Don’t ignore presenteeism as a detractor of value

Traditionally, many companies feel that absenteeism is one of the largest detractors of value in a company. While this is true, presenteeism is emerging as a significant risk that companies are battling to contain, as it can be problematic in several ways.

I recently read an article on the Forbes website which discusses this in more detail.

A massive detractor

Presenteeism is the practice of being present at one’s place of work for more hours than is required, especially as a manifestation of insecurity about one’s job.

The Forbes article points out that remote work has brought newfound flexibility and, for many, improved work-life balance. However, it has also resurrected some age-old workplace issues, such as presenteeism.

Presenteeism has long been a concern for leaders and organisations, often overshadowed by absenteeism. While absenteeism garners the spotlight, presenteeism has a substantial impact. According to a Global Corporate Challenge (GCC) report, four days of absenteeism are lost yearly per employee, while presenteeism amounts to 57.5 days.

The article adds that a study published in the early 2000s in the Journal of Occupational and Environmental Medicine estimated that presenteeism costs the United States over $150 billion annually. Fast forward to today’s digital age, where remote work has become the norm for many businesses, and the toll of presenteeism is likely even higher.

COVID leads to the rise of digital presenteeism

The COVID-19 pandemic dramatically shifted how we work. Remote work became an overnight mainstay and gave rise to a new phenomenon: digital presenteeism. Digital presenteeism involves employees maintaining a constant online presence to demonstrate their productivity and commitment, whether through email and notification responses or attending numerous virtual meetings.

The article adds that, despite the necessity of remote work during this period, employee well-being suffered. Research commissioned by LinkedIn in partnership with The Mental Health Foundation revealed a significant portion of remote workers affected in various aspects:

• 56% reported feeling more anxious or stressed;
• 24% struggled with their mental health; and
• 31% reported difficulty sleeping during this period.

Even as social distancing and the pandemic cease to exist, the lingering effects of remote work persist, with many employees never returning to the office.

The impact of digital presenteeism

The Forbes article points out that, like its traditional counterpart (absenteeism), digital presenteeism is a productivity and cultural drainer. Signs of digital presenteeism throughout the organisation include:

• responding to work-related communications outside regular hours;
• working while unwell;
• exceeding agreed-upon working (and paid) hours;
• decreased performance and increased exhaustion across the board; and
• detachment and disengagement.

According to a Gallup study, disengaged employees are 2.6 times more likely to seek new employment opportunities than engaged employees. Transitioning standard office practices to the digital world offers a bevvy of challenges.

For example, while in-office recognition and where you stand is commonplace, it’s often lacking in the virtual world. A 2,000-person survey conducted by Catalog and GitLab found that 54% of individuals feel pressured to maintain an online presence at specific times of the day rather than being encouraged to focus on their output—further contributing to the prevalence of digital presenteeism. In this same study, 68% of C-level executives felt “presenteeism” pressures more acutely.

With digital presenteeism still in its infancy, it has the potential to dramatically affect the organizational culture, productivity, and the bottom line.

There are interventions that companies can put in place to address this.

Schedule frequent check-ins for assurance

Frequent communication that doesn’t feel like surveillance from leaders can assure employees of concerns about fear of repercussions for taking time off and mitigate burnout.

A 2018 Gallup report highlights the importance of communication after concluding that a lack of communication and support from leaders was one of the leading causes of burnout.

Promote a culture of wellness from the top down

The article points out that organisational culture starts at the top, with CEOs setting the tone. Policies, guidelines, and principles regarding the culture are only as effective as you allow them to be. As the most visible member of the organisation, prioritising personal well-being and establishing boundaries sends a clear message to employees. Additionally, integrating various wellness initiatives into your company, such as access to various telehealth resources, can support employee well-being.

While remote work offers numerous advantages to employees and employers, presenteeism threatens modern businesses’ culture and bottom line, especially digital presenteeism. By staying proactive and having a wellness-centric culture, leaders can take a large step in navigating the residual effects of digital presenteeism and ultimately creating a happier, healthier, and more productive workforce.

Setting boundaries

While it is essential to encourage employees to be dedicated to their jobs and go above and beyond when achieving deliverables, companies must avoid employee burnout. It is more prudent to have employees who are present at work (dialled in and committed to adding value) than employees who are physically at work but are going through the motions.

Discussing this with some business executives may be uncomfortable, but work-life balance is more critical in a world where people are more connected to their offices than ever before. Setting boundaries may benefit a company more than it will damage it.