Picture two employees: one calls in sick too often, leaving projects in limbo; the other appears present but is mentally checked out, sending off half-hearted emails. Both scenarios can cripple a team.
The world of work generally focuses on absenteeism – physical absence. But the often-overlooked shadow is presenteeism: being there in body but not fully in mind or energy. Recent studies suggest the hidden cost of presenteeism may actually dwarf absenteeism. According to UK research, working while ill costs the economy £103 billion, compared to about £5 billion from absences.
As Arinola Adeniyi, a Nigerian wellness expert, says:
“What we have in Nigeria now is more of presenteeism and not absenteeism…the greatest problem in the workplace now is presenteeism, not absenteeism.”
In a context like Nigeria, where work culture often prizes physical presence, exploring the fine line between acceptable absence and unhealthy presence is crucial.
1. Understanding the Costs: Absenteeism vs. Presenteeism
Absenteeism
Defined as excessive worker absence, eats into productivity, burdens colleagues, and may create engagement dips. Research cites chronic absenteeism rates above 4% as indicative of underlying problems.
This is when employees attend work despite illness, mental fatigue, or personal stress, dramatically reducing performance and risking health for the workforce
1. A Harvard study estimates that on-the-job productivity loss due to presenteeism costs at $150 billion annually in the U.S. alone
Absenteeism and presenteeism cost over $2,945 per salaried employee annually in the U.S.
2. Drivers in Nigeria’s Workplace
- Economic Strain: Many Nigerians cannot afford to miss work a day; a single sick day may forfeit crucial income.
- Cultural Expectations: Being present – even unwell – is often viewed as a commitment. Yet it may erase actual productivity.
- Weak Sick Leaves: Inconsistent or informal leave structures push employees to show up or lose pay.
- Management by Presence: Visible working, particularly arriving early, staying late, is often valued over output.
3. Consequences of Misbalance
- Productivity Loss
Employees may be physically present but function at 50–60% capacity, leading to costly errors. - Health Risks
Breeding grounds for illnesses. In close quarters, one person’s presenteeism can spark team-wide sickness. - Burnout & Morale Decline
Constantly showing up – even when ill – can accelerate burnout. Meanwhile, chronic absentees may dampen team trust. - Financial Impact
The ripple effects hit hard: delays, quality issues, and increased overtime costs. Organisations lose more from presenteeism than from absenteeism
4. Strategies for Striking the Right Balance
A. Embed Supportive Leave Policies
- Communicate transparent sick-leave processes.
- Determine when medical proof is necessary – avoid blanket mandates.
- Encourage self-care over “powering through”.
B. Offer Flexibility
- Remote work, flexible hours, or half-days can reduce presenteeism.
- Research highlights that remote workers report lower absenteeism
C. Promote Wellness Culture
- Prioritize physical and mental health via workplace wellness initiatives.
- Deloitte found that every $1 invested in wellness yields $3.27 in health costs saved and $2.73 in absenteeism reduction
Examples: hydration programmes, fitness clubs, mental health coaches.
D. Train Leaders to Model Behaviour
- Encourage leaders to take sick days; normalize time-off among teams
- Empower managers to spot early signs of presenteeism – errors, mood swings, fatigue.
E. Track & Analyze Attendance Patterns
- Monitor both absence and low-appointment/ burnout red flags.
- KPIs should include days missed and outputs lost from presenteeism.
F. Encourage Open Dialogue
- Foster psychological safety – employees should feel safe discussing stress or burnout risk
- Regular check-ins can catch issues early and prevent escalation.
5. Real-Life Example: A Lagos Telecom Firm
A large Lagos-based telco faced an uptick in sick days. After implementing transparent leave policies, bi-weekly “wellness breaks,” and mobile mental health support, they recorded a 20% drop in absenteeism and peer-reported presenteeism halved within six months.
6. A Voice on Wellness: Arinola Adeniyi
Well-being advocate Arinola Adeniyi emphasizes:
“Make sure you drink enough water daily…create time for yourself … life is being run as emergency services … Once we are not balanced, we begin to make mistakes.”
Small interventions – like hydration reminders or short guided stretches – can curb presenteeism and its ripple effects.
In our quest for optimum performance, we can’t rely solely on attendance records. Both absenteeism and presenteeism undermine productivity, well-being, and organizational culture. The costs are hidden but vast and the pressure to “be there” can be more damaging than occasional absence.
The solution lies in balance:
- Redesign leave policies to prioritize health and recovery.
- Build a wellness-focused culture.
- Equip leaders to detect and defuse burnout early.
- Normalize flexibility, rest, and self-care as non-negotiables.
As global research and local experiences show, the key isn’t choosing absence over presence – it is ensuring quality of presence. After all, thriving teams don’t just show up; they show up well.
Contributed by Agolo Eugene Uzorka, a Human Resource Consultant and Content Writer.
