Britain’s always-on work culture is leaving employees struggling to switch off and increasing the risk of burnout, with nearly half of workers saying they finish most working days mentally exhausted, new research suggests.
Pressure at work has intensified for many employees over the past two years. Almost six in 10 (58 percent) say demands in their role have increased, while nearly half (49 percent) feel expected to always be available for work. Nearly half (47 percent) also report feeling mentally exhausted at the end of most working days.
The research, by HR software provider HiBob, surveyed 2,000 UK workers and 501 managers to examine how changing workplace expectations are affecting employee wellbeing and performance.
The findings point to an erosion of the boundaries between work and personal life. More than half (55 percent) of workers check work messages within minutes of waking up, while half (50 percent) do so during holidays. More than a quarter (27 percent) believe failing to respond to messages outside working hours would harm their career.
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Recovery time ‘disappearing’
Workers also report having less opportunity to recover from periods of intense work. More than half (51 percent) say they now have less recovery time between busy periods than they did previously, while 47 percent believe there is no longer a recognisable quiet period during the working year.
The impact is extending beyond the workplace. Two in five (42 percent) admit checking work messages during conversations with family or friends, 41 percent do so in the bathroom and 29 percent while on a date.
More than four in 10 employees (42 percent) are considering leaving their job because of workplace pressure, while a further 11 percent are already looking for another role. More than a third (37 percent) say they would accept lower pay in exchange for a less stressful job, and one in three (33 percent) believe their current role is not sustainable over the long term.
Toby Hough, vice president of people and culture for Europe, the Middle East and Africa at HiBob, said the traditional rhythm of working life had fundamentally changed.
“We’re seeing a structural shift in how work happens, potentially the biggest since the pandemic. Many workers no longer feel there is a natural point where pressure eases or where they can properly switch off, while managers increasingly find themselves balancing rising performance expectations with protecting employee wellbeing.”
“Left unaddressed, this shift poses a significant long-term risk to businesses.”
Managers ‘under strain’
The research suggests managers are also coming under increasing pressure as they try to balance business performance with employee wellbeing.
More than three-quarters (76 percent) say pressure on their teams has increased over the past two years, while 72 percent feel under pressure from senior leaders to maintain high performance. More than half (54 percent) struggle to balance performance expectations with supporting employee wellbeing.
Many are attempting to shield their teams from growing workloads. More than a third (36 percent) say they have taken on additional work themselves to reduce pressure on employees, while 87 percent feel personally responsible for protecting their teams from excessive workplace pressure.
Despite this, half (51 percent) admit they feel underprepared to deal with the scale of the challenge, and more than two-thirds (68 percent) say they would benefit from clearer guidance on managing high-performing teams in today’s working environment.
Hough said organisations needed to rethink how they supported both managers and employees.
“Companies therefore need to recognise that people-first cultures are performance-first cultures,” he said.
“Sustainable high performance cannot exist without the right support, recovery and trust within teams. Businesses now need to equip managers with the training, guidance and tools needed to lead through this new era of constant pressure and help teams perform consistently over time.”
William Furney is a Managing Editor at Black and White Trading Ltd based in Kingston upon Hull, UK. He is a prolific author and contributor at Workplace Wellbeing Professional, with over 127 published posts covering HR, employee engagement, and workplace wellbeing topics. His writing focuses on contemporary employment issues including pension schemes, employee health, financial struggles affecting workers, and broader workplace trends.
- William Furney
- William Furney
- William Furney
- William Furney
