Managing extended employee absence caused by ill health

Worrying news about the ongoing impact of long-term sick leave highlights the urgent need for an employer to do all it can to support an employee’s return to work in such cases.

Having a fit and efficient workforce makes good commercial sense for any business.

Long-term sickness absence can create huge problems and significant challenges for any business, in terms of managing workloads and maintaining team morale.

For an employee, a prolonged period of time off work as a result of ill health can be completely demoralising. It can lead to feelings of isolation, continual fears about job security and concerns about falling behind professionally.

The effect on both employer and employee can be profound, disruptive and worrying.

Managing long-term sick leave successfully is a joint effort. It requires clear communication, understanding and support from both an employer and the employee.

The best way to positively manage the situation is through working together with the focus on an employee’s wellbeing, and the employer showing empathy.

It is the type of approach most likely to prove effective in helping an employee to return to work after an extended period of illness, sooner rather than later.

And it is clear from a number of reports that long-term sickness is a matter in need of urgent attention and effective management.

• The Trades Union Congress (TUC) published a study last week that said long-term sickness has become the leading reason for women being out of the labour market (1 cited 21.5.24) 

The analysis of official statistics shows that the number of women who are now economically inactive due to long-term sickness has increased by 503,000 (+48 per cent) over the last five years to 1.54 million – the highest number since records began.

• It is reported that almost 10,000 council workers in England are stuck on long-term sick leave with the number rising by a fifth since 2019.

Figures suggest six in 10 councils have seen a rise in their numbers of long-term sick (2 cited 21.5.24)

• While it is reported that economic inactivity due to long-term sickness – when people aged 16-64 are neither in work nor looking for a job because of a health condition – had increased in each year since July 2019, the longest sustained rise since 1994 to 1998 (3 cited 21.5.24) 

A near-record 2.7 million working-age adults were said to be too sick to work, with the biggest increase since the Covid pandemic concentrated among the UK’s youngest and oldest workers.

The government is to pilot a £64m plan, due to be introduced in October this year, with the aim to help to tackle sick leave (4 cited 21.5.24) 

The WorkWell initiative is a new voluntary service intended to support people with health conditions in order to ensure they can stay in and return to work, in 15 areas across England.

Among a range of support, it will connect people to local support services such as physiotherapy and counselling, offer personalised assistance to manage health conditions and provide access to employment support and advice to help employees remain at or return to work

Here we take a look at long-term sick leave and the role of employers in supporting recovery.

Understanding the Impact

The effects of long-term sick leave are wide ranging.

For employees it can cause additional stress, which can impact on and impair their ability to recover from any type of long-term illness.

Financial worries are likely to be a main cause of anxiety at this time. This is because in some cases sick pay is likely to be reduced after a stipulated period of absence, or statutory sick pay will be much lower than usual earnings.

The psychological impact of being away from the workplace for an extended period  can also lead to a loss of confidence and disconnect from colleagues.

Long-term absence can also mean missed opportunities for professional development, training and career progression.

For the employer, it will have to make plans to cover the absent employee’s workload.

Doing so on a temporary or long-term basis can increase pressure on other employees, which can impact negatively on them in how they perform their duties and on how productive they subsequently are.

There is inevitably a cost implication for any business, which is not just in terms of sick pay but what can be an additional expense in having to recruit temporary staff or in losing opportunities.

Managing long-term sickness absence also requires significant time and resources, including dealing with administrative tasks and supporting the return-to-work process.

There is a balancing act for employers in terms of providing meaningful support for employees at a time when they will feel extremely vulnerable alongside the operational requirements of the business.

An employer needs to ensure it manages long-term sick leave in a way that minimises negative impacts while also fulfilling its legal and ethical obligations.

How an employer can support the employee

The role an employer  can play in supporting any employee on long-term sick leave is crucial. It will almost certainly be a time of great vulnerability and uncertainty for the member of staff.

Good communication and staying connected with the employee is vital. Discuss with them the best way to do so during the absence.

For example, some employees may welcome a phone call  and the chance to have a chat at agreed times, while others can feel more comfortable keeping in touch via email or some other messaging service.

Any type of communication should be sensitive to the employee’s condition and it should not add pressure for a premature return.

The aim should be to effectively support the employee to eventually return to and remain in work. Planning for this can involve a phased return, flexible working arrangements or adjustments to the workplace or the employee’s role.

Offering access to occupational health services or counselling can be hugely beneficial in supporting an employee’s recovery.

Legal Considerations

Long-term illness may amount to a disability. A disabled person is defined as having a physical or mental impairment which has a substantial and long-term adverse effect on their ability to carry out normal day-to-day activities (5 cited 21.5.24) 

The meaning of long term is it has lasted for 12 months, is likely to last for 12 months or is likely to last for the rest of the life of the person affected.

It does mean that if an employee can be considered to have a disability under the Equality Act 2010, and a long-term sickness absence is disability-related, an employer should consider reasonable adjustments to support a return to work.

A failure to do so could result in discrimination claims.

The benefits of a supportive culture

Employees should feel comfortable to speak openly about their health. It does mean  that managers should be trained to handle sensitive conversations and to understand the importance of both mental and physical health.

For employers supporting employees on long-term sick leave is not just a legal and moral obligation; it makes good business sense.

The right approach at a time when an employee may feel at their most vulnerable can in turn lead to increased loyalty, lower turnover and a positive company reputation.

But most importantly, it can prevent the escalation of health issues and reduce the likelihood of repeat absences.

Finally

The impact of long-term sick leave can be significant and harmful to any business.

But with a proactive and compassionate approach any organisation can handle the situation effectively, which can be beneficial for both employer and employee.

Getting the balance right between managing long-term sick leave, empathy and practicality is vital in doing so.

Dealing with the situation with great care and consideration can not only boost the employee’s recovery, but also help build a resilient and dedicated workforce which is good for a