Absence is an inevitable part of running any early years setting. What defines a well-managed provision is not the absence itself, but how it is handled. When ratios, continuity of care, and team stability are all closely linked, even short-term absence can have a wider operational impact.
For many providers, managing absence is one of the more complex aspects of people management. It requires a balance between supporting staff appropriately and maintaining the consistent delivery of care.
Absence from Work
The foundation of effective absence management is consistency. Without a clear and fair approach applied across the team, it becomes difficult to manage expectations or address issues when they arise.
This consistency should extend across all types of absence, whether that is annual leave, sickness, medical appointments, time off to care for a dependent, or compassionate leave. Each has its own context, but all should sit within a clearly defined framework.
Documenting your approach is essential. A well-structured sickness absence policy provides clarity for both managers and staff, setting out how absence should be reported, what is considered reasonable, and how concerns will be addressed if absence levels become problematic. It should also guide employees towards additional support where needed, reinforcing a culture that is both structured and supportive.
Alongside policy, systems play an important role. Tracking absence and leave requests in a consistent way helps reduce administrative pressure and ensures nothing is overlooked. Over time, this also allows patterns to be identified, supporting more informed decision-making.
A strong policy does not seek to eliminate absence, but to manage it effectively. It sets expectations around communication, defines acceptable levels, and provides a clear process for escalation where necessary. Just as importantly, it creates transparency, allowing staff to understand both their responsibilities and their entitlements.
Balancing Support and Structure
In early years, absence is rarely straightforward. Staff may be managing their own health, caring for children or relatives, or dealing with unexpected circumstances. A considered approach recognises this reality, while also ensuring the setting can continue to operate safely and effectively.
The most effective providers are those who combine empathy with structure. They support their teams, but they also maintain clear boundaries. This balance is what allows absence to be managed without creating wider instability within the setting.
FAQs
A member of staff is taking high levels of sickness absence but most are for their own child, can I discipline them for this?
No. Absence taken to care for a sick child or dependent should not be recorded as sickness absence. It should instead be categorised appropriately, such as carer’s leave, parental leave, or unpaid leave. Employees are entitled to take a reasonable amount of time off to deal with these situations and should not be disciplined for doing so. Misclassifying this type of leave can lead to significant employment law risks.
Do I have to pay Statutory Sick Pay (SSP) to all staff?
From 6th April 2026, Statutory Sick Pay will be payable from the first day of sickness absence. Previously, this applied from the fourth consecutive day. The removal of the lower earnings limit also means more employees will qualify, with SSP payable at the government set rate or 80% of average weekly earnings, whichever is lower. This change reinforces the importance of managing absence effectively, as the financial impact on employers will increase.
If a member of staff is waiting for a call from the doctor, how can we manage this when they aren’t allowed their phones on them in the room?
This is a common challenge, particularly with current GP triage systems. A practical approach is to allow the employee’s phone to be kept in a secure office area, with a trusted colleague monitoring for incoming calls if the employee is comfortable with this. That colleague can answer on their behalf if needed and immediately notify them, allowing the employee to step out and take the call privately. If this arrangement is not suitable, the employee may need to explore alternative appointment options with their GP.
What is classed as unsatisfactory sickness absence?
This can vary between settings, but a common starting point is around eight days of absence within a twelve-month period, or three separate instances, whichever is reached first. Some providers apply a lower threshold during probationary periods. What matters most is that thresholds are clearly defined, consistently applied, and supported by a fair process.
Absence management, when approached thoughtfully, becomes less about control and more about clarity.
By setting expectations, maintaining consistency, and supporting staff appropriately, providers can manage absence in a way that protects both their team and the stability of their setting.
