In the last year, the term, “work-life balance” has taken on a whole new meaning. Traditionally, our work and personal lives have always been compartmentalised – work existing on one end of the spectrum, and our personal lives on the other. Today, the concepts of, “work and life” are somewhat more integrated and fluid.
Several factors have contributed to the current state of affairs, the most recent of which being the various degrees of lockdown.
New work from home reality
On 26 March 2020, our president announced that we would be going into a national quarantine to slow the spread of the Coronavirus. The transition was sudden. Many organisations were not prepared for what it meant to have their staff working from home.
The new work from home reality, which by now we are accustomed to, was a welcomed change for many – no strict dress codes and less time spent commuting meant more time spent with family.
There are definite benefits of working from home, but the “new normal” certainly comes with its fair share of challenges. Some of the most notable challenges include an inability to switch off from work and manage one’s time effectively.
Inability to set boundaries
Following the lockdowns, studies conducted across various industries in South Africa have found that employees are working longer hours and taking fewer breaks. While this may seem like a sign of increased productivity, it is in fact, counterproductive.
An article in the Harvard Business Review makes it clear that working longer hours backfires for employees and for companies. Working from home inadvertently creates the impression and expectation that we have more time on our hands and are, therefore, accessible around the clock.
In my own experience, as well as that of colleagues and friends, a common challenge is the inability to set boundaries and feeling the need to always be available.
The lines have been blurred
The advent of the lockdowns has meant that “work and life” have become intertwined, with the lines between these two entities being blurred.
Every organisation functions differently, however, a large degree of responsibility rests on the shoulders of business leaders to ensure that employees are not overextending themselves, and to provide guidance and emotional support to their teams in navigating this new reality.
This is especially true for women, who are often the nurturers and caregivers in their homes, in addition to working individuals. It would be remiss of me not to mention women in particular, given that it is women’s month and the unique set of challenges we face. This of course, is another topic altogether.
It is difficult to have the work-life balance conversation, without talking about the new work from home (WFH) reality. The two are inextricably linked. Striking the right work-life balance also becomes increasingly difficult with high workloads and deadlines to meet – not working long hours may mean you do not meet your deliverables.
The expectation to work long hours often cascades from the top of the organisational pyramid. It is, therefore, important that leaders of organisations drive high performance and results, all while recognising that employees are people who have lives to live.
In the words of Noel Gallagher, “I don’t live to work, I work to live”.
Nontuthuko Mhlungu
PR, Brand and Marketing Manager
SHA Risk Specialists, a division of Santam Limited
