For a workforce already grappling with high levels of stress & insufficient support systems, the implications of corporate philosophy are alarming
Bhaskar Parichha
The current corporate landscape is increasingly characterized by a troubling lack of creativity, a situation that no amount of financial incentives—be it generous benefits, stock options, or high salaries—can remedy. This stagnation in innovative thinking is compounded by a growing belief among some industry leaders that the key to enhancing productivity lies not in achieving a healthy work-life balance, but rather in demanding even more from employees.
In 2023, Narayana Murthy, the co-founder of Infosys, sparked controversy by advocating for a grueling 70-hour work week, a sentiment that has been echoed and amplified by other prominent figures in the business world. S N Subrahmanyan, the chairman of Larsen and Tourbo (L&T), has taken this notion a step further, calling for employees to commit to an astonishing 90-hour work week and to forgo weekends entirely in the pursuit of professional success. This push for extended hours is not merely a call for increased productivity; it is framed as a necessary sacrifice for personal growth and, by extension, national progress.
Spouse Theory
Corporate leaders such as Bhavish Agarwal of OLA and Shantanu Deshpande of Bombay Shaving Company have similarly championed tougher work schedules, arguing that such demands are essential for fostering resilience and ambition among employees. However, this rhetoric often overlooks the detrimental effects of such extreme work expectations. Subrahmanyan’s remark during a company meeting—“How long can you look at your spouse?”—serves as a stark illustration of this mindset, suggesting that sacrificing health, personal relationships, and individual interests in the name of meeting corporate targets is not only acceptable but perhaps even commendable.
For a workforce already grappling with high levels of stress, inadequate compensation, limited career advancement opportunities, and insufficient support systems, the implications of this corporate philosophy are alarming. The message being conveyed is clear: prioritize turnover and relentless productivity above all else, even at the expense of employee well-being. This approach not only risks burnout and disengagement among workers but also stifles the creativity and innovation that companies claim to value. In a world where the demands of work increasingly overshadow personal lives, the potential for a vibrant, dynamic workforce diminishes, leaving behind a culture that equates long hours with success, rather than fostering an environment where creativity and well-being can thrive.
Color-Coded Celebration
Employees have increasingly become aware of the Human Resources department’s initiatives aimed at promoting color-coded festival celebrations, enforcing strict attendance rules, setting unrealistic performance targets, and providing limited support for their well-being. This awareness has sparked concern among workers, particularly in Asian countries, where the average workweek stretches to nearly 49 hours. In stark contrast, workers in North America average about 37.9 hours, while those in Europe work approximately 37 hours per week. This discrepancy raises important questions about work-life balance and the sustainability of such demanding schedules.
When organizational leaders make statements linking productivity to longer working hours, it reflects a troubling disregard for the human impact of these expectations. The prevailing belief that longer hours equate to better results is not only unfounded but also detrimental to the workforce. This mindset fails to consider the critical importance of employee well-being, family responsibilities, and long-term health.
A culture that prioritizes constant work assumes that all employees have robust support systems at home, which is far from the reality for many. Financial constraints, caregiving responsibilities, and other personal challenges can significantly limit the support available to workers, making it difficult for them to meet the demands of an overbearing work culture.
Mental & Physical Health
To foster a healthier work environment, leaders need to shift their focus from mere productivity metrics to a more holistic approach that values employee well-being. This includes creating policies that support work-life balance, offering flexible working arrangements, and providing adequate resources for mental and physical health.
In a societal context where even high-ranking officials, such as the prime minister, publicly commend the idea of working excessively long hours—like 22-hour workdays—challenging this entrenched norm becomes an uphill battle. It requires a nuanced understanding of how to balance personal needs with the relentless demands of business. Recognizing that labor is not merely a commodity, as stated by the International Labour Organisation, is a crucial insight that many CEOs and business leaders overlook. This perspective emphasizes the intrinsic value of human labor and the necessity of treating employees as whole individuals with lives outside of work.
To foster a healthier work environment, leaders need to shift their focus from mere productivity metrics to a more holistic approach that values employee well-being. This includes creating policies that support work-life balance, offering flexible working arrangements, and providing adequate resources for mental and physical health. By doing so, organizations can cultivate a more engaged, motivated, and productive workforce, ultimately leading to better outcomes for both employees and the business as a whole.
(The author is a senior journalist and columnist. Views expressed are personal.)
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