Sickness Absence Trigger Points UK: How to Set Fair Thresholds

Trigger points are predefined thresholds that prompt a management action when an employee's sickness absence reaches a certain level. Used correctly, they provide a fair, consistent framework for managing absence. Used poorly, they become a blunt instrument that penalises people with genuine health problems. This guide explains how to set triggers that are both effective and legally safe.

What are absence trigger points?

A trigger point is a threshold written into your absence management policy. When an employee's absence hits the trigger, it prompts a specific action. Typically this means a conversation between the employee and their manager, which may be informal at first and progress to formal stages if absence continues.

The purpose is not to punish people for being ill. It is to ensure that absence is discussed, support is offered, and patterns are addressed before they become unmanageable.

Common trigger point thresholds

There is no legally prescribed threshold. Employers set their own based on what is reasonable for their business. The most common approaches are:

Frequency-based triggers

These count the number of separate absence occasions in a rolling 12-month period, regardless of how long each absence lasted.

Informal stage: 3 occasions in 12 months
Formal stage 1: 4 occasions in 12 months
Formal stage 2: 5 occasions in 12 months
Final stage: 6 or more occasions in 12 months

Frequency-based triggers are effective at identifying patterns of short, repeated absences (such as regular Monday sickness), which often indicate underlying issues.

Duration-based triggers

These count the total number of days absent in a rolling 12-month period.

Informal stage: 8 to 10 days in 12 months
Formal stage 1: 15 days in 12 months
Formal stage 2: 20 days in 12 months

Duration-based triggers catch sustained absence but may miss patterns of frequent short absences.

Combined triggers

Many employers use both frequency and duration triggers. For example: 3 occasions or 10 days in any rolling 12-month period, whichever is reached first. This approach catches both types of absence pattern.

Using the Bradford Factor as a trigger

The Bradford Factor is a formula that weights frequent short absences more heavily than a single long absence. The formula is:

B = S × S × D

Where S is the number of separate absence spells and D is the total days absent in a rolling 12-month period.

Worked examples

1 absence of 10 days: 1 × 1 × 10 = 10
5 absences of 2 days each: 5 × 5 × 10 = 250
10 absences of 1 day each: 10 × 10 × 10 = 1,000

This illustrates why the Bradford Factor is useful. Ten single-day absences are far more disruptive than one ten-day absence, because each instance requires cover arrangements, handovers, and catch-up time.

Common Bradford Factor trigger levels

0 to 50: No concern
51 to 124: Informal discussion
125 to 399: Formal stage 1 (written warning)
400 to 649: Formal stage 2 (final written warning)
650+: Consideration of dismissal

These are typical thresholds, not legal requirements. You can adjust them to suit your business and sector.

Informal vs formal stages

Informal stage

When a trigger is first hit, the response should be an informal, supportive conversation. The manager should:

Express concern for the employee's wellbeing
Discuss the absence pattern and any underlying causes
Explore whether workplace factors are contributing
Offer support (occupational health, EAP, flexible working)
Explain that continued absence at this level will move to a formal process

Keep a brief written record of the conversation and any agreed actions.

Formal stages

If absence continues, the formal process mirrors a disciplinary procedure but framed as capability rather than conduct. Each formal stage should include:

Written notification of the meeting and the right to be accompanied
A review of the absence record and any medical evidence
An opportunity for the employee to explain
A clear outcome (improvement target, review date, consequences of no improvement)
A right of appeal

Disability considerations

This is where trigger points can create legal risk. If an employee has a disability under the Equality Act 2010, applying trigger points rigidly could amount to discrimination arising from disability.

To protect your business:

Separate disability-related absence: Consider not counting absence caused by a disability towards the trigger thresholds, or applying higher thresholds.
Consider reasonable adjustments: Adjusting trigger points is itself a reasonable adjustment that a tribunal would expect you to consider.
Get occupational health advice: Before taking formal action against someone with a known health condition, get professional guidance.
Apply discretion: The policy should state that triggers prompt a review, not an automatic sanction. Managers must consider individual circumstances.

Best practices for fair trigger points

Write them into your policy. Triggers should be clearly documented so employees know what to expect.
Use rolling 12-month periods. This prevents old absences from counting indefinitely while still capturing recent patterns.
Triggers prompt a review, not automatic sanctions. Every case should be considered on its merits.
Train managers. Managers need to understand how to conduct supportive conversations and when to escalate.
Review thresholds annually. Compare your triggers against actual absence data. If 80% of your workforce is hitting the informal trigger, it may be set too low.
Communicate the purpose. Employees are more likely to accept trigger points if they understand they exist to support, not to punish.

How Leavely calculates and flags triggers automatically

Leavely takes the manual work out of absence monitoring:

Automatic Bradford Factor: Leavely calculates each employee's Bradford Factor score in real time as absence data is recorded.
Trigger alerts: Set your own trigger thresholds and receive notifications when employees reach them.
Absence dashboards: See frequency, duration, and patterns at a glance for individuals and teams.
Return-to-work logging: Record RTW interview notes directly against the absence record.
Audit trail: Every absence entry, approval, and management action is logged with timestamps for compliance evidence.