In almost every workplace, there is someone who seems to be available at all hours. An email sent at 6 am gets an instant reply. A message dropped at 1 am is followed by research, updates and follow-ups, sometimes without being asked. While this level of responsiveness may appear impressive, over time it sets an invisible benchmark for the rest of the team.
Managers may never explicitly ask employees to be available beyond their shifts, yet when one person is constantly on, others who respect work hours and listen to their body’s need for rest can begin to feel inadequate. Appraisals, recognition and opportunities may start to favour visibility over sustainability, quietly reinforcing the idea that working more rather than working well is what counts.
This is why the news of MP Supriya Sule introducing a Bill in the ongoing Winter Session of Parliament—seeking to limit work hours, ensure the right to disconnect and establish grievance redressal and mental-health support system has struck a chord with many employees. Beyond protecting workers from exploitative systems, it also raises a larger question: how do organisations balance commitment with boundaries, without letting constant availability become the unspoken norm?
Why Do Some People Find It Hard To Switch Off?
Psychologists caution against labelling or judging people who overwork. Instead, they suggest understanding the emotional patterns behind it. “A lot of people use work as a way to avoid personal challenges or difficult emotions. Others seek validation and self-worth through productivity, tying their identity closely to professional success. For some, it’s also about financial security or living up to very high internal or external expectations,” says life coach Rachna.
An employee, speaking on condition of anonymity, explains how this plays out in real life. “Unanswered messages make me anxious. I feel a sense of discomfort until I respond and I don’t know how to sit with that feeling. I am aware it puts pressure on my colleagues, but the urge to stay relevant, to fix things immediately is overwhelming. I even have different notification sounds for my boss and my team so I never miss a message, no matter the time.”
This isn’t about questioning commitment or dedication. It’s about recognising that when constant availability is rewarded, it can unintentionally create a culture where rest feels like a weakness and boundaries feel like a risk. Perhaps the real shift workplaces need is not to curb individual effort—but to redefine what healthy, sustainable performance truly looks like.