HBR IdeaCast
Companies Can Win by Reducing Overwork
Feb 20, 2024
Malissa Clark, an associate professor and head of the Healthy Work Lab at the University of Georgia, discusses the pervasive issue of workaholism exacerbated by the pandemic. She reveals how organizations inadvertently foster a culture that values long hours, leading to employee burnout and disengagement. Clark emphasizes that longer hours don't equate to higher productivity. Instead, she shares actionable strategies for companies, including adopting a four-day work week, to enhance employee well-being and, ultimately, performance.
26:45
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Quick takeaways
- Workaholism does not correlate with productivity; pandemic-induced 'always-on' culture hinders engagement and increases turnover.
- Organizations should focus on outcome-based rewards, implement speed bumps to combat workaholic behaviors, and consider the effectiveness of a four-day work week.
Deep dives
The Dangers of Workaholism and Overworking
Workaholism, defined as working excessively and compulsively, is not linked to greater productivity. Long hours and constant work can lead to burnout and decreased performance. The pandemic has exacerbated patterns of overwork, with remote work blurring the boundaries between personal and professional life. Organizations that foster a workaholic culture suffer from decreased team dynamics and productivity. Reward systems should focus on output and results rather than hours worked. The four-day work week has been successful in increasing employee satisfaction and reducing turnover while maintaining productivity.
