Managing Long-term Sickness & Mental Health: What Employers Need to Know

 

At Ashfield HR, we recently hosted a webinar on one of the biggest workforce challenges facing UK employers today: long-term sickness absence. It’s an area where HR and managers must balance empathy with consistency, and where getting it right can make all the difference to people and performance. 

 

Here are the key takeaways from the session. 

 

CIPD’s Health and Wellbeing at Work report (2023) highlights that stress, poor mental health, and musculoskeletal problems are the leading causes of long-term absence. With absence rates at a 10-year high, organisations of all sizes are feeling the impact. 

 

Employers must ensure compliance with the Equality Act 2010. Many mental health conditions may qualify as disabilities, requiring reasonable adjustments. On pay, Statutory Sick Pay (SSP) kicks in after four consecutive days, though many businesses enhance this through contractual sick pay. Fit notes remain the main evidence for assessing whether an employee is fit to work, but Occupational Health input can provide crucial clarity. 

 

Long-term absence (after 4 weeks of absence) is best managed with a consistent process underpinned by compassion. Clear policies set expectations, while sensitive conversations can prevent issues from escalating. Managers need the confidence to engage openly, offering empathy while following procedure. 

 

Stigma around mental health still exists, which makes proactive support vital. Regular check-ins, flexible adjustments, and signposting to Employee Assistance Programmes (EAPs) can all make a difference. When managers model openness and normalise discussions about wellbeing, employees are more likely to seek support early. 

 

A structured Return-to-Work (RTW) interview is a powerful tool — not just a tick-box exercise. It signals care, sets expectations, and supports a smooth reintegration. Phased returns, based on GP or Occupational Health guidance, can be particularly effective. Adjustments to workload or working hours show employees that their wellbeing is genuinely valued. 

 

Beyond managing absence, employers should focus on preventing it. That means equipping line managers to spot early warning signs, encouraging honest conversations about workload, and embedding wellbeing into organisational culture. Flexibility, resilience training, and a visible commitment to employee health all reduce the risk of long-term absence. Do contact us if you'd like some support with training of your staff or managers. 

 

Research from Deloitte and the Centre for Mental Health estimates that poor mental health costs UK employers around £18 billion every year, through lost productivity, absence, and staff turnover. But this isn’t just about numbers — long-term absence can put real strain on teams and managers. Proactively investing in wellbeing and effective absence management pays dividends in productivity, culture, and retention. If your managers need training on this, do get in touch. 

 

Managing long-term sickness and mental health isn’t easy — but with the right balance of process, compassion, and proactive support, organisations can protect both their people and their performance. 

 

At Ashfield HR, we help employers put those foundations in place.  

 

If you’d like to talk through your approach to long-term sickness and wellbeing, get in touch with our team.