Preparing for SSP Reform: Why “Flu Season” Is the Perfect Time to Strengthen Your Absence Strategy
With Statutory Sick Pay (SSP) reform on the horizon, many employers are beginning to ask the same question: are our sickness absence policies fit for the future? With legislative changes due to take effect in April 2026, now is the ideal time to prepare – not only for compliance, but for building a healthier, more resilient workforce. As flu season fast approaches, organisations have a timely opportunity to reinforce best practice, reduce risk, and strengthen both policy and culture.
What’s Changing with Statutory Sick Pay?
Currently, employees must be off sick for three consecutive days before they qualify for SSP, with payment beginning on day four. Under the upcoming Employment Rights Bill, this will change significantly. SSP will become payable from day one of sickness, removing the waiting period altogether. In addition, the lower earnings threshold – the current minimum is an average of £123 per week – will be abolished. This means an estimated 1.3 million more workers will become eligible for Statutory Sick Pay for the first time.
The way SSP is calculated will also change. The current flat rate of £118.75 per week will be replaced by a new structure: 80% of earnings for lower-paid employees, with higher earners continuing to receive the flat rate. Any disputes around SSP will fall under the responsibility of the new Fair Work Agency, shifting enforcement away from individual legal challenges and providing greater protection for lower-paid workers.
The Commercial Reality: Managing Cost and Absence Risk
One of the most common concerns we hear from employers is the potential for increased short-term absence and higher sick pay costs. For some lower-paid employees, receiving 80% of earnings while off sick may significantly reduce the financial incentive to attend work unless genuinely unwell. In contrast, higher-paid employees will still experience a clear income gap between working and SSP, which is likely to deter unnecessary absence.
This doesn’t mean abuse of sickness policies is inevitable – but it does mean organisations must take a proactive, structured approach to absence management, underpinned by consistent processes and confident leadership.
Aligning Policies Now Prevents Problems Later
A key first step is reviewing and updating sickness absence policies so they fully align with the April 2026 legislation. Where organisations already offer enhanced company sick pay, this does not automatically need to mirror the new day-one SSP rule – but the relationship between contractual sick pay and statutory entitlements must be clearly defined.
It’s also essential to check employee contracts for any sick pay commitments that may now conflict with the new law. As best practice, absence policies should sit separately from individual contracts, allowing organisations to make consistent changes across the workforce without creating legal complexity.
💡If would like a complimentary review of your organisation’s sickness policy, please get in touch, our expert team of in-house employment lawyers are happy to help.
Empowering Managers to Lead with Confidence
Even the best policies fall short without confident and consistent management. Ensuring that managers fully understand sickness procedures is critical – not only for fairness and compliance, but to reduce the risk of discrimination claims driven by inconsistent handling.
Refresher training for managers and team leaders can be transformative. It helps reset expectations, correct informal workarounds that often creep in over time, and reinforces the importance of following proper reporting and review processes. As we move into peak cold and flu season, now is the perfect time to re-establish those standards and embed best practice across teams.
Why Accurate Absence Records Protect Everyone
Robust absence recording is not just an administrative exercise – it’s a vital legal and strategic safeguard. Clear records support workforce planning, budgeting, and long-term resourcing decisions, while also protecting employers when managing long-term capability or ill-health dismissals.
Requiring employees to speak directly with their manager to report absence – rather than relying on emails or messages – can significantly reduce informal or unnecessary sickness reporting. A simple conversation creates accountability and naturally discourages casual absence.
Return-to-work meetings are equally important. No matter how short the absence, these conversations allow managers to check in on wellbeing, identify any underlying issues, and offer appropriate support. They’re also a powerful deterrent for repeat short-term absences and provide an opportunity to involve Occupational Health where needed.
Reviewing Policy Language: Small Changes, Big Impact
The language used in absence policies matters more than many organisations realise. Policies that feel accusatory or overly disciplinary can damage trust and morale – particularly for employees managing genuine long-term health conditions.
For example, replacing terms like “written warning” with alternatives such as “attendance improvement note” may seem subtle, but it shifts the entire tone of the process. The outcome remains the same, but the experience feels supportive rather than punitive. These changes alone can significantly improve engagement and reduce conflict.
Tackling the Real Driver of Short-Term Absence: Mental Health
One of the leading causes of short-term sickness absence today is poor mental health – particularly stress, anxiety, and burnout. With NHS waiting times for therapies such as CBT and EMDR continuing to rise, more employers are choosing to invest in private medical insurance or funded counselling as a proactive wellbeing measure.
Tracking absence data sensitively allows businesses to identify whether the cost of ongoing mental health-related absences could be offset by funding early intervention and clinical support. In many cases, it’s not just a wellbeing decision – it’s a sound commercial one.
Why “Working from Home While Sick” Can Backfire
While flexible working has transformed many organisations, allowing employees to work while unwell can be counterproductive. It can delay recovery, blur boundaries around rest, and create an unhealthy culture where people feel pressured to stay connected even when off sick.
There’s also a risk of perceived unfairness if some roles can work remotely while others cannot – particularly in operational or physical roles. Without careful handling, this can quickly lead to disengagement or even claims of unequal treatment.
A Timely Opportunity to Strengthen Your Approach
With several months to go before SSP reform takes effect, and flu season fast approaching, now is the ideal time to reinforce absence protocols, refresh policies, and empower managers with the tools and confidence they need to lead well. When processes are clear and consistent, sickness levels often fall naturally – simply because expectations are understood and support is visible.
At Omny Group, we believe that great people practices are built on clarity, compassion, and confident leadership. By acting now, organisations won’t just be compliant with SSP reform – they’ll be creating healthier, more sustainable workplaces where people feel supported to perform at their best.
If would like a review of your organisation’s sickness policy, please get in touch.