Sickness & Absence Policy UK: Employer Guide 2025

What this document is

A sickness and absence policy is the internal document that sets out how your business handles it when employees cannot come to work because of illness, injury or other health-related reasons. It is usually part of the staff handbook and sits alongside other core policies such as disciplinary, grievance and equal opportunities.

The policy does two jobs at once. First, it tells employees what is expected of them: who to contact, when, what evidence they may need to provide, and what will happen if they are off for a prolonged period. Second, it guides managers through the steps they should take, so that absence is handled fairly and in line with the employer's duties under employment law, including the Equality Act 2010 where a health condition may amount to a disability.

There is no single legal template every business must follow, but there are common elements that courts, tribunals and ACAS expect to see in a reasonable approach.

How to use this document

1. Set out the aims and scope. Open the policy by explaining what it is trying to achieve and who it applies to. Typical aims include supporting employees back to work, managing attendance fairly, and keeping the business running when people are off. Be clear whether the policy covers all staff, including agency workers, contractors or probationers, and flag that some contractual terms may override it.
2. Explain reporting and notification rules. Tell employees exactly how to report absence: who they must contact, by when on day one, and how often they need to update their manager if the absence continues. Cover expectations around honesty, keeping in touch, and providing fit notes from a GP once an absence runs beyond seven calendar days. Clarity here prevents most disputes.
3. Describe short-term and long-term absence procedures. Treat short, repeated absences differently from a single long period of ill health. Short-term absence often calls for trigger points and informal conversations, while long-term absence usually requires occupational health input, reasonable adjustments and more formal review meetings. Spell out the steps managers should follow in each scenario.
4. Cover sick pay and evidence requirements. Set out whether the business pays only Statutory Sick Pay or offers a contractual enhancement, how long enhanced pay lasts, and what evidence is needed. Reference self-certification for the first seven days and fit notes after that. Keep any specific rates general and point staff to gov.uk for the current SSP figures.
5. Deal with return to work, dismissal and related circumstances. Explain how return to work interviews are used to check on wellbeing and identify any support needed. Set out when capability procedures may be triggered, the role of occupational health, and how decisions about ongoing employment will be made fairly. Also mention related areas: pregnancy-related absence, medical appointments, disability adjustments and unauthorised absence.

Common questions