How can employers tackle the growing issue of sickness absence?
Did you catch the ‘Keep Britain Working’ Review by former John Lewis CEO, Sir Charlie Mayfield in the news lately? The independent review, commissioned by the Department for Work and Pensions highlights the alarming rise in sickness-related absences, with a staggering £85bn lost annually due to health issues affecting the UK workforce.
The predictions for the future are equally stark. The review found that 800,000 more people are now out of work due to health reasons compared with 2019, and if left unchecked, a further 600,000 individuals could leave the workforce due to health conditions by 2030.
As a consequence, the report calls for urgent action to address the growing problem of economic inactivity, especially among young people suffering from mental health challenges and older workers facing musculoskeletal problems. For organisations, this means shifting from reactive to proactive management.
What does proactive management look like in practice?
Create a supportive workplace culture
It may not be rocket science, but fostering a supportive workplace culture can pay dividends in terms of improved staff morale and attendance.
Fostering an open, supportive work environment means conversations around health are normalised, resulting in issues surfacing before they become long-term absences.
Implement clear communication protocols
Mayfield’s report emphasises that employees often disconnect from work during absence – making the return more difficult. Maintaining sensitive, structured contact with employees on sick leave is therefore crucial. Regular check-ins help employees stay connected to the workplace and offer opportunities for timely support and intervention.
Promote wellbeing initiatives
The review highlights a “surge” in mental health conditions among people aged 16-34, with 530,000 young people citing mental health as their primary health barrier. Creating psychologically safe and well-managed environments is essential – the British Psychological Society notes that work can improve wellbeing only when conditions are healthy.
Employers therefore need to adopt tailored strategies to improve engagement and prevent long-term withdrawal from the labour market. Examples include:
- Provide accessible mental health support, such as EAPs, counselling, or partnerships with local services.
- Introduce mentoring, structured onboarding and job-confidence programmes for young starters.
- Review workplace contributors to poor mental health: job design, unrealistic workloads, digital overload, or toxic team dynamics.
Flexible return-to-work plans
Transitioning back to work after an illness can be challenging. Tailored phased return-to-work plans that consider an employee’s specific needs and condition can improve both their recovery and their return to full productivity. Leading employers such as Tesco, Google UK and John Lewis – now part of a government-backed partnership – are already piloting frameworks to refine return-to-work success.
Best-practice elements can include:
- Early and tailored support during absence.
- Multi-disciplinary input (manager, HR, Occupational Health, external professionals).
- Graduated duties and realistic timescales.
- Regular review and adaptation, rather than a one-size-fits-all model.
The way forward
As the recent report highlights, the rise in sickness absence is not an insurmountable problem, but it requires a proactive approach. Employers can significantly reduce the impact of sickness absence by focusing on creating supportive environments, clear communication channels, and health-conscious workplaces.
Businesses that act now can reduce costs and improve the long-term health of their workforce, ensuring both employees and employers thrive together.
