Should employees be allowed to watch Netflix at work?

A recent news story sparked debate: an employee received a warning for watching Netflix, shopping online, and using Instagram during office hours.

Traditionally, workplaces have been designed for focused work, and personal entertainment may be seen as a productivity drain. However, the modern workplace is evolving. Many companies recognise the value of flexibility and mental breaks in boosting employee well-being and performance. Short, controlled breaks for personal activities can help employees recharge and return to tasks with renewed focus.

The challenge lies in finding the right balance. While complete bans on personal activity seem outdated, unrestricted access can negatively impact productivity.

The recent incident of an employee being reprimanded for watching Netflix and using social media during work hours has reignited the debate on digital distractions. HRKatha spoke to three HR veterans to gauge their perspectives: Did HR overstep, or is there a need for a clear line?

Varadarajan S
former CHRO, Vistara Airlines

In today’s era of pervasive social-media influence, it has become increasingly difficult to control employee access and postings on these platforms. Many organisations that previously implemented filters and strict regulations to restrict social media and OTT platform use on company devices have begun to relax them. This shift is largely due to the observation that employees tend to simply resort to their personal devices during work hours, potentially leading to wasted time through extended breaks.

The solution lies in transitioning the responsibility for self-management and discipline to the employees themselves, rather than relying solely on restrictions. Providing clear guidelines on acceptable and unacceptable online activities (including restrictions on pornography, gambling, and so on) and empowering employees to manage their time effectively will go a long way in fostering a sense of ownership over their work and the productivity reflected in their deliverables.  However, this approach doesn’t negate the need for accountability.  The saying ‘the best way to protect a house from being robbed is to give the keys to the robber to take care of the house’ isn’t entirely applicable here.  Occasional random checks to ensure restricted content isn’t being accessed, coupled with appropriate action if violations occur, are still necessary to maintain company discipline.

Ravi Mishra
head-HR, BITS Pilani

An organisation lacks the authority to restrict employee speech or online activity unless it is explicitly outlined in the employment contract. As long as work priorities are fulfilled and no one’s fundamental rights are violated, employees should have the freedom to use Instagram or Netflix.  Social media can even spark creativity, as evidenced by the influence of science fiction on innovation.

In the case of the reprimanded employee, HR’s actions were misguided.  Dictating employee behaviour is counterproductive.  An HR manager’s role is to leverage their expertise to enhance organisational performance by empowering and developing employees, not by acting as a moral authority or policing their every move.  While employees have a primary responsibility to deliver on their job duties, organisations should avoid fostering a slave-like mentality.

Banning or controlling employee emotions will not improve productivity or give a competitive edge.  However, I don’t advocate for employees to indulge in these activities excessively during work hours.  The role of leaders and managers is to create an inspiring environment that motivates employees to excel and contribute.  I’m a strong believer in positive reinforcement and appreciative inquiry.  Building a culture of trust and belonging is key to fostering employee ownership of the organisation’s success.

Emmanuel David
independent director – board member

This situation raises some intriguing questions:

Why did the employee feel compelled to access social media? Was the workload manageable, or was there a lack of challenge? Did the interview process adequately assess work ethic and cultural fit alongside skills and qualifications?

As the saying goes, ’When we don’t give employees something to create, we can’t complain if they create trouble.’  Line managers and HR should strive to provide engaging and meaningful work that motivates employees.

Several years ago, I encountered a situation where two employees were caught using time clocks for absent colleagues (proxy punching). The initial reaction was harsh punishment. However, through open dialogue, we discovered the underlying reasons for their actions. This approach led to remorse, a deeper understanding of company values, and a stronger employer-employee relationship.

In today’s information-driven workplace, fostering a culture of trust, empowerment and accountability is essential. This creates an environment where employees feel valued and are more likely to be engaged and productive.

In the social-media case, the HR associate should have offered the employee an opportunity to explain their actions and involved the line manager in the process. A reprimand and a ban on social-media access was a knee-jerk reaction, which could backfire, especially considering companies themselves utilise social media for self-promotion and customer service.