Wouldn’t it be easier to “fix” your employee absenteeism problem if you knew what was actually causing it? You can track absence rates until you’re blue in the face, but if you don’t know what prevents your workers from being present, you’ll never really solve the riddle.
This guide gives you a helping hand by introducing the main causes of absenteeism, along with their potential impact.
What are the 7 root causes driving employee absenteeism?
The UK Government’s recent Keep Britain Working review has revealed that over one in five working-age adults are now out of the workforce entirely, many due to ill health or disability — a clear sign that employers need to knuckle down and prioritise wellbeing and inclusion. After all, every employee in your organisation is an individual with different health and life circumstances that influence their need to be absent from work. Here are the top seven causes impacting your business.
Cause 1: Mental health, stress, and burnout
The toil of modern work can understandably weigh heavily on employees. Factors like long hours, high pressure, or just the emotional strain of the job itself can each result in employees needing to take time off to recuperate.
According to Mental Health First Aid (MHFA) England, nearly 10% of UK adults took time off work for mental health reasons in the past year, and 45% of those absences lasted a month or longer. That means millions of employees were out of the workplace for extended periods due to issues such as depression, anxiety, or chronic stress.
The Chartered Institute of Personnel and Development (CIPD) Health and Wellbeing at Work 2024 report found that:
- 41% of UK employers cite mental ill health (such as depression and anxiety) as the top cause of long-term absence (over four weeks)
- 28% list stress as a leading cause overall
- Mental health is also the second most common cause of short-term absence (under four weeks)
The cost of mental-health-related absenteeism is immense. Beyond sick pay, long-term stress and burnout can lower productivity as it disrupts teams from completing their work, multiplying the financial impact. MHFA England estimates that poor mental health costs the UK economy around £57 billion each year, largely due to absenteeism and lost productivity.
Cause 2: Minor and short-term physical illness
Familiar to all of us, minor illnesses remain the most common reason for employees taking time off work in the UK. According to the CIPD’s Health and Wellbeing at Work 2024 report, 78% of organisations list minor illnesses among their top three causes of employee absence.
The Office for National Statistics (ONS) supports this finding: minor illnesses accounted for 30% of all sickness absence days throughout 2023-2024, making this the single largest category of time lost. Common short-term causes include:
- Colds and flu
- Stomach bugs or food poisoning
- Headaches and migraines
- Mild respiratory infections
While each episode may only last a few days, the cumulative effect is significant. With 148.9 million working days lost to sickness and injury in 2023-2024, these everyday illnesses represent a major share of overall absence. Since 2018, the Institute of Public Policy Research estimates the “hidden cost” of absence attributed to sick days has increased by £5 billion.
Cause 3: Chronic conditions and long-term sickness
While short-term illnesses can put a dent in daily operations, chronic health conditions and long-term sickness have a longer-lasting impact. These are often complex, recurring, or serious medical issues requiring extended time away from work and ongoing management once an employee returns.
According to CIPD’s Health and Wellbeing at Work 2024 report, the leading causes of long-term absence include:
- Musculoskeletal injuries and conditions, such as back pain, repetitive strain injury, or joint problems, cited by 31% of organisations
- Long-term or chronic conditions, including neurological or respiratory disorders, cancer, or diabetes, cited by 30%
- Acute medical conditions, such as stroke or heart attack, cited by 24%
These conditions can lead to months of lost time incidents, rehabilitation, and reduced capacity even after employees return to work. The Office for National Statistics (ONS) notes that people with long-term health conditions have an average absence rate of 4.0%, compared with 1.0% for those without.
The financial impact is substantial. A MetLife UK 2025 analysis found that long-term sickness leave costs employers an average of £20,735 per employee, once factors like sick pay, cover, and lost productivity are included.
Cause 4: Disengagement and low morale
When employees feel disconnected from their work, the impact is noticed in performance and attendance too. The scale of this disconnect is staggering. According to Gallup’s 2024 State of the Global Workplace report, just 21% of employees worldwide are engaged at work — down from 23% the previous year, and costing $438 billion in lost productivity.
The CIPD’s 2025 Good Work Index, based on a survey of 5,000 UK workers, found clear links between poor engagement, health, and attendance. Employees who said work negatively affects their mental health were:
- Far less satisfied with their jobs (37% vs 93% who reported positive mental health)
- More than twice as likely to quit within 12 months (34% vs 14%)
- Less willing to go above and beyond for their organisation (39% vs 69%)
Cause 5: Bullying, harassment, and workplace conflict
Few issues damage morale and attendance faster than workplace conflict. Whether it’s overt bullying or subtle exclusion, unhealthy team dynamics leave employees feeling unsafe and undervalued, prompting their absence from work.
According to the CIPD’s latest research, one in four UK employees have experienced conflict, bullying, or abuse at work in the past 12 months. These behaviours range from severe intimidation or verbal abuse to more subtle actions, such as exclusion, persistent criticism, or inappropriate jokes.
When employees are exposed to bullying or ongoing conflict, they’re significantly more likely to report stress-related illness, disengagement, and prolonged absence. Many eventually leave altogether, taking their knowledge, trust, and productivity with them.
While 70% of employers believe they have effective procedures to manage interpersonal conflict, this confidence isn’t shared by their people. Only 36% of employees who experienced conflict felt their situation was fully resolved, according to CIPD.
Cause 6: Personal responsibilities and life admin
Employees who aren’t able to achieve a healthy work-life balance are far more likely to take time off — not because they want to, but because sometimes life simply gets in the way. When personal responsibilities pile up, absence becomes the best or only way to reset the scales.
From caring for children and ageing parents to managing appointments, school runs, and last-minute crises, employees are juggling more than ever. And in a world where flexibility isn’t always available, something has to give. Zooming in on childcare responsibilities in particular, 68% of parents have had to take time off work to look after a sick child or deal with an accident, and 34% of those had to take unpaid leave to do so.
There’s hope though for employees with supportive employers. Parents with access to employer-supported childcare or backup care report up to 30% fewer absences and higher overall engagement.
Cause 7: Job seeking and interviewing
Unhappy employees are more likely to be absent from work as they quietly explore other opportunities. Well-established research has long shown a connection between rising absenteeism preceding turnover — which makes perfect sense as employees take time off to meet with recruitment agents or attend job interviews, without admitting the absence to their current employer.
How to address the root causes of absenteeism with proactive support
Now you know “why” employee absenteeism is happening, the next step is addressing the “how.” Try the following strategies to proactively support the main causes of employee absenteeism.
- Start with honest conversations: Talk openly about wellbeing and workload. Regular check-ins help managers catch problems early, before they turn into long-term absence.
- Prioritise mental health support: Normalise mental health conversations and make it easy to access professional help. Early intervention can prevent stress or anxiety from leading to time off.
- Offer real flexibility: Give employees more control over how and when they work. Hybrid schedules, flexible hours, or job-sharing all dramatically reduce stress-related absences.
- Train and empower managers: Equip managers to handle sensitive conversations, recognise burnout, and respond to personal challenges with empathy and consistency.
- Resolve conflict quickly: Don’t let small issues become major problems. Clear anti-bullying policies and fast, fair resolution processes protect both morale and attendance.
- Support employees with caring responsibilities: Recognise the growing pressure on parents and carers. Options like backup care and flexible scheduling help employees stay engaged and reliable.
- Focus on career growth and engagement: When employees see a future in your organisation, they’re less likely to disengage or take time off to explore other roles.
- Choose proactive, on-demand support: Sonder gives employees 24/7 access to medical, mental health, and wellbeing experts, all in one app. It’s a modern alternative to traditional employee assistance programmes that helps organisations build a healthy and resilient workforce.
Book a demo to see how Sonder can help your people feel supported and ready to show up every day.
FAQs
What are the most common causes of employee absenteeism in the UK?
The most common causes of employees absenteeism in the UK are:
- Minor illnesses
- Mental health
- Caring responsibilities for children
- Stress
How does mental health impact absenteeism rates?
More than 4 in 10 UK employers cite mental health as the top cause of long-term employee absence in their organisations.
What is the true financial cost of absenteeism to a business?
Absenteeism costs the UK economy £103 billion per year. On an individual level, employers might spend an average of £20,735 per employee based on long-term sickness costs.
How can organisations reduce employee absenteeism caused by childcare responsibilities?
Employers can reduce childcare-related absenteeism by offering flexible schedules, remote or hybrid options, and childcare support benefits such as backup care or subsidised nursery places. Creating a culture that recognises caring responsibilities helps parents stay present and productive.
What are examples of proactive support to address absenteeism?
Five top examples of proactive support to address absenteeism are:
- Early wellbeing check-ins and absence tracking
- Mental health and stress management support
- Manager training for empathetic conversations
- Flexible and hybrid working policies
- On-demand health and wellbeing services, such as Sonder, which provides 24/7 access to medical and mental health experts.
Are there differences in absenteeism causes across sectors?
Yes. The Office for National Statistics reports that public sector employees in industries like healthcare and education report higher absence rates (2.9%) than private sector workers (1.8%), often due to stress, workload, and frontline exposure. However, absenteeism is also a growing concern in private sector industries like retail and transportation, where irregular hours and demanding customers contribute to high rates of short-term absence and fatigue-related illness.
How does absenteeism impact staff morale and retention?
Frequent absence increases workloads for others, leading to lower morale, higher stress, and eventual disengagement. Over time, it can damage trust between teams and management, driving higher turnover and reduced productivity.
What UK resources are available for supporting employee wellbeing?
Useful UK resources to support employee wellbeing include:
- Sonder: 24/7 wellbeing and clinical support for proactive absence prevention
- Mind: Mental health resources for employers
- Acas: Guidance on workplace conflict and employee relations
