Recurring employee absence — frequent short absences that follow a pattern — is one of the most difficult HR challenges for line managers to handle well. Too heavy-handed and you risk treating a genuinely unwell employee as a conduct issue. Too lenient and the absence pattern continues unchecked, affecting operational performance and team morale. This guide covers how to approach recurring absence fairly, legally, and effectively. The Difference Between Long-Term and Recurring Absence Long-term absence — a single continuous period of absence, typically four weeks or more — is generally managed through a wellbeing and capability process. The employee is unwell. The question is when and how they can return. Recurring absence is different. It is characterised by multiple short periods of absence — often one or two days at a time — that accumulate over weeks or months. The Bradford Factor was designed specifically to capture this pattern, because the operational disruption caused by frequent short absences is far greater than the same number of days taken in a single block. The Bradford Factor as a Starting Point The Bradford Factor score is calculated as S² × D, where S is the number of separate absence spells and D is the total days absent. A score below 50 is typically considered low. A score above 200 warrants review. A score above 400 typically triggers formal action under most absence management policies. The value of the Bradford Factor is that it identifies recurring absence patterns objectively, before a manager's perception of an individual colours their assessment. It is a tool for consistent, fair identification — not a judgment. The Informal Stage: A Supportive Conversation When a pattern begins to emerge, the first step is an informal conversation — not a formal meeting, not a warning. The purpose is: To make the employee aware that their absence has been noticed To check whether there is an underlying health or personal issue To offer support — occupational health referral, employee assistance programme, reasonable adjustments To make clear that the pattern cannot continue indefinitely without review This conversation should be documented — a brief note of what was discussed and any support offered. This is not a disciplinary record, but it is an important part of the paper trail if the absence continues. When to Escalate to a Formal Process If the absence pattern continues after an informal conversation and any support offered, a formal absence review meeting is the next step. This meeting: Informs the employee that their absence level is being reviewed formally Gives the employee the opportunity to explain whether there is a medical reason for the absence Explores whether a medical opinion would be useful (GP report, occupational health referral) Sets clear expectations about acceptable absence levels going forward Documents the outcome The employee has the right to be accompanied at a formal absence review meeting. The Medical Question A recurring absence pattern may have a genuine underlying medical cause — a chronic condition, mental health difficulties, or a condition that the employee may not yet have discussed with their employer. Before escalating to a formal process, it is worth considering whether a medical opinion would clarify the picture. An occupational health referral can establish whether: There is a medical reason for the absence The condition is likely to continue Reasonable adjustments could reduce the impact The employee is considered disabled under the Equality Act 2010 (which would trigger additional obligations on the employer) This is not optional if the employer has reasonable grounds to believe a health condition may be involved. Treating a protected disability as a conduct issue without appropriate adjustments is a serious legal risk. Common Mistakes Not recording absences consistently. If absences aren't recorded every time, the Bradford Factor score is inaccurate and the pattern isn't visible. Consistent recording — including informal notification of one-day absences — is the foundation of effective absence management. Acting too late. An absence pattern that has been running for 18 months is much harder to manage fairly than one that has been running for 3 months. Early intervention — at the informal stage — produces better outcomes for everyone. Confusing absence management with discipline. Recurring absence is not automatically a conduct issue. It may be a capability issue, a health issue, or a combination. The process needs to reflect that distinction. Ignoring the team impact. Recurring absence affects other team members — they cover shifts, carry additional workload, and notice if management doesn't address an obvious pattern. Addressing absence management consistently protects team morale as much as it protects the business. Track absence patterns automatically with VeltoHR →