Amanda Arrowsmith, people and transformation director, CIPD
The proposed reforms to statutory sick pay are a positive step towards inclusivity, ensuring that all employees receive the support they need during illness. However, they may also present challenges for employers, particularly the potential rise in sickness absence costs.
To address this, HR professionals should adopt a proactive and strategic approach. This involves implementing mental health support, robust occupational health services, and flexible policies for managing long-term conditions. Regular training for line managers is also crucial, equipping them to recognise early signs of ill health and engage in meaningful conversations about wellbeing.
It's equally important to tackle presenteeism and leaveism: where employees work while unwell or use leave entitlements inappropriately. These behaviours can mask underlying issues and lead to burnout. Clear policies that encourage employees to rest and recover when needed are essential.
Finally, evaluating wellbeing initiatives is key. Tracking outcomes beyond just sickness absence rates allows organisations to refine strategies and demonstrate return on investment to senior leadership. This ensures that investments in wellbeing lead to sustainable engagement and productivity improvements.
Read more: Sick days up 41% in three years
Ben Daniel, partner at law firm Weightmans
Employers need to prepare for the legal and financial implications of the proposed changes to statutory sick pay (SSP) under the Employment Rights Bill. The reforms will make SSP more accessible to employees but could significantly increase costs for employers.
It’s essential for HR teams to ensure that policies and procedures are up-to-date and compliant with these changes. A proactive approach could include introducing wellness initiatives, offering flexible working arrangements, and supporting employees with early intervention programs such as occupational health assessments.
Legally, businesses should also ensure that absence policies are clear, consistently applied, and supported by training for managers. By combining compliance with preventative strategies, employers can better manage the costs and risks associated with these reforms.
Cheryl Samuels, people and culture director at children’s hospital Evelina London
HR plays a crucial role in reducing sickness absence by partnering with departments to build inclusive, healthy workplace cultures. A proactive approach, underpinned by clear policies and effective management, fosters a supportive environment where employees feel valued and empowered to maintain their physical and emotional wellbeing.
Key strategies include promoting work-life balance through regular workload reviews, co-creating solutions with staff, and coaching new and existing managers to spot unwell staff and signs of burnout. Proactive absence management is essential, with initiatives such as sickness absence surgeries to review sickness absence cases and using data, to identify trends and interventions.
Tailored health programmes aligned with seasonal needs, like flu vaccinations, alongside basic wellbeing practices such as encouraging breaks and hydration, support a healthier workforce. Inclusive programmes that address the diverse needs of a multi-generational workforce ensure that all employees benefit from these initiatives.
Finally, a culture of trust and respect enhances employees’ engagement, loyalty, and willingness to communicate when unwell.
Read more: “Sick-note culture” is a misdiagnosis of the UK’s ill-health workforce crisis
Barbara Matthews, chief people officer at HR software company Remote
Offering flexibility in working hours and location can go a long way to reducing the total number of sick days taken by a workforce. In a work environment that requires employees to be physically present in an office on a rigid schedule, employees can feel forced to choose between their work and their personal life which, in addition to increasing the chances of burnout, can lead to situations where employees are forced to take otherwise avoidable sick days.
By giving employees greater flexibility over when and where they work, organisations empower employees to balance personal and work commitments. This can potentially mitigate many of the risks around poor work/life balance, burnout and avoidable sick days whilst in the process potentially boosting productivity.
This article was published in the November/December 2024 edition of HR magazine.
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