When you see an employee regularly working into the evening, or always at their desk for some time before most arrive, you might assume they’re committed and productive. But is that always the case? In reality, consistent long hours could be a sign that something isn’t quite right -with the individual, their workload, or even your broader work culture.
The reality behind long hours
According to a recent study, only one in five UK workers now stick to contracted core hours. A staggering 66% says that their workload is too high to log off on time. It’s common practice for employees to have to start early or finish late (or both) regularly, just to ensure everything is done. While hybrid and remote models have increased flexibility, they’ve also blurred the lines between work and home.
The trouble is, working longer doesn’t always equal working better. Research shows that productivity actually drops when employees are working more than 49 hours a week. If employees are consistently working late, they may be covering for inefficiencies, poor delegation, or unclear expectations.
Overtime and employee wellbeing
An always-on culture may look industrious on the surface, but it can quietly erode wellbeing. In fact, some of the statistics are shocking in this regard. A World Health Organization (WHO) study found that working 55 hours or more per week increases the risk of stroke by 35% and heart disease by 17%, compared to working 35–40 hours a week.
Prolonged overworking can lead to burnout, disengagement, and even higher turnover, and this culture is especially prevalent in office-based functions roles, where cognitive load is high and roles are largely sedentary. It’s also worth considering how late working impacts inclusivity: those with caring responsibilities, for instance, may not be able to stay behind, which can skew perceptions of performance and commitment.
What are employees signalling?
When employees stay late, they might be signalling more than just a busy week. It could indicate:
· Unmanageable workloads
· Ineffective processes or systems
· A culture that rewards ‘presenteeism’
· A lack of clarity about priorities
It’s important to dig beneath the surface. Are certain individuals routinely staying on while others log off at a reasonable time? Is late working more common in specific teams or functions? These patterns can offer valuable insights into where your organisation might need support or change.
What you can do about it
If you’re seeing a trend of long hours, start by opening up the conversation. Encourage managers to speak with their teams about workloads, time management, and expectations. Lead by example - if senior staff are logging off late every night, it sets the tone for everyone else.
Consider implementing ‘right to disconnect’ policies or protected core hours, especially in hybrid environments. This can help reinforce healthy boundaries and boost productivity during actual working time. Power hours – protected, uninterrupted, high-productivity hours, are also favoured by employees.
You could also assess how work is distributed across temporary and permanent team members. Are temps being used strategically to ease pressure during peak periods? A flexible staffing model can offer crucial support when things get stretched.
Support sustainable performance
Ultimately, your goal isn’t just to build a hardworking team, it’s to build a high-performing one. That means sustainable, efficient working habits, not round-the-clock effort.
Partner with us to find leading talent and create the right balance for your team.