The surprising secret to a more productive workforce
When organisations talk about boosting productivity, the conversation often moves towards targets, technology and output metrics. But what if one of the most significant components available to HR and business leaders has less to do with how hard people work, and everything to do with how well they rest?
That is the central argument of our new eBook, Productivity’s Secret Ingredient: Managing Absence & Leave, and the evidence behind it is compelling.
Absence is on the rise
UK workplace absence is now at its highest level in more than 15 years. Employees are absent for an average of 9.4 days per year, up significantly from 5.8 days before the COVID-19 pandemic. Mental health is a major driver: around 16.4 million working days were lost between 2023 and 2024 as a result of stress, anxiety and depression – accounting for more than 55% of all working days lost during that period.
These are not just human costs. With changes to the UK’s Statutory Sick Pay legislation from April 2026, including entitlement from day one of sickness and the removal of the Lower Earnings Limit, many organisations are set to see the financial burden of absence increase.
Annual leave as a productivity tool
It may seem counterintuitive, but encouraging employees to take more time off is an evidence-backed strategy for improving performance. Research from the International Foundation of Benefit Plans suggests that using annual leave improves employee productivity by up to 40% and reduces the use of sick leave by 28%.
Employees who disconnect and recover return to work more focused, more creative and better equipped to make sound decisions. Working without adequate rest, by contrast, hinders concentration and increases burnout risk. According to Gallup, employees who frequently experience burnout are 63% more likely to take sickness absence.
The implications for HR strategy are significant.
Engagement, culture and the wellbeing connection
Absence does not exist in isolation. Low engagement, poor workplace relationships and high workload consistently emerge as key drivers of both stress and sickness absence. According to the CIPD, 76% of organisations report stress-related absence. That figure points to a systemic, cultural challenge rather than individual circumstance.
When employees feel genuinely supported, the data tells a different story: they are 72% less likely to report frequent burnout, five times more likely to be engaged at work, and 49% less likely to be actively looking for a new role.
Building that kind of environment requires intentional leadership. Managers who model healthy boundaries, organisations that normalise taking leave, and HR teams with the tools and data to identify risks before they escalate.
From reactive to proactive
Many organisations are still managing absence through manual processes, spreadsheets or disconnected systems. The result is a lack of visibility, inconsistent data and HR teams spending time on administration rather than strategy.
Our latest eBook sets out a clear action plan for HR leaders, from reviewing current processes and assessing technology, through to strengthening manager capability and fostering a healthier leave culture.
