Presenteeism is a growing concern for managers and HR professionals around the world. Presenteeism is the practice of employees coming to work but feeling unwell – typically due to a strong workplace culture, fear of retribution, or uncertainty. However, this practice – while well-intentioned in terms of reducing lost productivity – has been shown to have more negative effects, such as on employee health, team spirit, and overall work efficiency.
Therefore, companies need to address presenteeism head-on to create a healthy and sustainable working environment. Failure to do so will result in long-term mental and physical health problems for employees, a decline in organizational productivity, and even financial losses.
Let’s break down the causes of presenteeism and ways to tackle this ‘silent killer’ effectively.
What is presenteeism at work?
Presenteeism is the act of showing up for work even when we are ill and not focused on work. Therefore, we cannot perform our job to the best of our ability. As you can imagine, this can cause a great effect on performance and productivity even leading to toxic productivity.
Sounds familiar, right? We’ve all had a splitting headache at a certain point in time and had to drag ourselves to work. You see, the old-fashioned HR system measured success based on attendance, but today, we all know better.
There are many reasons why presenteeism is bad for business, so here are a few:
- A decline in productivity since sick employees won’t be able to work to the best of their abilities;
- Health and safety risks if employees work with heavy machinery when they are unfit to do so;
- Sick employees can pass on germs to others and make the workplace even more unproductive.
And what about the employees themselves? It can have a long-term effect on their wellbeing and health, especially mental health. Going to work when ill could take its toll over time. In addition, most employees would not take sick leave for mental illness. This is due to the taboo revolving around health problems.
The difference between presenteeism, absenteeism, and leaveism
People tend to confuse presenteeism with absenteeism or leaveism, but they are quite different.
Absenteeism refers to the act of not coming to work even though you are fine. This could lead to reduced productivity, high administration and labor costs, and poor morale among colleagues. The likely consequences of absenteeism are a reduction in productivity, an increase in the administrative and labor costs of covering the absence, and perhaps demoralization and picking up the team slack by colleagues. This could ultimately result in a lack of consistency in the team’s performance and disruption to the project’s schedule. Employers’ preferred solution to absenteeism is therefore to introduce stricter attendance policies, but unless other causes such as job dissatisfaction and work-life imbalance are addressed, the situation will remain a problem.
Leaveism, on the other hand, is the practice of working on non-working days, such as annual leave, rest days, or outside normal working hours. The main reason why people engage in such activities is to catch up with work because they want to continue to meet responsibilities at home, such as family or other domestic commitments. It shows that in most cases an employee would go the extra mile, but in the end, it can lead to burnout and sometimes ruin the work-life balance, with long-term negative effects on productivity. This phenomenon is particularly relevant in the context of flexible working, where employees feel that they should always be ‘on’ to meet expectations or stay ahead.
Unlike absenteeism or leaveism, presenteeism can be more difficult to measure because employees are physically present at work but are not working at full capacity due to illness or stress. While absenteeism primarily deals with a particular employee’s absence from work, and leaveism refers to the misuse of official time off, presenteeism entails sickness-related work by employees, unable to perform their best into the bargain. It gradually reduces overall productivity and can also worsen health problems by keeping employees off sick longer.
However, similar to absenteeism and sickness absence, it can have long-term effects that can be equally damaging to organizations. In addition, it increases the potential for disease transmission within the workplace, further increasing unproductive hours. Employees who struggle through their illnesses can develop chronic emotional and physical conditions, which ultimately lead to low levels of engagement and poor long-term performance at work.
Why presenteeism happens in the workplace
Before we try to tackle presenteeism, we need to get to the root of the problem. Many believe that the culture of staying late and doing overtime is the cause of presenteeism. When people believe that this is what is expected of them, they try to be seen to succeed. If this is the case, you probably wonder why presenteeism is related to poor productivity when people are working more hours. I mentioned this earlier. In the past, it was believed that productivity is connected to attendance. However, today we are aware that if we sit in front of the computer it doesn’t mean we are doing the work, or if we are working that doesn’t mean it is actually productive work.
Now, don’t get the wrong idea. It’s not that people want to stay in front of the screen the entire day. The thing is, they think they have to. If we have a culture where visibility is related to productivity and efficiency, then the employees will try to prove themselves just by being there.
Presenteeism is more common among employees with certain workplace pressures. The main causes include:
- Little to no paid sick days
- Job insecurity
- Understaffing
- Unrealistic expectations from the employer
- Time pressure
- Harassment for taking a sick leave
- Huge workload
If a culture ties visibility to productivity, employees will feel the need to show up, even when it negatively impacts their health and efficiency.
How to reduce presenteeism at work?
Now that we know what can be the cause of presenteeism, it is time to learn how to handle it. These are a few solutions that might help:
Recognize and measure the problem
The first step to resolving any problem is to recognize it. When it comes to presenteeism, employers are usually not aware of the damage and loss it may cause. If you own a business, you should make your managers aware of this issue and its cost. Hold awareness-raising workshops or seminars to help leadership teams understand the financial and productivity losses caused by presenteeism. Data-driven case studies or live examples can prove more relatable.
Introduce flexible and supportive absence policies
If the absence policy isn’t handled correctly, it can increase presenteeism, especially when employees face financial pressures. To change the culture of insecurity and uncertainty, organizations should adopt a kinder approach to absence policies. This could include clear communication that personal health will not jeopardize job security and regular policy reviews to adapt to evolving workforce needs. Flexible sick leave arrangements can also help employees feel supported and reduce the pressure to come to work while unwell.
Provide paid sick leave and wellbeing benefits
Paid sick leave is essential for maintaining productivity and employee health. Offering it can reduce turnover, prevent the spread of illness, and increase overall workplace efficiency. Sick leave programs can be enhanced with wellbeing benefits such as flu shots, health checks, or preventative care programs, encouraging employees to take care of their health without fear of negative consequences.
Balance workloads and encourage flexibility
If an employee feels that no one can cover their work, they might feel pressure to be present all the time. One way to address this is to ensure the organization has enough staff to manage the workload. Also, train others to take on important tasks when someone is off. Teamwork and shared responsibilities can relieve pressure, while a clear system of workload management helps spread tasks evenly.
Model healthy work behavior
Leaders should model healthy work behavior by staying home when sick and encouraging employees to do the same. If you need to be available, do so from the comfort of your home using virtual tools. This prevents the spread of germs and reinforces the idea that personal health comes first. Announcing these practices during team meetings or through internal communications will help embed the behavior throughout the organization.
Promote wellbeing through individual habits and company programs
Encouraging employees to maintain a healthier lifestyle can inspire others and support a culture of wellbeing. Initiatives like taking the stairs, offering paid gym memberships, hosting sports challenges, or providing healthy snacks and ergonomic setups can positively influence overall health. Additionally, having a strategic company wellbeing program focused on financial, mental, and physical stressors can reduce the effects of presenteeism. Offering mindfulness sessions, yoga classes, or on-demand therapy apps, along with conducting surveys to analyze employee needs, further strengthens the program.
Train managers to recognize symptoms and support employees
Employees with health problems, especially mental health issues, may hesitate to disclose them. Managers need training to identify signs of stress or illness and provide support. Investing in specialized training, such as mental health first aid or stress management, can be a game changer. Facilitating anonymous feedback channels also reduces fear of disclosure, allowing employees to voice concerns safely without judgment or retaliation.
Enforce policies consistently and fairly
In certain situations, disciplinary measures may be necessary, particularly when public safety is at risk. For example, if a worker goes to work ill and could impact others, enforcing company policy fairly and compassionately is important. Clear communication and documentation ensure that policies are applied consistently without creating a culture of fear.
Conclusion
An employee coming to work while sick as a dog is no longer acceptable. The costs of such actions are a drain on the financial wellbeing of the company. Employers should focus on making an effort to create a workspace with highly functional and healthy employees. This will enable the company to achieve its goals for profit and productivity and to foster a healthy working environment for the employees. Making changes in training and addressing the issues in the workplace will create a healthier and more motivated workforce in the long run.
Making health a priority is worth it for both the organizations and the people.
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