How to handle unauthorised absence the right way

Unauthorised absence is one of the more frustrating issues for any manager or HR professional to deal with. It disrupts workflow, unsettles team morale, creates avoidable admin headaches and left unchecked; it can set a dangerous precedent for the rest of the team.

Whilst no-one expects perfect attendance at all times, there’s a clear line between genuine authorised absence and simply failing to show up without notice and without explanation.

Handled properly, unauthorised absence doesn’t need to lead to conflict or spiralling. With a structured and consistent approach, it can be an opportunity to reset expectations, improve communication and even support those staff who may be struggling behind the scenes.

Here is our guide for dealing with unauthorised absences the right way.

Keep calm and take a considered approach

When an employee fails to show up for work with no prior notice or contact, its understandable to feel frustrated (especially if this isn’t the first time). But before assuming the worse or jumping straight to formal action, it’s essential to start with some basic welfare checks.

The first step is always to try and make direct contact with the employee. This could be via phone, text message or even email. Keep your tone neutral and express concern, asking for confirmation that they are okay.

If there is no response and you have a reason to be concerned (particularly if the employee is usually reliable and this behaviour is out of the blue), it may be appropriate to contact their listed next of kin to check their wellbeing.

Always make sure to record any contact attempts or responses as this can help ensure transparency and supports any future action if its required.

Have a clear policy

A well-written absence policy can be your best defence against inconsistent handling or miscommunication. It should clearly set out:

• How employees are expected to report absence
• Who they should contact and by when
• What constitutes an unauthorised absence
• What the potential consequences are if reporting procedures aren’t followed

If your policy is vague, out of date or hidden away in a dusty handbook, then its time for a re-fresh.

(By the way, as part of our HR Expertise, we offer guidance on HR policies as part of the package. Learn more here.)

Most importantly, ensure that employees are informed about your policies and are regularly reminded of it. If they do not know about this policy, then how can they be expected to abide by it?

If the employee returns to work

If an employee returns to work after a period of unauthorised absence, whether it was for one day or for several, you should always ensure that you hold a return-to-work meeting with them. You do not need to make this too formal or heavy handed, but you do need to ensure consistency and that an accurate record is taken.

In this meeting, make sure you address the following:

• What was the reason for their absence
• Whether they are fit to be back at work
• Whether there are any underlying issues (personal, health-related etc.)
• Why they were not able to make contact to report their absence
• Whether they require any additional support

Handled well, these meetings can help the employee feel support and heard, whilst also underlining that unexplained absences won’t go unnoticed.

If the employee does not return

In more serious cases, an employee may remain absent for a prolonged period without contact or explanation. In this situations, disciplinary action may be appropriate provided that a fair process is followed.

In these instances, the process varies depending on whether the employee is short service (i.e. has recently joined) or long service. We’ve included the process for long service and best practice below.

The process for an absent employee

1. Make reasonable efforts to contact the employee. Ensure that you keep accurate records of any contact attempts to the employee or next of kin.
2. If your contact is met with no response, then you can invite the employee to a disciplinary hearing, providing sufficient notice and clearly outlining the concerns and potential repercussions for failing to attend the meeting. It is considered good practice to send this invitation out via both email and recorded post.
3. If the employee fails to attend the meeting, you should look to re-invite them to a second and final meeting. Make it clear that continued no contact and a failure to attend this meeting may result in it being heard in their absence.
4. If the employee fails to engage, then you can continue to proceed in their absence. Dismissal should only be considered as a last result and should be based on the employee’s length of service, any mitigating circumstances and the impact the absence has on the business.
5. If you do decide to dismiss, then you should ensure that the outcome letter clearly explains the reasons, refers to previous attempts to engage and the policy they have breached.

It is important that you seek advice on this process from a professional. Failing to follow a fair and reasonable process, even in cases of unauthorised absence, could still result in claims of unfair dismissal, particularly if the employee later claims that there were extenuating circumstances

Track patterns and know when to escalate

One missed day may not seem like much, but regular unauthorised absences can quickly add up. Keep accurate records and review them periodically to spot any trends.

Repeated absences around weekends, for example, could indicate a deeper issue.

That said, avoid making assumptions. Your aim should be to understand the cause and not to catch someone out. If you notice a pattern starting to form, address this early with an informal conversation. Sometimes all it takes is a quiet word to clarify your expectations and put things back on track. Sometimes, the best results come not from a disciplinary warning, but from an early, genuine conversation asking: ‘Are you okay?’

If the unauthorised absences continue, despite reminders and support, a more formal approach, including disciplinary action may be necessary.

It’s important that you act in line with your internal policies in such circumstances, ensuring that you give the employee an opportunity to respond and present their side of the story.

Just remember, if an absence is linked to a protected characteristic (for example, a health condition or pregnancy), you will need to tread carefully. Seek advice where needed and make sure any action taken is proportionate and justified.

Support where needed

Not all unauthorised absences stem from laziness and poor attitude. Sometimes, it’s the symptom of something bigger (such as mental health issues or difficulties outside of work).

As an employer, showing a willingness to understand the ‘why’ behind the behaviour can make a big difference. Signpost employees to support services like an EAP, offer flexible working, explore temporary adjustments where appropriate and keep the lines of communication open.

In conclusion

Dealing with unauthorised absence isn’t easy, but with a clear process and genuine care, you can manage it effectively.

Consistency and communication are key to turning these tricky situations into constructive outcomes for everyone involved.

Need additional support?

Learn how to manage absence effectively using Moorepay’s HR Software.