I don't like Mondays

Monday-itis - who hasn't had a dose? At some point, most people experience a Monday morning where the prospect of going to work seems altogether depressing. Rain, glorious sunshine, a tiring weekend, traffic problems or long commutes on public transport can all exacerbate Monday-itis and lead to a corresponding early week dip in productivity for employers.

Steve Kinch, acting HR operations manger for insurance firm IAG, says Monday-itis alive and well.

"In some areas [of IAG] there might be a bit of a dip in performance on a Monday which gradually picks up. What we include under Monday-itis are people not coming to work at all; they take a day's sick leave," says Kinch.

Kinch says some people go home on a Friday evening, close the door and put the world behind them. Then comes Monday, rain, traffic or tiredness and the thought of getting to work just doesn't appeal.

"People think 'I really just don't want to be there today'," says Kinch.

IAG New Zealand, which employs around 2000 people, feels the effects of the tight labour market and so is keen to ensure staff has every reason to feel happy about coming to work on a Monday, or any other day, says Kinch. This includes being conscious of IAG's physical work environment, the desire of people to have more flexibility around the way they work, and the nature of the work itself.

"We want to make sure our offices have sufficient natural light and that the ergonomics are satisfactory. But we are also looking at flexible work practices - do people necessarily have to start work at eight thirty and finish at five; can they work part time; what does an aging workforce require of us?" says Kinch.

He says staggering start and finish times aids productivity and staff retention, makes people happier about coming to work, and avoids some traditional catalysts for Monday-itis.

"I have some people in my team who I know are morning people and others who are afternoon people; if they can start earlier or later according to their preferences they will be more productive," says Kinch.

For most employers, Monday-itis probably isn't that serious until it becomes a regular pattern for one individual, or begins to spread to other days of the week. Then the questions that may need to be asked include: is the problem personal or is it caused by components of the workplace? Are workplace ergonomics the issue, or is it workplace bullying?

Deborah Bailey, group human resource manager for Fisher and Paykel says around half of F&P's 970 New Zealand staff are office based throughout the day and observe normal work hours. Like Kinch, Bailey says F&P is aware of Monday-itis and has observed its effects.

"We have in the past seen a blip on a Monday; we look at our statistics and we see it there," says Bailey.

She says if employees are up to an hour late on any day of the week and a pattern emerges, a discussion needs to occur between the employee and their manager.

"There are all sorts of things going on for people personally - family, work/life balance issues, and we employ a lot of young people with young families. For others it can just be bad weather and the good old Auckland traffic," says Bailey.

However, if employees say they just can't get out of bed on a Monday, F&P would consider whether there was a workplace problem and take steps to address any issues, says Bailey.

"We have a relatively informal way of working - there aren't a lot of formal HR processes like performance appraisals, it is more of a strong coaching philosophy and we upskill all our managers in coaching tools," says Bailey.

Michele Stonehouse, general manager for retail chain Overland Footwear, says Monday-itis is less prominent in the retail industry because stores operate seven days.

"Mondays are not a particular challenge but you do have to ensure the [workplace] is stimulating, rewarding and fun. People also have to be matched to the right jobs according to their particular skill set or passion," says Stonehouse. Kinch agrees this is crucial.

"If you don't want to go in on Monday, you will still have to go on a Tuesday. Because people spend a large part of their lives at work, it should be enjoyable," says Kinch. For this reason, people who suffer from repeated Monday-itis need to seriously consider if they are working where they want to be, say the employers.

Stonehouse says it's a good idea to use Monday to set the stage for a successful week - Overland sponsors lunch on Mondays, and employees eat together as a group. In the afternoon, staff connects for a weekly sales meeting and a reporting session including company news and highlights.

"This really helps us as to set the stage for a successful week. It has also made Monday's productive, informative and team focused," says Stonehouse.

So what happens to the people who like their job and is happy in life, but simply can't get over the weekend and turn in for work on a Monday morning? In these cases, Monday-itis can be fatal to a career.

Andrew Scott-Howman, partner for law firm Bell Gully, says providing an employee is required to work on Mondays, under New Zealand law they will need to turn up on Mondays, and on time according to the conditions of their employment contract.

"Either they harden up regarding their attitude to Monday or they risk facing disciplinary action, possibly dismissal," says Scott-Howman. 


Beat the monday blues

* If the problem is the workplace, or is the result of a personal issue, communicate this to your employer as soon as possible. Continued lateness or absence will lessen your chances of career advancement and affect any future references from your current employer.

* Do you still want to be doing this job? If not, think seriously about a change of employer or career.

* If the weekends are a 'let loose' time for you, try to wind things down by Sunday midday and ensure a good night's rest on Sunday

* If Monday, or any other day of the week, is a problem, can you move to a four day week? Recruiters say more employers are becoming open to this option as a strategy to retain staff

For employers:

* Seriously evaluate the physical working environment. Suitable lighting, ventilation, a pleasant view or artworks and personal workspaces, are large contributors to workplace satisfaction

* Consider flexible start and finish times. When the nature of people's jobs means they need to keep to normal work hours, consider how the work environment could be made more social or relaxing

* If lateness or repeated unexplained absences occur, talk to the employee in a non-accusatory manner. Try to ascertain the cause of the problem and work in partnership with the employee to suggest possible solutions

* Think hard about why people would want to come to your workplace on a glorious summer Monday morning. Do you? Address any cultural issues or misplaced attitudes you discover