How to Manage Mental Health Related Absences in the Workplace

Any unplanned absence can be challenging for small businesses and having a clear process to manage absence and enable employees to return to work once they are well enough to do so, is vital.

Mental-health-related absences can be challenging for organisations, with conditions like anxiety, depression, stress, Post Traumatic Stress Disorder, eating disorders, self-harm, and bi-polar contributing to lost working days for one in six employees.

Therefore, prioritising mental health support is a strategic imperative. Managing these absences well can help to foster a supportive workplace culture that retains talent and boosts productivity. 

Mental health issues can be one of the biggest causes of long-term sickness absence in UK workplaces. When not properly addressed, these absences can lead to reduced productivity and engagement, and increased workload for remaining staff. 

Recognising early warning signs and taking the initiative to implement mental health strategies can help mitigate these impacts. How can organisations creative a supportive workplace culture?

Encourage open, two-way discussion

Fostering an open dialogue where employees feel comfortable to discuss their mental health is a vital first step. A culture that supports open conversation can enable managers and colleagues to recognise distress signs and handle sensitive conversations with empathy. Regular check-ins and an open-door policy can help to normalise employee wellbeing discussions. 

Promoting wellbeing through policy and practice

Organisations should ensure they have a well-structured mental health at work plan, policy or initiatives to include available support resources such as an Employee Assistance Programme, Mental Health First Aiders, awareness training and a focus on healthy ways of working, such as regular breaks, getting fresh air, walking meetings, software, task management realistic workloads, and use of ergonomic equipment.

Managing mental health related absences effectively 

When an employee report mental health concerns, it is important to deal with the situation with care and a structured approach, ensuring that personal information is handled sensitively.

Consider conducting a stress risk assessment, discuss what adjustments may be useful and talk through triggers that may exacerbate symptoms.

With consent, consider seeking a GP’s report or making an Occupational Health referral to gain expert guidance the individual’s health and on any workplace adjustments recommended. Access to Work can be a useful support resource for the individual to apply to.

Considering reasonable adjustments 

Under the Equality Act 2010, mental health conditions may qualify as disabilities, meaning businesses should consider reasonable accommodations.

Whether or not the individual is covered by the protection of the Equality Acy, employers should view reasonable adjustments as an opportunity to assist the individual’s return to health and return to work.

Adjustments could include revised lighting or desk position, flexible working hours on a temporary or permanent basis, workload modifications, or signposting to additional support. 

Managing absence

A structured approach to managing absence is useful, but it may be appropriate to amend the triggers that lead to formal meetings for those covered by the Equality Act and are managing a long-term condition that has a significant impact on their ability to attend work.

Meeting to discuss reasonable adjustments and a phased return to work can alleviate the anxiety of stepping straight back into the demands of a role, and help to ease an individual back into work, reducing the risk of a relapse.

Creating a culture of support

Effectively managing employee wellbeing and any mental health concerns takes a proactive approach to create a supportive culture, normalising mental health discussions and enabling work life balance.

Creating an effective strategy may feel daunting, but we are here to help. Need expert guidance on handling mental health absences, implementing workplace adjustments, and staying compliant with employment law? Interested in mental health first aid training?

Simply get in touch via clientservices@robinsongracehr.com to make managing mental health a priority!

Frequently Asked Questions:

1. What are “reasonable adjustments” for mental health under UK employment law, and when must we provide them?

Answer: Under the Equality Act 2010, a mental health condition may qualify as a disability — which means you may have a legal duty to make reasonable adjustments.

Examples of reasonable adjustments include flexible working hours, phased return to work, modified tasks or deadlines, extra breaks, or tailored equipment or workspace changes.

You must consider adjustments when you know (or could reasonably be expected to know) an employee has a disability, when they request adjustments, or if the absence or health condition gives rise to a disadvantage.

It’s good practice to document the request, agree adjustments in writing, and review them regularly, because the suitability of adjustments may change over time.

2. How should a small business manage an unplanned mental-health-related absence to support return to work?

Answer: Managing unplanned absence due to mental health starts with a clear absence-management process. Begin with early contact (where appropriate), keeping conversations open and empathetic, and ask how the employer can best support the employee’s recovery.

You might conduct a stress risk assessment and explore what workplace adjustments could help. With the employee’s consent you could refer them to Occupational Health or request GP documentation to get expert input on what’s needed.

When they’re ready to return, consider a phased return to work, temporary reduced hours or modified responsibilities, and agree this formally in writing. Ensure you keep reviewing progress and make further adjustments if required.

This approach helps reduce the risk of relapse, supports employee wellbeing, and helps the business retain talent and maintain productivity.

3. How can a small business create a supportive workplace culture to reduce mental-health-related long-term sickness absence?

Answer: A supportive workplace culture is fundamental to reducing long-term absence. Begin by encouraging open, two-way dialogue: regular check-ins, an open-door policy, and training for line managers in recognising early warning signs of stress, anxiety or depression.

Introduce or strengthen wellbeing policies: for example, appoint Mental Health First Aiders, provide access to an Employee Assistance Programme (EAP), promote healthy ways of working (breaks, walking meetings, realistic workloads), and embed mental-health awareness training.

Monitor absence trends, conduct regular risk assessments (such as stress risk assessments), and ensure adjustments are embedded within your absence-management process. Demonstrating genuine care helps retain employees, raises engagement, and lowers the cost (both human and financial) of long-term sickness absence.

Check out other Blogs in our series:

A Practical Guide to Reviewing Your Health & Safety Policy

Menstrual Health at Work: The Impact on Your Employees and Your Organisation

Managing High and Persistent Employee Absence: A Guide for Small Businesses

The content of our blogs is intended for general information and not to replace legal or other professional advice.

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