A significant portion of UK workers, between a third and a half, go to work while unwell, a phenomenon known as presenteeism. Experts suggest this behavior is influenced by individual factors like work centrality and fears of appearing weak, as well as workplace culture that may prioritize productivity over employee wellbeing.
The prevalence of presenteeism, where employees work while sick, can negatively impact individual health, team productivity, and overall workplace culture, suggesting a need for clearer policies and greater emphasis on employee wellbeing.
A significant portion of UK workers, estimated between one-third and one-half, go to work even when feeling unwell, a phenomenon known as presenteeism. Experts suggest that individual factors and workplace culture play crucial roles in this behavior.
University of Manchester psychologist Prof Sir Cary Cooper noted that younger workers, aged 16 to 24, took an average of 2.4 sick days last year, significantly less than the 6.2 days taken by those aged 50 to 64. Cooper attributes this partly to younger workers often being in less secure roles, such as those on zero-hours contracts, and being less prone to long-term health issues. However, he also highlights that younger generations tend to have higher expectations regarding employer support for wellbeing and are more likely to consider mental health as part of overall health.
Psychologist Dr Audrey Tang explains that for some individuals, work is deeply intertwined with their identity, a concept called work centrality. For these people, being absent can feel like losing a part of themselves, leading to a strong desire to keep showing up. This is particularly common in caring professions like medicine and teaching, where individuals might feel they would rather have a physical accident than take a day off. Tang also points out that fear of appearing weak or lazy, especially for those early in their careers, contributes to presenteeism.
Dr Tara Quinn-Cirillo, another psychologist, emphasizes the influence of workplace culture. In environments where teams are stretched and cover is minimal, employees may feel guilty about increasing their colleagues' workload. She describes "carry-on" cultures that reward presenteeism, where staff are praised for working through illness. In contrast, Quinn-Cirillo states that healthy work environments foster open conversations about wellbeing and sick days, with trust being essential. She warns that routinely questioning absences is a "huge red flag."
Deciding when one is too sick to work involves nuanced considerations. Tang suggests that for physical illnesses like vomiting, diarrhea, or fever, specific durations of staying home after symptoms pass are advisable. Post-Covid, working from home has become more common for coughs and colds. Crucially, Tang stresses that mental health should be treated with the same seriousness as physical health, stating, "If you're sick and unable to work, you're sick and unable to work." Quinn-Cirillo adds that the core issue is an individual's capacity to perform their job, whether physically or mentally. A further warning sign is when work impacts basic self-care, sleep, or the ability to decompress, indicating a need for rest.