Need to know:
- Cancer, mental illness and musculoskeletal conditions are the commonest causes of long-term absence.
- The longer an employee is off sick, the smaller the probability of a return, with only half (56%) returning after a year’s absence.
- Robust absence management systems and line managers trained to support employee health are essential frontline defences in tackling long-term absence.
Long-term sickness is a significant issue for UK employers, with government figures showing that around 2.8 million people were economically inactive due to long-term health issues at the beginning of 2024, up from 2.0 million in 2019. A robust absence management strategy coupled with a proactive approach to health promotion is essential.
Understanding the main causes of long-term absence can help organisations target support. According to Group Risk Development’s (Grid) latest Claims survey, published in May 2024, cancer was the top cause (24%) of group income protection claims in 2023, followed by mental illness (21%). Katharine Moxham, spokesperson for Grid, says: “Musculoskeletal conditions, such as bad backs, are another common cause of claims. With any long-term claim, fast access to help and support can make a significant difference to the length of absence.”
Value of early intervention
It is easy to see why because, left unsupported, an employee’s health issues can become increasingly complex. The condition may worsen and additional issues, such as mental health problems arise. Rachel Suff, senior policy adviser, employment relations at the Chartered Institute of Personnel and Development (CIPD), says: “The longer someone is off work, the smaller the chance of getting them back.”
This is supported by government statistics, Health in the workplace, by the Department for Work and Pensions and Department of Health and Social Care, published in July 2019, which show that once an employee has been off work for six months, one in five never return. Once the absence is longer than a year, only 56% of employees will return.
Given these statistics, proactive support early in an absence is a must, says Dr Tarun Gupta, chief medical officer – UK protection at L&G Retail. “Engaging with the employee and using tools such as early referral to a specialist and evidence-based early intervention and rehabilitation support can help them return to work,” he explains. “Group income protection supports this approach.”
As an example, between 2020 and 2023, L&G supported more than nine in 10 employees with a mental health claim to return to work during their employer’s group income protection scheme’s deferred period.
Building a support network
Group income protection is designed specifically to reduce long-term absence but other health and wellbeing tools can also be a part of an organisation’s strategy. Absence management tools are particularly powerful, according to David Bourne, market development leader at Mercer Marsh Benefits. “An employer can only manage absence if it measures it effectively,” he says. “Absence data can show an employer exactly where it may be able to help someone return to work more quickly.”
Armed with this insight, the organisation can then take appropriate steps to help someone return to health and work. Kevin Grant, senior manager, reward and benefits at Isio, explains: “Benefits such as [private] medical insurance and an employee assistance [programme] can help an employee access treatment faster than through the NHS. This can prevent them becoming long-term absent.”
Early intervention is the focus of many of the health and wellbeing products developed in the last few years. For instance, virtual GP and physiotherapy services allow employees to get help quickly, before a health problem worsens.
Occupational health advice, whether standalone or part of a group income protection policy, is another valuable source of support. “Employers should be prepared to make any reasonable adjustments recommended by occupational health,” Suff says. “These don’t have to be complex or expensive, for instance hybrid working, shift swapping or tweaking hours can make it easier for many employees to carry on working.”
Creating a healthy culture
A healthy workplace culture is essential too. “Promoting health and wellbeing in the workplace makes employees feel supported,” says Grant. “This makes it easier to have open and honest conversations about any health issues.”
Supportive policies, good working practices and a broad range of wellbeing benefits can help to demonstrate that employee health is valued. Line managers also have a key role to play, as Bourne explains: “The line manager is usually the first port of call for any employee health issues. Providing them with training so they can refer an employee to the most appropriate tools, including early intervention where appropriate, will help reduce long-term absence.”
Plenty of health and wellbeing and insurance products are available to help employers tackle long-term absence. But, to boost their effectiveness, the right workplace culture is a must.
