How to boost business immunity against soaring absence levels

With the UK at the epicentre of an absence crisis and a further winter increase anticipated, organisations need to take steps to prevent an adverse effect on business and the wellbeing of colleagues

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Colds and flu are an expected cause of employee absence, particularly between October and March when cold winter temperatures inhibit immune system function.

However, latest figures reveal an increase in sickness rates and the potential impact on businesses is more alarming than an accepted perennial outbreak of winter coughs and sneezes.

UK employees were absent for an average of 7.8 days in the past year – two days more than the pre-Covid-19 sickness absence rate, and the highest level in more than a decade, according to the The Chartered Institute of Personnel & Development (CIPD). The total economic cost of sickness absence, including lost productivity, is estimated to be more than £100bn annually, the Department for Works & Pensions says.

Both absenteeism and presenteeism can also affect morale and place additional pressures and workloads on colleagues.

Having a robust absence management strategy is therefore crucial, with effective policies and practices saving companies time and money, and a strong focus on supporting employee wellbeing.

Acquire the knowledge to navigate needs

An absence management strategy should be based on an organisation’s needs and absence hot spots.

Reviewing sickness absence and productivity data by location or demographic, analysing leave duration, frequency and reasons for absence, and benchmarking this data by industry sector, can help a business see where it should focus interventions, introduce new processes, or consider wider wellbeing support to reduce active absenteeism, and/or to reduce presenteeism.

Here are seven ways to create an effective absenteeism policy:

1. Establish clear and robust absence policies

Companies should ensure protocols for reporting absences, communication channels and notification timeframes are established, and communicated effectively to employees.

It is key that both employees and key stakeholders involved in the process are aware of their responsibilities when managing absence and that this is carried out consistently across the business so that absence rates are known and changes can be monitored, including the success of any interventions.

2. Record, monitor and review absences

Effective absence management relies on knowledge. Records of employee absences should be maintained for analysis and policy refinement. HR software and services can help in analysing data, enabling evidence-based adjustments. The use of this data, overlayed with employee benefit data, will enable employers to have an informed strategy that reacts to and accommodates the needs of their workforce.

3. Arrange return-to-work meetings

Meetings should be scheduled to discuss employees’ challenges and elicit any workplace adaptations that returning staff will need. This sends a clear message that absence is managed in the workplace and can help to reduce avoidable short-term absence.

4. Educate line managers

Training should be given to ensure managers feel comfortable and confident in how to foster a culture of trust and open communication with employees experiencing ill-health, or those who affected by the absence of a colleague.

5. Provide workplace health services

A successful absence management programme is measured by the positive outcomes and effectiveness of the return-to-work process. Ensuring employees are supported in the workplace by introducing access to benefits such as employee assistance programmes and occupational health physicians are just two examples of support to get employees back to full health and into the workplace.

Navigating the different types of support available can often be overwhelming, and WTW can help to guide employers and create bespoke pathways to enhance the experience for both the employee and the line managers who are supporting them.

6. Consider alternatives

Organisations could explore flexible working, temporary reassignments, the option to work from home or in a different location, or permanent role changes for employees with long-term health conditions. Working from home on some days, for instance to help them to attend appointments more easily, or taking longer and more regular breaks to help boost mental wellbeing and concentration.

7. React promptly

Absenteeism should be addressed promptly to prevent it affecting productivity and employee morale. Early interventions can resolve matters that, left unchecked, could develop into long-term absences.

WTW’s Absence Concierge HR-led absence management is a single port of call for the employer, using a CIPD qualified HR consultant to help manage and co-ordinate employee issues such as absence, presenteeism, and complex clinical cases as well including mental health issues.

A situation that can’t be ignored

Increased absenteeism has thrust absence management into priority status for organisations already attempting to navigate the ‘cost-of-business’ crisis.

With 185.6 million working days lost to sickness or injury in 2022 – the highest since 2004 (according to the Office for National Statistics. At a time of continuing difficulties with recruitment, action is crucial.

By implementing clear policies, monitoring absences, providing support and considering alternative ways of working, organisations can manage absenteeism and create a healthier and more productive workforce.