How can employers deal with persistent short-term sickness leave?

According to a YouGov poll commissioned by Acas, 26% of employers have seen a rise in sickness absence levels compared to August/September 2023.

2023 statistics from the Office for National Statistics suggest that working time lost to sickness in 2022 increased to the highest level since 2004 (2.7% in 2022 – 2.6% in 2004).

While it may not be quite as detrimental to the bigger organisations, SMEs can struggle to cope when an employee is frequently taking sick leave.

High levels of short-term absence can impact productivity and business outcomes, increase stress and motivation for colleagues who need to cover work due to absence, and increase costs for infilling with temporary cover.

So what can employers do to try and reduce the impact of regular short-time absences?

 

1. Keep records of sick leave data

Maintaining good sickness records is key to being able to recognise excessive and/or potentially detrimental levels of absence.

Some of the key data for sickness absence are the number of cases, the length of each case, and the reason for this absence.

Use this information to determine the time lost and/or the sickness absence rate for a specific employee.

Some of these formulas include:

• Lost time rate: Calculates the percentage of time lost within the Company due to sickness absence.
• Frequency rate: Calculates the average absences of employees within the Company.
• Bradford Factor: Calculates the number of short-term absences for a specific employee.

It is important to remember that sick leave is considered sensitive personal data and is subject to the Data Protection Act (DPA) 2018.

Therefore, appropriate restrictions apply.

 

2. Identifying Company trigger mechanisms

Trigger mechanisms are used as an indicator for when sickness absence has exceeded what is considered a reasonable level.

At this point, companies may choose to continue monitoring absences or hold an attendance review.

There are many ways to settle on a figure for a trigger mechanism.

This may be based on the average UK sickness rate, the average for the Company’s industry, or just based on previous data from the Company itself.

If you use the Bradford Factor, there are also standard rates that indicate the level of severity and what action is required (e.g., formal warning, disciplinary).

 

3. Identifying patterns of sick leave

If you have sufficient sickness absence data, you can also identify specific patterns, either Organisation-wide or for specific employees who have high levels of absence:

• There may be high levels of sickness absence on certain days, which may correspond to certain events or meetings.
• An employee may exhibit patterns in their own sickness absence, such as short-term absence falling exclusively on Mondays.

Using the other methods listed in this article, these patterns can then be further explored in collaboration with the employee, making practical solutions possible and potentially reducing levels of sickness absence.

 

4. Keeping in touch during a period of absence

In most sickness policies, there is a requirement for employees to contact their manager on the first and subsequent days of short-term absence.

Both parties can determine when and how best to keep in touch with one another, and it provides a sense of accountability.

It is important that employers focus on how the employee is feeling during these discussions, and make sure that the employee is supported.

Nevertheless, the requirement for frequent contact with the Company can help to deter any potential misuse of sickness absence.

 

5. Carrying out return to work interviews

Conducting return to work interviews following all sickness absences, even those only lasting one day, can be of great benefit to the Company, especially when used effectively and promptly (ideally on the day following the absence).

A return to work interview has a few different functions:

• Welcoming back employees and checking in on how they are feeling.
• Gathering information on the reason for absence and whether they have recovered.
• Addressing whether the employee feels that they are fit to work and if there are any adjustments required.
• Catching up the employee on what they might have missed.

If the employee has had frequent short-term absences due to sickness, you can raise these concerns, but make sure this is done in a calm and reasonable manner.

This might lead to positive steps being taken to address any reasons for persistent absence, particularly if it is work-related (e.g., stress, work-life balance).

Otherwise, you can discuss possible adjustments to the workplace that may help if there are underlying causes for the frequent absence.

However, if there is no clear cause, and persistent absence continues despite warnings, then you can warn the employee that unacceptable levels of absence can lead to disciplinary action being initiated.

This can be a deterrent if an employee is misusing the short-term sickness process, as they will be required to explain their absence on each occasion.

 

6. Utilising line managers

If employees feel supported, managers have the opportunity to learn of issues much earlier and be able to provide the necessary support before the issue escalates and requires the need for sickness absence.

Therefore, it is in a Company’s interest to ensure that its managers are well trained in handling sickness absence appropriately, providing support and effectively managing absence.

 

7. Implementing clear absence policies

Having a clear policy on sickness absence, that is easily accessible to all staff is essential.

It gives employees an understanding of what is considered acceptable and what is expected.

It also gives managers a procedure by which to measure and manage their employees.

The policy should be used fairly and consistently, taking into consideration potential disability and discrimination issues depending on the circumstances surrounding the absence.