Absenteeism

The International Labour Organization defines absenteeism as “the non-attendance at work by an employee who was expected to attend, excluding vacation periods and strikes, and medical absenteeism as the period of sick leave attributable to an individual’s incapacity”. Therefore, we can distinguish between justified absenteeism (related to health problems requiring medical visits or sick leave, paid or unpaid leave, unexpected contingencies communicated to the company, absences due to the legitimate exercise of a right, etc.) and unjustified absenteeism (absences in which the employee does not notify the company and has no valid reason to justify the absence). What is considered justified or unjustified will depend on the legal framework in each case.

Based on this definition, absenteeism becomes a key indicator within people management, as it not only reflects the employee’s physical absence but can also be linked to deeper organizational factors such as workplace climate, engagement levels, workload or leadership quality. Therefore, its analysis in HR contexts should go beyond quantitative data, incorporating a qualitative perspective that helps identify structural causes and behavioural patterns within the organization.

Absenteeism can become an issue for companies of any size. It can be monitored through attendance controls and/or employee access tracking systems, although these measures do not address presenteeism. Therefore, if the goal is to minimize the impact on productivity, the most effective approach is to create an environment where employees are motivated, stress levels are reduced, and participative cultures are encouraged, where employees understand their purpose and can develop their capabilities.