Those who work long hours are often considered as workaholics and vice versa. However, being a workaholic and working long hours are not the same. Despite appearing similar, these two types of people are actually quite different. Here’s how:
Workaholics are people who have an obsessive and compulsive need to work excessively and continuously, often to the detriment of their personal life, health and well-being. “They willingly spend extended hours working, even if they don’t have a specific workload or job requirements,” points out Chandrasekhar Mukherjee, CHRO, Bhilosa Industries.
On the other hand, “Working long hours simply refers to spending an extended amount of time on work-related tasks or being physically present at work beyond standard working hours,” clarifies Anil Mohanty, senior HR leader. Someone may be working long hours due to work pressure or simply because their inefficiency prevented them from completing their assigned task during the stipulated working hours.
A workaholic individual is also characterised by an internal drive to work beyond what is required or expected, often driven by an emotional need for approval or achievement. “Workaholics are deeply passionate about their work, treating it as a form of worship. They cannot stay away from work or remain idle, and therefore, are always engaged and focused. Workaholics don’t indulge in office gossip or unproductive activities. Instead, they prioritise their work diligently,” opines Mohanty.
Workaholics are people who have an obsessive and compulsive need to work excessively and continuously, often to the detriment of their personal life, health and well-being. “They willingly spend extended hours working, even if they don’t have a specific workload or job requirements.”
Chandrasekhar Mukherjee, CHRO, Bhilosa Industries
While a person may voluntarily be working late hours, sometimes, this may be totally unnecessary for the work.
According to Mukherjee, “Someone working long hours may not necessarily indicate a psychological dependency on work or a compulsive need to work. Rather, this can be driven by factors such as project deadlines, workload, or industry norms”.
For instance, an HR professional may not get to take leaves during March and April as that time of the year is crucial for promotions and annual rituals are crucial during that time. They would have to ensure that none of their personal work or pursuits overlap with their professional responsibilities, or extend beyond the necessary time frame.
“Workaholism is not something imposed by the organisation. It’s a personal choice driven by an individual’s character and approach to work,” points out Mohanty.
Both the approaches have their pros and cons.
The main distinction lies in the psychological aspect. While workaholics have a compulsive need to work which goes beyond what is necessary or healthy, individuals working long hours may be a temporary or situational requirement without an unhealthy emotional attachment to work.
Giving an example, Mukherjee explains, “Workaholics generally expect everyone else to follow the same pattern and show the same dedication to work. A workaholic boss, for instance, may not appreciate an employee wanting to leave on time to watch a cricket match, even if it doesn’t impact the work negatively. Similarly, if an employee prefers to leave on time while the boss prefers to work late, the latter may not approve of such behaviour.
“Working long hours simply refers to spending an extended amount of time on work-related tasks or being physically present at work beyond standard working hours.”
Anil Mohanty, senior HR leader
“When someone chooses to be a workaholic, it’s a personal decision and not an organisation-driven mandate. However, if a manager forces team members to adopt the same workaholic behaviour, it reflects a lack of consideration for work-life balance,” enunciates Mohanty. Sometimes, this can have an adverse effect on individual well-being, relationships and overall life satisfaction.
When managers choose to stay back at work until late, it’s their own choice, but it becomes problematic if they compel their team members to do the same. Forcing the team to work long hours can negatively impact work-life balance and may create an environment that encourages workaholism. This affects the well-being and productivity of the team. Therefore, workaholics should not force others to follow the same pattern.
Working long hours, on the other hand, may not have the same negative impact if balanced with sufficient rest and time for personal life. However, this too can become problematic sometimes.
There are various reasons why people work longer hours. Sometimes, it’s due to last-minute assignments or urgent tasks that require immediate attention. However, there is a distinction between being a hard worker and merely working long hours. “Merely working long hours does not guarantee productivity. Some individuals may stay back to impress their managers or the management without proper planning, which may not necessarily lead to increased productivity,” points out Mohanty.
Employees who consistently stay long hours only to create an impression of being dedicated and hardworking, may often be wrongly perceived by their managers as being the most productive. Unfortunately, this approach overlooks factors such as quality of work, smart work and other aspects of an individual’s performance.
“Another reason why being workaholic may be detrimental is that for people to achieve true success, they need to be well-rounded and multifaceted. Those who are solely focused on work are usually less balanced and lack areas in life to release pressure and tension,” believes Mukherjee.
In the long term, and given the ever-changing technological advancements, individuals who haven’t developed alternate hobbies, dreams, or careers may face difficulties post retirement. Companies now seek individuals with specific skills and capabilities, and thus, it becomes essential for employees to dedicate time to enhance their competencies, skills and capabilities continuously. By doing so, they can stay relevant in their roles and contribute effectively to their organisations.
There are significant differences in productivity and work quality between individuals who work long hours and workaholics who maintain a more balanced schedule.
“True workaholics remain fully engaged during the standard eight-hour workday without wasting time on unrelated activities such as gossiping around the office. They constantly think about striving to complete pending tasks efficiently, regardless of any external pressure. However, purposefully staying late to impress a manager or sending e-mails late at night may not be indicators of true productivity. The hours put in to complete the work do not matter as much as the actual quality and efficiency of the output,” opines Mohanty.
After evaluating all pros and cons of workaholism and working long hours, both the leaders believe that it’s not the number of hours that someone puts in at work, but the efficiency with which they complete the work within the designated time frame that matters.
Finding the right balance between being a workaholic and ensuring work-life harmony is an important aspect of ensuring a healthy work-life balance. “While it’s essential to set stretch goals for employees, it’s crucial to strike a balance too. Goals should not lead to one person being underutilised while another is overburdened,” observes Mukherjee. The better approach, according to him, is to set goals based on the average level of performance and competence, with the aim of encouraging individuals to perform above average. “In other words, we should strive for exceptional performance within the team, and every organisation benefits from having exceptional employees,” concludes Mukherjee.