By

Catherine Ngo

Content writer, presenter and podcaster

Have you ever had a colleague present to work coughing and spluttering? Going to work while sick is known as presenteeism. Paradoxically, presenteeism can reduce productivity despite it being a performative measure. With the lift of public health mandates for stay-at-home orders and face masks, you may have noticed a rise in employees physically returning to the office even while experiencing COVID-19 symptoms.

Employees come to work sick for various reasons, such as not wanting to fall behind or add to another team member’s workload. They might not want to use their paid leave entitlements. 

An innocent cough here and there may seem innocent at first, but did you know that the cost of presenteeism to organisations is almost 10 times higher than that of absenteeism? Harvard Business Review estimates it costs more than $150 billion annually in lost productivity.

With this in mind, what preventative measures can employers implement to protect workers and reinforce a culture of care? 

Train leaders to be aware of warning signs

One way to reduce presenteeism is to coach managers on identifying the early warning signs of burnout and other health conditions so they can intervene as early as possible. Have well-being conversations and empower people to make good choices.

Remind team members about the personal leave policy

As part of the National Employee Standards (NES), permanent employees are entitled to 10 sick days (prorated for part-time employees) per year. To ensure employees’ well-being, leaders should encourage them to use their paid sick leave and take the necessary time to recover.

Also, fostering a workplace culture prioritising a healthy work-life balance is essential. Encourage employees, especially those who are keen and highly motivated, to take time off without feeling guilty. 

If leaders notice a trend in employees presenting to work sick, leaders should address this in team meetings to remind employees not to come to work while sick. This serves as a reminder of expectations, helping create a culture of health and well-being.

What about employees who catch COVID but don’t have enough sick leave to take time off or are casuals? Employees may wish to use their other leave entitlements, such as annual or unpaid leave. 

For casuals, it does mean they may need to cancel their shift. Leaders would have to remind them that being present at work poses a risk to other workers, customers, and the business itself.

Actions speak louder than words

If your corporate policy emphasises work-life balance as a priority and leaders present to work visually unwell, that will convey mixed messages. 

To effectively communicate your commitment to employees’ well-being, demonstrate it through your actions. Leading by example fosters trust and shows the team you genuinely value their welfare. Over time, this approach boosts employee motivation and instils a sense of value and appreciation, increasing productivity and morale.

Prevent presenteeism by ensuring adequate staff

Ensuring sufficient staffing levels is another effective strategy to combat presenteeism in businesses. This involves maintaining an adequate number of employees to manage the workload effectively, even in situations where some employees are absent due to illness. Contingent staff can play a valuable role by providing temporary or flexible support during peak times or unexpected absences.

When businesses are understaffed, employees may feel pressure to come to work even when sick because they worry their work will not get done. Adequate staffing levels also allow businesses to manage unexpected absences more effectively. When an employee calls in sick, their work can be easily redistributed to other team members, which helps to minimise the impact on the business.

Is remote working an option?

Today’s employees have the tools to work from home when needed. Employees are better equipped to do their jobs from home more than ever with the rise of video conference software and online collaboration tools. 

Many workplaces switched to a fully remote work model during the pandemic. If the role allows for working remotely, leaders should encourage employees to stay home if they feel unwell. 

Encourage a results-only work environment

In a results-only work culture, the emphasis is on outcomes rather than the specifics of where and when employees work. It means employees have increased autonomy over their workload, as goals are collaboratively determined from the bottom up. This approach shifts the focus away from the number of hours worked or physical presence; instead, employers hold employees accountable for delivering tangible results. As a result, employees are no longer pressured to be physically present when they are physically or mentally unwell.

Over to you

Presenteeism negatively impacts productivity despite its perceived benefits in showing up. It has become more prevalent since stay-at-home mandates were lifted. 

To address this issue of employees presenting to work unwell, employers should take several steps, such as training leaders to recognise early signs of burnout and health problems, reminding employees of leave policies and encouraging their use, promoting work-life balance, maintaining adequate staffing levels, embracing remote work, and fostering a results-oriented work environment.

By implementing these strategies, employers can work towards reducing presenteeism and its associated costs, improve employee well-being, and maintain high productivity levels.

Catherine Ngo

Content writer, presenter and podcaster

Catherine is passionate about unravelling the latest news and insights to help HR managers, business owners, and employers.