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Work absenteeism is defined as the lack of attendance or effective participation of an employee at their workplace during the time that they are contractually obliged to provide services. A priori, absenteeism is usually identified with physical absence, but it can also be found in those unproductive absences in which the employee is at their workplace and at their post, but does not perform the assigned tasks or does not adequately fulfil their duties.
This phenomenon has a significant impact on companies, not only in economic terms but also in terms of the difficulties it can pose when planning and managing available human resources, often leading to the need to restructure teams and fill vacancies, and even to take disciplinary measures if absenteeism results in a breach of obligations under the employment contract.
In family businesses, this impact is multiplied. Absenteeism can directly affect relationships between members of the business and, therefore, the business itself.
1. What types of absenteeism are there?
Work absenteeism can be classified into different categories, depending on its cause and nature.
- a) Justified absenteeism. This refers to absences by workers that are expressly provided for and covered by current labour regulations. These include situations of temporary incapacity due to common or occupational contingencies, legally recognised leave, paid leave and duly accredited cases of force majeure. Although this type of absenteeism does not constitute a breach of the employee's contractual obligations, its repetition or prolongation over time can have a significant impact on companies.
- b) Unjustified absenteeism. This includes absences by employees that do not have a legally recognised cause and have not been authorised by the company, either before or after they occur. This type of absenteeism includes situations such as failure to attend work without a duly accredited cause, unjustified abandonment of the workplace during working hours, or repeated failure to comply with the agreed schedule, such as late arrivals or early departures without justification. Given that these absences constitute a breach of contractual obligations, they may be classified as labour offences and give rise to disciplinary measures by the employer, in accordance with the provisions of the Workers' Statute and the applicable collective agreement.
- c) Absenteeism in the workplace. This refers to situations in which the employee is physically present at their workplace but does not effectively perform their assigned tasks, with a level of productivity significantly lower than expected. This phenomenon can manifest itself through behaviours such as continued inattention, excessive and inappropriate use of personal electronic devices, distraction for reasons unrelated to work, or even unnecessary prolongation of breaks and rest periods.
Presenteeism is often linked to factors such as demotivation, stress, job dissatisfaction, emotional exhaustion or lack of recognition, and can have an impact as detrimental as physical absenteeism, leading to a decline in individual and collective performance.
2. The most common causes of absenteeism
Among the main causes of absenteeism at work, medical, organisational and psychosocial factors stand out. Common illness and workplace accidents are by far the most common and justified reasons for absence, accounting for more than 75% of the total according to Social Security data. Although covered by regulations, these absences, as we have already pointed out, can also affect the operations and productivity of companies, as they create a mismatch between the resources needed and those available, which translates into increased costs to deal with their impact.
At the same time, there has been a significant increase in absences related to mental health, especially since the COVID-19 pandemic. Sustained work-related stress and burnout syndrome have led to a 72% increase in absences for this reason, exceeding 643,000 in 2024, with a particular impact on sectors such as healthcare and education. Reasons related to anxiety and depression are increasingly common factors in temporary disability processes.
In addition to health reasons, absenteeism can also have motivational roots. Demotivation, lack of recognition or prospects for professional development and growth, as well as uncompetitive salary conditions, can foster a sense of detachment that can translate into unjustified absences. This phenomenon is exacerbated when the corporate culture is permissive and disorganised with regard to these absences, or when the work environment is hostile, characterised by internal conflicts or ineffective leadership.
The personal sphere can also play a significant role. Family obligations, especially caring for children or dependents, together with an insufficient work-life balance, lead to absences that, although understandable, also have an impact on the organisation of work.
Other external circumstances, such as transport difficulties — lack of adequate means, long journeys or frequent delays — can affect punctuality or the ability to attend work regularly.
3. Impact of absenteeism on family businesses
Absenteeism represents a significant challenge for any organisation, but its effects can be particularly serious in the context of a family business. These businesses are characterised by smaller structures, close personal ties based on trust, and highly involved management, and they have more limited resources to absorb the consequences of staff absences, whether justified or unjustified.
Loss of productivity is one of the most immediate effects. In family businesses, where teams are often smaller and workers perform multiple functions, the absence of a single employee can disrupt daily operations and compromise the achievement of production or service objectives. The lack of continuity in tasks can also affect the final quality of the product or customer service, which are fundamental pillars of these organisations' reputation.
Added to this is the extra workload that falls on the rest of the team, which often involves members of the family. This redistribution of tasks can lead to stress and interpersonal tensions. In this context, absenteeism not only affects the workplace, but can also damage personal and family relationships within the organisation.
From an economic point of view, absenteeism also leads to an increase in operating costs, both direct and indirect; remuneration of absent workers, hiring of replacements or payment of overtime, reduced efficiency, potential loss of customers and a decline in team morale. These effects can be particularly difficult to bear in family businesses with tight profit margins.
In terms of work environment, absenteeism can generate discontent among the team and even increase staff turnover. Furthermore, in companies where customer service is personalised and the corporate image is strongly linked to family values, the absence of key workers can result in a loss of trust on the part of customers or suppliers, damaging the business's reputation.
4. How to measure and detect absenteeism in the company
Unlike large organisations, where personnel management policies and procedures are usually well standardised, in family businesses personal ties and proximity between employer and employees can interfere with the objective application of labour regulations. This particularity makes the implementation of formal and structured systems for controlling absenteeism especially relevant. The first step in this task is to clearly define what is meant by absenteeism within the organisation, including on-site absenteeism.
Once the parameters of absenteeism have been defined, it is necessary to establish objective indicators to measure its incidence. One of the most common and useful is the absenteeism rate, which is calculated using the formula:
Absenteeism rate = (Hours not worked / Agreed hours) × 100
Direct observation, performance evaluation and fluid communication between middle management and workers are essential for detecting on-site absenteeism, as well as for monitoring it, especially in terms of compliance with employment contract obligations and the possible adoption of disciplinary measures in cases where it is not sufficiently justified.
5. Legal strategies to reduce absenteeism in family businesses
Once absenteeism has been analysed and quantified, the next essential step is to implement specific measures to reduce its incidence. In the particular context of a family business, these strategies must be adapted to both its organisational structure and its personal relationships, combining compliance with the regulatory framework with internal management tools.
Firstly, it is essential to ensure compliance with legal obligations, such as the leave provided for in the Workers' Statute and the corresponding collective agreement, as well as to ensure adequate prevention of occupational risks, with special attention to mental health.
It is also advisable to develop and implement protocols for reconciling family and work life that respond to the real needs of workers with flexible measures. The implementation of teleworking tools, hybrid models and flexible working hours contributes to reducing absenteeism, in line with other related measures for monitoring objectives and performance that may be implemented. Greater autonomy and flexibility within family businesses can also contribute to greater staff commitment and satisfaction, with a consequent reduction in turnover and absenteeism.
Thirdly, it is necessary to have a clear attendance and absenteeism control policy that is known to all staff, defining the procedures for justifying absences, communicating unforeseen circumstances and managing returns to work. This not only provides legal certainty, but also transparency and fairness.
At the same time, incentive and continuous training programmes or career plans strengthen the employee's bond with the company. In a family environment, these measures help to professionalise management without losing the human touch.
Finally, it is advisable to monitor cases of recidivism in order to offer support or take proportionate disciplinary measures. Monitoring these situations and even making formal requests for justification of absences is a convenient and necessary practice from the point of view of adopting disciplinary measures.
Our lawyers who are experts in family businesses can help you manage these situations of absenteeism, in accordance with the latest regulatory changes and with the complexity involved in working with family members. Contact them here.
- More information about Family Business
Lidia Pérez and María de Covadonga Antuñano – Family Business Group
Lawyers in the field of labour law
