With workforce participation falling for the first time in decades, the Government-commissioned Keep Britain Working Review, chaired by Sir Charlie Mayfield, delivers a clear message: health, wellbeing and inclusion are no longer simply ‘nice-to-haves’ but core strategic priorities. For SMEs in Northamptonshire — where each individual’s contribution is amplified — the implications are significant. This article highlights four key take-aways and offers practical steps your business can take now to protect your talent, productivity and reputation.

Why it matters now

Since 2019, over 700,000 working-age adults in the UK have moved into economic inactivity — meaning they are not working and not seeking work.

The primary driver? Long-term sickness, including physical and mental-health conditions. The Review emphasises that businesses must act if they are to arrest this trend.

For Northamptonshire firms operating in tight labour markets, losing one key person can disrupt continuity and growth. The strategic case is therefore urgent.

The business case: why workforce health is strategic

The Review lays out a compelling return-on-investment argument: while an estimated £6 billion per annum investment may be required from employers, the potential productivity and societal benefits are around £18 billion.

Key impacts for SMEs:

• One long-term absence can create operational bottlenecks.
• Poor health and engagement affect retention, recruitment and productivity.
• A strong record in health, wellbeing and inclusion supports employer branding and — in cases of exit or investment — company valuation.

Sir Charlie Mayfield’s four-phase “Healthy Working Lifecycle”

The Review sets out Sir Charlie Mayfield’s four-phase Healthy Working Lifecycle, a practical framework that employers can use to strengthen workforce health and long-term participation. The first phase, Prevention, focuses on designing work in a way that reduces the risk of avoidable ill-health. For Northamptonshire employers, this can be as simple as encouraging routine health check-ins, reviewing workloads, or ensuring ergonomic assessments are carried out — especially in hybrid or remote environments where poor setups often go unnoticed.

The second phase, Early Intervention, emphasises the importance of spotting the early signs of stress, fatigue or emerging health conditions before they escalate into long-term absence. SMEs can make a meaningful difference here by equipping line managers with the right training and tools, helping them feel confident in initiating supportive conversations at the earliest opportunity.

The third phase, Stay-in-Work, encourages employers to avoid defaulting to sickness absence when health concerns arise. Instead, businesses are urged to explore temporary adjustments — such as flexible working hours, alternative duties or reduced workloads — which can keep employees engaged and productive while they recover. For smaller organisations with lean teams, this approach can prevent disruption and maintain continuity.

The fourth phase, Return-to-Work, highlights the need for a structured, well-supported pathway back into the workplace after any period of absence. Northamptonshire employers can implement phased return plans, set clear milestones and pair employees with a mentor or buddy to ensure reintegration is smooth, sustainable and supportive.

Finally, Inclusion underpins the entire lifecycle. This means embedding good practice into the culture — not just policies — by openly communicating the adjustments available, reviewing procedures regularly and celebrating examples of successful workplace inclusion. For SMEs, this visible commitment strengthens reputation, boosts retention and signals to current and future employees that the business genuinely values its people.

What the Review expects from employers

The Review sets out several employer obligations (and opportunities): leadership accountability, robust data/metrics, systems integration, visible cultural change.

For a Northamptonshire business this might translate into:

• Senior leadership owning wellbeing goals and being reported on in board/management meetings.
• Tracking key metrics: absence by cause, retention of people with health conditions, engagement survey results.
• Ensuring absence, occupational health and HR systems are integrated.
• Making wellbeing and inclusion visible through communications — e.g., case-studies, champion networks.

Why this is especially relevant to SMEs

Smaller organisations may have fewer ‘buffers’, so the risks and rewards are magnified. The Review emphasises:

• Resilience equals competitiveness.
• Early action is cheaper than silence.
• Inclusion builds loyalty and strengthens employer brand.

For SMEs in Northamptonshire: a disciplined approach here not only protects the workforce but can also become a differentiator when recruiting talent or positioning for growth or sale.

Actionable steps you can take today

• Conduct a workforce-health audit — collect absence data (last 12 months), categorise by reason, benchmark against national norms.
• Train your managers — equip them to have productive conversations around health, flexible working and early intervention.
• Review job-design and flexibility — can tasks be redistributed or hours adjusted to support people with emerging health issues?
• Integrate wellbeing into performance frameworks — recognise teams and individuals who demonstrate resilience, inclusion and low absence.
• Communicate openly — ensure your people know support is available, that asking for help is welcomed and not penalised.

Final word

The Keep Britain Working Review reframes workforce health and inclusion as strategic assets — not just HR responsibilities. For Northamptonshire firms this is less a compliance exercise and more an opportunity to build productivity, robustness and a compelling employer brand. As the region’s business community evolves, those organisations who act early and visibly will stand out.

If you’d like support in aligning your workforce-health strategy, or exploring frameworks to embed wellbeing and inclusion in your SME, reach out to the Impact HR team. Together, we can help ensure your business is ready for the next stage of growth — resilient, inclusive and future-proof.