Questions

• I’ve noticed a pattern where one of our team members takes sick days on Mondays and Fridays. They rarely take both the Friday and Monday, and the firm doesn’t typically require sick notes for one day. Should I pull them up on it or should I ignore it?

  It’s tempting to let it slide, given the absences are short and within policy. But just because something doesn’t breach policy doesn’t mean it should be ignored.

  Repeated single-day absences can be an early signal of something deeper like stress, disengagement or personal difficulties, so it’s better to address it early rather than ignore it.

  I would start by looking at the facts: how often have these absences occurred and over what period? Sometimes what feels like a pattern is just coincidence.

  If the data shows a concerning pattern, maybe raise it directly with the individual. Try and start the conversations with curiosity, not criticism, for instance: “I’ve noticed you’ve had a few days off recently. How are you going? Is there anything impacting your wellbeing or workload?”

  If the pattern continues and no underlying reason emerges, you can introduce clearer expectations, such as requesting medical certificates for single-day absences or monitoring attendance more closely.

  Ignoring it entirely, however, sends the wrong message to the individual and the wider team. Addressing it early and respectfully is the best approach.

• We’re a team member short and I have been asked to do extra work while the recruitment process is underway. It’s already six weeks and counting. At what point can I ask my boss to get temporary support to cover the role? Or do I just have to keep doing two jobs until they find someone?

  Six weeks can feel like a long time to shoulder two roles and it’s completely reasonable to raise this with your manager, but timing and framing matter.

  Start the conversation by clarifying priorities: “I want to make sure I’m focusing on what’s most important while we’re short-staffed. Could we review what should take priority until the new hire starts?”

  This opens the door to a constructive discussion about workload, rather than sounding like a complaint. You might also suggest practical solutions like redistributing tasks or adjusting deadlines.

  If recruitment is taking longer than you expected, ask for transparency on the timeline. Or, if the timeline is unclear, it’s also reasonable to talk about what support options are available if this continues for an indefinite period.

  Your manager may not realise how much time the extra duties take or the risk of burnout, so framing the conversation around sustainable outcomes makes it easier to discuss without seeming resistant or unhelpful.