Sickness and Absence Policy UK: Employer Guide 2025

Overview

A sickness and absence policy is the internal rulebook that sets out how your organisation handles staff who are off work, whether for a one-day cold, a longer period of illness, or something more serious. It covers how absence should be reported, who it should be reported to, when a fit note is required, how Statutory Sick Pay and any contractual sick pay operate, how return-to-work meetings are run, and when absence may trigger a formal review.

There is no single law that dictates every element of an absence policy. Instead, employers work within a framework made up of the Employment Rights Act 1996, the Equality Act 2010 (which protects disabled employees and can require reasonable adjustments), Statutory Sick Pay rules administered by HMRC, data protection law for health information, and general principles of fairness drawn from case law and the Acas Code. A well-drafted policy brings those threads together so managers know what to do and employees know what to expect.

Key steps

1. Set out how absence is reported. Your policy should say who the employee must contact, by when, and through what channel. Vague wording ("as soon as possible") causes disputes, so specify a time such as before the start of their shift and make clear that a text to a colleague is not enough. Cover repeat reporting for ongoing absence too.
2. Explain sick pay clearly. Employees need to understand the difference between Statutory Sick Pay and any enhanced contractual scheme you offer. Set out qualifying conditions, waiting days, how long payment continues, and what happens once entitlement is exhausted. For current SSP rates and thresholds, check gov.uk rather than hard-coding figures into the document.
3. Deal with fit notes and evidence. For short absences, self-certification is usually sufficient. Beyond that, a fit note from a GP or other authorised healthcare professional is normally required. Your policy should explain when you expect one, how it should be submitted, and how any recommended adjustments will be considered.
4. Run return-to-work meetings. A short, structured conversation after every absence is one of the most effective tools an employer has. It shows the employee their absence was noticed, picks up any underlying issues early, and creates a written record. Keep it supportive in tone rather than interrogative, and document what was discussed.
5. Handle persistent or long-term absence fairly. Set trigger points (for example, a number of separate absences in a rolling period) that prompt a formal review. For long-term cases, consider occupational health input, reasonable adjustments under the Equality Act 2010, and a fair capability procedure before any decision about dismissal is even on the table.