Managing Short Term Absence

Persistent short-term sickness absence is one of the trickiest issues a line manager will face and handled badly it can leave employees feeling accused rather than supported. That was the starting point for HR Recruit’s recent virtual boardroom, Managing Short Term Absence, where Nathan Andrews, Head of HR Services at Frettens Solicitors and an employee relations specialist with 22 years’ experience in contentious HR cases and mediation, walked attendees through how to spot patterns, hold better conversations and keep the process consistent across a team.  

“You should always strive to remain open-minded about an employee’s absences, rather than jumping to conclusions.” 

Why Short-Term Absence Management Starts With the Root Cause 

A theme running through the whole session was that short-term absence management only works once you understand why someone is absent in the first place. Nathan pointed to a wide range of possible triggers, from an underlying medical condition that flares up periodically to workload pressure, difficult relationships with colleagues or a lack of clear direction in the role. None of these show up neatly on a spreadsheet. They surface through conversation and only if a manager is willing to ask. 

Getting Short-Term Absence Management Right Before Escalating 

It’s tempting to treat a pattern of Mondays off as a discipline issue straight away. Nathan was clear that this usually backfires, both for trust and for legal risk. As he explained partway through the session: 

“Until the cause is correctly identified, it will not be possible to identify an appropriate course of action to remedy it.” 

The goal isn’t to catch someone out, it’s to work out what’s actually going on, then decide what support or process applies from there. 

Building a Consistent Short-Term Absence Management Process 

Beyond understanding causes, Nathan set out the mechanics that keep short-term absence management fair and defensible. 

• Phone, not text or email: Absences should be reported directly to the line manager, not messaged in. 

• Return-to-work meetings: Hold one after every absence, however short, to keep the process consistent. 

• Self-certification: For absences up to a week, ask for the reason and dates rather than a tick box. 

• Fit notes: Request one for absences of eight days or more and give real consideration to any adjustments suggested. 

• Trigger points: Set a clear threshold, such as the Bradford Factor, applied the same way across the team. 

Raising a pattern should lead with facts, not assumptions. It’s a small shift in language that changes the tone of the whole conversation. 

Q&A: Disability, Long-Term Sickness and Emergency Leave 

The Q&A ran over, which was a sign of how many managers grapple with these issues day to day. Questions covered what changes when absence might be linked to a disability, when sickness tips from short-term into long-term and how to handle staff who need time off at short notice for dependants. Nathan’s advice was consistent throughout, advising attendees to get proper advice before making decisions, keep detailed records and involve occupational health early. 

Summary 

For any HR professional or line manager responsible for attendance, the session offered a practical reminder that short-term absence management isn’t about box ticking. It’s about noticing patterns early, having honest conversations and applying the same standard to everyone, so that support and consistency sit side by side.