Tuesday, November 23, 2004

A different sort of definition from across the pond . . .

While we define presenteeism as showing up for work while functioning at a fraction of productive capacity, our British cousins have a related but somewhat different take on the word. For them, its the behavior (or behaviour) of suck-ups who stick around the office trying to look meaningfully busy. Here's their take on the subject:

"Among the new words hauled in from current usage and pinned down in the latest edition of the Collins Concise Dictionary is 'presenteeism'. Maybe an eager drone had stayed late in the office to ensure it was there, for 'presenteeism' is defined as working longer hours and taking fewer holidays than the boss demands.

Who would do such a thing? Those who feel that their job is insecure, answers the man credited with coining the term, Cary Cooper, Professor of Organisational Psychology and Health at Manchester University's UMIST."

Credit - Sally Kinnes, www.stressbusting.co.uk

Cost of Presenteeism

If you ever wondered what presenteeism really costs employers, you need look no further than an article published earlier this year in the April issue of the Journal of Occupational and Environmental Medicine (R. Goetzel)

The study showed that for many conditions, the costs of presenteeism were far greater than other employer-related health care costs, such as absenteeism or health and disability benefits. For example, presenteeism due to headaches accounted for 89% of the total cost of productivity losses using average estimates and 49% using low estimates. For allergies, the costs of on-the-job productivity losses accounted for as much as 82% and as little as 55%.
"All in all, this means that from about one-fifth to three-fifths of the total dollars attributable to common health conditions faced by employers appear to be the result of on-the-job productivity losses," says Goetzel.
When other costs were added to losses from presenteeism, absenteeism, and health and disability benefits, the most expensive condition for employers was high blood pressure, with an annual cost of $392 per employee per year, followed by heart disease ($368), mental health problems ($348), arthritis ($327), and allergies ($271).

Credit - Jennifer Warner, WebMD.com

Monday, November 22, 2004

With flu vaccine scarce, take steps to combat 'presenteeism' this flu season

On the coattails of the recent HBR article, Knowledgepoint's HRTools.com update suggests ways to deal with sickness-driven "presenteeism" during the flu season:

Millions of Americans will be at increased risk of catching the flu this season as a result of an unexpected shortfall in the availability of flu vaccine. Add to that the threat posed by employees who come to work sick with the flu, spreading the virus. As a result, employers must be particularly alert to "presenteeism"—when employees come to work sick—during the coming months.

According to the findings of the 2004 CCH Unscheduled Absence Survey, 39 percent of employers surveyed report presenteeism is a problem in their organization. Presenteeism is a threefold problem for those employers:

  • Employees' lowered productivity;
  • Contagion to an otherwise healthy workforce; and
  • Workplace safety. Organizations that have low employee morale are at even greater risk of sick workers showing up for work, with 52 percent of companies with poor or fair morale reporting presenteeism is a problem.

With a serious flu season looming, the idea of the "hero worker" that manages to punch in for a full day's work, despite illness, needs to be discouraged. Being in contact with contagious individuals jeopardizes the health and productivity of all employees. Employers need to emphasize to employees that while they need them at work, they first want a healthy workplace.

Following this Centers for Disease Control and Prevention "Good Health Guide" simple tip when possible is a good practice: Stay home when you are sick!

The concern, however, is that some traditional absence control and sick day policies may inadvertently encourage employee presenteeism. Organizations that adhere to traditional sick day policies, and take disciplinary action to enforce them, may be making it difficult for employees to do the right thing and stay home. According to the CCH survey, disciplinary action is the single most common absence control program—used by 91 percent of organizations surveyed.

For example, in an organization that allots each employee five sick days a year, and takes disciplinary action on the sixth absence, an employee who has been wiped out with the flu for several days may choose to come to work ill rather than risk the discipline. This is especially true at the beginning of the year, when employees are concerned about depleting all of their allowed leave in just a month or two. Unfortunately, that time also is the height of flu season.
Some employees can offset the risk of a poor health year if their employer allows them to carry over the sick days that they didn't use in healthier years. The CCH survey found, however, that employers are cutting back on this option. The number of employers allowing employees to carry over sick time from one year to the next has dropped from 51 percent in 2000 to 37 percent in 2004. As a result, employees that may have accumulated sick days this year may not have access to them in the next year.

Employers are, however, taking other steps to help employees effectively manage time off. To help employees deal with various health and personal issues that arise from year to year, 63 percent of employers offer a Paid Leave Bank, also known as Paid Time Off (PTO), under which personal, vacation and sick days are combined into a single bank of days that the employee can use in any way he or she needs.

With a PTO program, the employee has more discretion on how to use the days, so if he's sick, he can take a day from the bank and stay home, without the fear of being reprimanded or running out of sick days at the beginning of the year.
Things for employers to consider . . .

Among the steps employers can take to help ensure a healthier workplace and minimize flu season disruptions:

  • Foster a healthy environment: Speak with managers to ensure they're fostering an environment that makes ill employees comfortable to ask to leave the workplace or, better yet, not report to work in the first place.
  • Set a good example: Managers should be urged not to show up at the workplace with the flu as employees may otherwise simply view the message to stay home as lip service.
  • Set guidelines and make them visible to employees: Help them understand under what conditions they should stay home, and when it's safe to return to work.
  • Revisit your EAP and healthcare support services: Determine if there is a hotline or web site you can communicate to your employees where they can access FAQs, get guidance on taking care of their health during flu season and get more information about related healthcare issues.
  • Review absence control policies to ensure they are not counterproductive: Programs such as disciplinary action need to be assessed to ensure they are not making ill employees feel required to report to work.
  • Post helpful tips on how to avoid spreading germs, with guidance offered on the CDC website: http://www.cdc.gov/flu/keyfacts.htm#goodhabits. Use posters, or offer the information on your corporate Intranet.
  • Work with your employees and facilities group to keep common areas clean: Make sure that common areas of the facilities are cleaned regularly; this may even include cleaning conference rooms between meetings.
  • Recognize helpful employees: Consider bonuses, rewards or some other type of recognition for employees who step in to help do extra work for ill colleagues.

About the CCH Unscheduled Absence SurveyAccording to the 2004 CCH Unscheduled Absence Survey, released October 7, the rate of unscheduled absenteeism climbed to a five-year high with last-minute no-shows costing organizations an average of $610 per employee. Most employees who fail to show up for work, however, aren't physically ill, according to the survey. In fact, only 38 percent of unscheduled absences are due to personal illness, while 62 percent are for other reasons, including family issues, personal needs, stress and entitlement mentality.
Source: CCH INCORPORATED, hr.cch.com

Thursday, November 11, 2004

TalkLeft: Canadian PM Caves In to Bush

TalkLeft: Canadian PM Caves In to Bush: "something Germans called 'innere Kuendigung' or internal resignation of one's job. You go through the motions, but no longer do any real work for your company."

Let's hear it for our German colleagues, who've managed, as usual, to find the correct word for it (albeit with a umlaut in the original).

Times Online - Jobs

Times Online - Jobs

The recognition of presenteeism is dawning on both sides of the Atlantic. In Germany, the term "internal resignation" seems to capture both the content and the spirit of the problem.

Presenteeism a costly problem for US companies

We all know absenteeism can eat into company profits, but new research shows that presenteeism — workers at their desks but not at their best due to chronic ill health — is also expensive, costing the US economy $150 billion each year, according to Harvard Business Review (Oct). A similar problem, identified by German researchers as “internal resignation”, comes when staff are too demotivated to be bothered working