The epidemic of hidden overtime: what managers need to know

Adrian could see a medical centre from his balcony, the one light on a street where all other businesses were closed. He walked across the road into the medical centre, which was empty except for one other patient (“people were too scared to go to the doctor”). He saw a psychiatrist, who gave him some medication for his anxiety.

This helped him take steps to make some healthier changes to his work and home life. The doom-scrolling had to stop. He is now back in Adelaide, where he grew up, after a stint in the US (Japan still hasn’t really opened its borders to foreign workers). He and his daughter have put together a solid routine that involves a break in the middle of the day for exercise, and some time in the evening to relax in front of the TV – something they never used to do.

“It's very different from my previous routine, which was either working like crazy in the laboratory, building electronics, or flying off to conferences. I spent almost every week on an international flight. I thought it was so great, then. But now, the last place that I want to be is stuck with 200 people in a metal tube.”

An epidemic of overworking

Adrian’s situation might involve more international travel than the average person, but it reflects a wider problem. The new, remote, ‘digital first’ working environment has created “an epidemic of hidden overtime”, according to think tank Autonomy.

“It seems to be significantly more prevalent with people working from home,” says Phil Jones, core researcher at Autonomy. “By April 2020, a third of all those in employment who had not been furloughed were working more hours than usual. Another study suggests that the working day had consistently been extended by an average of 49 minutes.”

This is reflected in a global survey by Atlassian, which found that even people without caregiving responsibilities are struggling to delineate between work and personal time, working long hours without a break. Over half of respondents said it was harder to maintain a work-life balance and almost a quarter (23%) said they thought more about work during off hours than they used to.

This can lead to a feeling of never being off, which can cause stress and burnout, says Phil. “Those who are working from home are at greater risk because there is already less of a distinction between work and leisure time. Women are at a higher risk than men due to the fact they often take on the ‘second shift’ of cleaning and caring for family members.”

What’s the cure?

How managers should respond to this ‘always on’ culture depends from company to company, says Phil. Some companies might put significant pressure on people to work beyond contracted hours. “The real issue is a culture that places continual pressure on all of us to work ever-harder and be more productive.”

Managers should set a work culture where workers are not encouraged or forced to work beyond what they’re contracted to do. “If they have regular contact with their workers and a good relationship with them, then discussing overwork as a problem for both the organisation and individual should not be too difficult.”

Autonomy has recommended a ‘right to disconnect’ amendment to the Employment Rights Act to strengthen workers rights. Phil says this is the easiest and most efficient way of implementing the policy. “Rather than draw up a whole new piece of legislation it makes sense to amend what already exists.”

Phil recommends that businesses adopt this suggested amendment whether it’s enshrined in law or not. “This sets a standard of best practice and lets workers know they are not expected to work beyond their contracted hours.”

And the key once you’ve set clear expectations? Make sure you don’t just talk the talk – set a good example for your employees too.

Image: Shutterstock/Freeman Studio