Is your workplace culture contributing to employee presenteeism?

There have been a number of stories circulating about the current state of the American workforce. From The Great Resignation and employees leaving their jobs in droves for better benefits, pay and professional advancement to “quiet quitting” and “productivity theater” in workers who feel that going above and beyond is no longer serving them. There are a number of opinions and perspectives about why these trends are happening and what employers can do about it. As companies everywhere are strategizing on better ways to retain talent, this is also a critical time to look at flight risks: What about the employees who haven’t yet left their positions?

Are your employees engaged, happy and fulfilled? Signs that they are not might include employees making mistakes, seeming disengaged, or are working longer hours yet are less productive. They may also appear to be visibly fatigued or avoid interacting with their peers. If these examples describe even one of your employees, it might be time to examine what the company might inadvertently be doing to contribute to this diminished version of previously happy and engaged workers.

Presenteeism is at the heart of many of the workplace trends that are gaining attention since before the pandemic began, but certainly has increased as employers ask employees back to the office, with many preferring to stay in remote jobs. Presenteeism refers to the lost productivity that occurs when employees are not fully functioning in the workplace because of an illness, injury, or other condition. Presenteeism can also describe the need by employees to work despite other factors such as feeling physically or mentally drained, feeling guilty or insecure about taking time off because of workload or fear of job security. So even though the employee may be physically present at work, they might not be fully performing their duties, and are more likely to make errors in their work.

Even companies with the strongest work cultures and most generous benefits might see signs of presenteeism in their people. What might be causing this? For one, insufficient sick time could cause some employees to feel a need to save days for caregiving responsibilities. Workers may also fear that taking too much time off might create a perception that they are less committed to the job. Some workers may also struggle with the guilt of burdening coworkers with their workloads.

Though their intentions are pure, there are even more negative outcomes for the employee and their peers. Behavioral health issues, physical pain or musculoskeletal issues can lead to greater illness and less engagement in the workplace, which could impact the effectiveness of teams (not just the individual employee). Data from Virgin Pulse Global Challenge shows that presenteeism can cost a company up to 57.5 days of productivity per year, per employee.

How can managers engage employees when they notice these signs of presenteeism, “quiet quitting” or “productivity theater”? Managers can engage employees by building trust, asking questions and creating a safe space to share observations by doing the following:

1. Identify presenteeism, describe what it is and what it might look like for employees
2. Talk openly about wellbeing and health in all forms
3. Create a flexible environment in regards to time management and business needs
4. Review existing benefits and PTO/Leave policies with employees (and encourage them to utilize them when they need to)
5. Model a healthy work/life balance
6. Focus on results versus time completing assignments and tasks

Read more: Flexible work, company culture and quiet quitting: A Q&A with Aleksandra Sulimko

The relationship between a manager and an employee is pivotal one. Understanding employee engagement and changes in performance can be strengthened by holding meaningful one-on-one conversations, providing continuous coaching and feedback, and recognizing employees’ contributions. Managers should lead by example with their own commitment to a healthy work-life balance, encouraging flexibility and facilitating engagement.

Debra Villar is a manager of disability management resources for The Standard where she leads a team of nurse case managers, and behavioral health managers to deliver an exceptional claims experience.