Over a third of UK workers engage in 'pretend productivity'

A recent survey by Workhuman reveals that over a third of UK workers are engaging in "pretend productivity," a trend attributed to the "always-on" culture and the need for a better work-life balance.

The findings emerged from the company's latest Human Workplace Index, which surveyed 1,000 full-time employees in the United Kingdom. The study aims to shed light on the root causes of this behaviour and its implications for workplace wellbeing and productivity.

The survey highlights that 36% of UK workers admitted to faking activity at work, driven primarily by the pursuit of a better balance between professional and personal life. Unrealistic expectations and the need to avoid burnout were also cited as significant factors. The notion of "pretend productivity" has recently gained attention, particularly amid reports of employees using mouse 'jigglers' to simulate working hours.

The pressure to appear constantly active exacerbates the issue, especially in environments where employees are expected to be flexible with their hours to accommodate after-hours messages and meetings. This culture of continuous availability has led to 44% of employees admitting to fake productivity, with the figure rising to 51% among those who strongly agree they must respond immediately to digital communications like Slack or Teams messages.

Interestingly, the survey found that most managers (82%) believe that knowing the exact hours their employees work is key to measuring productivity. However, this emphasis on strict time-tracking seems to have a counterproductive effect. Employees subjected to rigid time-tracking systems are more likely to fake activity compared to those enjoying more relaxed monitoring. About one in four employees reported faking work under relaxed time-tracking conditions, suggesting that stringent monitoring may actually promote false productivity.

The research indicates significant distinctions between productivity and engagement. While productivity often focuses on output, engagement refers to an employee's genuine interest in and commitment to their work. However, 66% of surveyed organisations measure engagement exclusively by the volume of work completed, a method that may overlook the quality and genuine engagement of employees. Disengaged workers reported doing the "bare minimum," adversely affecting productivity and work quality.

Boosting employee engagement naturally leads to increased productivity. The survey found that highly engaged employees are significantly less likely to fake productivity. Active involvement by managers plays a crucial role in this. Over 85% of employees reported feeling engaged most of the time when their managers were highly involved.

Recognition also emerges as a key factor in fostering engagement. Effective recognition should be authentic, fulfilling, and personalised. According to research by Workhuman and Gallup, employees who feel properly recognised are four times more likely to be engaged. Rather than focusing solely on the number of hours worked, understanding and valuing the quality and impact of work can better support and sustain employee engagement.

"It's important to recognise that most workers aren't faking activity. Yet, a substantial number are feeling compelled to do so. Our latest research reveals deeper issues that organisations should be mindful of, such as the impact of workplace expectations and 'always on' culture on productivity and burnout," said Niamh Graham, Senior Vice President of Global Human Experience at Workhuman. "Our research findings highlight deeper issues around workplace expectations, and the illusion of being 'always on', with many employees feeling they need to fake activity to appear busy, rather than being genuinely productive."

Graham further emphasised the need for companies to adopt a high-trust culture, where employees are recognised for their results rather than their mere presence. "High-trust, collaborative working environments, combined with meaningful recognition, can drive greater engagement, higher productivity, and a stronger sense of belonging and purpose. This approach not only reduces the need to fake activity but fosters a more motivated and productive workforce overall."

According to the survey, fostering a culture of trust and recognition can help mitigate the need for pretend productivity while promoting genuine engagement and wellbeing in the workplace.