Recent research highlights changing attitudes towards sick leave.
- Employers acknowledge well-being strategies aimed more at productivity than absence reduction.
- A gap exists between perceived and actual employer support for mental health.
- Cultural shifts needed to truly enhance workplace well-being.
- Winckworth Sherwood’s report calls for critical evaluation of current strategies.
Recent research by Winckworth Sherwood indicates a significant shift in perceptions regarding sickness absence. 86% of employers and 69% of employees now consider it more acceptable to take time off work when unwell than in the past. This change reflects growing awareness and acceptance of mental health issues in the workplace.
The study examined existing well-being strategies and their effectiveness in reducing sickness due to mental ill-health. Although 84% of employers believe their initiatives help lower absence rates, these efforts often target productivity improvements rather than directly addressing absence.
The investigation reveals a substantial disconnect between employers’ intentions and employees’ experiences. 68% of employers and 67% of employees perceive excessive responsibility placed on employees to maintain their health, suggesting a need for organizations to foster healthier work environments.
Despite alignment on the importance of factors such as autonomy and flexible working, less than half of the surveyed employers offer fair compensation and promote these conditions, underscoring a gap between ideals and practice.
With the CIPD and ONS reporting the highest sickness absence rates in a decade, the research suggests ‘well-being washing’—where superficial measures mask a lack of genuine support—is prevalent. This calls for cultural changes beyond superficial solutions like free fruit or yoga sessions.
Louise Lawrence of Winckworth Sherwood highlights the importance of identifying and addressing the true challenges to employee well-being. The report provides tools for bridging the existing gaps, advocating for re-prioritization of strategies to effectively curb mental health-related absences.
Co-author Harriet Calver notes improvement in acceptance of mental health-related absences, but emphasizes employee burden in managing their well-being. She recommends critical assessment and adaptation of employer strategies to foster a more supportive workplace.
These latest insights continue Winckworth Sherwood’s tradition of exploring key workplace issues, with past reports focusing on leadership and diversity.
The research underscores the need for authentic workplace well-being strategies to effectively manage sickness absence.
