New Workhuman Human Workplace Index research shows that the pressure to appear productive drives workers to fake activities, with significant implications on workplace wellbeing and engagement
Workhuman, a company that is revolutionizing the way employees connect, celebrate and appreciate one another in the workplace has released the results of its Human Workplace Index. The index provides new insights into the issue of “pretended productivity” in UK workplaces and how this relates to the management practices and the “always on” culture.
Recent reports suggest that employees are using mouse “jigglers” to simulate work. It’s important to know the reasons behind ‘faking’ it at work. Over a third (36%) of UK workers admit to fake productivity. The main reason is the pursuit of better work-life harmony. Unrealistic expectations, and the desire to avoid burnout, are other factors that contribute to this trend.
Causes of fake productivity
Burnout is the leading cause of employees pretending to be active. This is a reflection of a larger issue: The open-ended nature in which modern workplaces operate often requires employees to be “always on”–or appear to be.
This pressure increases for workers who are expected to be flexible in their work hours to accommodate messages, emails and meetings after-hours. 44% of them engage in fake productivity. This problem becomes even worse when employees strongly agree that they should respond to messages sent via Slacks or Teams, as well as other non-email communication, immediately. The rate of fake productivity then reaches a staggering 51%.
Most managers (82%) also believe that measuring productivity is a key factor in knowing exactly how long their employees worked. Workers who are subjected to strict systems of time tracking are more likely than others to pretend activity. When time tracking is relaxed, only 1 in 4 employees pretend to work. This suggests that rigid time tracking may actually encourage fake productivity, rather than curbing it.
The emphasis on availability at all times and time tracking may have a negative impact on the individual’s wellbeing, and drive employees to feign productivity.
The true drivers of productivity, engagement and motivation
The majority of managers (79%) distinguish between productivity and employee engagement. Productivity is usually about output and engagement is the genuine interest and commitment an employee has to their job.
Many organisations (66%) still measure employee engagement solely by the amount of work they complete. While employees may finish tasks, this does not necessarily reflect their engagement level. Employees who are disengaged “do a bare minimum” in order to survive, resulting in lower productivity and quality of work.
Engaged employees are less likely to falsify productivity. Managers who are involved with their teams can also enhance engagement. Over 85% of employees report feeling highly engaged when their managers are involved.
When done correctly, recognition can also play a vital role in encouraging engagement. It’s more important to recognize contributions and efforts than the number of hours worked. According to Gallup and Workhuman research, when recognition is authentic, fulfilling and personalized, it will increase employee engagement by four times. Organisations can improve employee engagement by valuing quality and impact rather than numbers.
It’s important to recognize that most workers don’t fake activity. Nevertheless, many feel compelled to fake it. “Our latest research revealed deeper issues organisations should be aware of, including the impact of workplace expectation and ‘always-on’ culture on burnout and productivity,” Niamh G. Graham, Senior Vice president of Global Human Experience at Workhuman . Our research highlights deeper issues surrounding workplace expectations and the illusion that employees are ‘always-on’. Many employees feel they have to 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.
Survey Methodology:
The Human Workplace Index was conducted by Pollfish and Workhuman to gather insights on employee engagement and productivity.
The original HR News article Over 1 in 3 UK employees admit to pretending productivity amid an always-on culture, and the need for work-life-balance appeared.
