Sickness absence is one of the most common and most costly HR challenges for UK businesses. The CIPD's latest Health and Wellbeing at Work report puts the average cost of absence at around £700 per employee per year in direct costs alone — and significantly more when management time, lost productivity, and cover are included. Yet most UK businesses still manage sickness absence informally — through WhatsApp messages, a quick conversation on return, and a spreadsheet that nobody trusts. This guide covers how to manage sickness absence properly: from the first day of absence to formal proceedings, in a way that is fair, consistent, and legally defensible. You can also download our free sickness absence policy template and return-to-work form template. Step 1: Have a Clear Sickness Absence Policy Before you can manage absence properly, you need a written sickness absence policy. This should cover: Notification procedure — who does the employee contact, how, and by when? Sick pay — SSP only, or company sick pay above statutory minimum? See the SSP calculator to check current rates. Self-certification period — employees can self-certify for the first 7 calendar days. After this, a fit note from a doctor is required. Fit note requirements — what happens when a fit note is issued? Are reasonable adjustments made? Return-to-work interview process — is one conducted after every absence, or only after extended absences? Bradford Factor trigger points — what score triggers an informal meeting? A formal warning? Long-term absence procedure — at what point is an occupational health referral made? Download a free sickness absence policy template as a starting point. Step 2: Manage Day-One Absence Properly The notification procedure matters. Employees should be required to speak to their manager (not send a text or WhatsApp message) on the first day of absence. This has two effects: It sets a clear expectation that absence is a managed process, not an informal arrangement It gives the manager an early opportunity to assess whether there is an underlying welfare concern Your absence policy should specify who to contact, the time by which they must contact (e.g., one hour before their shift starts), and how (phone call, not text). Step 3: Conduct a Return-to-Work Interview After Every Absence The return-to-work interview is consistently cited by CIPD research as the most effective single absence management intervention available. It should happen after every absence — including single-day absences. The return-to-work interview is a short (10-15 minute) structured conversation that: Welcomes the employee back Confirms their fitness to return Explores the reason for the absence (without interrogating) Identifies whether there are any underlying health or personal issues Updates the manager on any changes or developments during the absence Use a structured return-to-work form and store the completed form on the employee's HR record. Step 4: Monitor Bradford Factor Scores The Bradford Factor is a formula that weights frequent short absences more heavily than occasional longer absences: S × S × D (where S is the number of absence spells and D is the total days absent in a rolling period). A Bradford Factor calculator can help you identify which employees have patterns of frequent short-term absence that warrant attention. Use the Bradford Factor calculator here. Set trigger thresholds in your absence policy: Stage 1 (informal): e.g., Bradford Factor of 50+ — informal welfare meeting Stage 2 (formal): e.g., Bradford Factor of 150+ — formal absence warning Stage 3: e.g., Bradford Factor of 300+ — final written warning Absence management software like VeltoHR calculates Bradford Factor scores automatically and alerts managers when trigger thresholds are crossed. Step 5: Manage Informal Absence (Stage 1) When absence reaches your informal trigger point, the manager should hold a welfare meeting — not a disciplinary meeting. The purpose is to: Make the employee aware that their absence levels are a concern Explore whether there are any underlying health or personal issues Agree a support plan if appropriate Set a review period Document the meeting and store the record on the employee's HR file. This is important — if the absence continues and you move to formal proceedings, you need to show that informal support was offered first. Step 6: Manage Formal Absence (Stage 2 and Beyond) If absence continues beyond your formal trigger point despite informal support: Issue an absence warning letter — following your absence policy, invite the employee to a formal absence management meeting. Use an absence warning letter template. Hold the formal meeting — the employee has the right to be accompanied by a colleague or trade union representative. Record the outcome in writing. Issue a written warning — if the meeting confirms the absence levels are unacceptable, issue a first written warning with a clear target and review period. Consider occupational health — if there is an underlying medical condition,