Managing Employees With Stress-Related Sickness Absence
Stress-related absence is more common than you may think, and it can seem tricky to navigate for employers. In reality, it isn’t, but handling it well requires both sensitivity and clarity on the situation, including understanding what you absolutely must do and what’s best avoided.
So what can you do?
Be Curious!
When a person goes off with stress, or any anxiety related disorder it's important that you understand the driver for that stress. Principally whether it is work or home related. If it relates to work you need to take steps to understand what the causes of the stress are, and how you can mitigate that. The best way to do this is via stress risk assessment. It's not as complicated as it sounds and demonstrates that you are taking issues seriously.
Keep in touchOne of the biggest misunderstandings when an employee is off sick with stress, you can keep in touch with them; in fact, maintaining regular, supportive contact is helpful. A quick call or email to check in shows care and helps you stay updated without pressuring them to return prematurely.
Encourage Access to SupportSignpost resources like counselling, employee assistance programs, or occupational health services, this isn’t a nice-to-have; it’s part of your legal duty of care and your obligation as an employer to take stress-related absence seriously. Refer to HSE for additional guidance on this https://www.hse.gov.uk/stress/
Consider Reasonable AdjustmentsWhen the employee is ready to return, adjustments such as flexible hours, reduced workload, or remote work can make the transition smoother and prevent recurrence.
Document CommunicationsKeep clear, professional records of conversations, plans, and agreed adjustments. This is crucial for both continuity of care and your legal responsibility.
What you can’t do
Pressure the Employee to Return:Avoid suggesting they “just get back to work” or questioning the legitimacy of their sickness. Stress-related illness is a genuine health concern, and pressuring employees can worsen their condition.
Ignore Confidentiality:Respect the privacy of the employee’s health information. Share details only with those who need to know and never use sensitive information against them. Consider this in the wider workplace too, if you’re aware of employees talking about someone absent due to stress you must address this.
Make Assumptions About Capability:Don’t assume an employee is unfit for all work based on stress absence alone. Each case is individual, and capability should be assessed fairly. Assuming someone cannot fulfil their duties due to stress is dangerous ground, so always stick to facts, not ‘ what you think’
Assume legal or policy obligations don’t apply to youFollow statutory sick pay rules, health and safety requirements, and your company’s absence management policy. Non-compliance can lead to serious legal and reputational issues.
Doing it right is better for everyone This might seem an obvious statement, but managing stress-related absence requires balance, compassion, clear communication, and knowing your legal obligations. By understanding what you can and cannot do, you can support your employee’s recovery while safeguarding your business.