Cover conundrum – How to avoid the post-holiday workplace sickness spiral

Summer holidays are over and the workplaces have returned to “normal”. Pamela Gellatly writes that employers must support and manage the mental health of employees who have spent the summer covering for absent colleagues.

Let’s jump right in. In our latest workplace wellbeing study, we found that employees at companies with more than 50 employees believed absences due to illness or holidays had a negative mental health impact on their colleagues.

Nearly a third of the employees we surveyed (31%) felt that their workload would be lessened if there were fewer colleagues away or sick.

Employers also acknowledged this link. Employers who said that mental health issues were the primary reason for sickness absences in the past six months, also acknowledged the impact of employees having to cover the gap.

We know that the reasons for absence can be complicated. The rising workload can be seen as a key factor. 40% of the employers surveyed in our research cited this as their main reason for increasing employee mental illness absence.

We also know, however, that when a colleague is absent, the responsibilities of their absence will fall to the remaining team members.

It can also lead to burnout, increased stress and longer hours of work, all of which can lead to a weakened immune system, causing these employees to be sick and needing to take time off. This creates a kind of vicious cycle.

There is also the issue of summer. Even though the schools have returned and life has resumed its normal pace, many people still choose to go on holiday during the school breaks.

It is likely that those who remained at their desks throughout this time have seen their workload increase dramatically. Many people may be now feeling the pressure and added workload that their colleagues put on them during this period.

Interesting, the size and type of company has an effect on our data. The larger organisations had a higher rate of absence. It could be that they felt their absence would have less impact due to working in larger teams.

They may also feel that they are allowed to call in sick, if they don’t feel 100%. The absences are not without consequences, but they may feel less serious if you work in a smaller team or organisation.

Presenteeism is the opposite of presenteeism. It’s when people go to work despite being ill and should be on leave. This can be just as damaging and counterproductive.

In our report, we also found that increased expectations and pressures at work related to performance contributed to mental illness absence. 27% of employers listed this as the main reason. In fact, along with increasing workload, pressure on performance and expectations is now recognized as a significant driver of mental illness.

A second interesting finding was that while increasing workloads, covering absences and performance expectations are recognised as major stressors in the workplace, it is becoming increasingly apparent that external pressures such as family, financial and home-related issues can also be a factor.

Mental health and work can be intertwined, so it’s important to look at the whole picture.

In our survey, for example, almost two thirds (65%) of employers cited the cost-of living crisis as an important factor in the increase in mental illness absence among their staff.

In an interesting twist, given the growing popularity of mental illness since the pandemic began, more than one fifth (22%) – a small but significant number – of employers suggested that a lack support for hybrid and work from home situations is another factor in the rise of mental illness absence.

The stress of juggling work and home demands (24% of employers cited this as the main reason for absence), concerns about job security if an employee is not in sight at home (15%), and personal and family circumstances (46%) were all factors.

What’s the solution? Our data show that employers are well aware of the inextricable link between poor mental health, and an increase in absences from work. But finding solutions is not as easy.

Employers must be better prepared to identify the root causes and contributing risk factors for mental illness absence. It is important that employers are aware of the way in which workloads are viewed, so they can help their colleagues manage their workloads and remain resilient.

Employers can also make six relatively simple changes to provide greater mental support.

Develop a data collection strategy. This allows for the creation of the best strategies for the business and the people.

Create a supportive work environment. It is important to create an environment in which employees feel comfortable talking and seeking confidential support when they need it. Make sure employees know they have someone to turn to if life becomes difficult.

You can do this by having a one-on-one meeting, providing HR support or referring your colleague to a healthcare professional – such as their occupational health provider.

Employers will be able to understand the factors that are within their control and what needs to be done to address them.

In the meantime, employees can benefit from tailored care, ensuring they receive the most appropriate intervention, at the right time.

Provide clear solutions, and provide clear signs to guide employees to the right support. NHS mental health services are not always easy to get for many due to long waiting lists and a struggling NHS.

Employers must provide solutions to those who suffer from mental illness, especially when the health system cannot.

EAPs, workplace benefits and private healthcare can provide targeted and specialist assistance.

Employers must be better prepared to recognize signs of fatigue and burnout. Managers should help their colleagues manage work load, especially when the workload or pressure increases.

Returning to our first conversation, managers must recognise that they have a responsibility to ensure their employees do not become overwhelmed when their colleagues are on sick leave or annual leave.

In this context, training in effective line management can be helpful. It may also help to develop emotional intelligence and hold meaningful and effective conversations, including difficult ones.

It is vital that managers review the workload of employees covering for absences, such as annual leave.

It is important to have a clear understanding of the expectations and workload, and communicate effectively about what needs to be done.

6) Provide health and wellness benefits to your employees. This will help you create a productive, profitable and positive company.