The recently published CIPD report (2025) indicates that UK sickness absence rates are at their highest level for 15 years, with long-term mental health being a major contributing factor. Current absence levels were reported at an average of 9.4 days per employee, incurring significant costs for employers.

There is clear evidence that work is good for people (Waddell & Burton, 2006). Being in work is better for health and wellbeing than being out of work.

When looking at sickness absence data and thinking about strategies for reduction, it must be understood that not all sickness is avoidable. We are human, and humans will get sick from time to time. People who are recovering post-operatively or acutely unwell may be genuinely unable to work. Data suggests that 78% of the reported average number of UK sick days relate to short-term absence (CIPD, 2025)

There is evidence that presenteeism is a significant cost to organisations in terms of loss of productivity (IPPR, 2024), with multifactorial reasons contributing to people working when they are unwell (Kinman & Grant, 2025). Is it possible to bring down sickness absence rates without driving up presenteeism?

Absence Targets

Many organisations use sickness absence targets to support their absence management programmes, often with an arbitrary 3% figure as a target. It needs to be understood that this is a management tool and not a legal requirement. The 3% is a benchmark, often formed using industry averages.

Within that average there will be different extremes. If someone has a surgical procedure and needs even a conservative two-week recovery period, they will likely breach this. An individual with an underlying health condition may also breach a 3% target, whereas another individual may have no sickness absence at all.

Getting to the 3% marker shouldn’t be an automatic trigger for an occupational health (OH) referral, and any nominated target needs to be treated intelligently. While it can be a useful tool to measure against and to facilitate supportive conversations, it should not be punitive, and it should not become an administrative burden generating unnecessary disciplinary hearings or OH referrals.

Absence Management

Good absence management should not be about pushing people back to work before they are ready; it should be about:

Removing barriers to people returning to work

Using absence data and incident reports to help inform prevention and action

Having a compassionate approach including return to work conversations

Both the Health and Safety Executive (managing absence and disability) and NICE offer guidance on best practice in relation to managing sickness absence and supporting people back to work.

Sickness absence is not necessarily an isolated issue; it can be an indicator of workplace culture issues. Higher levels of sickness absence in certain areas of a business might be evidence of a systems issue there. Use of data can identify high-risk areas, allowing leaders to identify actionable insights and tackle culture issues. Effective people management can be key in absence management; effective leadership should drive attendance rather than simply process absence.

Stretched teams with tight margins and unrealistic workloads are likely to experience increased stress and be less resilient. If a team member takes genuine sick leave, stretched teams may fall more quickly.

With some long-term sickness, especially relating to mental health or musculoskeletal problems, there may be early signs of issues developing, such as ad hoc missed days, signs of stress, or reduced function in comparison to usual.

People who feel valued as part of a team are likely to be more committed and less likely to take unnecessary sick leave.

A strategy to reduce sickness absence needs to be multifactorial and include

Prevention:

• Are workloads realistic and achievable?
• Are appropriate tools, equipment, and training provided to carry out required tasks?
• Is there good team morale?
• Do staff surveys indicate workers are happy in their work?
• Is it a good place to work?

Early Intervention:

• Are people managers trained to spot early signs of someone struggling, and are they aware of available support resources to signpost workers to?
• Do people managers have adequate time in their job plans to manage effectively?
• Have people managers been trained to have sensitive and well-meaning conversations?
• Do people managers understand their organisation’s policies, and do they follow them sensitively and consistently?

Access to Support:

• Is there provision of early access treatment options, and do workers know how to access them? This may include access to mental health support (CBT / counselling) or MSK support (physiotherapy) or even cashback health schemes or private medical insurance.
• Is there an agreed method and frequency of contact with someone when they are off sick for more than a few days?

Access to Occupational Health:

• Is this available and used appropriately?
• Is any referral discussed with the worker prior to being made?
• Is adequate information provided on the referral to help inform the consultation?
• Are relevant questions asked to support management of the worker?
• Are workers supported in attending the appointment
• Is time made to go through the outcome report with the worker afterwards to discuss recommendations and adjustments?

Return to Work

• Are compassionate return-to-work conversations carried out to include: –
• Asking how the worker is
• Making sure they know they were missed.
• Asking if there is anything the employer can do to help
• Assessing if the absence is possibly work-related
• Assessing for any pattern to absences
• Ensuring robust documentation to allow monitoring of absence trends.
• Putting in place any required support measures or adjustments

Effective management:

• This can be compassionate while still business focused.
• Support adjustments when reasonable to do so.
• Develop policies and procedures that reflect relevant laws.
• Have set business boundaries, including absence targets.
• Follow policy fairly and consistently, even if this leads to dismissal.
• Keep robust records to spot trends.

To support a reduction of sickness absence, a holistic approach is needed, coupled with an investment in an organisation’s culture, the development of people manager capability, and a clarity of process. Sickness absence management should be streamlined and efficient but also effective and compassionate.