Use absence triggers to start a conversation, not automate a sanction. The right response depends on the pattern, reason, medical information and whether disability-related duties may apply.
Build a clear absence policy
A practical policy tells employees how and when to report absence, what evidence is required, how pay operates and what contact to expect. It should also explain review points and the possible formal process.
Apply the policy consistently while retaining discretion for individual circumstances. Managers need training so reporting and record-keeping do not vary by team.
- Notification method and contact deadlines
- Self-certification and fit-note requirements
- Sick pay and authorised medical appointments
- Return-to-work and formal review arrangements
Use return-to-work conversations well
A prompt private conversation helps confirm the reason for absence, check whether support is needed and correct inaccurate records. It can also identify recurring patterns before they become entrenched.
The meeting should not feel like an accusation. Ask open questions, listen and explain any next step clearly. Record sensitive information only where relevant and handle it appropriately.
- Welcome the employee back and confirm fitness to return
- Check whether work contributed to the absence
- Discuss temporary support or adjustments
- Update records and agree any follow-up
Respond to patterns and frequent short-term absence
Accurate data may reveal repeated absences around particular shifts, workloads or events. It may also reveal an underlying health condition or workplace problem.
Trigger points can prompt a review, but they should not replace judgement. Explain the concern, explore the reason and consider whether some absences need different treatment before deciding on formal action.
- Check data quality before raising a concern
- Look for operational and wellbeing causes
- Consider disability, pregnancy and other protected circumstances
- Set clear attendance expectations and review dates
Manage long-term sickness with regular contact
Agree a reasonable method and frequency of contact so the employee stays connected without feeling pressured. Discuss prognosis, potential return dates and support while respecting privacy.
Medical or occupational-health advice can help identify functional effects, likely timescales and possible adjustments. Employers should ask focused questions relevant to the role and decision.
- Keep welfare contact supportive and documented
- Review role demands and possible adjustments
- Consider a phased return where appropriate
- Revisit the plan as medical information changes
Before capability or dismissal is considered
Where continued absence cannot be sustained, employers may need a formal ill-health capability process. That should follow consultation, appropriate medical evidence, consideration of adjustments and alternatives, and the organisation's procedure.
Dismissal is not an automatic result of reaching a trigger point or exhausting sick pay. Obtain tailored advice because disability, contractual benefits, prognosis and procedural fairness can materially affect the decision.
- Share the concerns and relevant evidence
- Give the employee a genuine chance to respond
- Consider adjustments, alternative work and timescale
- Provide a reasoned outcome and appeal
Originally published 17 January 2025. This guide provides general information for employers and is not legal advice. Employment law and guidance can change; check current requirements and take advice on the facts of a live situation.