The Cost of Presenteeism
Last week, I was sick. It wasn't a passing illness; I've been dealing with a health issue for several months. This situation made me feel bad for the people who depend on me in some way. I told my students that they got the "sickest version of me," and don't even get me started on my team, where the constant worry about the nature of our work keeps us on a permanent kind of standby. As an internal services team, we don't work with a fixed agenda; opportunities arise unexpectedly, and we have to manage them in the best possible way. Add to that the stress my family feels seeing me in this situation.
When I was finally able to return to work, even if it was virtually, a good friend commented on my "out of office" message for illness and said something like, "It must be very serious for you to put that message up." Another colleague suggested that in those cases, it would be enough to use a death emoji so people would understand what was going on. It made me think.
Looking back, I know that if I'm sick, my priority should be to focus on feeling better. However, a part of me can't help but stress about not being there for others. The reality is that we all get sick, and it's certainly not something we do on purpose. I question where this moderate obsession with not failing comes from. In one of my behavioral therapy classes, my professor mentioned that the fear of failure is a cultural fear. So, could my concern about missing work also be a reflection of my culture? Since childhood, we are rewarded for not missing classes with merits of perseverance and discipline. But at what cost?
The article "Why Presenteeism Is Bad For Business (And How To Manage It)" by Caroline Castrillon in Forbes explores precisely the concept of "presenteeism," which refers to working while being sick. Previously, it was believed that absenteeism was the biggest problem in companies, but now we know that presenteeism is much more costly. Working sick means not giving 100%, running the risk of infecting coworkers, increasing the probability of accidents, and aggravating the risk of burnout. According to the article, the cost of presenteeism is almost ten times higher than the cost of absenteeism.
The text also addresses the reasons behind presenteeism: fear of losing one's job, work pressure, and toxic cultures. However, not all cases of working while sick are the same. Some do it pragmatically, to finish specific tasks; others do it therapeutically, to feel better socially; and there are those who simply have no other option despite not being productive.
To combat presenteeism, it is essential to train leaders to identify and address burnout. This involves fostering open communication, offering paid leave and flexible schedules, and promoting a balance between work and personal life. Delegating responsibilities and focusing on results rather than hours worked are also key strategies.
Today I feel better, but this experience has left me with many questions about our priorities and our work culture. Before, I would have worked even with a fever, but today I know that my life or my identity do not revolve exclusively around work. Presenteeism not only affects our productivity but also our health, relationships, and overall well-being.
Learning to prioritize ourselves, accepting that rest is part of the process, and changing the cultural narrative that we are only valuable for our ability to be present is essential to building a more balanced life. Taking care of ourselves is not selfishness; it is a form of respect for ourselves and those around us. If we don't set limits and listen to our bodies, how can we truly be there for others when they need us most?
At the end of the day, a healthy and balanced team will always be stronger than one that is simply "present."
References:
Castrillon, C. (2023, November 8). Why presenteeism is bad for business (And how to manage it). Forbes. https://www.forbes.com/sites/carolinecastrillon/2023/11/05/why-presenteeism-isnt-necessarily-detrimental-and-how-to-manage-it/
