Workplace policies, especially those relating to sickness management, are critical tools for ensuring a smooth, supportive, and legally compliant working environment. 

However, too often, these policies are tucked away on an intranet, collecting digital dust, only referred to when absolutely necessary. 

Managers and employees alike may have little familiarity with the policies, and as a result, they are rarely embedded into daily operations or management training. 

Without proper implementation, these policies can become ineffective or irrelevant, especially in the evolving workplace landscape.

Workplace Wellbeing Action Group

The Workplace Wellbeing Action Group (WWAG) is a collection of internal wellbeing leads from some of the world’s biggest brands. 

Collectively, we represent more than one million employees. We are using our combined HR and Wellbeing expertise to support employers in driving the changes we need to see in the workplace.

At WWAG, we believe that sickness and return-to-work management should be integral components of management training. From our experience as experts, we’ve gathered key advice for UK employers on creating, updating, and distributing a sickness management policy that works.

The purpose of sickness management policies

A well-crafted sickness management policy isn’t just about compliance or ticking boxes; it should be designed to help managers support their employees in returning to work effectively and comfortably. 

Without structured guidelines, managing absence can be challenging for managers, who often feel awkward or unsure how to approach these situations. 

A robust policy and process provide clarity and make sickness management a proactive aspect of employee wellbeing.

Is your policy up to date?

The rise of mass hybrid working has changed how employees approach sickness and absence. Employees working remotely may feel pressured to continue working while ill—an issue referred to as presenteeism. 

This trend, accelerated by the pandemic, has blurred the lines between work and personal wellbeing. Employees often feel obligated to stay “online” even when unwell, whereas pre-COVID, they would have taken the necessary time off to recover.

policies should be user-friendly and easy to understand. 

Many sickness management policies haven’t been updated to reflect this new hybrid work environment. It’s critical for employers to review and adjust policies to ensure they address this issue, promoting the idea that being ill should be treated consistently, regardless of whether the employee is working remotely or on-site. 

Policies should clarify the expectations around when an employee should stop working and take the time to recover fully.

Avoiding common pitfalls: Stopping employees from falling through the gaps

One of the biggest risks for employers is employees falling through the gaps due to poor absence recording or vague reporting requirements. Ensure your policy clearly defines the process for reporting and recording sickness absence. This process should be quick, accurate, and mandatory. 

Managers must also be trained on how to handle situations where an employee is off sick. Clear guidance on this helps managers avoid making ad-hoc decisions, ensuring consistency and fairness across the board, while also giving them the discretion to treat each person and their situation and individual. 

Sickness management as part of your wellbeing strategy

A proactive approach to sickness management can be a vital part of your broader employee health and wellbeing strategy. 

Many companies focus solely on sickness absence metrics—how many days employees are off sick and for how long. While this is important, it’s equally crucial to address sickness presenteeism, where employees are working while ill. Without a balanced focus on both absence and presenteeism, employers may reduce one issue only to exacerbate the other.

By taking a more holistic approach, employers can better understand the factors influencing an employee’s decision to take time off or work while ill. Understanding these drivers allows companies to implement effective, targeted interventions to improve overall employee wellbeing, engagement, and productivity.

Ensuring consistent application

Sickness management policies are only effective if they are consistently applied across the organisation. To achieve this, policies should be user-friendly and easy to understand. 

Overly complicated or jargon-heavy documents often deter employees and managers from engaging with them. Instead, consider using simple flowcharts and guides that make the policy easy to follow and reduce the administrative burden.

Consistency can also be ensured through effective communication. A communications campaign should engage HR, line managers, Occupational Health providers, and employees across relevant channels. These campaigns can raise awareness of sickness management protocols, ensuring everyone understands their role and responsibilities within the process. 

an absence management policy should serve as a tool for supporting people

Generally speaking people in the workplace tend to become familiar with a policy only when it is needed, taking a more proactive approach can lead to better outcomes for all. 

Flexibility within frameworks

While policies provide essential structure, they should also allow for flexibility. Not every situation will fit neatly into the confines of a rigid policy. Therefore, consider adopting a “freedom within frameworks” approach. 

Managers should feel empowered to exercise discretion where needed, without compromising on fairness or consistency. 

However, for this to happen, they need to be given the space and the permission to make these decisions without fears of reprisal; they need to HR will have their back. 

Common pitfalls to avoid

When creating or updating your sickness management policy, be mindful of the following pitfalls:

1. Inconsistent sickness reporting: Poorly tracked sickness can lead to significant gaps in data, making it difficult to manage both short- and long-term absences effectively. Make absence recording mandatory and automated, ensuring that HR systems are properly utilised for tracking. For example, we know that poor mental health goes widely under reported and often reported as a different sickness altogether. 
2. Inadequate return-to-work support: A comprehensive return-to-work (RTW) process is vital, particularly after long-term sickness. Without adequate support, employees may relapse. Pre-planned absences (e.g., for surgery) should be met with structured RTW plans to ensure smooth reintegration.
3. One-size-fits-all policies: Policies that fail to account for the varying needs of different employee groups may lead to dissatisfaction or disengagement. Tailor your policy to be flexible and responsive to individual circumstances.
4. Neglecting manager training: Managers need the right tools, training, and confidence to manage sickness effectively. Without these, policies will remain underutilized and ineffective. Provide regular training on how to handle sickness absence, covering both the practical elements and the emotional intelligence needed to support employees during these difficult times.
5. Make your support well known: Many employers will offer employee wellbeing initiatives that can support RTW. For example, cessation for bad habits, healthy eating programmes or exercise support. These apps and platforms can prove to be incredibly valuable during times when employees may be feeling anxious about returning to work after time off. 

People over policy

At its core, an absence management policy should serve as a tool for supporting people, not merely a regulatory document. 

Managers, who have the most significant impact on an employee’s health and wellbeing, must be equipped to have empathetic and supportive conversations with their team members. This includes fostering trust, showing care, and strengthening emotional intelligence during discussions around sickness.

A well-crafted sickness management policy, when combined with proper implementation and manager training, can demonstrate an organisation’s commitment to employee wellbeing. 

By putting people first, and ensuring managers are confident and knowledgeable, companies can create a positive, supportive workplace culture that reduces absenteeism and improves overall engagement.