Output or Stay Put? Rethinking Productivity & Unveiling the Risks of Presentism

In today's fast-paced work environment, where productivity is the Holy Grail, employees often find themselves caught in the web of presentism. Presentism, often mistaken for dedication and commitment, refers to the tendency of employees to be physically present at work but perhaps not so fully engaged or productive.

This phenomenon poses significant risks to both individuals and organisations. In this blog, we will explore the dangers of presentism and shed light on alternative approaches to boost productivity and achieve better results.

What's wrong with presentism?

1. Reduced Productivity: Being physically present at work does not guarantee meaningful output. In fact, presentism can lead to reduced productivity as employees may engage in non-work-related activities, feel demotivated, or simply go through the motions without making significant contributions. This situation hampers creativity, innovation, and overall team performance.

2. Negative Impact on Well-being: Presentism often stems from a culture that prioritises long working hours over well-being. Constantly being physically present at work can lead to stress, burnout, and a decline in mental and physical health. Employees may neglect self-care, leading to decreased job satisfaction and increased absenteeism in the long run.

3. Inefficiency and Waste: Presentism promotes the illusion that the quantity of time spent at work correlates with productivity. However, this mindset can result in inefficient work practices, such as excessive meetings, prolonged discussions, and unnecessary tasks, which ultimately waste time and resources.

4. Lack of Work-Life Balance: Emphasising presentism undermines the importance of work-life balance. Employees who feel pressured to be constantly present at work struggle to find time for personal commitments, leading to increased stress, strained relationships, and diminished overall quality of life.

Alternative Approaches to Foster Productivity:

1. Results-Oriented Work Culture: Shifting the focus from physical presence to output is key. Encourage a results-oriented work culture where employees are evaluated based on the quality and impact of their work rather than the number of hours they spend in the office. Emphasise the value of setting clear goals, meeting deadlines, and achieving measurable outcomes.

2. Flexible Work Arrangements: Recognise that work can be accomplished effectively outside the traditional 9-to-5.30 office setup. Offer flexible work arrangements, such as remote work, flextime, or compressed workweeks, that enable employees to manage their time efficiently, reduce commuting stress, and achieve a better work-life balance.

3. Outcome-Based Performance Evaluation: Reassess performance evaluation systems to align them with output rather than presentism. Establish clear metrics, milestones, and key performance indicators that objectively measure an employee's contribution to the organisation's success. This approach encourages a focus on meaningful results and fosters a sense of ownership.

4. Employee Well-being Initiatives: Prioritise the well-being of your workforce by implementing initiatives that promote a healthy work environment. Encourage regular breaks, provide access to wellness programmes, and offer mental health support. By investing in your employees' well-being, you create an environment where productivity and engagement thrive.

Recognising the Signs of a Presentism Culture:

To help employers recognise the signs of a presentism culture within their organisation, here are some questions to consider:

1. Is there an excessive focus on long working hours and facetime at the office, rather than the quality and impact of work produced?

2. Do employees feel pressured to stay late or work overtime, even when it may not be necessary or aligned with their workload?

3. Are employees hesitant to take time off or use their holiday days due to fears of being seen as less committed or dedicated?

4. Is there a lack of emphasis on work-life balance, with little support or accommodation for personal commitments and well-being?

5. Do employees engage in non-work-related activities during work hours, such as excessive socializing, browsing the internet, or extended breaks?

6. Are there limited opportunities for flexible work arrangements, such as remote work or flexible schedules, that could enhance productivity and work-life integration?

7. Are performance evaluations primarily focus on time spent at work rather than the quality, efficiency, and outcomes of employees' work?

8. Are there high levels of stress, burnout, or increased absenteeism among employees, indicating a potential imbalance between work and personal life?

9. Are there inefficient work practices, such as excessive meetings, unnecessary tasks, or duplicated efforts, that contribute to a culture of presentism?

10. Do employees have limited access to resources or support systems that promote well-being, such as wellness programs or mental health initiatives?

By reflecting on these questions and observing the dynamics within your organisation, employers can gain insights into whether a presentism culture exists and take proactive steps to address it. Recognising the signs is the first step towards creating a healthier and more productive work environment for employees.

If you would like to find out more, please get in touch.