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Presenteeism in the Modern Workplace: What Managers Need to Know

Presenteeism — something you probably never heard of but are already pretty familiar with.

It’s a newly coined term that, like most academic terms, are often minted out of necessity. This phenomenon was serious enough for research funding to be dedicated to identifying what exactly it is and how it can be solved.

The oldest published research on presenteeism is credited to Cary L. Cooper in 1996. While earlier studies might have touched on related concepts, Cooper's work is recognized as the first to specifically define and analyze presenteeism in the workplace.

I came across this term weeks ago and as someone who manages a remote team while working as a consultant myself, I feel like it’s something that we need to start having serious conversations about this if we are to keep our workplaces considerate and conducive environments for the people that make things happen.

So, what exactly is presenteeism?

Presenteeism defined

According to the Harvard Business Review, presenteeism is the phenomenon of employees showing up for work even though they’re not feeling well or at their best.

Why is it serious?

Is it really that bad for people to work while not at their peak? The simple answer is Yes.

Presenteeism costs the American economy $150 billion every year by slashing individual productivity by 30% or more. It’s considered even worse than its more popular counterpart, absenteeism.

Absenteeism vs Presenteeism: What’s the difference?

Presenteeism is when employees show up to work but are unproductive. They do the work but with minimal commitment to the quality of output. They make mistakes and they work long hours without results. On the other hand, absenteeism is characterized by the employee’s frequent absence from work either because of planned reasons (like a vacation) or unplanned ones (like being sick).

What are the signs of presenteeism?

According to the NC Professionals Health Program’s website, if you answer Yes to any two of the following questions, you might have or are developing presenteeism.

  • Do you frequently work even when you're feeling unwell?
  • Have you ever powered through work despite injuries?
  • Have there been times you showed up to work exhausted when rest would have been better?
  • Do you hesitate to schedule doctor's appointments because it means taking time off?
  • Do you feel pressured by your employer to be present at work even when you're sick or injured?
  • Is your job a big part of your self-worth?
  • Do you find yourself thinking about work or feel compelled to work even during your time off?
  • Do you avoid taking sick days due to concerns about lost wages?
  • Do you prioritize the needs of others over taking care of yourself, like eating well, exercising, and getting enough sleep?

How presenteeism manifests at work isn’t always obvious at first glance but once a pattern emerges, that’s a sign that an intervention might be needed.

  • Coming to work when feeling unwell or sick.
  • Working long hours beyond the normal schedule.
  • Being at the office on weekends or holidays.
  • Doing work tasks outside of regular work hours.

Answering calls and emails related to work when not on the clock.

Causes of presenteeism

Being physically present but mentally checked out is often a sign of an internal conflict. Among the reasons employees might practice presenteeism include:

  • Work demands and due dates that are excessive or unrealistic.
  • No option for paid time off when ill.
  • Worry about losing one's job.
  • Expectations to prioritize company over personal needs.
  • Too few employees, forcing others to overwork.
  • Facing negative treatment for taking leave/time off.

No matter how you look at it, it seems to me that a presentee employee is, ultimately, unhappy with their work situation but have no way of coping with them.

How to address presenteeism at work as a Manager

As managers, it’s our job to facilitate a healthy workplace environment that’s conducive to the employee’s productivity and sense of self. One unhappy employee is a productivity issue but when it’s rampant, it’s a blatant sign that something is not right in how things are done within the organization. Managing it requires a fine balance between organizational goals and emotional intelligence. Here are some ways to manage the issue of presenteeism in the workplace.

Talk About It

One of the first steps managers should take is raising awareness about presenteeism among employees. Many individuals may not be familiar with the term or its implications. Conduct training sessions or seminars to educate staff on what presenteeism is, its potential consequences, and how to recognize the signs. Encourage open dialogue and create a safe space for employees to share their experiences or concerns without fear of repercussions. The more people understand the issue, the easier it becomes to identify and address it.

Modify Policies

Examine your organization's existing policies related to absences, sick leave, pay, and support systems. Outdated or overly stringent rules can inadvertently pressure employees to come to work when unwell. Revise these policies to promote a healthy work-life balance and remove barriers that may discourage individuals from taking necessary time off. Ensure employees have access to adequate paid sick leave and flexible work arrangements when needed. Foster an environment where using these benefits is encouraged and not viewed as a sign of disloyalty.

Monitor Absences Closely

While presenteeism often manifests as employees coming to work despite illness, it can also be reflected in unusual absence patterns. Managers should closely monitor attendance records to detect any concerning trends, such as frequent absences on Mondays or Fridays, or a sudden increase in sick days taken by a particular employee. These could be signs of burnout, stress, or other underlying issues that need to be addressed.

Lead by Example

As a manager, your actions and behavior set the tone for your team. Demonstrate a commitment to work-life balance by taking time off when needed, delegating tasks during periods of high workload, and encouraging your team to do the same. Avoid sending emails or messaging employees during off-hours unless absolutely necessary, and respect their personal time. When managers prioritize their own well-being, it sends a powerful message to employees that self-care is valued and supported within the organization.

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Final Word

Addressing presenteeism is not just a matter of operational efficiency; it's an ethical responsibility that demonstrates a genuine commitment to the physical and mental health of the workforce. When managers take decisive action against this insidious phenomenon, they pave the way for a happier, healthier, and more engaged team – a cornerstone of any truly successful organization.

References

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