Ahead of Sir Charlie Mayfield’s fireside chat at our Make A Difference Leaders’ Club meeting on 24th June, Simon Fowler, Group CEO of Empowering People Group, shares his views about the government-commissioned Keep Britain Working review that Mayfield is leading. (For more information on this event, see here).
Sir Charlie Mayfield’s recent comments in the Financial Times about the UK’s “broken approach to workplace health” serve as a wake-up call for every leader whose remit touches on employee health and wellbeing.
His assertion that fear is driving sick employees away from their jobs, compounded by managers too apprehensive to even initiate a compassionate check-in, resonates deeply with a challenge many HR leaders, in particular, grapple with daily. There is a huge, often hidden cost of unmanaged sickness absence that is quietly eroding productivity, morale and the bottom line.
The era of “running down the clock” on sickness absence, hoping issues will resolve themselves, is not only unsustainable but actively detrimental. With the shift to Day One Statutory Sick Pay (SSP) changes creeping ever closer, the urgency to re-evaluate how we support unwell staff has never been more pronounced. Leaders must transition from a reactive, tick-box exercise to a proactive culture of early, empathetic intervention that keeps people in work and thriving.
Fear and disconnection are an invisible epidemic
Sir Mayfield’s comments highlight a deeply ingrained problem where illness, particularly mental health issues, remains stigmatised. Employees, fearing repercussions, judgment or even job loss, often choose to disengage rather than disclose their struggles. This fear breeds isolation, turning a potentially short-term absence into a prolonged, complex issue.
On the other side of the coin are line managers. Often excellent in their operational roles, many line managers lack the training, competence and practical support to navigate conversations around ill health. They’re caught between a genuine desire to support their teams and an anxiety about saying the wrong thing, crossing a legal line, or simply not knowing what to say or how to say it. This apprehension leads to avoidance, which reinforces the employee’s sense of isolation.
Far-reaching consequences
The consequences are far-reaching. Beyond the obvious direct costs of sick pay and temporary cover, poor sickness absence management impacts productivity, morale and employee engagement. Prolonged absences mean loss of knowledge, disruption to team dynamics and increased workload for the rest of the team, often leading to burnout.
When employees feel unsupported or witness colleagues struggling in silence, trust in leadership diminishes, engagement falls, and a sense of anxiety can settle over the workforce. This can lead to a cultural erosion that increases talent attrition. And a reputation for poor employee support, especially for wellbeing, can make it incredibly difficult to attract top talent in a competitive market.
While fear drives avoidance, avoidance itself increases the risk of discrimination claims if absence management is inconsistent, poorly documented or perceived as unsupportive.
From compliance to connection
To tackle this, HR must spearhead transformation that builds a culture of early, empathetic intervention. This requires strategic investment in practical support for line managers, empowering them to hold the right conversations at the right time.
Managers are on the front line, uniquely positioned to notice changes in an employee’s behaviour or performance and proactively respond. They are usually the first point of contact when someone falls ill or returns to work, but expecting them to instinctively know how to navigate complex health conversations is unrealistic and unfair.
Training to avoid mismanagement
Managers need training and resources that help support a positive employee and manager experience. Training needs to be practical and scenario-based to build confidence and competence, and managers should be supported to know how to actively listen and encourage dialogue without prying. They also need to know how to signpost support, such as occupational health, EAPs, or specialist mental health services.
Without effective training, the legal risk of mis-managing sickness absence is huge. Managers need a clear understanding of what can and cannot be asked, focusing on impact on work rather than the medical diagnoses. Giving managers the right support reduces the mental load and anxiety associated with these interactions.
Empowering managers and a data-driven approach
We are asking a lot of managers and empowering them to self-manage sickness absences could feel like adding more strain, but the alternative is not working. Managers must be able to support their employees through periods of illness, but organisations also need to consider the psychological safety for managers.
This shift requires a fundamental change in organisational mindset, driven by HR. They must create environments where managers can raise concerns, seek advice from HR when needed, and admit when they feel out of their depth without fear of judgment.
We also need to do more to normalise conversations about health. Promoting an environment where employees feel comfortable discussing their health, physical or mental, without fear is vital. This starts from the top down, with leaders openly championing wellbeing initiatives.
People analytics
Proactive wellbeing initiatives, like mental health first aid training, stress management resources, and promoting healthy lifestyles, signal to employees that the organisation cares about their wellbeing. Prevention is always better – and cheaper – than cure.
HR analytics also plays a vital role in improving sickness absence management by helping to identify trends and areas where proactive strategies may be required. Are there particular departments or roles with higher sickness absence rates? Is there a pattern emerging from specific types of illness? This data-driven approach can inform targeted interventions and resource allocation.
Sickness absence management shouldn’t be a “set-and-forget” policy. Regularly reviewing approaches, analysing data, gathering feedback from employees and managers, and adapting strategies based on what’s working and what’s not is key.
Redefining the “sick note” era
The GP sick note, or ‘Statement of Fitness for Work’, is designed to state what an employee can do, not just what they can’t do. Yet it’s often treated as a definitive barrier to work. HR’s role is to educate managers and employees alike about this nuance and encourage a renewed focus on capability rather than incapacity.
Managers should be aware of the option to explore reasonable adjustments that could facilitate a phased return or allow an employee to work in a flexible way. The focus is on building connections and maintaining engagement, not on pressuring any who isn’t ready to return to work.
A healthier workforce and bottom line
Investing in proactive absence management and practical support for managers that creates a culture of early, empathetic intervention might seem like an additional burden, but the returns are significant. When employees feel genuinely supported, understood and connected to their workplace, even during periods of ill health, the benefits are tangible.
Early intervention often prevents acute issues from becoming chronic, reducing the duration and frequency of absences, while a supportive culture builds loyalty, trust, and a greater sense of belonging. This can translate into higher engagement, productivity and talent retention.
Consistent, well-documented and supportive absence management also significantly mitigates the risk of costly tribunals, whilst helping to transform employee experience.
10% reduction in sickness rates
All these factors contribute to increased productivity, reduced costs associated with absence and turnover, and a more resilient, thriving workforce capable of driving business success. In fact, we typically see a reduction in sickness absence rates of more than 10% through proactive sickness absence management – and for many organisations, that saves millions in absence costs and puts thousands of hours back into services.
Sir Charlie Mayfield’s warning is an opportunity to review and act. With rising employment costs and rising absence rates, the cost of unmanaged sickness absence is no longer hidden. It’s a glaring challenge that demands immediate, strategic attention. By empowering our managers through technology and training, embracing empathetic intervention, and shifting from reactive compliance to proactive support, HR can lead the charge in building healthier, more productive workplaces for all.
About the author
Simon Fowler is Group CEO of Empowering People Group which unites HR transformation, employment law, learning and career transition expertise to simplify employee experiences and drive business success. Its mission is to shape the future of HR, combining technology, people-centric policies, and employee development to empower people and transform ways of working.
You might also like:
