The UK is experiencing its highest level of employee sickness absence in more than 15 years, with staff taking nearly two full working weeks off on average in the past 12 months. This marks a sharp increase from levels seen before the pandemic, when the typical worker took just over a week off a year. For business students - future managers, HR professionals, and organisational leaders - these trends highlight important lessons about workforce management, wellbeing, productivity, and organisational culture.
According to the Chartered Institute of Personnel and Development (CIPD), sickness absence has risen across all sectors. At the same time, the UK continues to struggle with a widening productivity gap between the public and private sectors. Professional services firm EY estimates that this gap has cost the economy tens of billions of pounds since 2019. The combination of lower productivity and soaring sickness rates poses a challenge for employers and policymakers alike.
Why Are Sick Days Rising?
A number of long-term structural factors are at play:
1. An ageing workforce
More people are working later in life, increasing the likelihood of chronic health conditions that require more frequent or longer absences.
2. A rise in long-term illness
Long-term health conditions have been climbing steadily, with mental health issues emerging as the number one cause of absences lasting four weeks or more.
3. Changing expectations and culture around sick leave
The introduction of digital sick notes in 2022 - which removed the need for an ink signature and allowed a wider range of health professionals to issue them - has made it easier to obtain formal certification.
These changes have prompted significant public debate. Lord Stuart Rose, former CEO of Marks & Spencer and Asda, told Times Radio that Britain is “at the edge of a crisis,” arguing that the cultural commitment to working through illness has weakened. He emphasised that while mental health must be taken seriously, the current balance between support and personal responsibility “cannot be right.”
The Stress Factor
Stress remains a leading driver of absence in most organisations. The CIPD reports that 41% of employers have witnessed stress-related absences among their workforce during the past year. Stress is not only a mental health issue—it also contributes to physical conditions such as migraines, sleep disorders, and weakened immune systems.
For businesses, stress-related absences are costly. They create unpredictability, force colleagues to take on extra work, and disrupt planning. Over time, this becomes a drain on efficiency and morale.
Hybrid Working: A Mixed Picture
Interestingly, hybrid working appears to have had a positive effect for many employers. More than one-third of organisations with remote-working staff have reported a decline in sick days, possibly because employees can manage minor illnesses or medical appointments more flexibly when working from home. Only 16% reported an increase.
For business students, this reinforces the idea that flexible working is not simply an employee perk - it can be a strategic tool for improving workforce stability and wellbeing.
Government and Employer Responses
Sir Charlie Mayfield, former John Lewis chairman, is preparing recommendations for the UK government on how to better support long-term sick workers. He argues for a combination of “carrots and sticks” to encourage both employers and employees to stay engaged with work wherever possible.
At the organisational level, many employers are already recognising the need for proactive health strategies. According to the CIPD survey:
- 66% offer occupational sick pay
- 69% provide access to occupational health services
Many have expanded wellbeing programmes, mental health support, and early-intervention initiatives
Rachel Suff, senior wellbeing adviser at the CIPD, warns that early action is essential. The longer an employee is away from work, the harder it becomes for them to return. This means managers must treat wellbeing as a strategic priority, not an afterthought.
A Shifting Labour Landscape
The rise in sickness absence is occurring alongside another major trend: an increase in reported disability. One in four UK adults now say they have a life-limiting disability, and there are 8.7 million working-age adults with a disability—two million more than just five years ago. This reflects changing health patterns, better reporting, and more awareness of conditions such as anxiety, depression, and chronic pain.
For businesses, it means that workforce management in the years ahead will require stronger focus on:
- Inclusive workplace design
- Flexible and adaptive working arrangements
- Investment in occupational health
- Supportive management practices
- Robust data on absence patterns and wellbeing risks
What This Means for Future Business Leaders
Business students entering the workforce will face an environment where managing health, wellbeing, and productivity is a core leadership skill. The traditional view of sickness absence as purely a cost is becoming outdated. Instead, organisations must adopt a holistic approach that balances compassion with operational needs.
The message is clear: organisations that invest in wellbeing, flexible work, and supportive leadership will be better positioned to manage the challenges of an ageing and increasingly health-diverse workforce. And those who fail to adapt may find themselves struggling with absenteeism, burnout, and declining performance.
