All-time record numbers

The latest CIPD Health and wellbeing at work report shows the UK is experiencing its highest sickness absence rate in over a decade. The average rate of employee absence now stands at 7.8 days per employee per year, a considerable increase from the last report collated from data gathered prior to the COVID-19 pandemic, in October/November 2019 (5.8 days per employee). While absence levels remain considerably higher in the public sector (10.6 days per employee) than in other sectors, particularly private sector services (5.8 days), the increase in average levels of absence can be seen across all sectors.
The effect of COVID-19 on sickness absence is still apparent: it is the fourth main course of short-term absence, with 50% of organizations reporting employees who have experienced long COVID in the last twelve months. However, the three main causes of short-term absence are minor illnesses such as colds or flu (94%), musculoskeletal injuries (45%) and mental ill health (39%).

Turning to long-term sickness absence (four weeks or longer), the top three causes are mental ill health (63%), musculoskeletal injuries (51%) and acute medical conditions (46%). Notably, stress is reported as a cause of both short-term (26%) and long-term (37%) sickness absence, reinforcing the significance of mental wellbeing in terms of sickness absence.
 

Workplace wellbeing: a key competitive factor

Conversations around workplace wellbeing are high on the C-suite agenda, with leaders recognising the importance of helping their employees to thrive and implementing strategies such as flexible work arrangements. In a 2023 Deloitte survey of executives from Australia, Canada, the United Kingdom and the United States, 84% of respondents said that improving their wellbeing is a top priority, with 74% seeing it as more important than career advancement.

However, the same survey showed a clear disconnect between employees’ perceptions of their own wellbeing and the C-suite perspective: while most employees said their health had either worsened or stayed the same over the past year, three out of four executives reported that the health of their workforce had improved.

So what can be done to improve this situation? A report by Ulster University, covering both the UK and Northern Ireland, made several recommendations:
 

  • Improving management knowledge of how to support employees’ health and wellbeing in the workplace, including management training on sickness absence
  • Creation of a sickness absence and wellbeing policy, with buy-in from employees and senior management
  • Recording absences so that impacts can be assessed internally to help determine if employee engagement is slipping with frequent absences
  • Enhanced data on sickness absence, particularly for the private sector
  • Future research to build upon the evidence and measure impact, particularly in terms of productivity

This report also flagged up the way in which economic and social conditions can influence employee attendance decisions. For example, it suggested that when there is a threat of unemployment, such as during a recession, employees are less likely to take sick leave as they feel this could be viewed negatively in the event of job losses occurring. A related factor is the issue of ‘presenteeism’, where employees continue working despite illness or injury, resulting in decreased performance as well as the risk of further health problems.

 


What can a modern corporate health management policy look like?

A holistic approach to corporate health management ensures sustainable improvement in employee health through targeted health support measures and a corresponding operational framework, focusing on programmes for occupational health promotion. Such targeted measures could include health checks, discounted gym membership and nutritional advice, as well as access to private health insurance.
Ergonomics in the workplace are also of vital importance in preventing back and neck problems: as we have seen, musculoskeletal injuries are a major cause of both short- and long-term sickness absence. Provisions such as appropriate seating, wrist rests and standing desks may help alleviate such issues.
 

Stress management

While stress cannot be avoided entirely, it should not become a permanent condition. Stressed employees make more mistakes and are often less productive. They are also more susceptible to infections and other health conditions.

Stress management programs and the promotion of work-life balance are an important part of promoting employee wellbeing and preventing mental ill health. The introduction of flexible working hours or working from home can help in this respect: the Ulster University study cited above showed that the lowest absence rates in the UK (1.4%) were among employees who were able to work from home.

 

The importance of job satisfaction

Another key factor for employee wellbeing is higher job satisfaction. While ergonomics and flexible working hours play a minor role, the most important factors for job satisfaction are good, appreciative leadership, a harmonious and cooperative workforce and having a measure of control over your work.
One way of promoting this is by implementing programmes which recognise employee achievements and show appreciation, creating a sense of recognition and belonging. In addition, opportunities for training and career advancement serve to enhance employee wellbeing.