How can I support employees during times of illness or injury?

When an employee is seriously ill or injured, most employers want to do the right thing. The challenge is knowing what that actually looks like in practice. The businesses that handle it best tend to have three things in place: financial protection that kicks in when sick pay runs out, access to quality medical care that gets people better faster, and a clear, human approach to communication and return to work. Get those foundations right, and you're protecting your people and your business at the same time. 

What are an employer's legal obligations during staff illness? 

Before getting to best practice, it's worth being clear on the legal baseline.

When an employee is off sick, UK employers are required to pay Statutory Sick Pay (SSP) - currently £116.75 per week - for up to 28 weeks, provided the employee meets the eligibility criteria. SSP kicks in from the fourth day of absence; the first three are known as waiting days and are unpaid unless your company policy says otherwise.

Beyond SSP, you're required to keep the employee's job open during a period of sickness absence (subject to the circumstances and duration), make reasonable adjustments for employees with disabilities, and handle the situation in a way that's consistent and non-discriminatory.

The practical foundation for all of this is a clear, written absence policy. It should cover how to report absence, what the review process looks like, what support is available, and what happens if absence becomes long-term. Consistency matters here - applying the policy differently to different employees is where things can go wrong, both for morale and legally. 

How can group income protection safeguard your workforce? 

SSP runs out after 28 weeks. For an employee dealing with a serious illness or injury, that can be well before they're in a position to return to work. That gap is where group income protection comes in.

Income protection pays a continuing percentage of an employee's salary - typically somewhere between 50% and 75% - if they're unable to work due to illness or injury. Payments usually begin after a defined waiting period (often aligned to when SSP ends) and can continue until the employee returns to work, reaches a certain age, or the policy term ends.

For employees, the impact can be significant. Financial stress and health stress can amplify each other. Removing the worry about how the mortgage gets paid helps to give people the space to actually focus on recovery. For employers, it transfers the financial risk of long-term absence away from the business - you're not funding an open-ended sick pay commitment out of your own budget.

Many income protection policies also include access to early intervention and rehabilitation services, which can meaningfully shorten absence periods. 

What role can private medical insurance play in recovery?

Speed matters when it comes to health. The sooner an employee gets an accurate diagnosis and starts treatment, the sooner they're on the road to recovery - and the shorter the absence period for the business.

Private medical insurance (PMI) gives employees access to private diagnosis and treatment which can bypass NHS waiting lists. For common conditions that drive workplace absence - musculoskeletal problems, mental health issues, cancer - faster access to care can make a real, measurable difference to outcomes.

Modern PMI policies go well beyond covering hospital stays. Most now include features like 24/7 virtual GP access, fast-track mental health support, physiotherapy, and second opinion services. These aren't just nice-to-haves – they help to remove the friction that can stop employees seeking help early, which is exactly when intervention can be most effective. 

How to manage a successful return-to-work process 

Getting someone back to work after a serious illness or injury isn't just an administrative exercise. Done well, it's one of the most important things you can do for that employee's long-term wellbeing - and for your chances of actually retaining them.

A few principles that make a real difference: 

Start the conversation early

Staying in appropriate contact during absence - not to pressure, but to show you care and keep the connection - makes the eventual return far less daunting. The employee shouldn't feel like they've been forgotten. 

Build a phased return

Coming back full-time after a prolonged absence is a lot to ask. Phased returns, reduced hours, modified duties or temporary adjustments to role can make the transition manageable. These are also legally expected as reasonable adjustments where relevant. 

Use your EAP

Employee Assistance Programmes offer confidential counselling, practical support and signposting to other services. For employees returning after a mental health episode or a serious physical illness, this kind of non-judgmental support can be genuinely valuable. Make sure employees actually know it exists and how to access it. 

Lean on your income protection provider

This is underused by many employers. If you have group income protection in place, the insurer typically has access to early intervention and rehabilitation services - occupational health referrals, physiotherapy, psychological support - that can be brought in before a claim is even made. The earlier these are activated, the better the outcomes tend to be. Your absence policy should clearly signpost employees and line managers to these services, with guidance on when to make a referral. 

Involve occupational health where appropriate

For complex or long-term cases, an occupational health referral can provide a professional view on fitness for work, recommended adjustments, and likely timescales. It takes the guesswork out of the process and gives both parties a clearer path forward.

The businesses that handle absence well aren't just the ones with the best benefits in place - they're the ones that use them consistently, communicate them clearly, and approach the whole process with genuine care for the person involved. That's what makes the difference.

Howden Employee Benefits & Wellbeing Limited is part of the Howden Group. Registered in England and Wales under company number 2248238, with its registered office at One Creechurch Place, London EC3A 5AF. Authorised and regulated by the Financial Conduct Authority (Financial Services Register No. 312841).    The Financial Services Register can be accessed through www.fca.org.uk