Time tracking is necessary for compliance and for protecting rights, but it can generate a perverse effect if interpreted as 'more hours equals better'. That feeds presenteeism: being there, but not necessarily contributing. The solution is to separate the data (time) from the evaluation (results) and build culture with both.
1) Why presenteeism appears
It appears when presence is rewarded rather than impact, when there is fear of 'seeming uncommitted', or when the workload is poorly dimensioned. In those contexts, people extend the day even when it is not necessary.
Example: a team stays 20 minutes every day because the manager values 'who stays late'. At month end there is overtime and fatigue, but not necessarily a better result.
2) Time records are not performance monitoring
Records serve to know when people work and to respect rest periods. Performance is measured with objectives, quality, and service. Mixing them creates strange incentives: someone who does their work quickly is 'penalised' for leaving on time.
Example: if two people meet their objectives, but one stays late and the other does not, rewarding presence destroys productivity in the medium term.
3) Use records to detect overload, not to single people out
If someone is accumulating overtime, the question should not be 'why are you taking so long?', but 'what part of the process is blocking you?'. Sometimes it is training, sometimes tools, sometimes staffing.
Example: if administrative closing takes 40 minutes daily, perhaps there is a manual process that can be automated. The record shows you the symptom; operational improvement corrects the cause.
4) Design objectives compatible with disconnection
Objectives without time limits encourage infinite availability. Define response windows, prioritise tasks, and avoid artificial urgencies. If everything is urgent, people cannot disconnect.
Example: a team defines that only the on-call role handles urgent matters outside working hours. The rest work by objectives within their working day, without constant noise.
5) Win-win: compliance and a healthy culture
For the company, an anti-presenteeism culture improves efficiency and reduces turnover. For the worker, it reduces stress and improves rest without losing transparency.
The win-win is using records as a guarantee and a sensor, not as a measure of commitment. Commitment is demonstrated through sustainable results.