Why staff absence management matters

According to the Chartered Institute of Personnel and Development (CIPD), there are three methods to measure absence.  

1. The ‘lost time’ rate measures the percentage of time lost from absence. You can split this by department to pinpoint areas of concern 

1. The frequency rate shows how many absences each employee has taken as a percentage 

1. The Bradford Factor measures persistent spells of short-term absence.  

You can learn more about how these figures are calculated on the CIPD website. 

The Bradford Factor was created to measure and manage multiple instances of short-term employee absence within a 52-week spell.  

An employee’s Bradford Factor absence score is calculated based absence frequency, rather than duration. Someone who’s been absent for 10 non-consecutive days will have a much higher score than someone who’s been absent for five days in a row twice throughout the year. 

While it can be a useful tool, it’s worth noting that according to the CIPD Absence Management Survey, the Bradford Factor can unfairly penalise employees who have a health condition.

Absenteeism is a habitual pattern of absence from a duty or obligation without good reason. Generally, absenteeism refers to unplanned absences. 

Ideally, all employers should have a robust absence policy in place, which should address sickness absence.  

Your policy could include:   

• Directions for staff when calling in sick, e.g. “Contact your line-manager” 
• What constitutes long-term sick leave, such as how many days into a period of absence long-term sick leave begins 
• An agreed definition of an unauthorised absence 
• What will trigger a formal absence review, e.g. An employee not communicating that they’re off sick. 

If an employee is off sick for over seven days including weekends, they’ll need to provide a fit note (traditionally referred to as a sick note). 

Employees can get a fit note from relevant healthcare professionals, including: 

• Their GP or a hospital doctor 
• A registered nurse 
• An occupational therapist or physiotherapist 
• A pharmacist 

The fit note will explain the employee is either ‘not fit for work’ or ‘may be fit for work’; in the case of the latter, it’s up to the employer to manage a potential return-to-work. 

When an employee is off sick, they may be entitled to Statutory Sick Pay (SSP). 

To be eligible for SSP, an employee must: 

• Have an employment contract and earn a minimum amount a week 
• Be absent due to sickness for at least four days (including any non-working days) 
• Tell their employer within seven days if they are sick. 

There’s a minimum amount you must pay them – although, as an employer, you can choose to pay more. Check here for the most recent amount set by the UK Government. 

When organising the return of an employee who’s been on long-term sick, you might wish to: 

• Take into consideration the employee’s insights into their own health 
• With the employee’s written consent, order a GP report (can cost the employer £60 to £100)  
• With consent, secure a report from an occupational health specialist (upwards of £300) 
• Offer a phased return to work and modified performance targets 
• Arrange reasonable adjustments, e.g. a designated car park space. 

An unauthorised absence occurs when an employee does not come to work, doing so without permission or following agreed procedure. 

Examples of unauthorised absence include: 

• Being off sick without notifying their employer 
• Extending maternity leave past the legal entitlement without consultation  
• Remaining off sick more than seven days without contacting the employer/supplying a fit note. 

When managing a case of suspected unauthorised absence, Acas (the Advisory, Conciliation and Arbitration Service) advises employers to consider the employee’s wellbeing first and foremost. 

• Try to reach out and check on the employee 
• If they can’t be reached, consider a home visit (if appropriate) 
• If you’re concerned for their safety, arrange a welfare check from police. 

Whatever the outcome, businesses must follow process and procedure. Dismissal for unauthorised absence should be a last resort, reached only after a fair disciplinary procedure.

‘Digital presenteeism’ is a specific type of presenteeism affecting people who work from home. It occurs when staff feel they need to be present at the monitor in their home office (as opposed to being in the workplace), even if they are not well enough to be working in any capacity. This could be because they might otherwise face social judgement, disciplinary action, or other negative consequences.

Return-to-work interviews are totally optional, and an employer can choose whether to use them as part of their absence management strategy.  

However, making these interviews part of your absence procedure can have two key advantages: 

• They help staff feel cared for, as you can discuss ways the employee could be supported as they return to work. 
• It can create a deterrent for anyone thinking of taking unnecessary leave. 

All employees are allowed to take time off for jury duty. While you are allowed to ask your employee to try and change the date or request to be excused, you must accommodate the employee in completing jury service as much as possible.  

Employers can choose to pay staff for time taken off to perform jury duty, but they don’t have to.