New report finds mismatched expectations on being 'always on'
Employees in Singapore are feeling the pressure to remain always on despite enjoying greater flexibility, according to a new SEEK report, which attributed the situation to mismatched expectations in the workplace.
"Always on" refers to being responsive and always reachable, including outside working hours, SEEK said in the report.
Its findings revealed that 63% of employees feel the need to be always on almost every day or a few times a week, with the pressure experienced across age groups.
It comes in the wake of greater flexibility enjoyed by the workforce, with 27% of employees and 30% of employers saying they have more flexibility and work-life balance since 2019.
But flexibility is not the only reason behind the pressure of being always on, according to the report, which identified the following factors:
- Part of the culture (45%)
- Expectations from managers or leadership (35%)
- Workload is too high to finish during working hours (32%)
"Always-on may be experienced as part of workplace culture, but these findings suggest it is reinforced by identifiable factors - including leadership expectations and workload - which organisations can address," the report read.
What 'always on' really means
But the report found a disconnect between employers and employees when it comes to what being "always on" really means.
Employees said they demonstrate being "always on" by responding quickly (63%) or being available outside working hours (52%).
However, nearly half of employers (49%) said they only expect staff to take initiative.
"An employer may intend to encourage ownership and results," the report read. "An employee may experience that expectations as a need to respond immediately, stay visible, or remain reachable after working hours."
Consequences of 'always on'
This disconnect can take a toll on employees, according to the findings. Many workers said their energy levels (63%) and job satisfaction (47%) decreased due to always-on working.
Nearly two in three employers (66%) said they see the short-term gains of always-on working, but also recognise the long-term risk of burnout. Another 15% said always-on expectations can lead to disengagement and turnover.
Despite these consequences, 48% of employers said they have no plans to introduce policies to address this in the foreseeable future.
Esther Lee, managing director (Singapore) at Jobstreet by SEEK, said the disconnect in the workplace is about whether organisations clearly communicate what good performance looks like.
"As the way we work continues to evolve, our understanding of good performance must evolve with it. Responsiveness, initiative, and commitment will always matter, but they should not become an unspoken expectation to remain constantly available," Lee said.
"Employers need to make it clear what employees are expected to deliver, when they need to be available and how their contributions will be recognised."
Among the measures that employers can take is helping employees protect boundaries at work, such as by differentiating between exceptional situations that may require short-term responsiveness outside working hours.
"Leaders should communicate these expectations clearly and model the boundaries they want staff to follow," the report read.
Employers should also prepare managers for better conversations on workload, career progression and wellbeing.
"Regular conversations can identify pressure early and connect employees with the right support," the report read.
