Presenteeism – a term that describes the ‘working sick’ – refers to employees who are physically present in work but who are less productive due to difficulties they’re facing in their personal or professional lives, mental health issues or a physical illness. These circumstances can affect an individual’s quality of work as well as, depending on the industry an individual works in, the health and safety of the employee and their colleagues.
Here, Amanda K Smith, executive committee member of the Employee Assistance Professional Association and clinical director at Amian EAP, discusses why presenteeism is an issue that employers need to take seriously and outlines steps they can take to minimise the impact of presenteeism on their business.
Who’s at risk from presenteeism?
It’s likely that smaller organisations and those that don’t pay employees for the first few days of absence are more at risk of presenteeism. Although these organisations tend to record fewer reported sickness absence days than their larger counterparts offering more comprehensive sickness policies, smaller businesses are at the mercy of employees who are more likely to come into work before they’re well enough so they don’t lose out on pay or support from their colleagues.
Despite this, many employers continue to question why they need to provide employee support services, such as employee assistance programmes, for non-work related issues. Too many employers have not realised the potential, devastating impact of an employee who is in work but distracted, anxious, depressed and less productive than they would ordinarily be. The impact of this situation on the business is, all too often, underestimated.
While the impact of presenteeism on an organisation is difficult to measure when compared with, for example, absenteeism, conservative estimates attribute it as having over 1.5 times the financial impact of sickness absence in the UK which, according to the latest CBI and CIPD figures, can be up to £80 per day.
Making presenteeism a business issue
Employees bring their whole selves to work and as a result, those who are suffering from issues in their personal life are likely to bring these problems into the workplace – as well as taking work-related issues into their home life.
Many employees report feeling unable to speak with their line manager or human resources team to discuss work or personal difficulties. Often employees fear the repercussions of disclosing these issues, particularly when it comes to confidentiality and concern that it will go ‘on record’. Combined with this, many employees are unable to source external support because many GP primary care practices have long waiting lists or have had their funding for counselling support removed.
As a result, employee assistance programmes are a popular solution that employers make available to address personal and professional issues and enable employees to remain in work, productive and well. Offering swift access to immediate support by telephone or face-to-face counselling, for example, encourages individuals to understand their options and access the advice, information and support that enables them to focus on work while they’re present in the office.
Practical steps to minimise the impact of presenteeism
Alongside making use of employee assistance programmes, there are practical steps employers can take to minimise the impact of presenteeism on their people and their organisation.
Offer line manager training to understand and manage ‘difficult’ employee issues. Many employees suffering from personal or professional problems will feel valued and supported by a line manager who asks how things are or acknowledges that they are in work despite difficult home or work situations.
Provide employees with clear guidance in relation to compassionate leave, flexibility in working hours and the organisation’s willingness to offer staff ‘time out’ during the working day to make necessary telephone calls. This may mean the difference between employees coming into work or taking time off from their duties.
Communicate the existence of employee assistance programmes. Ensure employees are aware of the service and the type of assistance it can provide with regular promotion; if you’re not in need of such services it’s easy to forget about the range of support services available and how to access them.
Cultivate a healthy working environment. Offer staff training in, for example, managing stress in and out of the workplace. Consider launching lunchtime activity clubs or walks, for example, to encourage exercise as well as supportive working relationships across all levels of the organisation.
Position line managers as the first line of available support within the business. Develop a confidential feedback forum, for example, for employees to express their ideas and views in relation to policies, procedures and health and wellbeing in the workplace.
Of course, addressing issues relating to presenteeism is more than simply ‘doing the right thing’ by your employees. Employers’ legal obligations under their ‘duty of care’ as defined by the Health & Safety at Work Act 1974 extends to safeguarding the health, safety and welfare of employees in the workplace. And when it comes to the commercial payback of having your people performing to their highest level, it can only make business sense to ensure your people are taken care of, that avenues of support are open to them and that all reasonable adjustments within the workplace are made. With these actions in place, all parties are well positioned to resolve the personal or professional issues that have the potential to impact on the smooth running and performance of your business.
5 Responses
Stress is as stress does!
Interesting thoughts everyone!
Alison is clearly a Radio 4 addict like myself! Everything is stressful to some degree. Stress is good too, up to a point – it’s when you can’t cope with the level of stress it’s a problem. Most teachers I meet tell me their jobs are stressful. I have no doubt they are right but they clearly cope with it – people are remarkably resilient. But circumstances change and different factors can come into play, increasing stress, perhaps to the point where it becomes unmanagable.
It doesn’t help that people react differently to stress – and sometimes it’s difficult to spot when you’ve been too stressed until you start to release the pressure – I guess this is a coping mechanism in itself!
I think we do already pay more to people in ‘more’ stressful positions, like managers – more responsibility usually means more stress.
There are strong arguments for improving wellbeing at work but perhaps it simply hasn’t caught on yet?
It’s a stressful job anyway!
I was listening to Radio 4 yesterday and someone was speaking about the reaction to teachers finding their jobs stressful. Someone had set up a group to support stressed teachers and said one of the most common responses when asking for support was "it’s a stressful job if you can’t handle it you can leave." I don’t think that reaction is only found in schools and may be a contributor to people continuing to come to work in what to them is a stressful situation and not raising the issue with their manager.
The issue then becomes what are reasonable demands for a job and how do we define them? Do we pay some people to accept higher demands? I know it’s an individual issue but I do think culturally we have allowed ‘reasonable demands’ to increase and current unemployment figures will enable those demands to be raised without too much resistance. Employee assistance schemes are great for supporting those impacted by lack of well being at work. I’m unsure they do much to change the system that created some of that lack in the first place.
KPI’s for measuring management of wellbeing
HR are aware of the challenges and need for change but I wonder how we ensure managers take the well being of their staff seriously rather than just reacting when they don’t have it. From experience if the person comes to work the manager often turns a blind eye until the situation is no longer tenable – sometimes because it’s easier and sometimes because it’s the way things are done. I was once told they didn’t need a mother hen and to basically just crack the whip (needless to say I left shortly afterwards)!
The Impact of Employee Assistance Programmes on Absence and Pres
I’d be interested to know the current size of the employee assistance programme market compared to say, five years ago. How many employees have access to one? My guess is that it has grown considerably, mainly driven by employers thinking they have ticked the legal box of safeguarding the health and welfare of their employees at work by having one.
At the same time, we are repeatedly told that mental health related absence and presenteeism has also grown considerably.
Could it be that by potentially ‘outsourcing’ some of the trickier interpersonal aspects of the line manager and report relationship, employers have lost an element of control and the ability to manage certain issues more effectively internally?
Presenteeism is becoming a bigger problem than absenteeism
These facts do show that presenteeism is no longer a problem that businesses can ignore. I posted elsewhere on this forum but I want to let people know about this free event so that we can get more information on workplace wellness out there to tackle these problems.
Check out this totally free event aimed at HR Practitioners:
The Reduce Absence NOW Virtual Conference:How to Reduce Absence Costs and Improve Health and Wellness @ Work
This is a group of UK health and wellness experts who have come together to teach a series of masterclasses and interviews during the week of 24th-28th May.
Its a not for profit event and attendance is free and because it’s virtual you can participate in the whole event from the comfort of your own desk.
Reserve your virtual seat now and invite your HR colleagues to take part with you to win a prize. Go to http://thevirtualconference.co.uk.