In an era where workplace messaging applications like Slack are ubiquitous, the delineation between work and personal time has become increasingly obscure. Despite the perceived benefits of constant connectivity, recent research from Slack’s Workplace Lab indicates that this ‘always-on’ culture might be counterproductive. The study, surveying approximately 10,000 desk-based employees, reveals that those who disconnect from work after regular hours report a 20% increase in productivity compared to their counterparts who continue to work.
This insight is particularly relevant as the corporate world advocates for maximized productivity through extended work hours and a push for more in-office presence. These demands have led to workplace discontent, suggesting that such strategies may inadvertently hamper productivity.
Christina Janzer, Slack’s senior vice president of research and analytics, challenges the conventional wisdom that more hours translate into more output. Even with Slack’s built-in features designed to manage availability, Janzer acknowledges that there’s a broader cultural change needed within organizations to establish healthy work boundaries.
The survey’s self-reported data presents a stark contrast between employees obliged to work after hours and those with a traditional work schedule. Those feeling compelled to work beyond the standard hours were 50% more likely to experience excessive job demands. This suggests that managers might not be sufficiently prioritizing tasks, leading to employee overload.
The study also uncovers a ‘goldilocks zone’ of four hours of concentrated work per day as the optimal amount for productivity. Exceeding two hours of meetings daily tends to overwhelm employees, and startlingly, half of those surveyed seldom or never take breaks during their workday.
These findings align with academic research demonstrating that productivity declines sharply beyond a certain threshold of work hours. Notably, a 2014 study indicates a significant fall in employee output after 50 hours per week, while research from the World Health Organization links excessive work hours with increased health risks.
The current work environment, shaped by hybrid arrangements and technological advancements, provides a unique chance to reevaluate traditional work practices. Janzer notes the non-linear nature of productivity, with a common afternoon productivity dip, suggesting that a reconfiguration of the workday could be beneficial.
The survey participants who reported the highest levels of productivity were those who actively managed their time. Strategies like task-specific time blocking, regimented email checking, and the use of focus timers were common among these individuals. Slack itself is experimenting with productivity-boosting methods, such as reducing meeting times and implementing ‘maker weeks’ to reassess meeting necessity and frequency.
The overarching message of Slack’s survey is clear: long-standing work models might not be as effective in the contemporary professional landscape. By adopting time management techniques and rethinking meeting structures, employees and organizations can achieve heightened productivity and a healthier work-life balance.
