Soaring Sickness Absence Rates: Why Prevention Must Be the Priority

CIPD’s 2025 Health and Wellbeing at Work report paints a bleak picture when it comes to absence rates in the UK. The report documents the UK’s highest level of sickness absence in over a decade, with employees averaging 9.4 days off per year (up from 7.8 days in 2023 and 5.8 days in 2022). 

This is consistent with what we are seeing in organisations we advise across the UK who are grappling with an increase in sickness absence.  

A Shift in Strategy

Our previous post explored how outdated absence policies and unclear expectations—particularly in hybrid working environments—can contribute to both presenteeism and unnecessary absence. We also emphasised the importance of preventative measures, such as early intervention, clearer communication, and holistic wellbeing strategies. Two years later, however, the position appears to have worsened. 

The latest CIPD report reveals that while 53% of organisations now have a standalone wellbeing strategy, a third still take a reactive approach, responding only when employees are already off sick. The economic impact of sickness absence cannot be ignored, with CIPD reporting that ill health currently costs the UK economy £150 billion annually.  

The financial burden is, however, only part of the story. High absence rates can also erode team morale, impact individual performance, delay project delivery, and increase recruitment and training costs (if and when additional cover is needed). 

What, then, can employers do to try and tackle this issue? 

Empowering Management

Line managers play a pivotal role in managing short-term absence, yet 43% of employers cite a lack of confidence and skills among managers as a barrier to effective wellbeing support. 

This gap in capability is not just a training issue—it’s a strategic risk. When managers feel ill-equipped to handle conversations around stress, mental health, or early signs of illness, opportunities for early intervention are missed. The result? Increased absence rates, reduced team morale, and higher organisational costs.

In some circumstances, absence may be symptomatic of an underlying disability and line managers play an important role in facilitating access for that employee to the right support so that the appropriate adjustments can be made.

Therefore, investing in targeted training for management is no longer a “nice-to-have” – it’s essential. Equipping managers with the tools to recognise early warning signs, initiate supportive conversations, and navigate absence policies confidently can help to transform the culture of wellbeing across an organisation, mitigates risk to the business and empowers managers to act proactively rather than reactively with consequent benefits for those they manage.

Prevention as a Strategic Necessity 

The following wellbeing initiatives can assist to embed prevention into workplace culture:

• Reviewing and Refreshing Policies: Make sure your sickness absence policies are up to date, clear, and accessible. Policies should reflect the realities of current ways of working (including hybrid and flexible working) and be communicated in plain language.
• Using return-to-work conversations to identify patterns, underlying conditions and/or contributing workplace issues, and offer support.
• Invest in Wellbeing: Go beyond tick-box exercises. Offer practical support, such as access to occupational health, mental health resources, and ergonomic assessments for home workers.
• Monitor and Learn: Consider using aggregated anonymous absence data to identify trends and target interventions. Listen to employee feedback and adapt your approach as needed. 
• Lead by Example: Senior leaders and managers should model and encourage healthy behaviours—taking breaks, using annual leave, and proactively addressing wellbeing concerns. 

Managing sickness absence effectively is not just about reducing costs or maintaining productivity—it’s about fostering a workplace culture that prioritises employee wellbeing, supports recovery, and encourages open communication. By implementing clear policies, offering flexible support, and promoting a proactive approach to health and wellbeing, organisations can not only minimise disruption but also build a more resilient and engaged workforce.

If we can assist with any sickness absence concerns or training needs in your organisation, please reach out to your usual Burges Salmon contact for further information. 

The average number of absence days per employee per year has risen to 9.4 days, the highest in a more than 15 years.

https://www.cipd.org/uk/knowledge/reports/health-well-being-work/