A desire for productivity can come into conflict with a need to recover. But where’s the balance and what does the law say?

What counts as sick leave in the UK? 

• Employees can self-certify for up to seven days
• A doctor’s note is required if they’re off for more than seven consecutive days (including non-working days)
• Absence longer than four weeks is generally considered long-term sick leave

Can employers contact staff during sick leave? 

Yes, but they must tread carefully. A friendly check-in can be helpful, but calling about deadlines or projects is risky.

• If the illness involves stress, anxiety, or depression, unnecessary contact could worsen symptoms
• Pushing work-related issues during sick leave might even lead to claims of constructive dismissal

Working from home when sick

It isn’t uncommon for an employee to propose that whilst they are too ill to commute, they can still work from home, but:

• If an employee is not fit to work in the office, they’re not fit to work anywhere, including home
• Encouraging work during sick leave can breach the employer’s duty of care and lead to liability if the employee’s health worsens
• Even if the employee feels well enough, working while sick can delay recovery

Legal and health considerations for home working 

If your company allows occasional home working, the rules still apply:

• Employers remain responsible for health, safety, and welfare, even at home
• Risk assessments must be done before and during home-working arrangements
• The Health and Safety at Work Act 1974 applies to home setups
• Employers may need to cover costs for equipment, broadband, printing, and phone charges

What should your sickness policy include?

A clear policy avoids confusion and protects both sides. Consider:

• No work during sick leave unless agreed and safe
• Guidelines for communication during illness
• Health and safety compliance for home-working arrangements

For example, if an employee is signed off by a doctor or self certifies as sick, they should not work under any circumstances.

However, if someone is recovering from surgery, and is unable to travel, and requests to work from home voluntarily, the manager can assess the situation.

Whilst on paper working from home while sick might seem an attractive option, employers must prioritise health and comply with duty-of-care obligations.

How to manage and reduce absence in your business

Absence costs UK employers millions every single year.

That’s why it’s really important to manage absence in your business.

Here’s 3 ways to get started:

1: Track absence properly

Start by recording absence in one place. HR software helps you to see patterns, spot repeat issues and understand the overall impact on your business.

2: Conduct return to work conversations

A short return to work meeting helps you to understand why someone was off and whether they need support or adjustments.These conversations reduce misunderstandings and help to prevent repeated absences.

3: Tackle the root causes

The action you take will depend on the issues you uncover, but most improvements fall into a few areas:

• Clear policies and expectations
• Early conversations when patterns appear
• Reasonable adjustments where needed
• Manageable workloads and good communication
• Confident managers who know how to handle absence consistently

Businesses that take a proactive approach see fewer short notice call outs and more stable staffing.

If you would like help with reviewing your absence policy, setting up tracking or supporting your managers, we can guide you through it.

What every employer needs to know about suspension

When you have an issue with an employee, suspending them might feel like the right action.

However, you need to be 100% sure that this is legally compliant or you could leave yourself wide open to an expensive tribunal claim.

Here are some of the real questions we’re asked about suspension: 

• “Is suspension the same as disciplinary action?”
• “Does suspending someone mean I think they’re guilty?”
• “Do I have to suspend people automatically if it’s serious?”
• “Is suspension always the safest option?”
• “Do I need to keep them on full pay while they’re off?”
• “Am I supposed to leave them alone during the suspension?”
• “What am I allowed to tell the rest of the team?”

ACAS guidance is clear on how suspension should work in practice:

• It is a neutral step while you gather information
• It doesn’t imply guilt or wrongdoing
• It’s only appropriate when there’s a real risk to the investigation, the business or the people involved
• Alternatives, like changing duties or shifts, should always be considered first
• Full pay must continue throughout the suspension
• You need to stay in touch and support the employee’s wellbeing
• Suspensions should be as short as possible and reviewed regularly
• Any updates to colleagues should be minimal and confidential

Handled properly, suspension protects everyone involved and gives you the space to carry out a fair investigation in a calm, neutral way.

If you’d like more information, get in touch for our latest educational guide which explains when suspension may be appropriate, the steps ACAS expects and how to handle the process safely and fairly.

Latest news:

A simple lesson from a recent tribunal case

Two racial harassment complaints against Peterborough City Council were upheld after an employee challenged how she was treated at work.

One incident involved a senior leader assuming she was friends with another black colleague. Another involved a photo shared in a WhatsApp group that made her feel uncomfortable as the only black member.

Problems like this often come from everyday interactions, not deliberate discrimination. A quick policy refresh, clear rules on how work channels are used and short discrimination training for managers make a real difference.

When people understand how their behaviour might be received, issues are far less likely to turn into formal complaints.

Bridging communication gaps between generations

A new survey shows that Gen Z report the most strained workplace relationships, mostly due to different communication styles.

Younger staff lean toward messaging apps and voice notes, while older colleagues prefer quick calls, leading to frustration and mixed messages.

Setting clear communication norms and giving managers basic training helps to prevent misunderstandings and keeps day to day work running smoothly.

What AI automation means for your people and business

A new outsourcing report claims that up to 90% of back office tasks can now be automated. For small businesses, the opportunity to save costs is real, but so are the risks.

As roles change and tasks shift to AI, you need clear job design, training and communication to keep people engaged and protect against confusion or morale issues. Thoughtful planning prevents problems before they start.

Your top HR questions

Can I reduce someone’s hours after maternity leave if business is quiet?

Possibly, but only through proper consultation and with a genuine business reason. You cannot unilaterally reduce hours. Explore alternatives first and take advice to avoid discrimination risks.

Do I have to pay staff for travel time between appointments?

Yes. Travel between appointments counts as working time and must be paid, even for salaried staff. You do not need to pay overtime, but their salary must cover all hours worked, including this travel, at least at National Minimum Wage.

How do I handle it if an employee refuses to join a team social event?

Keep it simple. Social events should be optional. Check if there’s a reason why they’re uncomfortable, but don’t pressure them. Focus on inclusive ways to build a team connection.

 

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