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We all have days when we’re not feeling our best – whether due to illness, stress or personal challenges. Yet, increasingly, employees feel the need to show up regardless. This growing culture of presenteeism – being physically present but not fully well or productive – is emerging as a significant challenge for workplaces. So how do we start addressing it in a meaningful, supportive way?
Presenteeism, the act of working while unwell, continues to grow even as conversations around workplace wellbeing gain momentum. The 2025 Burnout Report found that 9 in 10 UK workers experienced high or extreme levels of stress in the past year (1). When people can’t take time off to recover, physically or mentally, it takes a toll on their health and productivity. Employers must take action to build a culture where mental health comes first. But how do we really tackle presenteeism in the workplace?
Explore actionable strategies to support your team’s mental health
Presenteeism occurs due to employees feeling pressured or obligated to work regardless of their current mental or physical health. The most common causes of presenteeism at work are (2):
Company culture and stigma
Heavy workloads and staff shortages
Fear of redundancy or job insecurity
Changes in mental or physical health
Lack of support
While the intention may be to maintain productivity, the reality is quite the opposite. Presenteeism can lead to decreased efficiency, prolonged health issues, and burnout. Since 2018, the cost of presenteeism in the UK has risen by over £30 billion, largely driven by reduced output from employees who are unable to perform at their best while unwell (3).
The shift to hybrid and remote working has also introduced a new challenge: digital presenteeism. Digital presenteeism “involves employees maintaining a constant online presence to demonstrate their productivity...whether through email and notification responses or attending numerous virtual meetings” (4). The post-pandemic rise in hybrid or remote working means we are increasingly digitally connected to the workplace. 84% of HR leads reported a rise in presenteeism amongst employees working from home (5). Digital presenteeism can be more difficult for employers to manage. They may not be fully aware of an employee’s state of mind or physical health when they’re working remotely.
Presenteeism normalises working while unwell, placing undue pressure on staff. This hinders both physical and mental recovery, leading to a cycle of workplace stress, burnout, and disengagement (6).
Beyond poor mental health, presenteeism can often signal deeper issues within workplace cultures, particularly a lack of psychological safety. This indicates that employees do not feel at ease taking necessary time off and are struggling to perform at their best. One-third of employees say a lack of psychological safety directly affects their mental health, performance, and engagement (7).
This isn't just bad for morale; it's bad for business. Organisations that lack psychological safety struggle with trust, creativity, and collaboration. In contrast, when people feel able to speak up, set work-life boundaries and prioritise wellbeing, performance improves.
It’s clear that reducing presenteeism is vital for creating mentally healthy and productive teams. Investing in employee mental health creates an average return of £4.70 for every £1 spent on staff wellbeing (8).
Find out how you can create a psychologically safe workplace
Promote a psychologically safe work culture
Creating a supportive work culture which prioritises employee health and work-life balance is vital in reducing presenteeism. Managers should lead by example and normalise taking sick days when needed. When employees see leadership valuing health over attendance, they are more likely to follow suit.
Simplify workloads and clarify expectations
Overloaded employees often feel compelled to work even when unwell. Regular workload assessments can prevent burnout and ensure expectations are realistic. Clear communication around deadlines, responsibilities, and performance goals helps employees prioritise and avoid unnecessary stress.
Offer flexible working where possible
Offering flexible working hours or hybrid working options can help support a person’s recovery and facilitate their return to work. Additionally, introducing Right to Disconnect policies that respect employees’ time outside of work, and discouraging after-hour emails or messages helps staff disconnect and recharge, improving productivity overall.
Outline what support is available to employees
While employees may be open about sharing their experiences of stress, a lack of visible or easily accessible support can prevent them from getting the help they need. Employers play a crucial role in breaking down these barriers by offering practical resources such as counselling services, wellness initiatives, and Employee Assistance Programmes. These tools not only support employees in managing their wellbeing but also address early warning signs of poor mental health.
Recognise and reward results
Shift the focus from attendance to results achieved. Recognising employees based on outcomes instead of presence discourages the unhealthy habit of working while sick just to be ‘seen.’
Train managers to recognise and respond to presenteeism
When managers understand how to recognise and respond to mental health challenges, they can reduce presenteeism and improve team performance. Training should cover signs of presenteeism (e.g. noticeable drops in performance, fatigue, social withdrawal), how to respond appropriately where to signpost employees.
Managers who can identify and support mental health concerns are key to tackling presenteeism.
Our Supporting Team Mental Health and Performance course has been specifically designed to help people managers bridge the gap between supporting mental health and improving performance. The course equips them with the skills to:
Confidently initiate conversations about mental health and performance
Gain practicable knowledge and understanding of mental health, current legislation, confidentiality, occupational health, and reasonable adjustments
Create a psychologically safe working environment that prevents presenteeism and encourages open dialogue around workplace stress
Contact our team of workplace mental health experts
Sources:
Mental Health UK. Burnout Report 2025 reveals generational divide in levels of stress and work absence. Available from: mentalhealth-uk.org/blog/burnout-report-2025. [June 2025]
Peninsula Group. How to Prevent Presenteeism in the Workplace. Available from: peninsulagrouplimited.com/ca/resource-hub/employee-conduct/how-to-check-presenteeism-in-the-workplace/. [June 2025]
IPPR. Revealed: Hidden annual cost of employee sickness is up £30 billion since 2018. Available from: ippr.org/media-office/revealed-hidden-annual-cost-of-employee-sickness-is-up-30-billion-since-2018. [June 2025]
Forbes. The Rising Dark Side Of Remote Work That CEOs Need To Pay Attention To. Available from: forbes.com/sites/julianhayesii/2024/03/25/the-rising-dark-side-of-remote-work-that-ceos-need-to-pay-attention-to/ [June 2025]
CIPD. Health and wellbeing at work. Available from: www.cipd.org/globalassets/media/comms/news/ahealth-wellbeing-work-report-2022_tcm18-108440.pdf. [June 2025]
Enterprise Research Centre. Is presenteeism the new absenteeism? Available from: enterpriseresearch.ac.uk/is-presenteeism-the-new-absenteeism/ [June 2025]
MHFA England. The business case for belonging: How psychological safety drives engagement. Available from: mhfaengland.org/mhfa-centre/research-and-evaluation/the-business-case-for-belonging/ [June 2025]