Absence Management: A Practical Guide for Line Managers

Absence is one of the people issues I am asked about most. Some managers worry about being too soft and letting a pattern develop. Others worry about being too hard on someone who is genuinely unwell. Both are understandable, and both are avoided by the same thing: a clear, consistent approach applied to everyone.

Managing absence well is not about catching people out. It supports employee wellbeing, keeps work moving and makes sure everyone is treated fairly. This guide sets out a practical routine for line managers dealing with short-term sickness absence.

Why absence management matters

Unplanned absence puts pressure on the rest of the team, affects customers and costs money. Handled badly, it also creates resentment, with colleagues feeling that some people get away with things and others do not.

Good absence management means:

• people know what to do when they are ill
• managers respond consistently
• patterns are noticed and discussed early
• underlying problems, such as health, stress or workplace issues, are identified and supported

What to do when an employee calls in sick

The first contact sets the tone. When someone reports in sick:

• make sure they report it in the way your absence policy requires, usually a phone call to their manager rather than a text
• ask, sensitively, about the nature of the illness and how long they expect to be off
• check whether there is anything you need to know to cover their work
• agree when you will next be in touch
• record the absence accurately

Employees can self-certify for the first seven calendar days of sickness. After that, they need a fit note from a GP or other healthcare professional.

Statutory sick pay changes from April 2026

The Employment Rights Act 2025 changed statutory sick pay from 6 April 2026:

• SSP is payable from the first day of sickness absence. The three unpaid "waiting days" have gone.
• The lower earnings limit has been removed, so lower-paid and part-time employees now qualify.
• SSP is paid at the flat weekly rate or 80% of normal weekly earnings, whichever is lower.

These changes apply in England, Scotland and Wales. If your absence policy or contracts still refer to waiting days or the lower earnings limit, they need updating.

How to hold a return-to-work interview

A return-to-work interview is the single most effective absence management tool, and it should happen after every absence, however short. It does not need to be long or formal. Five or ten minutes is often enough.

Use it to:

• welcome the employee back and check they are well enough to work
• talk about the reason for the absence
• ask whether there is anything at work that contributed to it
• discuss any support or adjustments that might help
• update them on anything they missed
• complete your absence records

Keep it supportive. The aim is to understand, not to interrogate.

Monitoring attendance patterns

Most absence policies include trigger points: a number of absences or days in a set period that prompts a review. Common patterns worth noticing include:

• frequent short absences
• absences regularly falling on Mondays, Fridays or around holidays
• a sudden increase in absence
• long or repeated absences linked to the same condition

Reaching a trigger point should start a conversation, not a sanction. My guide to handling difficult conversations can help you approach it well.

Look at the reasons behind absence

Absence is often a symptom of something else. Before deciding what to do, consider whether it might be linked to:

• a physical or mental health condition
• stress, workload or pressure at work
• conflict with a colleague or manager
• caring responsibilities or personal circumstances

Employment law points to keep in mind

• Disability. If an employee's condition may be a disability under the Equality Act 2010, you have a duty to consider reasonable adjustments, and you may need to discount disability-related absence from trigger points.
• Confidentiality. Medical information is special category data. Share it only with people who genuinely need to know.
• Consistency. Apply your policy in the same way to everyone.
• Protected absence. Pregnancy-related sickness and other protected absences must not be counted against an employee.
• Formal procedures. If concerns continue after informal discussions, follow your absence or capability procedure fairly, and take advice before considering dismissal.

Long-term sickness absence

Long-term absence needs a different approach, often including occupational health advice, regular welfare contact, a phased return to work and careful consideration of adjustments. This guide focuses on short-term absence. If you are managing a long-term case, it is worth getting advice early.

Download the guide

The free two-page PDF gives line managers a quick reference covering reporting, monitoring, return-to-work meetings, the legal points to watch, a manager's checklist and the common mistakes to avoid.

Support with absence management

If absence is becoming a problem in your organisation, or you are not sure how to handle a particular case, I can help you put a fair policy in place and support your managers to apply it. Book a free 30-minute consultation to talk it through.