What the latest sickness absence figures mean for small businesses and how to manage absence with confidence.

The latest ONS figures show that UK workers lost an estimated 148.8 million working days to sickness or injury in 2025, an average of 4.4 days per worker. Big numbers, but behind them are real people, real pressures, and real challenges for small businesses trying to keep things running smoothly.

And right now, absence management seems to be on most small business owners’ lips! Whether it’s short‑notice sickness, long‑term health issues or simply not knowing what’s “fair”, many owners tell me the same thing: “I just want to get this right.”

For micro and small local employers, even one unexpected absence can have a ripple effect. That’s why having simple, human, and consistent ways of managing sickness absence makes such a difference not just to productivity, but to trust, wellbeing and long‑term engagement.

Absence comes in all shapes and sizes from short, sporadic days off to longer‑term health issues that need more planning and support. Short‑term absences can disrupt the day-to-day, while long-term absence often requires careful communication, adjustments and a clear plan.

Getting this right isn’t about being strict. It’s about being fair, consistent and confident in what you’re doing. So where do you begin?

• Start with a clear, simple absence policy - Your policy doesn’t need to be long or complicated. What matters is clarity.

• Keep accurate, confidential records - Good records help you spot trends early, such as repeated Monday absences or increasing frequency, so you can step in supportively. 

• Use return‑to‑work conversations every time - These don’t need to be formal or lengthy. A short, friendly conversation. Documenting the conversation (and having both parties sign it) keeps things clear and avoids misunderstandings later.

• Encourage open, honest communication - People are far more likely to share concerns when they feel safe doing so. Regular check‑ins especially during longer absences show that you care and help you understand what support might help them return sooner and more confidently.

• Use trigger points fairly and consistently - Trigger points help you monitor absence levels and act early. But remember; adjust trigger points for disabilities, pregnancy‑related absence or other protected characteristics to avoid discrimination.

• Support employees during long‑term absence - A structured, compassionate approach helps employees feel valued and reduces the risk of conflict later.

• Promote wellbeing and prevention - Small steps can make a big difference; healthy teams are more resilient and more present.

• Stay compliant with sick pay rules - and make sure your policies reflect the updated rules.

Managing sickness absence well is about balance; supporting your people while keeping your business running. With clear processes, open communication and a culture of care, you can reduce disruption, build trust and create a healthier, more engaged workforce.