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Presenteeism in the Digital Workplace S ince the start of the pandem- ic, more than a quarter of the American workforce has been working from home with an expected growth trend to increase to 36.2 million Americans by 2025, according to Upwork’s “Future of Workforce Pulse Report.” That’s an 87 percent increase from pre-pandemic levels. With the remote work transition, many would think that presenteeismwould have been left behind in the physical workplace. However, it still seems to be a preva- lent issue as employers navigate this newworld of digital work culture. Research from LinkedIn and the Mental Health Foundation demon- strates the pressure to be “pres- ent” online has led to an increase of workers spending, on average, an additional 28 hours per month in front of the computer. Presenteeism is a term used to describe the practice of coming to work when one is ill, injured or oth- erwise unable to function at total capacity on the job. However, this also covers the pressure employ- ees feel to be “always on,” whether over fear of not getting a promo- tion, feeling intimidated by supervi- sors, heavy workloads, competition among colleagues or job stability. Presenteeism perpetuates an unhealthy work environment that might prove challenging to address in our new digital work culture. While mental health is a grow- ing trend in the enterprise space, business leaders may find it over- whelming to address issues such as presenteeism when it’s harder to identify the problem. One tactic many managers use to keep staff engaged is to do one-on-one check- ins with their workforces. This can be as formal as a survey or just a casual conversation in which an employee feels comfortable sharing concerns about their position. Creating an open and transparent communication channel with staff is more effective than hearing gener- alized concerns from a supervisor. Gathering the information to get to the root of the problemwill make it easier to assess the next steps in fixing any issues. Employers also benefit from having a healthy and mentally fit work force, and there is a clear correlation between happy workers and produc- tivity, even before the pandemic. According to Oxford University, happy workers are 13 percent more productive. Happier employees are more likely to stay with a company longer and are more driven to help the company achieve its goals, ac- cording to a Gallup poll. Additionally, research shows pro- ductivity plummets after working more than 50 hours a week. Many companies are exploring a four-day work week model to create more of a work-life balance. Flexibility has been crucial in the digital age when it comes to retaining talent. Leading by example is another tool CEOs can employ to combat presenteeism. Encourage your staff to take vacation days or sick days when they don’t feel well enough to work. Setting the expectation that your company cares about their workers, as people, builds loyalty. Offering mental health tools and resources also will create a culture of wellbeing among your employ- ees. In fact, research shows work- ers with severe depression take 20 times more sick days per month. Ultimately, employers are required through workplace health and safety legislation to ensure programs are in place for employees of all levels. These steps should be made readily available and presented in a way that makes the employee feel comfort- able in participating in mental health and wellness programs. With regards to presenteeism, taking your laptop to bed shouldn’t be part of your daily work routine, and if staff feels the pressure to continue this habit just to maintain workflow, then conversations need to take place between the employ- ees and employer. Companies have been navigating newways to keep their workforce happy since the start of the great resignation and have taken appropri- ate steps to ensure employees feel empowered to make a stand against issues their employer should address. Eliminating toxic work environments should be the top priority for any business leader wanting to have suc- cess in the digital age. J Sherry Benton, Ph.D. is the founder and chief science officer of TAO Connect. She also is a professor emeritus and former counseling cen- ter director at the Uni- versity of Florida. She has more than 25 years of clinical and research experience in counseling psychology and college student mental health. By Dr. Sherry Benton RESOURCES 54 REMOTE WORK SOLUTIONS rwsmagazine.com