Five steps to a future-ready occupational health and absence strategy

A person-centred approach to building a healthier, more resilient workforce

Gone are the days when occupational health meant little more than first-aid boxes and fire drills.

Today’s workplace presents more complex and evolving challenges, from rising mental health conditions and long-term illness to an ageing workforce and the lasting impact of pandemic-era working patterns.

In this new landscape, occupational health must go beyond a compliance tick-box. It’s now a strategic tool for boosting workforce resilience, reducing absence and supporting long-term business performance.

For employers, building a future-ready strategy means taking a more holistic, integrated and person-centred approach – one that prevents absence, supports recovery and helps every employee stay healthy, safe and productive.

Here are five key considerations to guide that strategy.

Unlocking the strategic value of occupational health

Occupational health (OH) services have traditionally focused on helping employers meet legal responsibilities under the Equality Act 2010 and health and safety regulations.

While those obligations remain essential, modern OH strategies are evolving to become a driver of operational strength and continuity.

By identifying issues early and providing timely interventions, OH services can help prevent short-term problems from developing into long-term absences.

Pre-employment screenings, ongoing health assessments and specialist referrals all contribute to a safer and more productive workforce.

Crucially, OH isn’t just about risk management, it’s about optimising performance. When employees feel supported in managing their health, they’re more likely to remain engaged, motivated and able to thrive at work.
Connecting absence management with employee health

Managing absence should be about much more than record-keeping. It’s about understanding the reasons behind absences, supporting employees at every stage and making informed decisions that protect both individual wellbeing and organisational resilience.

A joined-up absence strategy should align with wider occupational health, HR and employee benefits approaches. This means having consistent processes, well-briefed managers and the capability to draw actionable insight from absence data.

Turning absence records into strategic insight can help identify trends, hotspots or underlying causes. Whether it’s frequent absence linked to stress in a particular department or recurring issues related to physical roles, targeted interventions can make a tangible impact.

Effective absence management also includes reviewing return-to-work processes, equipping line managers with confidence to handle sensitive conversations and building trust so employees feel supported.
Put early intervention at the heart of your strategy

Early intervention is one of the most effective ways to reduce long-term absence and speed up recovery.

The longer an employee remains off work, the more complex their return can become and the greater the impact on teams and workloads.

Providing prompt access to support can make all the difference. This might include fast-tracked physiotherapy or musculoskeletal triage, access to mental health counselling or structured return-to-work planning.

Crucially, employees need to understand what support is available and how to access it. Communication, visibility and simplicity matter, especially at a time when someone may already feel overwhelmed.

Selecting the right form of intervention is equally important. Depending on the situation, the most effective option could be income protection with early intervention and rehabilitation support, occupational health programmes, vocational rehabilitation or signposting to existing employee benefits.

With so many choices and varying levels of cover and support, a specialist broker such as Towergate can help employers navigate the options and select the most appropriate solution for their workforce and business goals.

Embedding early intervention as part of a wider health and absence strategy can help reduce costs, lower claims volumes and maintain continuity in operations.
Put mental health at the heart of your strategy

Mental health is now one of the most common causes of long-term absence in the UK.

While awareness has grown in recent years, employer responses often remain reactive or fragmented.

A future-ready strategy places mental health on an equal footing with physical health and takes a layered, proactive approach. This includes training line managers to spot early signs of poor mental health, offering flexible work adjustments and creating a psychologically safe environment for open conversations.

Support should extend beyond a helpline or employee assistance programme. For example, workload planning, debrief periods after high-pressure projects and regular one-to-ones can all contribute to mental wellbeing.

Supporting mental health effectively means looking beyond access to treatment and addressing the organisational and cultural factors that shape everyday working life. When employees feel psychologically safe and supported, they tend to be more engaged, loyal and resilient.
Personalise your support

Each employee’s experience of health, work and recovery is different.

One-size-fits-all approaches to occupational health or absence management can fall short, especially when dealing with long-term or fluctuating conditions.

A more personalised approach considers individual circumstances, health history, job roles and preferences. For example, someone recovering from surgery may benefit from ergonomic adjustments and a phased return, while an employee returning after a mental health absence might need flexible hours and regular check-ins.

Flexibility should also be built into your policies and systems, giving managers the confidence and discretion to adapt support where appropriate.

Listening to employee needs and adjusting support accordingly can have a significant impact on retention, morale and overall workforce resilience.

Building resilience through smarter health strategies

In an era where workforce health challenges are increasingly complex and interlinked, the most effective organisations are taking a strategic approach to occupational health and absence.

By embedding early intervention, integrating health and absence support, personalising care and addressing mental health as a strategic priority, businesses can move beyond compliance towards cultures that genuinely value and enable employee wellbeing.

Done well, occupational health becomes a tool for competitive advantage, helping to protect performance, reduce risk and build a healthier workforce.