Press Release

‘Work while you’re sick’ attitude begins to hit UK organisations

12 October 2007 – Ill-health, combined with a culture where ‘illness equals weakness’, is hitting UK organisations.  According to research published today, lack of care for staff is taking its toll in terms of productivity, commitment levels and lower motivation.

The ‘Quality of Working Life’ report reveals that 17 per cent of managers believe their health is deteriorating.  42 per cent claim illness rates in their organisation have gone up over the last 12 months.  But 1 in 3 managers claim a culture of not taking time off work for sickness exists in their organisation.  Only 53 per cent of employees feel they would be treated sympathetically if they were ill.

The report, published by the Chartered Management Institute and Simplyhealth, makes it clear that sickness at work does not always translate into sick leave from work.   For example, half (48 per cent) of those reporting symptoms relating to stomach bugs in the past year did not take sick leave and only 9 per cent suffering from stress took time off from work, despite 1 in 3 citing stress symptoms.

The impact of this attitude is seen through declining performance, waning enthusiasm and increasing levels of suspicion.  Based on the views of 1,511 managers, key findings include:

• Poor productivity: only 36 per cent of respondents claim to be operating ‘at or near peak productivity’.  With 67 per cent claiming their productivity was reduced by ill-health, this shows the extent to which health and productivity are inextricably linked
• Commitment to the cause: 1 in 2 managers said they were not ‘positively motivated’ about work, with 54 per cent suggesting they worked beyond contract hours because of ‘work volume’ and ‘deadlines’.  Fewer are prepared to ‘make up lost time’ too, with only 38 per cent working 2 hours or more per day over contracted hours, down from 45 per cent in 2000.
• Motivation matters: 71 per cent suggest that ill-health reduced ‘enjoyment of their job’ and although half (55 per cent) say their ‘organisation is committed to employee well-being’, only 46 per cent agree that their line-manager cares specifically about their health

Jo Causon, director, marketing and corporate affairs at the Chartered Management Institute, says: “While many employers bemoan the cost of absence to their organisations, they fail to see the damage done by creating a culture where illness is seen as a weakness.  The risk of mistakes or spreading sickness surely outweighs the short-term benefits of someone turning up for work when not fully fit.”

Further analysis uncovers a series of concerns caused by excessive hours at work.  Focusing on work and careers, 45 per cent suggest productivity is affected by long hours and 48 per cent think it restricts opportunities for professional development – a concern given the current skills crisis.  From a personal perspective, figures show that additional hours affect relationships (with children, 63 per cent and friends, 59 per cent) and health (54 per cent).

Des Benjamin, chief executive at Simplyhealth, says: “Too many organisations make changes or force behaviours based on narrow definitions of cost.  They fail to reflect on the impact unsophisticated reporting of employee health levels can have on performance levels.  In an era of cost reduction, any initiative to improve the health and welfare of employees should be based, not just on an attempt to reduce absence levels, but on the significant productivity benefits that can be gained from higher levels of motivation.”

An executive summary of the report, called ‘The Quality of Working Life, is available by clicking here.