Imagine walking into the office one day and noticing an empty desk. Then, on another day, you notice your colleague sitting at their desk but clearly not able to focus, struggling through the day with the telltale signs of fatigue and stress. Another day, you find everyone smiling and upbeat, though a few smiles seem just a little too forced. These scenes illustrate three concepts that are becoming increasingly important for employers to understand – absenteeism, presenteeism and pleasanteeism.

Absenteeism: When employees aren’t there

Absenteeism refers to when employees are physically absent from work, often due to health issues, stress or other personal challenges. This isn’t just the occasional sick day; absenteeism becomes a concern when these absences are frequent or prolonged. Think of an employee who misses multiple days a month due to chronic stress or burnout. The impact of absenteeism can ripple through the team, leading to a heavier workload for others, project delays and even lower morale.

Absenteeism is a clear signal of a deeper issue. Chronic absences can indicate that an employee is struggling and may need support or adjustments to their workload. It’s a behaviour that doesn’t just affects the person involved, but has a real effect on team dynamics and productivity. When left unchecked absenteeism can lead to a cycle of stress and burnout for other team members who have to pick up the slack.

Presenteeism: When employees are there but not there

Then there’s presenteeism. Unlike absenteeism, presenteeism is when employees come to work but are unable to perform at their best. They may be physically present but are mentally or emotionally drained – think of someone who shows up while fighting off a cold, distracted by personal challenges, or trying to manage a mental health issue. Although presenteeism might look like dedication on the surface, it can actually be as disruptive as absenteeism, if not more.

Presenteeism can be tricky for employers to notice because outwardly, employees appear to be at work. However their reduced productivity can be costly, and their prolonged struggle without adequate rest can ultimately lead to more severe health issues. In a culture where employees feel pressure to always “power through,” presenteeism becomes common, reflecting an environment where taking time for self-care is discouraged, even if unintentionally.

Pleasanteeism: When employees feel pressured to smile through the struggle

Pleasanteeism happens when employees feel the need to project a positive image or “put on a happy face,” regardless of what they’re actually feeling. Picture a colleague who is under immense pressure but feels compelled to stay upbeat, worried that anything less might be perceived as lacking commitment or positivity. They might be quietly struggling with stress or burnout but push those feelings down, hoping no one notices.

While pleasanteeism may sound harmless – after all, who doesn’t appreciate a positive attitude? – it can be deeply damaging over time. This behaviour often masks underlying issues that need attention. When employees feel they must constantly appear cheerful, even when they’re struggling, it becomes harder for them to seek help. Pleasanteeism can result in a toxic positivity that prevents real conversations about mental health, making it difficult to establish a culture of genuine well-being.

Why employers should pay attention

Each of these behaviours serves as a window into the well-being of employees. When employers recognise and address concerns, they create an environment where staff feel supported. Ignoring these behaviours can be costly. Absenteeism increases the workload and stress for others. Presenteeism results in lower productivity, despite the appearance of commitment. Pleasanteeism hides the signs of burnout and prevents employees from seeking the support they need. In the end, companies that overlook these indicators of stress may face greater expenses, both financially and culturally.

How to reduce absenteeism

Reducing absenteeism requires a culture of support. Encouraging open communication and offering flexible working arrangements can go a long way in supporting employees who may need time to address personal challenges without fear of repercussion. Some companies have implemented wellness programs or mental health days, giving employees the option to recharge before stress builds up. When employers actively encourage self-care and provide accessible resources, they create a workplace where employees feel able to take care of their health without any stigma.

How to reduce presenteeism

To address presenteeism, employers need to make it clear that taking a day off to recover isn’t just acceptable – it’s encouraged. Offering mental health resources, like counselling or stress management workshops can also make a difference. Training managers to recognise signs of presenteeism is another important step. When leaders know how to identify and address the signs of presenteeism, they can offer early support and intervene before employees become overwhelmed.

How to reduce pleasanteeism

It’s okay to not be okay. Combating pleasanteeism is about creating an environment where employees feel safe being themselves. When employees know they can express their true emotions without fear of judgment or career repercussions, they’re less likely to hide their feelings and always appear upbeat. Employers can facilitate this by normalising discussions around mental health and encouraging open dialogues about stress and well-being. Encouraging authenticity and leading by example – where leaders openly share their own experiences with stress, for instance – can set a standard that allows everyone to be honest about their feelings.

Building a healthier workplace

Absenteeism, presenteeism and pleasanteeism all reflect the challenges employees face in balancing their well-being with workplace demands. By recognising these behaviours and addressing them, employers can create a culture that promotes genuine mental health and wellness. This National Stress Awareness Week, let’s take the opportunity to create healthier work environments, where employees feel safe to be themselves and prioritise their health without fear. When employees feel supported, everyone wins.