Overwork has become one of the silent killers of both productivity and employee wellbeing in today's workplace. The myth that working longer hours leads to better outcomes has not only proven false but harmful. 

The productivity illusion: why more time doesn’t equal better outcomes

Despite all the data showing the ineffectiveness of long hours, many organisations still operate under the assumption that hours worked = value produced. The reality is far more nuanced. 

In most cases, the longer employees work, the less effective they become. Studies have shown that past a certain point, the brain’s cognitive functioning decreases, and emotional exhaustion takes over. 

Yet, in many companies, employees are incentivised to prioritise activity, availability and visibility – leading to what’s often referred to as "fauxductivity" or "performative busyness."

This is the act of signalling dedication through “busy work” – sending quick replies to non-essential emails, attending meetings that don’t require your input, or keeping your status online just to be seen. 

Why wellbeing matters more for productivity than hours worked

In the world of work, there’s a more direct relationship between wellbeing and productivity than between hours worked and productivity. As AI continues to reshape the future, management will be less about maximising activity and more about optimising the focus, energy, and creativity of employees. Commitment must be defined by quality produced, not effort invested.

Why burnout is a productivity problem

Burnout is not just an individual wellness problem – it’s a productivity problem. The World Health Organization (WHO) defines burnout as a combination of exhaustion, cynicism, and reduced personal efficacy. This cocktail of symptoms has major implications for productivity. With studies suggesting that two-fifths of the workforce experience burnout, addressing it could be the single most significant contribution to boosting overall organisational performance.

The compounding effect of poor health can also lead to costly absenteeism and presenteeism. When employees feel mentally or physically unwell but continue to work, they aren't functioning at full capacity, which can lead to errors, decreased quality, and lower engagement. Over time, this has a detrimental effect not only on individual performance but also on team morale and organisational outcomes.

Why our current approach to tackling overwork isn’t working

Instead of recognising burnout for the productivity crisis it represents, many companies continue to attempt to address it by offering burnout band-aids – yoga classes, meditation and sleep apps that fail to address the underlying issues. 

Often, these programs are well-intentioned and not just tick-box, tokenistic “Wellbeing Washing”. 

Either way, these efforts miss the point. It is the corporate equivalent of Nero fiddling while Rome burns (out). 

In fact, research from Oxford University shows that 89 out of 90 corporate wellness programs don’t have any demonstrably positive impact on employee wellbeing. That’s because these initiatives only deal with the symptoms of burnout in isolation.

Offering access to mental health resources or physical activities is futile if employees are so overworked that they can’t realistically take advantage of these programs. Employees need time and space, not just access, to prioritise their health and wellbeing.

Burnout is not an individual problem; it’s a structural one, requiring systemic solutions.

The root causes of burnout – excessive workloads, lack of clear boundaries, and poor resource management – cannot be solved with surface-level initiatives layered on top. Burnout can’t be tackled from the side of an overflowing desk.

And the opportunity cost of overwork is high. As employees stretch their hours at work, they sacrifice time spent on healthy activities outside of work such as exercise, sleep, and family time. This compound effect depletes their physical and emotional resources, further reducing their productivity in the long run. It’s a vicious circle. The science is clear: you can’t work productively if you can’t work healthily.

How we can really overcome overwork

1) Set clear boundaries and manage resources better

Many employees struggle with overwork because of unclear expectations. When employees aren’t sure what’s expected of them, they stretch their limits in an attempt to cover all bases. 

Clear boundaries around “on” and “off” time allow people to focus on their tasks when they’re on the clock and fully detach when they’re not.

Leaders must ensure workloads are sustainable and fairly distributed, and that employees have the tools they need to work efficiently. When resources are stretched too thin, work piles up, and people burn out.

2) Shift from time-based to outcomes-based metrics

One of the most common drivers of overwork is the outdated habit of measuring productivity by hours worked. This approach is a vestige of the industrial era, where time and output were directly correlated. But in today’s knowledge economy, outcomes should be the metric of success, not hours logged.

Organisations that focus on clearly defined goals and objectives – and give employees the autonomy to achieve them – see higher levels of productivity and job satisfaction. When leaders stop focusing on how long employees sit at their desks and instead reward the value they create, employees become more engaged, motivated, and efficient.

This shift to outcome-based metrics also encourages innovation. When employees are focused on delivering specific results, they have the freedom to find more efficient or creative ways to reach those goals. This not only increases productivity but can also lead to significant breakthroughs in processes, products, and services.

3) Tackle “Fauxductivity” head-on

Fauxductivity is draining time and energy.

To combat this, leaders need to stop rewarding the practice of looking busy to fulfil organisational expectations without actually driving value, ensuring that employees are freed from the constant pressure to perform for the sake of visibility and high-value work is prioritised over performative tasks. 

Removing unnecessary meetings, encouraging focused work periods, and respecting downtime will help teams to reclaim their time and focus on work that drives real impact. 

4) Promote rest, recovery, and health

It’s critical that companies move beyond the surface-level wellness programs and truly invest in their employees’ wellbeing by allowing for real rest and recovery. 

It’s a virtuous circle – happy, healthy employees are productive employees. Just like elite athletes, employees need time to recharge, and they perform at their best when they’re well-rested and mentally refreshed. Rest is not a luxury – it’s a necessity for sustained high performance.

Market leading organisations now recognize the value of strategic rest and recovery. Encouraging employees to build regular microbreaks into their schedules, step away from work, and prioritise their health will lead to better results in the long run. The days of glorifying the hustle and grind are over. It’s time to move towards a more balanced, sustainable approach.

5) Lead by example

Leadership behaviour significantly influences organisational culture. If your managers are constantly available and working late into the night, it sets the wrong precedent, and employees will feel pressured to do the same. 

If leaders model healthy work habits – setting boundaries, prioritising recovery, taking breaks and time off, and focusing on quality outcomes rather than constant activity – employees will feel empowered to do the same.

Conclusion: The future of work requires a new approach to productivity

The future of work will belong to organisations that recognise that productivity and wellbeing have a symbiotic relationship. 

If we want employees to thrive and not just survive, we need leaders to stop seeing wellbeing as a fluffy, ancillary add-on. Instead, it must be embedded in the very structure of how we work, by valuing outcomes over hours, and encouraging rest and recovery,

Overwork and burnout are not signs of a dedicated workforce—they are signs of broken systems.