Managers guide to Reducing sickness absence

This Managers guide to Reducing sickness absence incorporates relevant UK laws and HR standards, including those listed below:

• Social Security Contributions and Benefits Act 1992 – statutory framework for SSP
• Statutary Sick Pay (General) Regulations 1982 – eligibility and payment rules
• Employment Rights Act 1996 – protections relating to sickness absence
• Equality Act 2010 – protections for employees with disabilities or long-term conditions
• Access to Medical Reports Act 1988 – obtaining GP medical reports

Follow these best practice actions to get the most from the Managers guide to Reducing sickness absence, guiding you before, during, and after implementation:

Step-by-step action table for reducing sickness absence

Practical Example: Managing and Reducing Sickness Absence

At Northbridge Manufacturing Ltd, a company employing around 180 production and warehouse staff, sickness absence had gradually increased to an average of 7.8 days per employee per year. Much of this absence consisted of repeated short-term, single-day absences, particularly on Mondays and Fridays. Managers were not consistently conducting return-to-work meetings, and absence patterns were not being regularly monitored.

With the upcoming April 2026 changes to Statutory Sick Pay, where SSP would become payable from day one of absence, the leadership team became increasingly concerned about the potential financial impact of short-term sickness absence.

HR introduced a structured absence management approach that focused on consistency and clear expectations. Managers were required to conduct return-to-work meetings after every absence, and HR began monitoring absence patterns across the business monthly.

Attendance thresholds were introduced so that employees would be invited to an attendance review meeting if they reached certain trigger points, such as one day of absence per month, more than two days within a quarter, six days within a rolling twelve-month period, or repeated single-day absences.

Where concerns were identified, managers held supportive attendance meetings with employees. In some cases, employees were advised that future absences would require medical evidence, even for single-day absences. HR also reserved the right to request GP reports or refer employees to Occupational Health where absence patterns suggested underlying health concerns.

Managers were also instructed to ensure that employees personally called in to report sickness. If an employee failed to do so, HR would make contact to check on their wellbeing and confirm the reason for absence. This approach reinforced the importance of attendance while also demonstrating genuine concern for employee wellbeing.

Alongside these measures, the company introduced several wellbeing initiatives, including promotion of the Employee Assistance Programme (EAP), wellbeing check-ins for employees with longer absences, and regular communication about absence levels in company meetings. The leadership team also introduced a small attendance recognition scheme to encourage consistent attendance.

Within twelve months of implementing these measures, the company saw measurable improvements. Average sickness absence reduced from 7.8 days per employee per year to 5.1 days. Short-term single-day absences reduced by approximately 38%, and repeated Monday and Friday absences dropped significantly.

The operational impact was substantial. Production planning became more predictable, overtime costs reduced by nearly 15%, and the need for agency workers fell by approximately 20%. As a result, the business estimated that it saved over £85,000 in absence-related costs during the year.

Employee wellbeing also improved. Managers reported that regular return-to-work conversations helped identify early signs of stress or health issues, allowing support to be offered before problems escalated. Several employees were referred to Occupational Health and received adjustments that enabled them to maintain regular attendance.

Customer service improved as well. With more stable staffing levels on the production floor, order fulfilment became more reliable, and delivery delays caused by staffing shortages reduced significantly.

Overall, the company found that the key factor in reducing sickness absence was not introducing stricter rules, but ensuring that existing procedures were applied consistently, supported by clear communication and a focus on employee wellbeing.