A new study has revealed that more than a third of UK employees (36%) lie about their working hours.
Workhuman’s survey revealed that “pretend productivity” is caused by people who want a better balance between work and life, then by those with unrealistic expectations or trying to avoid burning out.
Human Workplace Index by software company found that pressure to appear more productive increases among employees who are expected to work flexible hours to answer messages, emails, and attend meetings outside of normal working hours. This leads to 44% staff members faking their activity.
Employees who agree that they will be expected to respond immediately to Slacks messages, Teams messages, or other non-email communication increase their pretend productivity to 51%.
Niamh Graham is the senior vice president for global human experience of Workhuman. She said, “It is important to recognize that most workers don’t fake activity. Still, many feel compelled. “Our latest research highlights deeper issues organisations should be aware of, including the impact of workplace expectation and a ‘always-on’ culture on burnout and productivity.”
Most managers (82%) believe that knowing the exact number of hours employees work is crucial to determining their productivity. Nevertheless, strict time tracking is likely to result in more fake activity. When it is relaxed, only a quarter pretend to be working. This suggests that rigid monitoring hours may promote, rather than curb, fake productivity.
Nearly four out of five managers (79%) make a distinction between engagement and productivity. Engagement is the individual’s commitment and genuine interest in his or her work.
Two-thirds (66%) of employers measure employee engagement solely by the amount of work performed.
Workhuman warns that this approach may cause problems, as people might perform tasks but it does not necessarily reflect how engaged they are. The study found that individuals who feel disengaged do the “bare minimum” to get by, which can lead to a decrease in productivity and work quality.
Engaged staff are less likely to try to appear productive. Managers can also significantly boost engagement by actively involving themselves in their teams. More than 85% said they felt engaged the majority of the time.
Graham said: “Our findings reveal deeper issues surrounding workplace expectations and the illusion that employees are ‘always-on’. Many feel they must fake activity in order to appear busy rather than be genuinely productive.
“To combat this, companies need to focus on creating a culture of high trust where employees are recognized for their achievements rather than just being present. A collaborative, high-trust environment, coupled with meaningful recognition can lead to greater engagement, higher productivity, and a stronger feeling of belonging and purpose. This approach reduces the need for fake activity and fosters a motivated and productive workforce.
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Workhuman emphasized that recognition plays a role in boosting engagement. It recommended employers recognize employees’ contributions and efforts rather than focusing on hours worked.
