We have all heard of the term "Absenteeism" (used to describe the problems associated with employees being unnecessarily absent from work) but there's a new term on the block called: "Presenteeism". It may be a catchy term, but it’s more than just a gimmick.
Presenteeism is a complex issue. The most common use of the term is to highlight the problems caused by the growing number of people who feel compelled to turn up when they are actually too ill to work. It seems that the requirement for an unblemished sickness record has become more critical than the need for people to be fit for the job. Indeed, survey data from 39,000 UK workers presented by business psychology company Robertson Cooper, showed that a quarter of the people sampled struggle into work, despite feeling ill.
There are always going to be people who chance their luck and who 'play the system' at work. They'll know exactly how many days they can get away with taking off, and which ‘illnesses’ are relatively difficult to confirm (such as back pain and migraine). However, it is troubling if the minority have gradually been allowed to tarnish the rest of the workplace to the extent that those who are genuinely unfit for work are actually afraid they will lose their jobs if they ‘go off-sick'. So there's our modern-day dilemma: If you're genuinely not feeling well (through illness or stress) then you're both criticised for "taking a sickie" and criticised for dragging yourself into work. You just can't win!
Professor Ivan Robertson, managing director at Robertson Cooper, has said: "Presenteeism in the workplace has a number of causes, one of which is related to feelings of job insecurity. Recently, this is likely to have been inflamed as a result of the recession." The problem of presenteeism, it seems to me, is partly to do with job insecurity (as suggested by Prof. Robertson), but also to do with a fundamental lack of trust, honesty, accountability, and motivation in the workplace...
Where there's a general lack of trust between management and 'the workers', even the honest, hardworking employees find the decision to take a day off work extremely difficult. Any health or stress management expert will agree that being brave and keeping going until the weekend or until our next holiday is more often than not, a poor health choice. When we work through an illness we're not only jeopardising our own recovery and long-term health, but we're also potentially spreading germs to our colleagues and we are at higher risk of making costly mistakes.
So what about the issues of 'accountability' and 'motivation'? To me, there's another more worrying form of presenteeism which is about those people who feel entitled to their pay packet, no matter how much effort they put in, or what results they achieve. It's simply about turning up to work and doing the bare minimum or not being caught falling short of the mark. I have concluded, both as a trainer/coach who hears hundreds of stories from managers and from front-line staff, as well as a discerning consumer, that this is an issue that's on the increase. How many times have you had an interaction with a service company, a shop or a business, and have been left feeling that the employee doesn't care at all about how you feel, what your experience has been, or whether or not you will remain a customer? And how many times have you been shocked by people in service roles, who see nothing wrong in chatting to each other whilst serving you, or in covering their own backs rather than offering you a little empathy? I don't think it's just me noticing it more as I get older! It really feels that increasing numbers of people simply don't care less anymore.
My answer to this is that we need to help people in these roles to care more. We need to stop rewarding people with a guaranteed salary just as long as they turn up. We need more constructive, proactive management that spells out the expectations and that shares the responsibility for creating and maintaining their team's motivation to a good job. Ultimately, we need managers to enable individuals to feel truly accountable for their own performance.
Can you imagine the uproar if everyone overnight only got paid what they were worth? Now there's a thought! Some people would probably end up having to reimburse their employers... This may be a crazy daydream by one disgruntled consumer, but as Professor Ivan Robertson suggests: "To prevent presenteeism, managers should reward people for the work they deliver, not the hours they put in. Investing in the health and wellbeing of workers pays dividends in terms of improved employee engagement and productivity. And it delivers considerable savings over and above those caused by driving down absenteeism." I couldn’t agree more, Professor Robertson!
So, have you got any examples of how presenteeism in any of its forms has affected you or your business? Or perhaps you recognise some of your own behaviour leaning towards presenteeism. I’d love to hear your stories. Why does presenteeism exist, and is it getting worse? And if you have any sensible suggestions about how to tackle it, do let me know!
I couldn't help but think about the issue of workplace bullying this week, especially with the newspapers being filled with copy about the alleged bullying behaviour by Gordon Brown towards his staff. Of course I'm not surprised that those nearest and dearest to him have leapt to his defence: http://bit.ly/JccBK5
Nobody wants to be accused of bullying, and few people would easily admit to being a bully, but it seems that there are more and more claims of bullying behaviour in the workplace these days. Why is it? Well, from my own experience as a trainer and coach, there are a number of possible reasons:
1. Too many managers and team leaders are promoted without adequate training and support - A large proportion of new managers who I meet have been appointed or promoted mainly on the basis of their technical ability, or their length of service. Whilst these things may be important to retain within an organisation, the lack of management experience and skills can, on balance, be more detrimental and can leave new managers having to find their feet through trial and error. I have been told many stories about the mistakes new managers have made in the way they've treated their staff. So many say that wish they'd had the training to help them to develop more facilitative management skills from the start.
2. The workplace is becoming more and more pressurised - Whilst stress and pressure cannot excuse bullying behaviour, it is a reality that those people who are under the greatest pressure, and who are unable to manage their own stress and the resulting behaviour, are more likely to be perceived as bullies. I meet many people who say that it isn't their intention to take it out on their staff, but they just can't help themselves when the people around them are letting them down.
3. There's a fine line between a passion for the job and bullying - There are many people who are so passionate about their work and about achieving excellence/perfection that they forget to make any allowances for the sensibilities of the people around them. Whilst they might defend themselves by saying that anyone who "cared enough" about their work would be the same, unfortunately this isn't entirely true. The individuals who achieve the greatest success at work are those who are able to bring others along with them - they are able to collaborate and get the best from their colleagues.
4. Clear and direct management is sometimes misconstrued as bullying - It seems that there are so many people who have been 'managed' by inexperienced managers who lack the confidence and skills to assert themselves, that when an assertive manager comes along, their behaviour is perceived in comparison as being bullying. As the accusation of bullying is an extremely serious matter, it is particularly important that people understand the true nature of bullying, and don't mistake for a bully a confident and persistent manager who's taking charge.
5. Disgruntled staff may falsely accuse their manager of bullying - As with any other accusation of an aggressive nature, the accusation of bullying must always be taken seriously and thoroughly investigated. However, there is always the possibility that the investigation will uncover an ulterior motive on the part of the 'victim' who has used the issue of bullying to get back at their colleague/manager. I usually ask myself 'what has happened in the relationship to create the need to make such a false accusation?' It may not be that the accused has actually been a bully in the strictest sense, but it is possible that their behaviour may in some way have contributed to the the breakdown of trust and professional rapport in the relationship.
6. During times of recession it is more difficult to just get up and leave - Whether it is a personal reality or simply a perception, people during a recession feel less inclined to leave a job unless it is absolutely necessary. There is therefore the potential for more people to feel trapped in their current position and to feel that they have no choice but to put up with bullying behaviour in the hope that it will go away in time.
7. Lack of confidence and assertiveness skills - without feeling an entitlement to work in a conducive and safe working environment; without the necessary communication skills to respond to the put-downs and snipes; without the confidence and skills to request the person to modify their behaviour, a person who is feeling bullied will not have the personal power to influence change for themselves before things become nasty.
8. Management and/or HR may be reluctant to get involved - although the vast majority of senior managers and (one would hope) HR staff, would understand their duty of care, I meet many people who say that there seems to be a reluctance to step in and assist. It is understandable that managers are required to work out issues with their own staff without interference from above, and that colleagues are encouraged to work out their own differences. However from time to time the relationships become so damaged that the only chance of a resolution is by involving an appropriate mediator and/or offering training/coaching for those involved.
At H2 Training & Consultancy, we're genuinely committed to doing what we can to alleviate the problem of bullying in the workplace. We're keen to provide support and guidance to everyone in the equation: we offer supportive training and coaching for those who are accused of, or in danger of being accused of bullying - helping them to become more self-aware and to develop strategies and skills to achieve desired outcomes without resorting to bullying or aggressive behaviour. We also work with people to help them to take proactive steps to manage their own stress and to work better under pressure, so that they're easier to work with! Our training is also useful for those who would like to improve their confidence and assertiveness skills to make themselves more resilient and better able to respond to bullying or aggressive behaviour. Finally, we also offer training to managers and to HR staff in how to provide appropriate/professional support and counselling for anyone involved in bullying accusations from either side. Whilst bullying in the workplace appears to be on the increase, I strongly believe that it needn't be an inevitable side-effect of tough working conditions. There are lots of explanations for the issue of workplace bullying, but there should never be an excuse for it... Little by little, we're proud to be playing our part in helping to eradicate it. We'd be pleased to hear from anyone who's been touched by the issue of bullying at work, and to hear your views on how it can be alleviated.
Finally, if you're interested in training or coaching for yourself or your colleagues, check out the H2 website: http://h2training.com/training.html where you'll find details of our open and in-house courses.
As a trainer, I often meet people who are anxious to find answers and solutions to various reationship issues they have at work. Many of us spend more hours at work than we do at home, or with friends and family - so it's no wonder that difficult relationships with colleagues and/or managers is cited as one of the biggest sources of stress. If you're having to deal with one or more difficult relationships at work, here's some of the advice I've given in the past:
Differences and conflict are to be expected
Remember that a certain number of differences and conflicts in the workplace are not only normal - they are to be expected, and can be a healthy sign of a diverse team. One of the key factors determining the success of working relationships is not whether there are any conflicts/differences, but how they are dealt with. Learning to respond positively to such situations will therefore almost certainly improve the quality of the overall relationship you have with your colleagues.
It's probably not personal
Remember that this is a work situation and it is quite likely that the person/s causing you difficulty would probably be doing the same to anyone in your position. So try not to personalise it too much. The perpetrator is normally focused on their own needs and not worrying about you as a person. You represent someone who is getting in the way of their own plans or desires in one way or another, so whilst viewing them as a person do not get pulled into their problem.
Don't try to change them
Difficult people will not change on their own and it is unlikely that you will be able to change them. Although this can be a depressing thought, take comfort in the fact that this at least makes their actions predictable. Just because they won’t change it does not mean that you cannot change the situation, or that careful planning can result in a successful outcome for you.
Try to see them as an ally
Being in conflict tends to make people see the “other side” as an enemy, and to look for their mistakes. You need to reverse this, by recognising and reinforcing the positive elements of each person’s position within the context of the team as a whole.
Seek to resolve, not to dissolve
Be clear with yourself and with them that you want to reach a win/win resolution. If you get into a head-on battle based on retaliation then you are both likely to have a miserable time. Formulate your strategy and decide what you want the outcome to be. Then concentrate on achieving this, and not on the negative issues or your bad feelings about the person.
Keep it in perspective
Keep the whole situation in perspective. This is just one situation in your life, and you are probably surrounded by many other positive things. Focus on the people who are important to you and seek solace with your colleagues and or clients at work that do support you.
Be prepared
Plan your approach to the situation. Once you are sure that your feelings are reasonable, think strategically about what you would like to change, and the best way of making it happen. Keep in mind your on-going relationship with the person, and don’t be afraid to compromise for the sake of a greater goal. Before you approach the person, practice what you’re going to say, and establish a positive, assertive frame of mind.
Clarify perceptions
Genuine progress can’t be made without understanding on all sides. You need to make sure that everyone fully understands each other’s standpoint. Be a good role model by listening with empathy and summarising the main points clearly and unemotionally. Use ‘we’ statements to describe areas of common ground and to encourage a more collaborative approach.
Focus on shared interests
Identify the things that are important to all concerned. Ask them “What is really important to you?” There are usually multiple interests, and some will be shared, which is the basis for resolution. Recognise that sustaining relationships requires meeting the needs of both. Postpone contentious demands that might damage the relationship until shared interests have been established.
Tackle the difficult stuff
The past can be an impenetrable barrier to the future. People cling on to protect pride and old beliefs. Letting go may be difficult and painful, but is essential to open the gate to the future. Demonstrate and encourage forgiveness (without necessarily offering approval), and try to articulate what usually goes unexpressed. Focus on the feelings of here and now, without picking open old wounds.
Listen to their responses
Whilst you can ensure that you handle a difficult situation assertively, it is not always going to be the case that the other person will immediately agree and show compliance. Even the best suggestions have potential problems and you may be questioned on your ideas. Be careful that you don’t to see their questioning as disagreement – or you may react aggressively (by arguing your point) or non-assertively (by quickly backing down). Try to handle their response reasonably, and assertively.
Suggest options for the future
Find ways of creatively identifying alternatives together. Listen and give proper consideration to all ideas without dismissing any offhand. Discuss ways of inventing new options to meet shared needs.
Agree mutual benefits
Before agreeing to action, make sure everyone feels that a win-win solution has been found (although compromises may need to be made along the way). Construct a detailed vision of the future. Don’t rush this stage.
Agree action
Develop quick wins; that is, things that can immediately be done to bring both sides closer to the shared goal. Ensure that you are both clear about any action that is required. Don’t rely on temporary quick fixes that are not sufficient to meet the longer-term solution. Encourage personal accountability by suggesting that you review the situation after a practical length of time – and make sure you both stick to it. If people don’t feel responsible, you haven’t reached a full resolution.
I hope these suggestions are useful. Of couse none of these will instantly transform the situation (no matter how desperately you'd love to wave a magic wand!) but they may well help to move things in the right direction. Repairing damaged relationships can take time, and always requires patience and a positive attitude. I'd love to hear from anyone who's successfully used any or all of the above ideas...
