Employee ill health, especially mental ill health, is now central to the national conversation about work. The government’s Keep Britain Working review warns of a “quiet but urgent” crisis: more than one in five working-age adults are out of the workforce, with ill health a major driver and young people’s mental ill health rising sharply.
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The economic impact is staggering—£212 billion a year, with £85 billion falling directly on employers through absence, lost productivity and turnover.1
For businesses, this means rising costs and pressure to create workplaces that genuinely support good health. The message is clear: prevention, early intervention and structured return-to-work support are essential if we’re to keep people healthy, included and productive.
Employers today face a complex health landscape. Alongside visible physical risks, conditions such as anxiety, depression, long COVID, fibromyalgia and menopause-related symptoms are increasingly common.
We are also seeing a growing desire from employers to support a neurodiverse workforce while another key workplace health concern is supporting employees with cancer. It’s clear that a one-size-fits-all, purely ‘medical model’ approach rarely works when returning to work is a key outcome.
Employers need strategies that combine prevention, early intervention and structured vocational rehabilitation—because when these are done well, it not only protects people, but also the business.
Prevention: Building a healthy, inclusive workplace
Prevention starts with workplace culture. When organisations build supportive environments where people feel safe to speak up, they reduce stress, prevent issues from escalating and create the conditions for employees to thrive.
People leaders play a pivotal role in early identification of health issues which may impact a person’s ability to work.
They are often the first to notice changes in behaviour, mood or performance, yet many lack confidence in holding sensitive wellbeing conversations. Giving leaders the right tools such as training in active listening, mental health first aid, and early signposting helps concerns be raised earlier, reducing the risk of long-term absence.
Digital support is also an important part of early intervention. Encouraging managers to signpost employees to discreet, proactive tools, such as moodtracking apps, CBTbased digital support, or counselling via EAPs, helps individuals manage stress and build resilience before symptoms escalate.
Extra wellbeing offerings such as Aviva’s DigiCare+ Workplace app reinforce this proactive approach. It offers health checks, rapid Digital GP access, mental health consultations and nutritional guidance all designed to make early support quick, confidential and convenient. These services help employees stay well and enable earlier access to intervention, helping reduce the risk of avoidable absence.
Young people experience distinct challenges. With one in five aged 8–25 living with a mental health condition2 and many reluctant to disclose concerns at work, early support is essential3. Stress and burnout affect a significant proportion of younger employees, who are also more likely to leave employment due to mental ill health.
The Keep Britain Working Review highlights the need for employer led prevention, early intervention and stigma reduction. While many workplaces already offer counselling, EAPs and wellbeing benefits, such as Private Medical Insurance, giving quicker access to medical treatment, more targeted action is required.
Effective prevention approaches for younger workers include open communication and mental health literacy for managers and teams. This can include peer support networks that normalise help seeking at an earlier stage, flexible working and structured onboarding to help younger employees adjust to early career pressures, as well as mentoring and career development to build confidence and resilience.
Embedding mental health into wider wellbeing policies and encouraging healthy boundaries, including work–life balance, are also vital for retaining young talent.
Creating inclusive pathways before day one of employment also matters. Simple steps such as adapting interview formats for disabled or neurodivergent candidates or offering clarity around acceptable workplace adjustments and disability policies help reduce anxiety and build trust early on.
Vocational rehabilitation: returning towork safely
Despite the focus on prevention, absences will happen. When they do, early and structured intervention is key. A biopsychosocial approach considering medical, psychological and social factors has long been best practice in this field. These elements all influence a person’s recovery and ability to return to work.
Insurance-based services such as Employee Assistance Programmes, app-based mental health support and Group Income Protection rehabilitation pathways provide rapid access to help when it’s needed most. Making these options visible and easy to access removes friction at a time when employees face enough challenges.
For many cases, a knowledgeable and empathetic people leaders can make a huge difference. But for complex situations, skilled vocational rehabilitation case management is essential. These services, often available through Group Income Protection, should be engaged early, before an absence occurs, to improve outcomes.
Being away from work for months is tough. Even returning after a two-week holiday can feel hard; imagine coming back after three months with ongoing symptoms. It requires planning and gradual reconditioning.
Think of it like training for a marathon: you wouldn’t run 26 miles on day one after a long break. You’d start small and build up.
Returning to work is the same. The first step through the door is often the hardest, and rebuilding working habits, even if productivity seems low at first, is vital. Every plan must be tailored to individual needs, considering the full biopsychosocial picture.
Work itself can be therapeutic. A phased return with reduced hours, lighter workloads and gradual increases in responsibility rebuilds confidence and stamina while protecting recovery.
Sustainability matters too. Vocational rehabilitation isn’t just about getting someone back quickly; it’s about ensuring they stay well. Regular reviews and adjustments by a skilled specialist can make the difference between short-term success and lasting stability.
Why this matters for businesses
The benefits of prevention and early intervention are clear. Most employees recover well with good workplace support, and structured return-to-work plans reduce relapse risk. Early help often prevents
absence altogether.
Keeping people connected to work sustains income, inclusion and economic resilience. For employers, this means lower costs, higher productivity and a reputation for caring about your people.
Aviva’s own data shows the impact. In 2025, we supported our protection customers by providing rehabilitation services to over 2,600 employees across over 350 employers, with 85% returning to or remaining in work. Mental ill health accounted for almost half of referrals, and most successful returns happened when support started early.
A business’s workforce is its greatest asset. Investing in prevention and rehabilitation isn’t just good for employees, it’s good for business. Make support easy to find, equip managers to act early and ensure specialist vocational rehabilitation is available for complex cases. With the right mix of proactive health checks, digital tools and structured rehabilitation, you can help people come back well and stay well.