Absenteeism at work: Why Mental Health in the Workplace Matters?

Absenteeism at work is a growing concern for Canadian employers. We talk about absenteeism when employees miss work regularly or unexpectedly. High rates of absenteeism can lead to serious issues with productivity, morale, and have an impact on the company bottom line.

Recent research shows that, while there are many reasons for absenteeism such as physical illness or family emergencies, – mental health challenges like stress, anxiety, and depression are a key factor. Absenteeism in the workplace can also serve as a hidden leading indicator of overall dissatisfaction and a sign of deeper problems within an organization.

What Causes Absenteeism at Work?

There are many reasons for absenteeism. It can be caused by physical illness or injury, work-related stress and burnout, anxiety, depression to name a few…

According to a study in the Canadian Journal of Psychiatry, mental health issues are a major driver of absenteeism at work. Employees dealing with ongoing stress or untreated mental illness may need to take extended leaves or more frequent sick days.
(Dewa, C.S., Chau, N., & Dermer, S. (2010). The Canadian Journal of Psychiatry, 55(12), 768-775.)

Absenteeism as a Hidden Leading Indicator

Many employers assume that sick days are only about short-term health problems, such as the flu. However, a rise in unplanned absences can also point to bigger workplace issues. 

Here are a few warning signs that employers should seriously consider when it comes to absenteeism: 

1. Low Morale. If employees are unhappy, underappreciated, or feeling constantly overwhelmed, they may use any excuse to miss work more often. Poor management, lack of recognition, or unclear job expectations are some of the main causes.
2. Signs of Burnout: Burnout is an extreme state of physical, emotional, and mental exhaustion. Inability to cope with the workload makes employees turn to sick days as a quick escape. As a result of widespread burnout employers often see higher turnover rates and more absenteeism at work.
3. Organizational Culture Problems: High absences rates reveal issues like poor communication, lack of trust, or a toxic work environment. These cultural problems often lead to stress, confusion, and conflict, pushing employees to take time off.
4. Lack of Growth Opportunities: Employees who feel stuck or unchallenged may become disengaged, making them more likely to call in sick even when they aren’t. This form of “mental health break” can be an early hint that workers no longer feel connected to the company.

Keeping an eye on absenteeism numbers can help employers recognize the problem early and act fast. When a workplace has a high number of absences, it may be time to review job satisfaction levels, evaluate manager-employee relationships, and check if workloads are fair.

Early Intervention and Support Systems

Providing support for mental health challenges is one of the best ways to combat absenteeism and address deeper satisfaction issues. Early intervention can prevent small struggles from turning into major crises. Here are a few ways workplace can start the process of combating the issue:

• Open Conversations: Create a culture where employees feel safe discussing their mental health. Whether it’s talking about stress or sharing coping strategies, open communication can greatly reduce stigma.
• Manager Training: Teach leaders to recognize warning signs of burnout, anxiety, or depression. When managers are equipped with knowledge, they can provide help or direct employees to professional resources sooner.
• Employee Assistance Programs (EAPs): Offer free or subsidized counseling sessions. EAPs can help employees deal with personal struggles before these issues affect their work attendance.
• Flexible Work Options: Some employees might be stressed by long commutes or family commitments. Remote work or flexible scheduling can ease these stressors, lowering the chance of frequent absences.

How Mental Health Training can help 

In Canada, the Mental Health Commission of Canada (MHCC) is a leading organization that aims to improve mental health care and promote open dialogue. The Opening Minds, being one of its main initiatives, focuses on reducing stigma around mental illness and encourages workplaces to adopt supportive policies. By tackling stigma and promoting understanding, Opening Minds helps create a more welcoming environment where employees feel comfortable seeking help.

Training Initiatives That Address Absenteeism at Work

Several training programs and frameworks in Canada address mental health issues directly, helping both employees and managers spot and address problems early:

1. Mental Health First Aid (MHFA)
   • Teaches participants how to identify signs of mental distress.
   • Provides basic tools to support a person experiencing a mental health crisis until professional help is available.
   • Helps employees feel more confident in reaching out to coworkers who seem troubled.
2. The Working Mind (TWM)
   • Developed by the MHCC to reduce stigma and educate employees about mental health.
   • Encourages staff to recognize changes in their own mental health and that of their peers, offering early steps to manage stress and anxiety.
   • Promotes a greater understanding of how work pressures can impact emotional well-being.
3. .Psychological Health and Safety Training and Assessment
   • Built around the National Standard of Canada for Psychological Health and Safety in the Workplace.
   • Guides employers in finding risks to mental well-being, like excessive workloads or poor role clarity.
   • Provides frameworks for creating policies that protect psychological safety, encouraging employees to voice concerns before they need time off.

Measuring the Impact of Mental Health Support

Employers who invest in mental health resources typically see improved attendance over time. According to an article in the International Journal of Law and Psychiatry, when workplaces build a sense of safety and support, employees take fewer sick days related to stress or burnout.
(Shain, M., & Arnold, I. (2013). International Journal of Law and Psychiatry, 36(5-6), 341-345.)

Ways to Track Success

1. Absenteeism Tracking: Monitor how often employees are absent and watch for patterns in each department or team. This data can help identify managers or tasks that may be causing stress.
2. Employee Surveys: Regularly ask employees about their experiences, job satisfaction, and overall well-being. Anonymous surveys can be especially helpful in collecting honest feedback.
3. Return on Investment (ROI) Analysis: Compare costs related to absenteeism before and after introducing mental health training. Lower insurance premiums, fewer disability claims, and improved performance are signs of success.
4. Regular Reviews: Revisit policies, workloads, and support systems at least once a year. Ask employees for input on what is and isn’t working.

Absenteeism at work is not just a short-term inconvenience—it can reveal deeper issues within a company and signal future problems. In Canada, mental health challenges such as stress, anxiety, and depression play a large role in why employees miss work. By seeing absenteeism as a “red flag,” employers can take action to improve job satisfaction, build better communication, and create a more inclusive environment.

Early intervention is key. With tools like Mental Health First Aid, The Working Mind, and Psychological Health and Safety programs, organizations can empower employees to speak up before minor problems become major crises. By offering the right support and addressing underlying causes of dissatisfaction, companies can reduce absenteeism, increase productivity, and foster a happier, healthier workplace culture for everyone.

References:

1. Dewa, C.S., Chau, N., & Dermer, S. (2010). Examining the comparative incidence and costs of physical and mental health-related disabilities in an employed population. The Canadian Journal of Psychiatry, 55(12), 768-775.
2. Shain, M., & Arnold, I. (2013). The psychologically safe workplace: An important Canadian initiative. International Journal of Law and Psychiatry, 36(5-6), 341-345.