Sickness absence: how to support people and manage the work fairly
Updated: 3 days ago
An employee calls in sick for the third time in two months. Another has been away for six weeks with a serious health condition. Both situations need attention, but they should not be handled as though they are the same problem.
A good absence process gives managers clarity and employees dignity. It also helps a business keep work moving without rushing someone back before they are ready.
Start with a clear reporting process
Employees should know whom to contact, when to do it and what information the organisation needs. Managers should record the dates and reasons for absence accurately, explain sick pay and certification requirements, and make sure sensitive health information is shared only with people who need it.
For an absence of seven calendar days or less, an employee does not need a fit note from a healthcare professional; they can self-certify. For a longer absence, check the fit note and discuss any advice about how work could be adapted. A fit note is a starting point for a conversation, not a substitute for one.
When someone returns after a short absence, a private return-to-work discussion can establish whether they are well enough to be back, whether anything at work contributed, and whether any support is needed. If absences recur, look for patterns and possible underlying causes. A single long absence with a known reason calls for a different response from repeated short absences.
During long-term sickness, keep contact supportive
There is no benefit in allowing a colleague to feel forgotten, nor in calling so often that contact feels like pressure. Agree who will keep in touch, how, and roughly how often, taking the person's health and preferences into account. Ask what updates about work they would find useful. Record agreed next steps and review the arrangement as circumstances change.
Long-term absence may involve treatment, recovery, a fluctuating condition or uncertainty about when a return will be possible. Avoid assuming that a date on a fit note answers every question. With the employee's involvement, consider whether occupational health advice would help identify the effects on their work, likely timescales and practical adjustments. Explain how sick pay works under the contract and statutory rules, and keep the employee informed if their entitlement is due to change.
Plan a return that can last
Discuss a return before the first day back. Depending on the circumstances, options might include a phased return, temporary changes to hours or duties, equipment, flexible working, or a quieter environment. Agree what the plan will look like, who will support it, and when it will be reviewed. Consider the impact on colleagues too, so work is covered clearly and fairly.
Where the employee is disabled, the employer has a duty to make reasonable adjustments. Disability-related absence or time off for treatment may also need different treatment under an absence review process. A trigger point should prompt a conversation and an individual assessment, not an automatic sanction.
There will be cases where a return remains uncertain despite support. Before considering a capability outcome, take current medical advice where appropriate, consult the employee, explore adjustments or suitable alternative work, and follow a fair process. Ending employment because of long-term sickness is a serious last resort, never a shortcut because a fit note has been extended.
The question managers should ask
Instead of asking only, “How many days has this person been off?”, ask: “What is happening, what support is possible, and what can we realistically change?” That approach gives a business better information and gives an employee a fair chance to recover and return.
Need help with a sickness absence case or a long-term return-to-work plan? The HFactor supports employers with clear processes and sensitive, practical HR advice. Send Karen an enquiry to discuss your situation.
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