Millions of workers across the UK continue to attend their jobs despite feeling unwell, a phenomenon experts describe as “presenteeism.” New research indicates that anywhere from one-third to one-half of the workforce engages in this behavior, often driven by a complex mix of personal psychology and organizational culture.
While younger employees are sometimes stereotyped as overly sensitive, data suggests they actually take fewer sick days than their older counterparts. According to the Office for National Statistics, workers aged 16 to 24 averaged just 2.4 days off sick last year, compared to 6.2 days for those aged 50 to 64. Prof Sir Cary Cooper of the University of Manchester notes that while younger staff may hold higher expectations for employer support regarding wellbeing, structural factors also play a role.
Younger workers are frequently employed on zero-hours contracts with less job security, and they are less likely to suffer from the long-term physical conditions that drive absence in older demographics. However, Cooper emphasizes that this generation is increasingly willing to view mental health as integral to overall wellbeing, rather than something to be endured.
For many, the reluctance to take time off stems from deep-seated psychological factors. Dr. Audrey Tang, a workplace psychologist, identifies “work centrality” as a key driver—when professional identity is tightly bound to self-worth, absence can feel like losing a part of oneself. This is particularly common in caring professions such as nursing and teaching, where staff may feel they need a more severe excuse, such as a physical accident, to justify staying home.
Fear of judgment also looms large. Dr. Tang points out that early-career professionals are especially vulnerable to the perception that taking sick leave makes them appear weak or lazy, and they may worry about leaving a negative impression on colleagues and managers.
Dr. Tara Quinn-Cirillo argues that workplace environment is equally critical. In teams that are understaffed or lack coverage, employees often feel guilty about burdening others with their absence. She warns that toxic cultures which prioritize productivity over health actively reward presenteeism, sending a clear message that staff are valued only when they show up regardless of their condition.
Conversely, healthy organizations foster open dialogue about wellbeing and treat sick leave without stigma. Quinn-Cirillo describes a culture of suspicion around absence as a major red flag, noting that trust is essential for employees to take legitimate time off.
When determining if they are too ill to work, Tang suggests following established guidelines for physical symptoms: stay home for 48 hours after vomiting stops and 24 hours after a fever breaks. For minor ailments like coughs and colds, remote work is generally preferred post-pandemic. Ultimately, she stresses that mental health should be treated with the same validity as physical health, advising employees to monitor whether illness is disrupting basic self-care, sleep, and decompression abilities.
If a culture punishes sick leave, that is a toxic workplace. Mental health deserves the same validity as physical illness, period.
Guilt is the real problem here. My team is always short-staffed, so I feel terrible leaving colleagues to cover for me.
The data on younger workers taking fewer sick days is surprising. I always assumed they were more prone to calling out.