Don’t develop a ‘leave-ism’ habit

the top causes of long-term sickness absence.

Of more than 1,000 professional HR respondents to a 2018 survey co-authored by CIPD, 86% say they have observed presenteeism in their organisation over the last 12 months, compared with 72% in 2016 – and 26% in 2010. Clearly that’s unacceptable on any measure.

The survey found that leave-ism is also on the up. More than two-thirds of respondents (69%) reported that leave-ism has had an unhealthy presence in their organisation over the last year.

More disturbing reading follows. Only a minority of organisations are taking steps to challenge these practices, according to survey feedback.

Just 25% of respondents with experience of presenteeism say their organisation has taken steps to discourage it. Worryingly, that figure has almost halved since 2016 (48%). Only 27% of those who have experienced leave-ism say their organisation is on the case to tackle it. The key to addressing the issue first requires recognition and prioritisation. It is here that the heart of the issue is exposed as a hard nut to crack.

Only one in 10 of those who are taking action indicate presenteeism and leave-ism are viewed as a priority by the board. Fewer than six in 10 (58%) say their organisation is currently meeting the basic legal requirements for reducing stress in the workplace.

As Rachel Suff, Senior Employment Relations Adviser at the CIPD, states: “Increasingly the threats to wellbeing in the modern workplace are psychological rather than physical, and yet too few organisations are discouraging unhealthy workplace practices and tackling stress.” One of the problems is that too many organisations fail to look beyond sickness absence rates.

If they did scrape away the surface of statistical record to investigate in depth, employers would be more able to develop a solid, evidence-based understanding of the causes.

“Without this, efforts to support employees and improve their health and wellbeing will be short-lived,” Suff bluntly insists. Advanced leadership policies and developing greater expertise in people management are surely the essence of getting this right.

The best executive education courses now encourage understanding of employee wellbeing. It might be from the perspective of profit and logistics rather than the more human aspects, but it is heading in the right direction. That will take time to filter through, though. The survey confirms that organisations where senior leaders and line managers recognise the importance of wellbeing are more likely to witness a reduction in presenteeism and leave-ism.

To get to grips with these unhealthy work practices, employers need to invest in a wider health and wellbeing approach. In turn, and as now underlined in many people management executive courses, the ethos needs to be embedded into corporate culture. Ultimately it is about supporting a preventative approach to employee health.

I don’t usually advertise on behalf of organisations, but HR professionals – particularly those with influence at executive level – might want to note the Training division of CIPD is running a course on creating a Workplace Wellbeing Strategy in July, September and December. Search for CIPD on the internet for details.

Back with the research data:

 The average level of employee absence is 6.6 days per employee per year, an increase from 6.3 in 2016.

 Significantly more respondents (55%) report an increase in common mental health conditions, such as anxiety and depression, among staffs in the last 12 months, compared with 2016 (41%).

 Around 59% say their organisation has a supportive framework in place to recruit and retain people with a disability or longterm health condition. Note that respondents in their feedback have called for governments to provide an online “one-stop shop” providing information and practical tools and more financial support for making adjustments to workplace environments.

 Interestingly, advances in technology are generally seen to have more of a positive than negative impact on employee wellbeing. But, almost 90% of respondents cite employees’ inability to switch-off out of work hours as the most common negative effect of technology on wellbeing. Meaning, employees should regulate their use of mobiles, tablets and laptops for business when in personal time.