We’re bigger and also sicker than previously thought!

The ONS recently published a revised estimate of the size and shape of the UK labour market. It found that the UK workforce is bigger than previously estimated but also sicker, with 2.8 million people economically inactive due to long-term sickness.

Long-term sickness absence creates significant operational challenges for small businesses. And managing it effectively needs a balanced approach, taking account of your legal obligations, the health and well-being of your employee and the smooth operation of your business. No easy feat!

I’ve prepared a short guide which I hope helps you with the practical steps and considerations you need to take in order to handle these tricky situations effectively and with empathy and care.

Establish a clear Sickness Absence Policy

Providing clear and well written policies that fully explain expectations and entitlements helps avoid any misunderstandings.

• Outline procedures for reporting sickness, certification/documentation requirements and expected communication during absence.
• Decide whether or not you will enhance sick pay over and above statutory sick pay entitlements and state what these entitlements are or how they can be found.
• Clearly explain the eligibility criteria for SSP and any enhanced Company Sick Pay. Including information like the length of absence, the earnings threshold and how pay will be determined is helpful.
• Explain how you monitor short term absence, consider using the Bradford Factor for example, and how you support with long term absence. Include your commitment to supporting people with disabilities where possible.
• Ensure all employees are aware of the sick leave policy and provide copies for reference. Regularly review and update it to reflect any changes in legislation or business needs.

Stay in touch and offer support

How you interact with your employee whilst they are on long-term sick leave has a major impact on whether or not they will return to work eventually.

• Make every effort to maintain open lines of communication with your sick employee, or a family member if necessary. Explain that you would like to regularly check in to enquire about their well-being and offer support.
• Discuss their preferences for keeping in touch during their absence, such as email updates or periodic phone calls.
• Remember to include them in Company updates and celebrations, as much as they want.
• Explore additional support options that are available, such as access to employee assistance programmes (EAPs), flexible or remote working options, where feasible, and occupational health services.
• If necessary, request permission to open lines of communication with their medical team. Use occupational health services to help you understand the situation and implications where they are unclear.
• Ensure your employee is aware that you are taking every precaution to respect their privacy and confidentiality regarding their health condition.

Manage their return to work

Bear in mind that many employees who have been away from the workplace for a while will be anxious about their return.

• Arrange a return-to-work meeting with the employee once you are notified that they are fit to return.
• Discuss any adjustments or accommodations needed to support their reintegration – it’s useful to put as much effort into this as a standard onboarding or induction programme.
• Consider conducting a phased return to work if appropriate, gradually increasing hours or workload to ease the transition.
• Collaborate with your employee to develop a reasonable adjustment plan if their health condition requires accommodations under the Equality Act 2010.
• Get in touch with the “Access to Work” government funded scheme if your employee needs, for example, adaptable office equipment or computer equipment and software to support their return.
• If for some reason a return to work is not possible, remember to treat their departure as you would any other leaver – maintaining your reputation as a good employer is crucial.

Legal compliance

Try to stay informed about legal obligations regarding disability discrimination and reasonable adjustments under UK employment. law

• Remember to document all communication and actions related to your employee’s sickness absence. This will help demonstrate compliance and protect you against potential legal issues, if the situation arises.
• Bear in mind that under the Equality Act 2010 a disability is defined as a physical or mental impairment that has a “substantial” or “long term” negative effect on an employee’s ability to carry out normal daily activities
• Seek advice from an HR or legal professional if you are unsure about your obligations or you are facing complex situations involving disability or potential disability.

And finally…
…evaluate the effectiveness of your approach to managing long-term sickness and make adjustments as necessary, based on the feedback and any lessons learned.