70 Hour Work Week: Time Management Matters More Than Number Of Hours Says Ganesh S, Global CHRO, Emeritus

Ever since Infosys founder Narayan Murthy advocated for young Indians below the age of thirty to work for at least 70 hours per week during a podcast, his statement ignited divergent views on workforce productivity, work-life balance, and India Inc's work culture in general. 

Reflecting on the crux of the debate, BW People caught up with Ganesh S, CHRO, Emeritus to understand the HR pulse on this burgeoning theme. The CHRO not only speaks his mind on workplace productivity but also emphasises on the value of upskilling rather than putting long hours, in the new age ecosystem.

Q. Is Young India Inc.'s productivity low?

What defines productivity for one may differ for another. While time matters, it's not the sole measure. Actual productivity thrives on efficiency, innovation, and work quality. It's not just completing tasks but doing so effectively and with high standards. Creating an environment that promotes innovation and problem-solving is crucial. A culture that values creativity and empowers individuals to contribute ideas while fostering fresh perspectives and groundbreaking solutions. Efficient time management matters more than the number of hours spent. Effectively utilizing time, prioritizing tasks, and focusing on impactful activities significantly enhances productivity. 

Q. What's your perspective on 'Hard work vs. Smart work' for enhanced productivity?

I believe in a blend of both. Hard work is essential, but so is working smart. It's about finding a balance that optimizes productivity while maintaining work-life harmony. Efficiency, mental well-being, and skill development thrive in an environment that values output over mere presence. It's crucial to ensure that employees feel engaged, encouraged, and adequately compensated for their contributions, irrespective of strict hourly metrics.

Q. What strategies can organisations implement to enhance productivity

The focus on the number of hours worked overlooks the importance of rest, creativity, and mental health. Innovative thinking often emerges when the mind is relaxed and not overstressed. 

Encouraging flexible work hours, remote work, and outcome-based evaluation can significantly boost productivity by allowing individuals to work when they are most productive and in a way that suits their lifestyle, leading to happier and more efficient employees. 

I believe investing in continuous learning and upskilling is vital to adapt to the rapidly changing work landscape, ensuring that employees remain competitive and the workforce stays relevant in a dynamic market.

Can you share specific examples or initiatives your organisation has implemented to ensure employees are working efficiently and effectively, rather than longer hours

We, at Emeritus, declared ourselves as a Virtual First organization about 2 years back. We today have a concept of ‘2000 offices’- where every employee considers his/her/their home as the office. We have been providing every employee a monthly work from home allowance which has helped them support their infra needs (high-speed internet, equipment, etc) at their home.   Each of our employees globally have their own laptops which further helps them work in the comforts of their home. We have also given our team members an option to utilize flexi working space, in case they find it difficult to have a conducive environment at home. Our team members are measured (for performance) in terms of the impact that they bring and the effort they put in, not by the hours that they spend at work. In fact, we don’t have any specified number of hours that an employee would need to spend in front of their computer- even for customer service and shift-based roles, we follow a 40-hour week.

Do you see a connection between skills development and achieving a balanced work-life dynamic? How does your company support ongoing learning and growth?

Emeritus is a global skilling, development & learning company- the benefits of the courses we give to our customers (which are from the very best universities across the globe) have been available for our own employees and their family members to also utilize at discounted rates. We also have scheduled online training not only for individual contributors but also for people managers- these cover not only professional and leadership development but also compliance, culture, soft skills, and functional training apart from other topics. 

These trainings go a long way in helping employees manage their work better. They also get to collaborate, and network with fellow team members, and other global professionals – thus helping them not just learn and grow but also find purpose in what they do. 

These trainings can be accessed from the comforts of their homes and are mostly self-paced. Thus giving our team members flexibility to work, manage their personal needs, and also get reskilled/ upskilled- all at their own pace.

How has your organization cultivated a work culture that encourages flexibility and adaptability in response to changing employee needs and career stages?

As mentioned, Emeritus is a Virtual First organization and has all our team members working from their own homes. We today have employees working in over 63 cities across India- from Arunachal Pradesh to Kerala (almost none of these cities/ states have our own offices). We also take the effort to ensure (through technology/ tools) that these team members across the country, get enough time/opportunities to interact, collaborate, and learn from each other. Right from a fully virtual global onboarding program (Embark) to celebrity speaker-driven leadership development programs, our employees get to upskill and learn on their own terms- ensuring personalized flexibility. 

We are a global organization, with our team members based in over 22 countries, and hence have enabled multiple movements across the globe. We have also supported employees to move across the country and the globe along with their spouses- thus ensuring global career growth and continuity while being supportive of their family needs.

How do you address the unique challenges faced by women in the workforce, particularly with regard to work hours and household responsibilities?

Before we declared ourselves as a virtual first organization we had a gender ratio of 70% men and 30% women. Fast forward to today, we are 50% Women, 49% Men and ~1% Non Binary. The virtual first approach has helped us attract the best talent across the globe, regardless of not only their physical location but also their gender, physical abilities, and life stage. A large number of employees who joined us in the last 2 years have been returning mothers- who have valued the flexibility we have provided in the virtual first approach. We have also supported them by providing them parental care allowances, adoption allowances, and leaves/vacations all while working from their homes. Women team members, who otherwise found it difficult to pick a work shift (in case they would want customer-facing global roles) because of their family priorities, today get to pick their own time slots to work. These returning parents have also been able to access global learning courses (from the best of global universities) while working from their own homes- something that very few organizations have been able to provide. Our medical benefits are best in class- we have extended the best of virtual medical, dental & mental healthcare support to all our employees, thus making it easier for them to support their families better. Where possible (regionally) we have also supported medical benefits like fertility treatments as well.