The Bradford Factor under day one SSP: a cautionary tale for employers

If you’re in HR, you’ve definitely heard of the Bradford Factor. Developed in the 1980s by the Bradford University School of Management, it quickly gained popularity as a tool for employers seeking a straightforward way to manage employee absence. And with Statutory Sick Pay about to change, it’s making the rounds in conversations again.

From April 2026, SSP will become payable from the first full day of absence, and eligibility will widen. That means short-term, intermittent absences may carry a more direct cost for employers. And for some, that will make tools like the Bradford Factor feel more tempting than ever.

But is it really the best approach for modern absence management? Let’s explore why relying solely on The Bradford Factor isn’t best practice.

What is the Bradford Factor?

For the uninitiated, the Bradford Factor is based on the theory that short, frequent, unplanned absences are more disruptive to businesses than longer periods of absence. It uses a simple formula to calculate a score based on the frequency and duration of an employee’s absences, aiming to measure their impact on the business.

The formula is:

• B = S² x D

Let’s break it down:

• B = Bradford Factor score
• S = Number of instances of absence
• D = Total number of days absent

This score gives employers an easy way to identify patterns in absenteeism and take action in line with their absence management policy.

Why are so many employers keen to embrace the Bradford Factor?

The appeal lies in its simplicity. It’s an easy-to-implement tool that allows employers to quickly assess an employee’s absence history and make decisions based on a standardised score. When applied consistently as part of a broader absence policy, it can help flag potential attendance issues. It could also be seen as a deterrent by employees tempted by a duvet day (soon to be subsidised by their employer).

However, it’s important to remember that the Bradford Factor should not be used in isolation, and doing so carries significant risk!

This is because a simple score can’t distinguish between what might be avoidable absences, and those linked to disability, pregnancy-related illness, or other sensitive circumstances. That’s why it’s essential to investigate causes and consider adjustments before treating frequent absence as misconduct or capability.

“It’s important to remember that the Bradford Factor shouldn’t be used in isolation, and doing so carries significant risk!“

It doesn’t make allowances for disability related absence

A major flaw of the Bradford Factor is its inability to differentiate between different types of absence. This becomes particularly problematic when dealing with disability-related absences.

Under the Equality Act 2010, employers must consider reasonable adjustments for employees with disabilities. These employees may experience regular short-term absences due to a medical condition, which could lead to disproportionately high Bradford scores. Relying solely on the Bradford Factor without investigating the underlying reasons for absence could expose employers to claims of discrimination.

Legal risks include:

• Applying a standardised absence policy could put disabled employees at a disadvantage.
• Employers must consider adjustments, such as flexible working or adjusted duties, to support employees with health conditions.
• Taking action based solely on high Bradford scores may be viewed as unfavourable treatment arising from a disability.

Why you shouldn’t use it in isolation

The primary issue with the Bradford Factor is its lack of context. It doesn’t consider the reasons behind absences, which are essential for effective absence management. Relying solely on the score can lead to unfair outcomes and demotivate employees, particularly those who may have legitimate reasons for their time off.

When monitoring employee absence, it’s important to ensure you:

• Keep detailed records of all instances of absence, including the reason and duration.
• Conduct return-to-work interviews to understand the cause of each absence and provide support where needed.
• Categorise absence types (e.g., short-term, long-term, unauthorised) to get a clearer picture of patterns.
• Use the Bradford Factor as one of several tools in a comprehensive absence management strategy.

The importance of a human approach

Good absence management goes far beyond numbers. It depends on understanding the person behind the absence and having the right conversations early, especially where health, wellbeing, or longer-term support needs may be involved.

That’s why relying too heavily on the Bradford Factor can be risky. Used in isolation, it can leave employees feeling penalised for things beyond their control, while also pushing employers towards a process-led approach that misses the bigger picture.

And with day one SSP raising the stakes for short-term absence, now’s the time to make sure your approach works both legally and practically.

Watch our recent ERA Readiness Series session on day one SSP and absence management for practical insight into what’s changing.

Watch now!

And if you want to take a final look at your wider readiness, sign up for the ultimate ERA compliance review.

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Our top five steps for effective absence management

Finally, here’s our top five steps for effective absent management.

1. Ensure that all employees are aware of the policy and that it’s applied fairly across the organisation.
2. Provide clear guidance on how employees should report absences, including who to notify and by when.
3. Equip line managers with the tools and training they need to have supportive conversations and make informed decisions.
4. Consider flexible working arrangements to help employees manage medical appointments or personal responsibilities without resorting to unplanned absences.
5. Promote the use of annual leave to help prevent burnout and reduce the risk of stress-related absences.

Use it wisely

The Bradford Factor can be a useful tool for highlighting patterns in absenteeism, but it should never be the sole basis for decision-making. Context is key, and understanding the reasons behind absences is vital for fair and effective management.

For a deep dive into best practices, don’t forget to explore our ‘Ultimate guide to employee absence’ right here, or explore our Knowledge Centre for more handy articles like this one!

For tailored advice or support on managing employee absence, Moorepay customers can contact our Advice Line on 0345 073 0240.