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Employers often pay close attention to absenteeism, but not all are aware of presenteeism—and the serious impact it can have on employee well-being and business performance.
Had you heard of presenteeism before? Do you picture it simply as the opposite of absenteeism? In reality, it’s a more complex and far-reaching phenomenon. Let’s explore what it means, why it matters, and how organizations can address it.
Presenteeism has multiple forms, but generally refers to a situation where an employee is physically present at work but unable to perform at their usual level.
In other words, there’s a disconnect between presence and performance due to mental, emotional, or physical barriers.
Common types of presenteeism include:
Another form is “sickness presenteeism” (also called over-presenteeism): employees come to work despite being ill or exhausted, when rest would have been more appropriate. This is sometimes linked to workaholism (work addiction).
For example, according to Teale’s Workplace Mental Health Barometer (France), 23% of employees are in a critical or at-risk state of mental health. Clearly, both presenteeism and absenteeism deserve equal attention in HR strategies.
No one is immune to presenteeism. Some surveys in France suggest that 65% of employees have been affected by it in some way. Several factors may explain why.
Although in France, employees cannot be dismissed because of a simple sick leave, this is a widespread fear. However, in a complicated economic context, keep your job is a priority for a majority of the population. Results: many employees go to work when they are sick, and therefore much less productive.
It should also be noted that sick leave, depending on company policy and complementary health insurance, can induce a significant drop in revenue during a given period of time. A “luxury” that some cannot or do not want to afford.
Presenteeism rates vary by company culture and leadership style. In some organizations, long hours and sacrifice are glorified, creating pressure to show up no matter one’s health. Employees may feel compelled to put work above their mental and physical well-being.
A heavy workload can discourage employees from taking sick leave, as they fear falling behind or burdening colleagues. Conversely, monotonous, poorly designed tasks—or too little responsibility—can also lead to disengaged presenteeism.
Finally, personal life challenges often spill over into work performance. Relationship issues, caregiving responsibilities, or personality traits like perfectionism, anxiety, or difficulty delegating can all contribute to presenteeism.
While absenteeism costs are well studied, presenteeism’s hidden toll is just as damaging—if not more.
Unlike absenteeism, presenteeism is harder to quantify. Yet it’s vital for both well-being strategies and business performance.
Employers, HR, and managers should analyze indicators and gather employee feedback through surveys or annual performance reviews to detect patterns.
Questions to ask include:
Addressing presenteeism requires prevention and culture change.
Ensure the role matches the candidate’s skills and expectations. Misalignment fuels disengagement.
Adopt a culture built on trust, support, and well-being as a priority:
Specialized partners can offer individual and collective support. For example, Teale’s workplace mental health platform helps employees assess and care for their well-being, while providing HR and managers with insights to identify and address systemic issues.
Presenteeism is not harmless—it erodes productivity, morale, and health. Tackling it requires awareness, measurement, and proactive interventions at every level of the organization.
By shifting culture, empowering managers, and offering employees meaningful support, companies can create workplaces where presence equals performance and well-being.
