In any workplace, occasional lateness or absence is normal. However, ongoing or patterned absenteeism can disrupt operations, affect productivity, place pressure on other team members and lower morale. 

At the same time, not every absence is misconduct, so absenteeism should be managed with a balanced and procedurally fair approach.

What is absenteeism?

In employment, absenteeism generally refers to repeated lateness, frequent absences or a pattern of failing to attend work, particularly where the behaviour suggests the absence may not be necessary, properly explained or consistent with the employee’s obligations.

In some cases, repeated absenteeism may become a conduct issue and, if left unresolved, lead to disciplinary action.

However, employers should not jump straight to that conclusion. 

Before taking action, they should consider whether genuine personal or medical issues are involved, as early support may help resolve the issue before it escalates.

Early warning signs and patterns

One of the most important steps in managing absenteeism is recognising when it is becoming a pattern. Employers should pay attention to issues such as:
•    repeated absences on Mondays or Fridays or around public holidays
•    regular lateness for the start of a shift
•    frequent short absences with vague explanations
•    repeated failures to follow notice or call-in procedures.

This does not necessarily mean the employee is acting dishonestly but it does mean the issue should be looked at more closely.

The importance of evidence and record keeping 

Before issuing a warning or considering dismissal, employers need evidence. 

Courts and tribunals have repeatedly found that a failure to investigate absenteeism properly can make later disciplinary action unfair.

Good record keeping is critical. 

Employers should keep track of:
•    how often the lateness or absences are occurring
•    the length of each absence
•    whether the employee gave notice in line with workplace policy
•    the reason provided for the absence
•    any supporting evidence, such as medical certificates
•    the impact of the absence on the business
•    any counselling, discussions or warnings already given.

A supportive but firm approach

Where absenteeism is becoming an issue, a measured approach is usually best. 

Before moving to discipline, employers should raise the concern with the employee and give them an opportunity to explain, as this may uncover genuine issues requiring support rather than punishment.

Depending on the circumstances, the employer may remind the employee of attendance expectations, offer temporary flexibility, encourage the use of support services or issue a formal warning if the behaviour continues without a satisfactory explanation.

Employers should avoid taking action where the absence is legitimate or the employee is exercising a workplace right such as taking personal leave.

Can absenteeism lead to dismissal?

A single incident of lateness or absence will rarely justify dismissal. However, dismissal may become an option where absenteeism is ongoing, unexplained or unsupported or continues after warnings.

Before dismissing, the employer should ensure that the matter has been properly investigated and the employee has had a chance to respond and, where appropriate, has been warned and given an opportunity to improve. 

Any mitigating factors such as service history or personal circumstances should also be considered.

When absenteeism becomes abandonment of employment

In more serious cases, absenteeism may amount to abandonment of employment, where an employee is absent for an extended period, provides no adequate explanation and fails to respond to reasonable contact attempts. 

Even then, employers should proceed cautiously as the issue may instead involve illness, miscommunication or a claim that the employee was forced out. 

Before treating the situation as abandoned employment, employers should:
•    check whether the absence was authorised and consider any underlying issues that may explain it
•    try to contact the employee directly by phone, email or other available means
•    check whether the employee has contacted anyone else in the workplace
•    send a letter to the employee’s last known address requiring them to explain their absence or return to work within a specified timeframe such as seven days.

If there is still no response after reasonable attempts to make contact, the employer may then be in a stronger position to conclude that the employment has been abandoned.

In summary

Absenteeism can be costly and disruptive but it should not be managed with assumptions or a one-size-fits-all approach. 

By monitoring attendance, identifying patterns early and responding with support and procedural fairness, employers can better manage absenteeism and reduce legal risk.

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