Understanding Sick Leave: What It Is and How to Manage a Successful Return to Work

Understanding Sick Leave: What It Is and How to Manage a Successful Return to Work

Returning to work after a period of sick leave is crucial for maintaining productivity and contributing to the company’s success. It also supports employees’ mental well-being by re-establishing routines and fostering social connections in the workplace. Employees are more likely to return to work safely and productively following long-term sickness absence if they are well supported during their absence and on their return. Everyone has a role to play in the return-to-work journey: returning employees need to prioritise self-care and self-management to sustain their health and work capabilities. Colleagues can provide valuable practical and emotional support, while managers can facilitate any work adjustments and support that returning employees may need to work effectively. Employers can help to accommodate individual needs through compassionate and flexible absence management policies and rehabilitation approaches.

What is Sick Leave?

Sick leave is a period of absence from work, typically paid leave that employees can take when they are ill or need to recover from a medical condition. According to the Office of Statistics the sickness absence rate rose to 2.6% in 2022 which is an estimated 185.6 million working days, the highest it has been since 2004. This represents an increase of 35.8 million from 2021 and 47.4 million more than its pre-pandemic 2019 level. Workplace absences among staff with long-term health conditions cost the economy £32.7bn last year, according to Zurich and the Centre for Economics and Business Research (CEBR). The cost is forecast to double to £66.3bn by 2030 as more people are likely to be forced to take more time off sick.

Sick Leave Policies

Sick leave policies are designed to support the health and well-being of employees, allowing them to recover without the stress of losing income or job security, providing clear and consistent guidance for both employees and managers to avoid unauthorised absence.

Policies should clearly explain the rights and obligations of employees when absent due to sickness. Employers must inform staff of terms and conditions relating to sickness or injury, including sick pay. For example, policies should:

• Provide details of contractual sick pay terms and their relationship with statutory sick pay.
• Explain when and who employees should notify if they are not able to attend work.
• Include provisions for return-to-work interviews.

Having robust absence policies in place is essential for ensuring consistency, fairness, and efficiency in managing employee absences while these policies help maintain workplace productivity.

Managing a Return to Work

The best way to manage a return to work is through a supportive and structured approach, including clear communication, a gradual reintegration plan, and addressing any necessary accommodations. Managing a return to work begins while the employee is on sick leave, here are some top tips to manage a return to work effectively.

• Stay in touch during the absence

Staying in touch with an employee while they are absent is a good technique for helping them feel valued by you and reassured that they are still a valuable part of your team. You can agree what level of information they are happy for you to share with their colleagues about their absence, show your concern for them directly and encourage them to prioritise their wellbeing.

You can let them know that the company will put a plan in place for their workload while they are absent, re-share your company’s absence policies (including information on sick pay), and signpost the employee to any support that may be available either from the company itself, via one of your employee benefits or perhaps a third party like a charity. You can agree with the frequency of communication while employee is absent.

• Planning for the return to work

Employers need to find a balance between the needs of the business but also the employee’s situation. Discuss with the employee all the options available such as a phased return to work or modify responsibilities or the role to suit the employee’s current capabilities. When it comes to pay and any other terms, be guided by your company’s absence policies and ensure all employees are treated equally. Consider referring the employee to Occupational Health, particularly if a phased return or light duties are being discussed. Make sure you and the employee are in agreement about the plan being put in place. Employers should take a flexible approach guided by regular check-ins with the employee.

• Welcoming the employee back

Give the employee a warm welcome back to the workplace, introducing any new colleagues and allowing a bit of time for them to catch up with the team. Regular 121 meetings provide an opportunity to discuss any reasonable adjustments that may be required as the employee settles back into the routine of work. The time can also be used to inform employees of any changes experienced by the team, in routines etc while they have been off.

• Longer term support

If the employee is absent due to a long-term health condition, employees need to maintain open and honest communication about their health, whether it may be classed as a disability, and capability and work ability issues. Employers need to handle such issues sensitively, pragmatically and in line with employment laws as outlined in the Equality Act 2010.

Managers Role in a Successful Return to Work Process

Managers play a critical role in the return-to-work process, as they provide the necessary support, facilitate communication, and ensure the reintegration plan is effectively implemented. Well-trained managers can effectively identify patterns that may indicate underlying issues, and implement appropriate interventions, fostering a healthier and more resilient work environment.