Presenteeism: A Hidden Risk to Workplace Safety

Workplace safety is often seen  through the lens of physical infrastructure,PPE, compliance with the Statutory Provisions & Standard Operating Practices. However, one of the most overlooked factors to Workplace safety which comes from a human factor is presenteeism.It is a trend of  employees coming for work  despite their illness, fatigue, or mental distress, leading to impaired performance.

Presenteeism should not be admired as dedication. In  environments like factories and project sites, it becomes a liability—to both productivity and safety. Its impact is  cumulative and increasingly dangerous.

The Link Between Presenteeism and Safety

Absenteeism is visible and measurable, but presenteeism flies under the radar. Workers may  report to duty on time but functions at a fraction of their capability.  Such impaired  performance can lead to unexpected outcomes  such as

  • Increase response time during emergencies
  • Lead to  errors or unsafe operations of Equipments
  • Result in overlooked safety checks and  miscommunication
  • Cause impaired judgment, particularly during shift work or repetitive tasks

The group of  fatigued or distracted workmen  can put not just themselves, but their entire team at risk—especially in environments where processes are strongly interconnected.

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Mental Health and Fatigue: The Invisible Drivers

A 2024 Deloitte India report highlighted that 47% of employees across sectors experience moderate to severe stress, with only 7–8% receiving help. In manufacturing, where stigma remains high and support systems scarce, many workers simply “push through,” further fuelling presenteeism.

Shift work in industrial hubs worsens this. Rotating schedules, long commutes, and poor sleep hygiene elevate fatigue, which directly correlates with safety lapses.

Best Practices: Aligning Wellness and Safety

Progressive manufacturers are considering   employee wellness not just as an HR concern, but as a safety and productivity imperative. Below are  some of the actionable strategies gaining traction:

1. Recognition of  Fatigue as a Safety Risk

  • Capture  fatigue and stress as leading indicators of safety incidents.
  • Train  Front line Supervisors  to identify early signs—slower task completion, irritability, disengagement of Workmen.
  • Avoid punishing sick leave or over-glorifying “toughing it out.”

2. Implementation  Ergonomic and Wellness Checks

  • Periodic physical health screenings to detect early musculoskeletal or cognitive strain.
  • Ergonomic audits of workstations and machinery use.
  • Stretch breaks, hydration points, and shift rotations for high-strain roles.

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3. Integration of  Safety and Wellness Teams

  • Jointly analyse incident reports, absenteeism, rework rates, and wellness data.
  • Create dashboards that track both lag (injuries) and lead (fatigue, stress) indicators.

4. Leveraging Data for Predictive Safety

  • Use technology (IOT sensors, wearables, fatigue-monitoring software) to detect unsafe patterns.
  • Monitor scheduling data to flag workers at risk due to long shifts or back-to-back tasks.
  • Align insights with machine downtime and  errors to trace root causes.

5. Provision of Confidential Mental Health Support

  • Implement Employee Assistance Programs (EAPs), helplines, and workshops in regional languages.
  • Make mental health visible: posters, supervisor messaging, and success stories reduce stigma.

6. Platform to capture  the Voice of the Worker

  • Empower workers to report fatigue or safety concerns without fear of penalty.
  • Make safety reviews a two-way conversation through Mass Communication & Town Hall interactions.

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Conclusion

In India’s manufacturing landscape—marked by ambitious production goals, rising export expectations, and a challenging labor environment—safety and productivity are deeply entangled. Presenteeism quietly degrades both.

Undoubtedly the factories of the future will be automated and connected—However,they’ll be human-centric. The First step towards future is to identify presenteeism as a safety risk. Investing in Employee wellness today is  a  move to build resilient, high-performing, Safe and compliant industrial climate.

Read Also :  When HR “Produces Nothing”: A Response to Jennifer Sey’s Anti-HR Vision

The Fine Balance: Navigating Work, Life, and Mental Wellbeing

Mind the Leadership Gap – From Learning to Real-World Impact

How the Adecco Group is empowering its employees for the future of work

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Dr Debabrata Dash

Dr Debabrata Dash

Dr. Debabrata Dash is a seasoned HR professional with over 28 years of expertise, driving organizational success through strategic HR interventions, cultural transformation, and innovative talent management. Currently serving as Head of Human Resources - Eastern India at ArcelorMittal Nippon Steel India, Dr. Dash is a key player in the conceptualization and implementation of integrated talent management frameworks and group HR transformation initiatives aligned with business growth strategies. His illustrious career spans leadership roles at prominent organizations like Tata Steel, Tata Motors, and MSPL Limited, where he successfully navigated challenges in greenfield projects, mergers, and organizational restructuring. A graduate of Xavier Institute of Management, Bhubaneswar, Dr. Dash’s expertise includes performance and reward management, capability building, and sustainable employee engagement initiatives, making him a beacon of innovation in HR transformation and business excellence.

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