How to support line managers to reinforce safe working practices
For HR, health and benefits and total rewards leaders, the message is clear: policies and benefits only work when managers are confident enough to apply them consistently, have supportive conversations and connect employees with help before concerns escalate.
The scale of the workforce absence challenge
The data paints a concerning picture. More than half of UK organisations report increases in both short-term sickness absence (51%) and long-term absence and disability (55%) over the past two years. Yet the issue runs deeper than days lost. Many employers still lack reliable absence data because of inconsistent manager recording, hybrid working masking presenteeism and fragmented HR systems.
Presenteeism, where employees work while unwell, is also becoming a major unseen contributor to later long-term absence. Without better early intervention, employers risk watching a workforce health crisis unfold in slow motion.
Bridging policy, safe working practices and support
The strongest theme from customer discussions and WTW’s 2026 absence management survey was the critical role managers play in turning absence and wellbeing strategies into everyday action.
Managers are often first to spot changes in attendance, behaviour, workload or performance. They are also best placed to reinforce safe working practices, encourage employees to raise concerns early and signpost them to occupational health, EAPs, HR, mental health first aiders or other support.
Yet many remain under-equipped. They may want to support employees but lack the confidence, time, or training to hold sensitive conversations, record absence consistently, identify when work may be contributing to ill health or know which support route to use. As a result, opportunities for early intervention are missed and employees can be left to navigate complex support options alone.
This capability gap reflects the pressure on frontline leaders, limited training and the fact that many are promoted for technical skill rather than people management capability.
Strengthening manager capability is therefore not just an HR priority; it is central to creating safer, more supportive and more resilient workplaces.
A significant but under-addressed challenge
Mental health dominates employer concerns, with 83% of companies identifying it as a key employee benefits priority. But managers do not need to diagnose. They need guidance to notice changes, keep work safe and manageable, listen without judgment and know when to direct employees to specialist support.
A shift in benefits management is underway
Forward-thinking organisations are rethinking employee benefits. Nearly three in five (57%) are prioritising embedding absence management within wider HR and total rewards strategy, while 46% are investing in enhanced wellbeing programmes and occupational health support. These investments only deliver value if managers understand what support exists, when to escalate concerns and how to reinforce safe working practices consistently and compassionately.
Employers are also becoming more demanding of insurers, EAP vendors, EBCs and brokers, with 46% planning to review performance metrics and 55% looking to renegotiate terms or switch providers. The practical test is whether partners, data and technology make it easier for managers to act early, apply policies fairly and point employees to the right help at the right time.
This matters in the context of the UK government's Keep Britain Working agenda, which places greater emphasis on prevention, early intervention and employer-led action to help people remain in work. A passive "wait and see" approach is no longer sufficient.
Next steps for effective absence management
HR and benefits leaders should now focus on helping managers translate policy into practical, consistent support:
- Audit absence data governance: Improve recording consistency and clarify manager responsibilities so concerns can be spotted earlier.
- Invest in line manager capability and training: Build scenario-based learning on safe working practices, early warning signs, sensitive conversations and signposting.
- Create early-intervention triggers: Give managers clear escalation routes to HR, occupational health, insurers or specialists before issues become long-term absence.
- Simplify benefits navigation: Use a "one front door" approach and give managers quick-reference tools for support options.
- Hold providers to account: Expect practical insights, manager-ready guidance and pathways that help translate data into action.
The organisations that will thrive in 2026 and beyond are those building resilient absence management and employee wellbeing capabilities now, with line managers supported to reinforce safe working practices, intervene early and connect employees with the right help. The challenge is to turn policy on paper into consistent support in everyday working life.
Supplied by REBA Associate Member, WTW
WTW is a leading global advisory, broking and solutions company.
