Help managing sickness and absence
Managing sickness and absence is a difficult part of running a business. It is also easy to get wrong. Perhaps the same few people keep calling in sick. Or someone is on long-term sick leave while overall absence creeps up beyond your control. Whatever the picture, we help you deal with it properly and within the law.
The sooner you bring us in, the sooner things start to improve. From our first conversation, we make practical recommendations and get your processes into better shape. We stay involved for as long as you need, and we do as much of the work as you want.
Absence is also expensive. UK employees took an average of 9.4 days off sick last year (CIPD, 2025). That is the highest in more than a decade. Even a handful of unplanned days per person adds up fast for a smaller business. It means lost productivity, cover costs and pressure on everyone else. We help you bring that cost down and keep it there.
No two situations are the same, and each needs a different approach:
- Short-term and repeat absence that is disruptive and hard to challenge
- Long-term sickness, where you need to support the employee and protect the business
- Unauthorised absence or persistent lateness, where the issue is conduct rather than genuine ill health
Whatever you are facing, we can advise you and help you manage it. Getting the response wrong is costly. Absence linked to a health condition can bring the Equality Act 2010 into play. A long-term absence that ends in dismissal has to follow a fair process. Both are common routes to an employment tribunal. We make sure you handle them correctly and stay clear of those claims.
How we help
We work in whatever way suits you. Sometimes a short conversation and a few recommendations are enough, and you make the improvements yourself. Other times you would rather we took a case on and ran with it. We are happy with either, or anything in between.
Getting absence under control
Measuring what absence costs you. We audit your current absence and set up clear reporting. We then put fair, consistent trigger points in place, often using a Bradford Factor approach. That way, frequent short absences show up early instead of building up unnoticed.
Clear policies and paperwork. We draft your absence and sickness policies, self-certification forms and return-to-work forms. We also prepare the supporting documents your managers need. Everyone then knows what to expect, and you can defend a case if anyone ever challenges it.
Return-to-work interviews. ACAS rates these highly as an absence tool. We design a simple, repeatable process and help your managers handle the conversation well. Issues then surface early, and staff can see that absence matters.
Handling difficult cases
Persistent short-term absence. We guide your managers through a fair capability process, covering the trigger, review and warning stages. Your managers then tackle repeated unexplained absence properly, rather than letting it drift.
Long-term and sensitive cases. We help you stay in contact, agree reasonable adjustments and plan phased returns. If it comes to it, we run a fair ill-health capability process that stands up to scrutiny. Where you need independent medical input, we can arrange an occupational health assessment through the partners we work with. You then get a clear, professional view of what the employee can and cannot do.
Staying compliant. We keep your approach in line with current rules. That covers the Statutory Sick Pay changes from April 2026, fit note requirements and your duties under the Equality Act. Handle these well and you avoid the discrimination and unfair dismissal claims that catch employers out.
Reducing absence for good
Lower absence over time. Beyond individual cases, we help you understand what drives absence. We then work with you on wellbeing, morale and everyday management. That is what keeps absence low in the first place.
We can also put absence-management software in place, so you can track patterns and act on them.
“Bespoke HR has been a great support to our company as it has grown and handled issues of different kinds as they have arisen. Their pragmatic approach and sound advice are attributes that have provided us with great confidence in the business over the years.”
HR & Administration Manager, Impax Asset Management Group PLC
Frequently asked questions
How many sick days a year is normal in the UK?
UK employees took an average of 9.4 days of sickness absence in the latest CIPD survey (2025). That is the highest level in over a decade. The figure is a useful benchmark. What matters more is your own trend, and whether a few people account for most of your absence. We can help you read your own figures and decide what to do.
Do I have to pay an employee who is off sick?
Most employees are entitled to Statutory Sick Pay (SSP). Since 6 April 2026, it is payable from the first qualifying day of absence. The government removed the three “waiting days”, and the lower earnings limit no longer applies, so all eligible workers now qualify. SSP is the lower of the current weekly SSP rate or 80% of the employee’s normal weekly earnings. Many employers add enhanced contractual sick pay on top, which should appear in the contract or policy.
Can I dismiss an employee for persistent short-term absence?
Yes, persistent short-term absence can be a fair reason for dismissal. You first have to follow a fair process: clear absence triggers, return-to-work discussions, formal warnings, and a real chance to improve. Skip that process, or fail to check for an underlying health condition, and you open the door to a tribunal claim. This is the kind of case we regularly guide clients through.
How do I manage a long-term sickness absence?
Stay in regular, supportive contact and get up-to-date medical information, usually through an occupational health referral. Consider reasonable adjustments or a phased return. Dismissal on capability grounds can eventually be fair if the employee cannot return within a reasonable time. Even then, you have to explore the alternatives first and follow a fair procedure.
What is a return-to-work interview?
A short, structured conversation with an employee on their first day back after any absence. ACAS rates it highly as an absence-management tool. It confirms the person is well enough to be back. It picks up any underlying issues early, and it shows that absence does not go unnoticed.
Can I ask an employee for a fit note?
Employees can self-certify for the first seven calendar days of sickness. After seven days, you can ask for a fit note from a healthcare professional. The fit note states whether the person is “not fit for work” or “may be fit for work”. It can also suggest support, such as adjusted duties or a phased return.
When does sickness absence become a disability issue?
Under the Equality Act 2010, a condition can count as a disability. It qualifies if it has a substantial, long-term effect on normal day-to-day activities. “Long-term” means it lasts, or is likely to last, 12 months or more. Where a condition meets that test, you have a legal duty to make reasonable adjustments. You also have to handle any related absence carefully to avoid a discrimination claim.
What is the Bradford Factor?
A scoring method that weights frequent, short, unplanned absences more heavily than occasional long ones. It uses the formula S² × D: the number of separate absence spells squared, times the total days absent. Used well, it helps managers spot patterns fairly and consistently. The aim is to prompt a conversation, not to trigger action automatically.