PRESENTEEISM Another Dimension
Below is a MRR and PLR article in category Business -> subcategory Management.
Presenteeism: A New Perspective
Overview
In recent years, terms like "employee engagement" and "employee disengagement" have evolved to describe an employee's motivation and commitment. An engaged employee is passionate and emotionally connected to their work and company.
Disengagement and Presenteeism
Disengaged employees are physically present but mentally elsewhere, thinking about personal issues or distractions. This phenomenon, known as presenteeism, isn’t just a minor concern, especially in knowledge-driven economies like North America, Europe, and Japan, where mental performance is crucial for productivity.
Impact on Mental Health
The rise in mental health issues is a growing concern, with conditions like depression costing the U.S. economy around $150 billion annually. A significant portion of absenteeism stems from mental health issues, and the demand for prescription drugs addressing mood disorders continues to rise. Managers face the challenge of fostering mentally healthy work environments.
The Presence of Mental Health Issues at Work
Statistics show that 10%-15% of employees suffer from depression yet continue to work, though not at optimal capacity. These individuals fall into the category of presenteeism. The October 2004 Harvard Business Review introduced a new dimension to this issue, highlighting physically ill employees at work who are not fully functional.
Case Study: Lockheed Martin
A 2002 study at Lockheed Martin revealed that employees with allergies and sinus problems, making up 60% of affected workers, cost the company nearly $2 million in lost productivity. Other significant issues included chronic back pain, arthritis, depression, skin conditions, and flu, collectively contributing to millions in productivity losses.
Addressing Presenteeism
1. Strategic Health Data Management: Human Resources should strategically use health and absenteeism statistics to educate managers.
2. Manager Training: Equip managers with the skills to address performance issues related to health without acting as medical professionals. Direct employees to appropriate resources like Employee Assistance Programs.
3. Employee Education: Implement educational sessions, such as lunch and learns, informed by internal health statistics.
4. Absenteeism Policies: Review policies to ensure they do not incentivize sick employees to work.
5. Systems Perspective on Productivity: Connect employee health with productivity. Managers should be responsible for both business outcomes and team health metrics.
6. Review Drug Plans: Analyze company drug plans for their effectiveness in promoting a healthy workplace. Evaluate both costs and productivity gains from supporting employee health.
7. Health Promotion Programs: Introduce programs tailored to your organization's needs, such as exercise, flu shots, smoking cessation, and stress management.
8. Root Cause Analysis: Understand the causes of health issues within your organization, considering how leadership and organizational practices might contribute to stress or other conditions. Utilize diagnostic tools, like employee engagement surveys, to identify and address these root causes effectively.
Conclusion
By improving management of employee health, organizations can boost productivity and gain a competitive edge. Redirecting resources from traditional training to health-related initiatives may yield significant productivity improvements.
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