‘Work while you’re sick’ culture hits productivity and motivation
According to a recent report, a culture of working when sick exists among many UK firms, resulting in reduced productivity, motivation and morale.
The survey, published by the Chartered Management Institute and Simplyhealth, is based on the views of over 1,500 managers working in the UK. 1 in 3 managers claim that a culture of not taking time off when unwell exists in their organisation, with 47 per cent believing they would not be treated sympathetically if they were absent from work due to illness. And unsurprisingly, 67 per cent of respondents claimed that ill-health reduces their productivity.
The combination of a pressure to work when sick and the subsequent impact on productivity results in 71 per cent of respondents stating that they are not ‘positively motivated’ about work during periods of ill-health.
Though alarming, such results should not be taken as an immediate indictment of UK businesses. A work while you’re sick culture may stem from unsophisticated or inflexible sickness policies, but equally, other dynamics may exist - such as competitive pressures between employees themselves, or an individual’s self-judgements about their own level of performance.
Apportioning blame may explain the cause, but it is not an effective solution. More important to fostering an open and fair culture is a focus on creating transparent sickness policies and procedures, and ensuring they are communicated effectively throughout an organisation. By doing this, businesses not only play their part responsibly, but can also more easily identify inconsistencies and cases of unfairness if and when they do occur.
Read the guide Manage absence and sickness which includes information on creating and managing absence and sickness policies and procedures.
Online social networks and personal Internet access
A recent Trade Union Congress briefing entitled ‘Facing up to Facebook’ looks beyond the hype surrounding online social networking and makes one simple conclusion: “Handled properly, personal access to the internet during breaks could be a valued benefit for staff”.
That is not to say that every employer should provide free and open internet access without question or limitation. The report acknowledges that firms have a right to decide how their IT equipment can or cannot be used - and indeed - it would be wrong to suggest that personal internet access is appropriate in all working environments. It is merely a suggestion that personal internet access can provide benefits to both staff and their employers.
Internet access provides a valued connection to the outside world, allowing staff the opportunity to organise their personal lives and chat with friends and family. Such freedom provides a degree of work-life balance. Conversely, restricting this privilege may potentially foster a sense of isolation at work. In this respect, a little flexibility goes a long way in terms of boosting morale and increasing motivation. After all, establishing work-life balance is a generally accepted principle which is said to reduce stress, improve morale and increase productivity. Benefits aplenty for both employer and employee.
That said, arguments for preventing internet access should not be overlooked. Practical considerations may discount this as a possibility, or employers through experience may feel such privileges open up their IT systems to insecurities or misuse. A good reason not to allow internet access is quite simply good enough.
Regardless of what firms ultimately decide is right for them, a crucial and fundamental step in managing personal IT access is to properly define and openly publicise an internet usage policy, so that whichever way it leans, at least employees understand what their usage privileges or limitations are.
Read guide - Introduce an Internet and email policy
View - Sample Internet policies and notices