How to manage repeated short-term sickness absence

Managing sickness absence can be a difficult balance for employers. You want to give someone the time and support they need when they are unwell, but you also have a business to run.

In a small team, repeated short absences can be particularly disruptive. Other people pick up the work, managers spend time arranging cover and customer commitments can become harder to meet.

It is understandable to feel frustrated, especially when you are unsure what you can reasonably do. The best starting point is to understand what is happening, have a conversation and decide on the next steps based on the circumstances.

When should you raise concerns about repeated absence?

You do not have to wait until absence becomes a serious problem before speaking to an employee. Regular return-to-work conversations give you an opportunity to check how they are and identify anything that needs further attention.

There is no set legal number of absences that automatically requires a warning. Your absence policy should explain when attendance will be reviewed, while allowing you to consider individual circumstances. Acas recommends using absence review points flexibly.

If several short absences are starting to affect the business, it is reasonable to raise that concern. What matters is how you approach the discussion and what you consider before deciding on further action.

Start by checking the facts

Before the conversation, review the employee’s absence record. Look at the dates, how long each absence lasted and the reasons they gave.

Check any previous discussions too. Has the employee already mentioned a health condition or a difficulty at work? Did you agree to provide support, and has that happened?

Acas recommends recording the number, length and reasons for absences to help identify underlying causes. Medical information should be kept confidential and shared only with relevant people.

You may notice absences falling on particular days or around certain tasks. You can ask about this, but the pattern alone does not tell you why it is happening. Avoid going into the meeting having already decided that the employee is taking advantage.

Have a proper conversation

Arrange a private discussion and explain why you want to meet. Keep the tone calm and give the employee a chance to talk.

You might say:

“I wanted to check how you are feeling and talk about the absences over the last few months. We need to understand whether there is anything we can help with and discuss how we manage this going forward.”

Ask whether the absences are connected, whether anything at work is contributing and what support might help. A return-to-work conversation should also consider whether the employee is ready to resume work and needs any support to do so.

You do not need to resolve everything immediately. If new information comes up, take time to consider it or seek advice before agreeing the next step.

Use your absence policy with judgement

An absence policy gives managers a clear framework and helps employees understand what to expect.

If it includes trigger points, reaching one should prompt a review. It should not automatically result in a warning. The review is your opportunity to understand the reasons for absence and consider support before deciding whether further steps are needed.

Consistency matters, but employees’ circumstances may differ. Record the reasons for your decision so you can explain why a particular approach was appropriate.

Consider health conditions and support

Repeated short absences may be linked to an underlying physical or mental health condition. This may only become clear once you have spoken to the employee.

Where an employee is disabled, employers must make reasonable adjustments. Depending on the circumstances, these could include changes to working arrangements or adjustments to absence review points. Occupational health advice can help you understand how a condition affects work and what support may be appropriate.

Pregnancy-related sickness also needs careful handling. Employers must not treat someone unfavourably because of pregnancy, so check how these absences are recorded and considered before taking action.

The aim is to make an informed decision about what could help and what is reasonable for the business.

Explain the impact and agree what happens next

You can support someone who is unwell while being clear about the impact of their absence.

Explain the practical difficulties without making the conversation personal. For example, you may have needed additional cover, postponed work or asked colleagues to take on extra responsibilities.

Then confirm what happens next. This should include any support you will provide, attendance expectations appropriate to the circumstances and a date to review progress. Explain the possible next steps under your policy if concerns continue.

Keep a written record and follow through on what you have agreed. It is difficult to review progress fairly if promised support has not been put in place.

What if attendance does not improve?

If concerns continue, formal absence management may be appropriate. Before proceeding, review the employee’s explanation, any relevant medical advice and the support already tried.

Genuine sickness and suspected misconduct need different handling. If you have evidence of dishonesty, investigate it fairly rather than assuming frequent absence proves misconduct.

Dismissal for ill health should be a last resort. Seek advice before reaching this stage so that relevant support, medical evidence and reasonable adjustments have been properly considered.

Guidance to help your managers

Our Managing Absence Managers Guide provides practical guidance on short-term sickness absence, keeping records and return-to-work conversations.

It is available to retainer clients through our Resources Hub and helps managers approach absence fairly and consistently.

Need help with a particular situation?

Sometimes the difficult part is knowing how to apply your policy to the person and circumstances in front of you.

At Dakota Blue Consulting, we bring senior HR judgement and practical SME support to these decisions. We help you understand your options, prepare for the conversation and consider the impact on your people and your business.

Explore our Retainer HR Support or speak to us if you are unsure what to do next.