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Managing a long term sickness absence
Long-term sickness absence can have a significant impact on any organisation – from increased pressure on colleagues who are picking up the slack, to operational disruptions and rising costs. For employers, supporting an absent employee while keeping the business running smoothly can be a real balancing act. And for the individual who’s off sick, being away from work for an extended period can be emotionally and financially challenging, particularly if they’re worried about job security.
What is long-term sickness absence?
While there’s no legal definition, many employers consider sickness lasting over 28 days as long-term. This period often triggers enhanced support and formal procedures under company policies .
Establishing a clear sickness absence policy
A well-drafted sickness absence policy is essential for managing employee absence consistently and fairly. It sets out clear procedures for reporting absence, provides guidance on what support is available to employees, and outlines how absences will be monitored and managed. Crucially, it helps ensure legal compliance and reduces the risk of discrimination or unfair dismissal claims. A good policy should cover both short- and long-term absence, detail when and how fit notes are required, and explain the role of return-to-work interviews and occupational health referrals. It should also be communicated clearly to all staff so they understand what’s expected of them and what support they can expect in return.
Maintaining regular contact
Establishing and maintaining appropriate contact with employees during long-term sickness absence is vital for their wellbeing and a successful return to work. Employers should sensitively initiate communication early in the absence, ideally within the first four weeks, to offer support and discuss preferred methods and frequency of contact, such as phone calls, emails, or meetings. This approach ensures the employee feels valued and connected, without feeling pressured, and allows for ongoing dialogue to monitor their progress and identify any additional support they may require. It’s important to tailor the communication to the individual’s circumstances, being mindful of their health condition and personal preferences .
Obtaining medical evidence
For absences extending beyond seven consecutive days, employees are required to provide a fit note from their GP. If further clarity is needed, employers may seek additional medical information, such as a report from the employee’s doctor or an occupational health assessment. It’s important to obtain the employee’s written consent before requesting such reports. These reports can offer valuable insights into the employee’s condition, prognosis, and any recommended workplace adjustments to support their return .
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Conducting formal review meetings
When an employee is absent due to long-term sickness, it’s essential to hold formal review meetings to assess their situation and explore ways to support their return to work. Typically, the first review meeting is scheduled after 28 days of continuous absence. These meetings should be conducted sensitively, providing the employee with the opportunity to discuss their health condition and any factors affecting their ability to return. Discussions may cover medical evidence, potential workplace adjustments, and any support you can offer as an employer. It’s advisable to involve HR in these meetings and to allow the employee to be accompanied by a colleague or trade union representative. Documenting the outcomes ensures clarity and helps in planning the next steps.
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Making reasonble adjustments
Under the Equality Act 2010, employers have a legal duty to make reasonable adjustments for employees with disabilities, including those with long-term health conditions. These adjustments aim to remove barriers that might prevent the employee from returning to or staying in work. Examples include modifying workstations, altering working hours, or providing assistive technology. Engaging in open dialogue with the employee is crucial to identify what adjustments would be most effective. Once agreed upon, these adjustments should be documented and reviewed regularly to ensure they continue to meet the employee’s needs.
Returning to work
A phased return to work allows employees recovering from long-term sickness to gradually resume their duties, which can aid in their recovery and reintegration into the workplace. This approach might involve reduced hours, lighter duties, or a combination of both, tailored to the individual’s capabilities and medical advice. Developing a structured return-to-work plan in collaboration with the employee, and where appropriate, their healthcare provider, ensures that expectations are clear and achievable. Regular check-ins during this period can help address any concerns and make necessary adjustments to the plan.
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Absenteeism, both short term and long term, comes with an array of challenges for your workforce and put a strain on other members of staff. If you need expert guidance on how to manage absenteeism, our qualified and dedicated HR specialists can offer practical guidance and support to help you make informed, clear decisions.
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