Managing Sickness Absence After the SSP Changes

This blog summarises the key discussion points from our March HR Breakfast, where we explored the implications of the upcoming Statutory Sick Pay reforms. With waiting periods abolished and the lower earnings limit removed, the group focused on practical strategies for reducing sickness absence and supporting employee wellbeing.

What the SSP Changes Mean for Employers

With the removal of waiting days and the lower earnings threshold, more employees will qualify for Statutory Sick Pay and will receive it from day one. This represents a shift in both cost and workforce management.

For employers, it increases the importance of effective attendance processes, wellbeing initiatives and consistent communication. While the changes aim to improve fairness and support employees who previously fell through the gaps, they also require organisations to take a more structured approach to absence management.

Promoting Employee Wellbeing and Preventative Health

A key theme from the discussion was the need to view sickness absence through a preventative lens. Rather than only addressing issues once they arise, many organisations are now focusing on reducing absence by supporting health and wellbeing at an early stage.

This can include:

• wellbeing programmes tailored to the workforce
• mental health support and early intervention
• regular check‑ins with managers
• ergonomic assessments, especially for hybrid workers

The group noted that when employees feel supported, valued and heard, absence levels naturally tend to decrease.

Using Return‑to‑Work Meetings Effectively

Return‑to‑work meetings were highlighted as one of the most effective tools for managing absence. They help employers ensure that an individual is fit to return, check whether any workplace factors contributed to the absence and identify support needs.

These meetings also send a clear message that the organisation monitors absence carefully and that each period of sickness is taken seriously. When handled sensitively, they strengthen trust while discouraging casual or avoidable absence.

Absence Reviews and Clear Trigger Points

Another point raised in the discussion was the benefit of structured absence review processes. One example shared was a three‑strikes approach, where a review is triggered after three separate instances of absence.

Although organisations will vary in how they set trigger points, having clear, published thresholds helps ensure fairness and consistency. It also gives managers confidence to escalate concerns appropriately, reducing the risk of issues being ignored or handled inconsistently across teams.

Attendance Incentives and Bonus Schemes

Attendance bonuses generated lively debate. Some attendees suggested incentives such as raffles for employees with 100 percent attendance, cash rewards or an extra day of annual leave.

While views differed on whether incentives risk discouraging people from taking necessary sick leave, the group agreed they can work well when designed carefully and used alongside broader wellbeing initiatives. The key is to reward commitment without creating a culture where people feel pressured to work when unwell.

Flexible Working as a Tool to Reduce Absence

Flexible working was widely recognised as a key contributor to lower sickness absence rates. Allowing employees to work from home, even occasionally, enables them to continue working during minor illnesses where they may feel well enough to be productive but unable to commute.

Flexibility doesn’t eliminate absence entirely, but it can significantly reduce short‑term sickness. It also boosts overall engagement, work‑life balance and staff retention. Employers may need to revisit their flexible working policies to maximise these benefits while maintaining service levels.

The Role of Occupational Health and Support Mechanisms

Occupational health referrals remain a crucial part of responsible absence management. They help employers understand underlying medical issues, identify reasonable adjustments and plan phased returns where needed.

Support mechanisms discussed at the session included:

• adjustments to duties or hours
• specialist equipment
• mental health support pathways
• temporary redeployment
• structured wellbeing plans

The consensus was that early referral is often better than waiting, especially when absences are recurring or health conditions are long term.

Need Support with Managing Sickness Absence?

The upcoming SSP changes make it more important than ever for organisations to have clear, consistent and legally compliant absence management processes. Our Employment Team regularly advises employers on all aspects of sickness management, from wellbeing strategies and return‑to‑work processes to occupational health referrals and policy development.

If you’d like guidance tailored to your organisation, you can learn more about our services and get in touch with our team here.

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