Figures released by the NHS revealed sickness absence in health and social care was at a rate of 5.6%. This is more than double the UK average and highlights the ongoing pressure facing care providers. Data from the Health and Safety Executive further reinforces this challenge, showing that the human health and social work sector recorded the highest number of work-related illness cases, with 129,000 reported in the year.
Absence is commonly driven by anxiety, stress, and musculoskeletal issues, all of which are closely linked to workload, staffing shortages and the emotional demands of care roles. When absence levels remain consistently high, the impact goes far beyond rota gaps. It places strain on remaining staff, increases burnout risk, raises costs and, most importantly, can affect continuity and quality of care. This is where a proactive and well-structured HR approach becomes essential.
Why sickness absence in health and social care is higher
Sickness absence is often higher in this sector because the roles are both physically and emotionally demanding. Long shifts, night work and manual handling can lead to fatigue and musculoskeletal injuries. The emotional impact of supporting vulnerable individuals can also increase stress and burnout.
Staffing shortages and heavy workloads add further pressure, particularly for managers balancing frontline care with compliance and administrative duties. There is also a strong sense of responsibility towards service users, which can result in employees working while unwell and later needing longer periods of leave. Understanding these sector-specific pressures is key to managing absence effectively while protecting quality of care.
The hidden cost of unmanaged absence
When sickness absence in health and social care is not managed consistently, the impact goes far beyond a missing shift. Unplanned absence increases pressure on already stretched teams, often leading to fatigue, lower morale and a higher risk of further burnout.
There is also a financial strain. Many providers rely on agency cover or overtime to maintain safe staffing levels, which quickly raises costs. At the same time, continuity and quality of care can suffer, and compliance risks may increase. A proactive HR approach helps organisations spot trends early, support staff effectively and reduce the likelihood of absence becoming a long-term issue.
The risks of presenteeism in care environments
Presenteeism, where employees attend work despite being unwell, is a growing concern. While it may appear helpful in the short term, particularly during staffing shortages, it often leads to reduced productivity, increased mistakes and a higher likelihood of longer-term sickness absence later on. In care settings, the stakes are even higher. Fatigue, illness or poor concentration can directly affect patient or resident safety, medication accuracy and overall quality of care.
There is also a cultural element to presenteeism, with many care professionals feeling a strong sense of duty towards those they support and not wanting to let colleagues down. Without clear guidance and supportive management, staff may feel pressured to work through illness, which can worsen health conditions, spread infection and ultimately increase absence levels. HR plays a key role in addressing sickness absence in health and social care by:
- promoting clear sickness policies
- encouraging open conversations
- helping organisations build a culture where wellbeing is prioritised over simply “pushing through.”
The role of HR in managing sickness absence effectively
HR plays a central role in ensuring sickness absence is managed fairly, consistently and in line with employment law. This begins with having clear, up-to-date absence and wellbeing policies that outline reporting expectations, sick pay arrangements, certification requirements and trigger points for review meetings. HR can also design straightforward reporting procedures so employees know exactly who to contact and when, reducing confusion and last-minute rota gaps.
Beyond documentation, HR provides practical guidance to managers on how to apply policies consistently across departments, avoiding favouritism or uncertainty. This includes:
- template letters
- meeting frameworks
- occupational health referrals
- advice on reasonable adjustments.
A strong HR function ensures that absence management is not purely reactive, but part of a structured people strategy that protects both staff wellbeing and organisational compliance.
Supporting managers to have confident conversations
Line managers are often the first point of contact when an employee goes off sick. However, many feel uncomfortable addressing absence or raising concerns. HR support helps managers approach these discussions with confidence by providing training, scripts, and clear meeting structures. Return-to-work interviews, for example, are not designed to interrogate staff but to understand underlying causes, offer support and identify whether adjustments are needed.
Early, supportive intervention is key. Addressing patterns such as frequent short-term sickness absence in health and social care or signs of burnout early can prevent longer-term issues from developing. When managers are equipped with the right language and tools, conversations become constructive rather than confrontational, strengthening trust while still maintaining accountability.
Creating a supportive culture that reduces absence
A culture that prioritises wellbeing and psychological safety can significantly reduce unnecessary absence. HR can lead initiatives such as:
- mental health awareness training
- employee assistance programmes
- wellbeing check-ins
- workload reviews.
In health and social care settings, even small steps — like protected break times or rotating demanding duties — can make a meaningful difference.
Reasonable adjustments, flexible scheduling where operationally possible, and open communication channels help employees feel valued rather than scrutinised. When staff believe their organisation genuinely cares about their health, they are more likely to raise concerns early instead of reaching crisis point. The aim is to move away from a punitive perception of absence management and towards a balanced, human-centred approach.
Using data and absence trends to take action
Absence data is one of the most powerful yet underused tools available to organisations. HR can analyse patterns such as repeat short-term absences, department-specific spikes, seasonal trends or correlations with workload and shift types. This insight allows leaders to move from guesswork to evidence-based decisions. An important aspect of addressing sickness absence in health and social care.
How The HR Booth Can Help
Managing sickness absence in health and social care can feel overwhelming, especially when you are trying to balance staff wellbeing with safe service delivery. At The HR Booth, we help care providers put simple, practical absence processes in place that work in the real world — not just on paper.
We can review or create clear absence policies, train managers on return-to-work meetings and difficult conversations, and provide day-to-day advice when situations become more complex. If absence levels are rising, we also help you look at the data, spot patterns and take early action before issues grow.
Whether it is long-term absence, reasonable adjustments or general manager support, we act as an extension of your team. Our goal is straightforward: reduce disruption, support your people and keep your organisation compliant and confident. If you would like expert HR advice on sickness absence in health and social care, get in touch with us today.
