Managing sickness absence behaviours in the post-pandemic workplace

Organizations are facing growing pressure to remain productive and profitable in a post-pandemic climate that is characterized by change and uncertainty. Sickness absence is costly, so taking steps to reduce it among employees might be considered a priority; but there is evidence that sickness presenteeism can be more damaging for organizations. This chapter highlights the need for organizations to manage sickness absence behaviours (both absenteeism and presenteeism) effectively, considers the benefits of doing so, and outlines the support and provisions that are likely to be helpful. Reflecting growing evidence that illness or injury are not necessarily direct determinants of sickness absence, the multiple factors found to trigger and prolong it are discussed. Although working while unwell can be functional and therapeutic, the costs and implications of presenteeism for organizations and employees are also considered. The need for organizations to take a flexible, multi-level approach to managing sickness absence, while reducing the risk of dysfunctional presenteeism, is emphasized, with interventions focusing on prevention as well as management. Examples of evidence-based frameworks that can help organizations promote a ‘healthy’ sickness absence culture during a turbulent, post-pandemic climate, are provided.