What is the issue?

The data shows that sickness absence rates across all sectors have escalated over the past year.  A report by Statista (2023) stated that the private sector saw the number of hours lost due to sickness absence rose from 1.6% in 2020 to 2.3% in 2022., this is comparable to the challenges discussed in Palmer and Rolewicz’s (2023) ‘All is not well: Sickness absence in the NHS in England’.; For example, ambulance staff in 2019 had an absence rate of around 4.8%., increasing to 6.9% in 2022. This escalation, which is fueled by diverse factors, triggers a need for HR to contemplate the impact on workforce stability and project continuity.

A standout impact that I have experienced is effective and efficient project completion. For consultants, this also applies, where partnering with other organisations may be hindered by individuals within the organisation taking sick leave. Shortages in employee numbers can disrupt project timelines, restrict productivity, and strain the remaining resources.

The consequences go beyond individual teams, where one employee may be doing three employee’s jobs, potentially leading to a knock-on effect of additional absences due to high workloads and stress. These ultimately can lead to a risk that project goals are not completed in line with the project plan.

In my role I have seen a worrying increase in sickness absences related to mental health and overall well-being. Often, these absences are not disclosed as the reason, so the actual number may be higher than reported.

During 2022, there were 6 million days recorded where mental health or wellbeing was stated as the reason for absence in the NHS alone.

The CIPD recorded that 57% of individuals surveyed for the Health and Wellbeing at Work report (2022) chose Mental ill Health as their top three causes of long-term absence, making it the leading cause of long-term absence in those surveyed.

Employees may be affected by the psychological toll of work-related stress or problems at home, such as relationship breakdowns and financial worries. In addition, the diagnosis of mental health conditions, such as depression and anxiety disorders, are at a crisis level, leaving individuals struggling to access the treatment they need. As an HR Advisor I can see that addressing mental health concerns is crucial to fostering a supportive work environment

Every employee is different and with the diversity across the workforce, there are variations in absence rates across different groups. Understanding these variations is required for adapting the HR strategies to meet the unique needs of each employee category.

This could range from administrative roles to management, in addition a diversity in age, ethnicity, religious belief, gender, and sexual orientation – and this is not an exhaustive list.

Where businesses are effectively addressing this the HR advisors are collaborating with leaders and managers to share insights and effective strategies for managing elevated absence rates across various groups and take a human approach to understanding the needs of the individual.

In conclusion, the increase in sickness absence rates requires the attention and strategic intervention of Senior Leaders and HR. Addressing the root causes, particularly those related to mental health, and implementing targeted and individualised solutions will impact the safeguarding of the workforce’s well-being. As HR professionals, we must continue to navigate these challenges with a proactive, empathetic and data driven approach.