Tackle Workplace Sickness to Unlock Hidden Growth, Former John Lewis Boss Says

The UK’s unemployment crisis has long been framed as a numbers game, with policymakers and economists fixated on official statistics. However, Sir Charlie Mayfield, former chair of John Lewis, takes a more nuanced approach. He believes tackling workplace sickness – often-overlooked but significant – holds the key to unlocking economic growth that’s hiding in plain sight.

Mayfield’s Get Britain Working taskforce, comprising over 250 major employers, aims to prevent people from dropping out of work due to ill-health and encourage those signed off to return. Official figures put the annual cost of this issue at £212bn – a staggering sum that should give policymakers pause. Critics argue that tax rises have left many firms unable to invest in workplace health initiatives.

Employers often fail to communicate with their employees when they need it most, Mayfield says. “People don’t talk to each other when they really need to,” he notes, citing examples of workers who’ve been signed off for months without any contact from their employer. This lack of communication exacerbates the problem and perpetuates a toxic work environment.

Mayfield’s comments come at a time when pressure is mounting on the next prime minister, Andy Burnham, to slash welfare spending. According to government projections, total welfare spending will account for 23.6% of the total amount spent in the 2025-26 financial year. Mayfield believes addressing workplace sickness could make a significant contribution to reducing this bill.

The idea that tackling workplace sickness is a zero-sum game – where employers’ gains must come at employees’ expense – is a tired narrative that ignores the symbiotic relationship between employer and employee. By investing in workplace health, businesses can improve productivity, reduce turnover rates, and increase job satisfaction.

Mayfield suggests getting people back into work who are currently unable to do so due to ill-health is a simple way of boosting the workforce. Unlike other economic solutions, which often require significant investment or policy changes, this approach relies on straightforward communication and support for employees. “You wouldn’t have had to build a single house, open a new channel of immigration, or wait for a cohort of young people to join the workplace,” he says. “This is basically growth hiding in plain sight.”

Policymakers would do well to listen to Mayfield’s prescription. By tackling workplace sickness and investing in employee health, businesses can unlock hidden potential, boost productivity, and create a more sustainable workforce. It’s time to unhinge the hidden growth that’s been obscured by the unemployment crisis – and give employees and employers alike the support they need to thrive.

The relationship between employer and employee has become increasingly transactional, with workers expected to be highly productive and adaptable in exchange for fair wages and benefits. However, this dynamic often overlooks the critical role that employers play in maintaining a healthy workforce. Research suggests that employees who feel supported by their employers are more likely to stay with the company and perform well on the job.

By investing in workplace health initiatives, businesses can reduce turnover rates, improve employee satisfaction, and engagement. This approach also acknowledges that employers have a responsibility to support their employees’ well-being, rather than simply providing fair wages and benefits.

Mayfield’s comments have sparked debate about the role of welfare spending in the UK economy. While some argue that reducing welfare benefits is essential for stimulating economic growth, others contend that this approach ignores the root causes of poverty and unemployment. By tackling workplace sickness and investing in employee health, policymakers can take a more nuanced approach to welfare spending.

This may involve redirecting resources towards initiatives that support workers who are struggling with ill-health or providing incentives for employers to invest in workplace health initiatives. Policymakers must consider the long-term consequences of their policies and invest in initiatives that support workers and businesses alike.

As Sir Charlie Mayfield puts it: “This is not a zero-sum game. It’s not a question of employers win and employees lose, and vice versa. Everybody can win.”