Tackling presenteeism

Sickness absence can be high in health and social care organisations, frequently caused or exacerbated by work-related stress and pressure. While it is crucial to reduce unnecessary absence, leaders must also be aware of the risks to practitioner health and effectiveness posed by ‘presenteeism’. This term refers to situations when people continue to work despite feeling sufficiently unwell to take sick leave, or when the return to work too soon after a period of sickness.

Presenteeism is particularly common among the so called ‘helping’ professionals, as they have a strong sense of duty and moral obligation for the welfare of others that can increase pressure to attend work (Kinman, 2019; Kinman & Grant, 2021). People working under conditions of high demand and low support and where staffing levels are low are also more likely to work while sick. 

Although working while sick can facilitate recovery, presenteeism can increase the risk of future health problems and long-term sickness absence. It can also compromise the health and safety of colleagues and people who access services due to the risk of contracting infectious illness (a particular concern during a pandemic) and an increased likelihood of errors and accidents. Leaders who are tasked with developing a sickness absence strategy for their organisations should be aware that reducing absenteeism can increase pressure to attend work while sick.

This is a particular risk during times of high demand and short staffing, and where jobs may be seen as insecure. 

Tackling presenteeism in your organisation

• Identify the risks and causes.

• Undertake a review of absence management policies and practices.

• Ensure that the organisational culture values and promotes practitioners’ health.

• Consult practitioners about their experiences and involve them in deciding how to manage it. 

• Monitor their workload and working hours to ensure they are not overloaded.

• Identify the support they need. 

• Enable practitioners to take sick leave when required. 

• Implement an employee wellness programme to highlight the importance of self-care.

• As a leader, role model ‘healthy’ sickness absence behaviour.

More information on sickness presenteeism and how to manage it is available here.