Presenting the problem of presenteeism

Presenting the problem of presenteeism

Dr Christine Grant, Associate Professor at the Research Centre for Healthcare and Communities, Coventry University (and an Occupational Psychologist), and Professor Gail Kinman, Occupational Health Psychology, Birkbeck Business School, University of London:

While reducing sickness absence is a priority for many organisations, evidence shows that presenteeism is not only more prevalent but also more costly. A survey by the CIPD of more than 1,000 HR professionals found that 76% of respondents had witnessed presenteeism among office-based workers in their organisation (78% among remote workers). It is also estimated the average UK employee spends more than two weeks a year working while unwell. And it’s a particular issue among workers dealing with mental illness.

Presenteeism is not always harmful — and can be beneficial, providing the illness is neither infectious nor overly debilitating. Work can offer people structure, purpose and opportunities to build confidence and self-esteem, as well as social interaction and support. Presenteeism, though, can hinder rather than aid recovery, increase the risk of future health issues and absenteeism, and result in decreased productivity. It can lead to errors, accidents and injuries that also potentially harm co-workers and the public. The consequences can be particularly severe in roles where people are responsible for the wellbeing and safety of others. Seeing colleagues working while sick normalises the behaviour, fostering an ‘attendance’ culture where employees feel pressured to work whatever their health challenges.

It can be a vicious circle. Research findings suggest people often alternate between presenteeism and absenteeism, exacerbating their health problems that can then lead to

exhaustion and burnout.  Poor mental health is one of the most common reasons for presenteeism, commonly due to the stigma which still exists around admitting mental health issues. A YouGov study in 2022 suggested the majority of UK workers who’d taken time off work for mental health reasons had not told their boss the real reason.

Effectively addressing presenteeism is an investment in the long-term wellbeing of employees, to help them feel supported and perform at their best. A systemic and proactive approach, designed with the input of OHPs, wellbeing practitioners and employees as well as organisations, can result in significant benefits for employers, including enhanced employee wellbeing, increased morale and productivity, and improved retention.

To reduce presenteeism, organisations should:

• Identify the RISKS and CAUSES.
• REVIEW absence management policies and practices.
• ENSURE the organisational culture values and promotes employee health.
• CONSULT staff about their experiences of presenteeism and INVOLVE them in decisions about how to manage it.
• MONITOR their workload and working hours to ensure they are not overloaded.
• ASSESS risks among home-based workers, as well as those who are office-based.
• IDENTIFY the support required.
• ENCOURAGE and ENABLE employees to take sick leave when required.
• IMPLEMENT an employee wellness programme to emphasise the importance of self-care.
• ENSURE policies and practices are inclusive and consider the diverse needs of the workforce.

A full toolkit on Understanding Sickness Presenteeism: Causes, Risks and Solutions is available from the Society of Occupational Medicine.