‘ALWAYS ON’ CULTURE

Ocupop cofounder David Banaghan considers ways businesses can mitigate the impact of being constantly available

The CIPD’s 23rd annual Health and Wellbeing at Work report will make stark reading for employers, with the average employee now taking 7.8 days of sick leave per year.1 This has climbed from 5.8 days a year since the data was last collected pre-pandemic in 2019.

Britain’s poor sickness record is estimated to cost the economy £43 billion a year.2 However, while this unquestionably costs employers time and money, a review of their working culture may provide areas for improvement. Let’s explore the dangers of an ‘always on’ culture and suggest some changes to better support employees.

THE DANGERS OF BEING ‘ALWAYS ON’

The rise in sickness absence rates is closely tied to the UK businesses’ pervasive ‘always on’ culture, which refers to expectations that employees are constantly available and responsive to work demands, even outside of core working hours.3,4 Enabled by technology, it can lead to behaviours such as replying to emails during evenings and weekends.

As boundaries between work and personal life are obliterated, employees find it increasingly challenging to switch off.

Whether working from home or in the office, the pressure to be perpetually available takes a toll on wellbeing. CIPD’s survey reveals that around three in four respondents have noted presenteeism — employees working even when unwell. This can lead to added complications along the line.

This culture not only impacts health but can also erode a happy work/life balance.

CAUSES OF ABSENCE

As demonstrated by the survey results, causes of absence remain reasonably consistent with previous years. Minor illnesses – such as cold and flu – account for most short-term absences, while mental ill-health, musculoskeletal injuries, acute medical conditions and stress are the primary culprits for long-term absence.

The pandemic’s aftermath, economic instability, and ongoing global events have further exacerbated these issues, and mental wellbeing continues to be a critical concern.

TAKING ACTION

It is no surprise that employee absences due to sickness can create several challenges for employers, such as a loss of productivity and increasing pressure on other employees who have to cover the missing work, which can result in a vicious circle.

Many employers may be surprised to find out the UK has the poorest sickness record in the developed world with its ‘always on’ culture more prominent than in other nations.

Fortunately, there’s plenty of action they can take to mitigate the impact.

From flexible working hours arrangements to bespoke wellbeing programmes, employers can lead by example and create a healthier, more productive workplace.

Review your working culture: Assess your organisation’s work culture. Is it conducive to employee wellbeing? Encourage open conversations about workloads, expectations and flexibility. Promote a healthy work/ life balance. Encourage employees to disconnect after work hours and don’t expect overtime unless in exceptional circumstances.

Enrol wellbeing programmes: Provide mental health resources, stress management workshops, and fitness initiatives. Awareness schemes such as UK Mental Health Awareness Week (May 1319) can be a good way to open a dialogue.5 Train managers to recognise signs of burnout and support struggling employees.

Flexible working arrangements: Embrace flexible schedules, remote work, and job-sharing options, which can allow individuals to taper their work/life balance between family life, social commitments, and fitness. Trust employees to manage their time effectively.

Promote a positive work environment: Foster a supportive workplace culture where employees feel valued. Staff surveys can be an effective way of taking the temperature of your workforce. Recognise and celebrate achievements with ‘monthly stars’ awards and positive messages across social channels.

Monitor and adapt: Regularly assess absence patterns digitally and address any emerging trends with HR meetings and 1-2-1s where appropriate. Use this data to inform decisions and tailor wellbeing initiatives accordingly. Reducing sickness absences may require a holistic approach, but acknowledging the perils of an ‘always on’ culture can be a major stepping stone.

By prioritising a wellbeing culture alongside more flexible working patterns, businesses can break free from the shackles of permanent availability and create a workforce that not only survives but thrives.