尊敬的用戶您好，這是來自FT中文網的溫馨提示：如您對更多FT中文網的內容感興趣，請在蘋果應用商店或谷歌應用市場搜尋「FT中文網」，下載FT中文網的官方應用。
The coronavirus pandemic is over, but increased sickness is not. In many developed economies, more working people are reporting illnesses that limit the amount or type of work they can do than pre-pandemic. More sick days are being taken, too. German executives warn high absenteeism is compounding the country’s competitiveness problems; in September, Tesla bosses resorted to snap home visits to check up on absent employees at its Berlin plant. In Norway, workers called in sick in the second quarter more than at any time in the past 15 years.
新冠疫情已經過去，但疾病增加的情況並未結束。在許多發達經濟體，與疫情爆發前相比，有更多的上班族因生病而限制了工作的數量或類型。病假也在增加。德國高階主管警告說，高缺勤率正在加劇該國的競爭力問題；9月份，特斯拉公司的老闆對其柏林工廠的缺勤員工進行了突擊家訪。在挪威，第二季度工人請病假的人數超過了過去15年的任何時候。
In the UK, official figures estimated a record 185.6mn working days were lost through sickness absence in 2022, for reasons including minor illnesses, musculoskeletal problems and mental health conditions. Post-pandemic healthcare backlogs are partly responsible. Last year some 3.7mn working-age people were in work with a “work-limiting” condition — up 1.4mn in 10 years. The rate of work-limiting conditions has grown fastest among young workers, with sharp increases in reported mental ill health.
在英國，官方數據估計，2022年因病缺勤損失的工作日將達到創紀錄的1.856億個，原因包括輕微疾病、肌肉骨骼問題和心理健康狀況。疫情後的醫療保健積壓是部分原因。去年，約有370萬勞動適齡人口處於「工作限制」狀態，10年間增加了140萬人。年輕工人的工作受限率成長最快，報告的心理健康問題也大幅增加。
Having fewer people working means economies do not grow as fast as they could. It reduces tax receipts to fund increasingly strained public services. But it is employers and businesses that have to deal with the immediate effects of sickness — managing staff and rotas, and confronting any legal backlash. Changes in diagnosis rates and generational attitudes to mental ill health, in particular, have influenced employee expectations of the workplace.
工作人口減少意味著經濟成長速度不及預期。這降低了稅收，無法爲日益緊張的公共服務提供資金。但是，僱主和企業卻不得不應對疾病帶來的直接影響—管理員工和輪班，以及面對任何法律後果。尤其是診斷率的變化和世代對精神疾病的態度，影響了員工對工作場所的期望。
Prioritising employee wellbeing is about building trust and loyalty as well as ensuring long-term productivity. Compassion has to be balanced with practicality. Bosses must provide adequate support to absent workers — but also take into account the impact on other staff and operations.
優先考慮員工福利是爲了建立信任和忠誠度，以及確保長期生產力。同情心必須與實用性相平衡。老闆必須爲缺勤員工提供足夠的支援，但也要考慮到對其他員工和運營的影響。
A transparent and fair sickness policy is vital. Companies need to lay out expectations for reporting illness, documenting absences and returning to work — including when doctor’s notes are needed. If employees know they will be treated fairly and consistently, they are more likely to adhere to the rules, fostering a culture of mutual respect and accountability.
透明公平的病假政策至關重要。公司需要明確報告疾病、記錄缺勤和返工的期望，包括何時需要醫生證明。如果員工知道他們會被公平一致地對待，他們更有可能遵守規定，培養相互尊重和責任感的文化。
Identifying patterns of absenteeism can help to reveal underlying issues, such as frequent Monday absences or sick leave during school holidays, and signal when bosses need to step in earlier to address concerns at home, burnout or stress. But any sense that bosses are using data ultimately to punish staff will backfire, breeding resentment.
識別缺勤模式有助於揭示潛在的問題，如週一頻繁缺勤或在學校假期請病假，並提示老闆何時需要提前介入，以解決家庭問題、職業倦怠或壓力問題。但如果員工感覺老闆最終是在利用數據懲罰員工，將會適得其反，滋生不滿情緒。
Data should be a conversation starter to better understand the conditions of absences rather than hitting out at those perceived to be slacking. Absenteeism can reflect deeper issues such as excessive workloads, demotivated staff or a lack of support.
數據應該成爲對話的開端，以便更好地瞭解缺勤的情況，而不是打擊那些被認爲懶散的員工。缺勤可能反映出更深層次的問題，如工作量過大、員工積極性不高或缺乏支援。
But the need for support during poor health is matched by the need for accountability. Problems arise when managers feel trust is being exploited. Setting boundaries on flexible policies and maintaining clear expectations can prevent abuse while still offering assistance. Employees must understand that flexibility is often a benefit, not an entitlement, and respect the parameters set by their employers.
但是，在健康狀況不佳時需要支援，同時也需要問責。當管理者感到信任被利用時，問題就出現了。爲靈活的政策設定界限並保持明確的期望可以在提供支援的同時防止濫用。員工必須明白，靈活性通常是一種福利，而不是一種權利，並尊重僱主設定的參數。
For bosses, employee health information also needs to be handled with the utmost care, and not just to avoid any legal ramifications. When employees believe that their most sensitive information is met with discretion, they will be more open to sharing health issues, and seeking support at their most vulnerable time.
對於老闆來說，員工的健康資訊也需要得到最謹慎的處理，這不僅僅是爲了避免任何法律後果。當員工相信他們最敏感的資訊會得到謹慎處理時，他們就會更願意分享健康問題，並在最脆弱的時候尋求支援。
Some companies rely on high pay or rewarding work to attract staff, but in a competitive market, commitments to wellbeing can also help employers to stand out. Building a successful enterprise relies above all, though, on both sides creating a relationship of trust.
一些公司依靠高薪或高回報的工作來吸引員工，但在競爭激烈的市場中，對健康的承諾也能幫助僱主脫穎而出。不過，建立成功的企業首先有賴於雙方建立一種信任關係。