review meeting would be appropriate. The employee is given an opportunity to explain their circumstances and discuss whether any support or adjustments may help.

The manager agrees clear expectations with the employee and arranges a further review. This provides a structured way of managing the attendance concern while ensuring that the employee has been treated fairly and given an opportunity to explain their circumstances.

5 Steps to Success

Use the following as a practical framework for assessing the situation, considering the available options and deciding on the appropriate course of action. Follow each step in sequence to support consistent, informed and appropriate decision-making.

Step	Description	Responsibility	Timing
1	RECORD – Make sure sickness absence is reported and recorded consistently, including the dates, duration and any required communication.	Manager	Each absence
2	KEEP IN TOUCH – Maintain appropriate contact during the absence, focusing on wellbeing, expected return and any practical support required.	Manager	Throughout absence
3	WELCOME BACK – Hold an appropriate return-to-work discussion to confirm the absence, check wellbeing and identify any issues or support needs.	Manager	On return
4	REVIEW THE PATTERN – Look at the employee's absence history and consider whether there is a repeated or emerging pattern that needs attention.	Manager / HR	Regularly
5	AGREE THE NEXT STEP – Where absence remains a concern, work with HR to decide whether further support, monitoring, an absence review or formal action is appropriate.	Manager / HR	When required

Common mistakes

Understand the common mistakes to avoid when using this HR template, helping you reduce risk, prevent unnecessary costs and ensure the process is handled correctly.

Ignoring repeated short-term absence – individual absences may be short, but repeated occasions can create a significant pattern.
Only looking at the number of days – frequency, timing and circumstances can also be important when considering absence patterns.
Making assumptions about an employee's illness – managers should focus on the impact on attendance and work rather than attempting to diagnose the employee.
Failing to hold return-to-work discussions – these provide an important opportunity to understand absence and identify support needs.
Moving straight to formal action – managers should understand the circumstances and consider appropriate support before escalating.
Failing to involve HR – HR should be consulted where absence becomes persistent, complex or may require formal action.

HR considerations

UK employment law and best practice

This template is designed to support the process, but the document should be used alongside the relevant HR procedure and applied to the circumstances of the individual case.

Managing sickness absence

Employers should have a clear and consistent approach to managing sickness absence. Acas recommends keeping appropriate records, maintaining contact with employees during absence and discussing their return to work. https://www.acas.org.uk/absence-from-work

Statutory Sick Pay

Managers should understand the organisation's process for sickness reporting and ensure that absence information is passed to the appropriate payroll or HR team. Statutory Sick Pay rules apply where the relevant eligibility requirements are met. https://www.gov.uk/statutory-sick-pay

Return-to-work discussions

A return-to-work discussion can help establish why an employee was absent, whether they are fit to return and whether any support is required. It can also help employers identify patterns of absence at an early stage. https://www.acas.org.uk/absence-from-work/return-to-work-meeting

Disability and reasonable adjustments

Managers should consider whether repeated absence could be connected to a disability or underlying health condition. Where the Equality Act 2010 applies, employers may have a duty to consider reasonable adjustments. https://www.legislation.gov.uk/ukpga/2010/15/contents https://www.gov.uk/reasonable-adjustments-for-disabled-workers

Medical information

Managers should avoid asking for unnecessary medical information or attempting to diagnose an employee. Where medical evidence is required, the HR team should advise on the appropriate process and handling of confidential health information. https://ico.org.uk/for-organisations/uk-gdpr-guidance-and-resources/employment/

Fair and consistent treatment

Managers should apply absence procedures consistently while still considering the individual circumstances of each employee. Where formal action may be necessary, employers should follow their own procedures and the principles of a fair process. https://www.acas.org.uk/acas-code-of-practice-on-disciplinary-and-grievance-procedures/html

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FAQs

How often should managers hold return-to-work discussions?

Employers should follow their own absence procedure, but a return-to-work discussion after each period of sickness can provide a useful opportunity to check the employee's wellbeing, confirm the absence details and identify any emerging concerns.

When does short-term absence become a concern?

There is no single number of days or occasions that automatically means an employee has unacceptable attendance. Managers should consider the frequency, duration and pattern of absence alongside the circumstances and any relevant organisational absence triggers.

What should I do if I notice a pattern of absence?

Do not immediately assume that the employee is deliberately misusing sickness absence. Review the absence information, speak with the employee appropriately and discuss the situation with HR. There may be an underlying health, workplace or personal issue that needs to be considered.

Can an employee be subject to formal action for sickness absence?

Potentially, but this should not be treated as a disciplinary matter simply because someone has been absent through illness. Persistent absence may be managed through an appropriate capability or attendance process, taking account of the employee's circumstances and any reasonable adjustments that may be required.

What if the employee says their absence is related to a disability?

Speak to HR before deciding on further action. The employer may need to consider whether the condition amounts to a disability, whether reasonable adjustments are appropriate and whether the absence should be treated differently within the organisation's attendance process.

Why use HRDocBox rather than AI?

AI can provide general suggestions, but HRDocBox provides structured, UK-focused guidance designed around practical HR situations. This guide gives managers a consistent framework for managing short-term absence, recognising patterns and knowing when to involve HR, helping reduce inconsistent decisions and reliance on ad-hoc advice.

How this content is developed and reviewed

The Managers guide to managing short term sick absence is developed using a practical HR methodology that considers current UK employment legislation, ACAS guidance, CIPD good practice and the real-world HR process it supports. Templates and supporting information are regularly reviewed and updated, with additional reviews triggered by significant changes to legislation, guidance or established HR practice, helping ensure each document remains practical, relevant and suitable for UK employers.

About the author

Darryl Horn, Chartered HR Director

Darryl is a Chartered HR professional with over 25 years' experience in senior HR and employee relations roles.

He has extensive practical experience of managing sick management HR processes and founded hrdocbox to provide businesses with practical, professionally developed HR resources grounded in UK employment law and best practice.

HRDocBox has been creating practical UK HR documents since 2009.

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