When unwell employees are supported, they are more likely to stay at work or return earlier

Supporting employees through illness or injury is not just a wellbeing initiative — it is a sound business strategy. Evidence consistently shows that when workers feel supported, involved, and understood, recovery outcomes improve and their connection to work is more likely to be maintained.

Employer practices, early intervention, and person-centred support play a decisive role in determining whether an employee can safely remain at work or return sooner following an absence.

Building the foundations for effective recovery at work

Strong recovery and return-to-work (RTW) outcomes are underpinned by several key operational elements. These include documented Stay at Work and RTW programs, timely notification of pre and early post absence issues to HR/People & Culture and Insurers, of triggers or injuries, access to suitable duties, capable clinical concierge case managers, and early engagement with workplace rehabilitation providers.

Australian Employers have a legal obligation to notify their workers compensation insurer within 48 hours of becoming aware of an injury and to provide suitable work unless it is not reasonably practicable. These obligations are not simply compliance requirements. They enable early action, which is consistently associated with faster recovery, reduced costs, and a lower risk of long-term workforce disengagement.

Well-designed Stay at Work and Return To Work programs help employees understand what will happen following an injury or health issue, who is involved, and how decisions about duties, adjustments, and support will be made. Clear processes reduce uncertainty at a time when employees may already be experiencing physical or psychological strain.

Traditional Occupational Health is pertinent but reactive and employers need to be in tune with and focused on averting and controlling unplanned absence. Mental Health issues are becoming more of a challenge for employers and employees, and a proactive approach has become crucial to successful Stay at Work and Return To Work outcomes.

“Presenteeism” (workers physically present but not fully engaged) is becoming embedded in workplace culture, with a rise in employees sometimes pretending to be well at work, having increased substantially since 2021.The primary reasons for hiding health concerns in the workplace included money worries (49%), a lack of understanding from management (26%) and negative stigma around health (19%).*

A 2024/25 workplace wellbeing report found that presenteeism rates in Australia were around 44%, significantly higher that absenteeism (around7%). Industries especially high include manufacturing, finance, Insurance, and retail.**

Research conducted by Lime Health in the UK recently found that 34% of employees have said they ’often’ or ‘always’ pretend to be well at work, while 69% ‘sometimes’ do so.

Psychosocial factors play a significant role in workplace absence. Engaging an independent, dedicated early intervention service, can deliver employee trusted, safer, more sustainable outcomes by addressing these factors early, before absence becomes entrenched. Research shows that workers with moderate to high Psychosocial distress not only took more sick leave but also had larger costs associated with reduced productivity.

The value of early, person-centred intervention

Data strongly supports the value of early reporting, early provision of suitable duties, and active employee involvement in recovery planning. These approaches are linked to quicker recoveries and more durable return-to-work outcomes.

Psychological injuries are a particular area of concern. They account for a disproportionately high share of longer-duration absences. This highlights the importance of tailored, supportive approaches where recovery may be complex or prolonged.

Anecdotal commentary suggests an increasing phenomenon of “App fatigue,” where employees have so many different options available providing digital support and signposting, that many seem to choose to do nothing!

A humanised and collaborative, clinical concierge approach is key to keeping people at work and an earlier return to work.

Employees who feel supported and involved in decisions about their recovery are significantly more likely to return to work earlier. Evidence shows that workers who engage with the right support, achieve stronger and more sustainable return-to-work outcomes.

The role of clinical concierge case management

A clinical concierge case manager with appropriate BioPsychosocial training, skills, and experience is a critical link between the employee, the employer, treating practitioners, and rehabilitation providers. Early, tailored engagement with these specialists is consistently associated with better recovery outcomes and reduced disruption to business operations.

Best practice includes maintaining and regularly reviewing Return To Work programs, prompt notification, early identification of suitable duties in consultation with employees, support for qualified Return To Work coordination and collaboration with existing rehabilitation and EAP providers, where there is a demonstrable need.

Why outsourcing early intervention makes business sense.

Embedding these principles into everyday practice is essential. In an increasingly complex and litigious environment, where workplace health and safety obligations must be demonstrably met, outsourcing early intervention and case management to independent experts is a prudent business decision.

This approach not only demonstrates compliance and genuine care for employees but can also be a highly efficient and cost-effective way to reduce unplanned absence, and avoid unnecessary escalation into long-term workers compensation, income protection, or TPD claims.

A collaborative, preventative approach

Strong collaboration between HR and People & Culture teams, combined with early pre-absence intervention and proactive post-absence support, is critical to achieving successful outcomes.

HCB Group data, as pioneers of the BioPsychosocial approach to occupational health, shows that up to 70% of workplace absence has a social determinant. Traditional Occupational Health models often unintentionally medicalise absence, increasing both direct and indirect employer costs and the likelihood of prolonged absence.

A preventative, person-centred approach reduces these risks and supports employees to recover safely while remaining connected to work.

There is little if nothing in the Australian market by way of proactive, earlier intervention for both organisations and Insurers. A conversation with HCB Australia costs nothing and can be a game changer in addressing unplanned absenteeism and improving workforce resilience. Reach out to HCB Australia to start the discussion.

Derek Perkins is Associate Director APAC for HCB Australia.

*Cover magazine UK

**Hcamag.com

*** InsuranceBusiness Mag acknowledgement 20/12/25 for part content