Employee absence is creating mounting pressure for UK employers, as rising levels of long-term ill-health and disability add to operational and financial strain, a new survey suggests.
More organisations are reporting difficulty managing the cost and disruption linked to staff absence, with many saying the issue is now a central workforce challenge rather than a marginal one. As a result, absence is becoming a strategic concern for employers navigating tight budgets and service demands.
The news comes from an Absence Management Survey by advisory firm WTW, which gathered responses from UK employers across sectors last autumn.
Mental health and chronic conditions ‘drive concern’
Mental health remained the leading cause of concern for employers in relation to absence. But musculoskeletal and other chronic conditions were reported to be growing in importance.
Nearly two thirds of organisations identified musculoskeletal and chronic issues as a key absence driver in 2025, a notable rise compared with two years earlier. At the same time, more than half of employers said they had seen increases in long-term absence and disability.
This change presents a different challenge from short-term sickness, experts say, as long-term conditions are often more complex to manage, may require workplace adjustments and can lead to prolonged disengagement if support is inconsistent.
Charlotte Steventon-Kiy, an absence management lead at WTW, warned that growing absence was increasing cost pressures and operational challenges.
“The rising number of days lost to absence and long-term ill-health is increasing cost pressures and operational challenges for employers. Many are facing significant barriers, including inconsistent policy implementation and ineffective programmes.
“To reduce absence rates, control costs and build a healthier, more productive workforce, absence management in the UK needs to shift from a reactive process to a proactive, strategic function. This means building more resilient capabilities while placing greater emphasis on prevention and employee wellbeing.”
Absence management moves closer to core HR strategy
Many employers said they were no longer treating absence as a standalone process. Instead, they were linking it more closely with pay, benefits and wellbeing provision.
More than half of organisations planned to integrate absence management into wider people strategies over the next two years. A similar proportion said they were reviewing benefit arrangements, renegotiating terms or considering different providers in an effort to control costs.
Claims data analysis is also gaining traction. Around half of employers said they intended to improve how they analyse claims and absence trends, seeing data as a tool to spot patterns and intervene earlier. Some are also exploring condition-specific care pathways to support employees with recurring or complex health issues.
These steps reflect a move towards treating absence as part of workforce planning rather than simply an administrative issue.
Manager capability becomes a priority
Line managers, meanwhile, are increasingly seen as central to effective absence management. The survey found targeted manager training was the top improvement area for employers.
Many organisations planned to equip managers with better skills to handle absence conversations, spot early warning signs and apply policies fairly. Clearer communication with employees about absence policies and support options was also high on the agenda, alongside improved navigation tools to help staff access services.
This focus suggests employers recognise that policies alone do not reduce absence. How managers respond day to day, how comfortable employees feel discussing health and how easy it is to access help can all shape outcomes.
Wellbeing investment seen as part of the solution
Employers described as leading on absence management were more likely to invest in wellbeing and employee experience rather than relying only on policy changes or administrative fixes.
Gaby Joyner, head of employee experience, Europe at WTW, said organisations were investing in wellbeing to reduce both the incidence and severity of absence and disability.
“By investing in wellbeing and the overall employee experience, organisations aim to reduce both the incidence and severity of absence and disability,” she said. “Programmes include mental health initiatives such as resilience training or on-site counselling, ergonomics interventions, and broader wellness campaigns focused on exercise and healthy lifestyles.”
The emphasis on prevention reflects a view that absence cannot be managed effectively only after someone is already off work. Early support and healthier working conditions may reduce the likelihood of long absences developing.
A wider workforce challenge
The survey results sit against a backdrop of wider concern about workforce health and participation. Employers in many sectors are dealing with skills shortages and higher workloads, which can make it harder to absorb prolonged absences.
Long-term sickness can also affect team morale and continuity if colleagues must cover duties for extended periods. For HR teams, balancing compassion, fairness and business needs remains a delicate task.
The study suggests that absence management is becoming a more visible boardroom issue. Rising costs, legal obligations and the link between health and productivity mean senior leaders are paying closer attention.
William Furney is a Managing Editor at Black and White Trading Ltd based in Kingston upon Hull, UK. He is a prolific author and contributor at Workplace Wellbeing Professional, with over 127 published posts covering HR, employee engagement, and workplace wellbeing topics. His writing focuses on contemporary employment issues including pension schemes, employee health, financial struggles affecting workers, and broader workplace trends.
- William Furney
- William Furney
- William Furney
- William Furney
