In newly released absence research, the employee benefits experts at Everywhen today reveal that 58% of employers say long-term absences have a high to severe impact on the day-to-day running of their business. This compares to 30% of employers reporting this level of impact from short-term absences.
David Williams, head of group risk at Everywhen, commented: “It is clear that absence of any duration has a significant effect on businesses across the UK. But long-term absence is the bigger issue facing employers, and this is something that needs to be tackled.”
The research drilled down into which employees are most likely to be off work long term, according to age bracket. Perhaps surprisingly, Generation X (45 to 60 years) came out on top, ahead of the older generation of Baby Boomers (61 to 79 years). Generation Z (under 28 years) were least likely to be off work long-term.
Demographic of employees are most likely to be off work long term | |
45 to 60 years of age, Generation X | 24% |
61 to 79 years of age, Baby Boomers | 21% |
29 to 44 years of age, Millennials | 21% |
Under 28 years of age, Generation Z | 14% |
No generation is more likely than others to be off-work long term | 16% |
Don’t know / not sure | 4% |
Tracking the trends
Employers are tracking these trends, with 89% stating they believe their business has a good understanding of employee absence. Within this, 42% log absence details, and almost half (47%) log and analyse the details. This is a positive move as the key to reducing absence is understanding employee patterns and behaviours relating to it.
Reasons for absence
Chronic illness, followed by acute medical conditions, then homelife-related mental health issues are the most common reasons for being off work long term. Work-related mental health issues and musculoskeletal disorders also rank highly across reasons for both long- and short-term absence.
Main reasons for employees being off-work short and long term | ||
| Short term | Long term |
Chronic illnesses: recurring or long-lasting conditions such as heart disease and diabetes | 8% | 28% |
Acute medical conditions such as cancer or stroke | 8% | 27% |
Depression or anxiety related to home life | 18% | 21% |
Musculoskeletal disorders such as back, neck, or leg problems | 17% | 19% |
Family/caring responsibilities | 35% | 19% |
Work-related mental health issues, such as stress | 20% | 18% |
Disability-related absence | 6% | 14% |
Minor issues such as cold and flu | 51% | 14% |
Nobody at the business has taken this length absence | 7% | 13% |
Don't know / not sure | 3% | 5% |
Other | 1% | 0% |
Support for prevention and returns to work
There is a lot of support available within a number of employee benefits that can help with the prevention and management of absence. Group protection benefits – group income protection, group life insurance and group critical illness cover – have some of the most comprehensive benefits that help prevent illness and absence, and getting employees back to work sooner after a period of absence. This includes guidance on lifestyle, access to rehabilitation specialists to advice from dedicated oncologists. Mental health support, such as counselling, is offered by a third of companies (34%) to assist with returns to work and this is often available at no additional charge, embedded within group protection benefits. Ensuring employees engage with the support on offer is the first step to reducing absence.
David Williams says: “There’s so much support within group protection benefits in particular, that is designed to prevent absence and support earlier returns to work, and we encourage employers to make use of this. Often people do not even realise all the added extras that policies like group life assurance, for example, can have. These are frequently embedded within the product at no extra cost and are a great way for employers to see positive employee engagement with the benefits across their workforce while simultaneously improving their absence rates.”
Support offered to help prevent employees being off work and to help them return to work | ||
| To prevent being off work | To help return to work |
Flexible working arrangements | 41% | 43% |
Mental health support, such as counselling | 34% | 34% |
Occupational Health support | 25% | 26% |
Lifestyle support, such as nutrition and fitness | 25% | 20% |
Physical health support, such as virtual GPs, private medical insurance | 24% | 24% |
Rewards for healthy behaviours | 22% | 16% |
Screening services, to identify potential health issues | 19% | 14% |
Physiotherapy, either in-person or virtual | 13% | 17% |
N/A we do not offer any support | 11% | 13% |
Don’t know / not sure | 3% | 3% |
Other | 2% | 2% |
Health and wellbeing support and absence management
The research reveals that 61% of employers use health and wellbeing support as a preventative measure to reduce the likelihood of absence. And 45% use health and wellbeing support to get employees back to work sooner. But, perhaps surprisingly, 15% state they do not use their health and wellbeing to help with staff absence. This is rather surprising as it is a key reason for many companies to implement health and wellbeing benefits in the first place. Those not making the most of their health and wellbeing support in this way may well be missing out.
David Williams comments: “Although it is positive that 61% of employers are using their health and wellbeing support to reduce absence, this figure really should be higher. The same is true of the 45% who use health and wellbeing support to get employees back to work sooner. Health and wellbeing benefits should be put in place to specifically meet objectives like this. They are not just nice-to-haves or a tick-box exercise. They should be providing a real return on the investment by keeping employees healthy, happy and at work.”