Strategies to relieve tech burnout at work

C-suite leaders can play an important role in helping employees manage the distractions of the digital age.

The transformative impact of technology on the modern workplace is plain to see: From video conferences to instant messaging and online collaboration software, technology has enabled a substantial portion of work – and the workforce – to move beyond the confines of a traditional office. Digitally connected professionals often work from home, cafés, shops, and even while lying by the pool on “vacation.”

This technological revolution brings with it many obvious benefits, but there are downsides too. Of particular concern are the engaging – even addictive – aspects of digital technologies, which can sap people of truly finite resources: time and attention. While companies may benefit from tech-enabled increased productivity in the short term, the blurring of the line between work and life follows a law of diminishing returns. As Deloitte research suggests, the value derived from the always-on employee can be undermined by such negative factors as increased cognitive load and diminished employee performance. And unhealthy use of workplace technology can do more than compromise productivity – it can impair workers’ physical and mental well-being, causing poor sleep, disconnection in personal relationships, and anxiety and depression.

For business leaders, getting the most from technology and people isn’t about simply demanding restraint—it’s about designing workplaces that encourage the adoption of healthy technology habits. To do this, organisations can consider several strategies:

Track, analyse, and change usage patterns

Organisations can consider how data could help individuals better understand and regulate their use of technology. Smart meters, software, and other solutions can monitor application usage and create reports that include comparisons to other employees. Such data could be used to tailor peer comparison messages designed to nudge individuals toward healthier technology use and improved well-being. For example, an employee log- ging more than 50 hours a week could be sent a notification that she has been working more than her coworkers, who average around 45 hours a week. This nudge could be enough to break her free from a perceived social norm or prompt her to begin a workload conversation with her manager.

Use AI to promote healthier behaviour

AI can also help individuals better mediate their interactions with technology. For example, some email systems now use AI to sort emails into categories, making urgent emails easier to locate and pushing only primary emails to a user’s phone. Apps with chatbots also can help reduce technology-related negative behaviours and enable users to prevent certain applications, such as social media feeds, from refreshing. One AIenabled chatbot can even perform cognitive behavioural therapy, an intervention technique that can help individuals identify the factors driving negative behaviours.

Consider notifications and default settings

Reminders and notifications have shown to be an effective nudge strategy in various contexts. In the consumer realm, many smartphones will notify users when they are about to exceed their data limit. Transferring this concept to the work environment could, for example, take the form of encouraging employees to disconnect from emails while on vacation or outside of work hours. Technology can also be used to maintain positive states of “flow.” For example, an office traffic light system can signal to coworkers that a knowledge worker is currently “in the zone” and should not be disturbed. Likewise, Thrive Global has an app that enables users to block interruptions and set autoreplies.

Companies can also take steps such as setting default meeting times to 25 minutes rather than 30 minutes to build in rest periods and lighten the load of numerous backto-back meetings. One multinational auto corporation adopted a more dramatic tactic, giving employees the option of automatically deleting all emails received during vacation and notifying the sender that the message was not received.

Communicate expectations and commitment

While such technology-enabled tactics can be effective, setting expectations about social norms is critical too. Organisations can communicate, for example, that most workers and leaders will not check email during certain times. They can also encourage employees to take a “digital detox” or work-life balance pledge, committing to limit their email use outside of work hours. Such commitment devices can be an effective way for organisations to promote employee wellbeing. Regardless of the specific policy, the overarching aim is to rewire the workplace in ways that improve the employee-technology relationship. Success requires organisational leaders not just to create a policy but to show their dedication to it.

*** Today’s always-on technologies can derail an individual’s focus and compromise overall well-being, but organisations can facilitate the cultivation of healthy usage habits. Business leaders can reimagine and reshape their work environments to make adopting positive behaviours a downhill rather than an uphill climb. Individual employees play an important role, but, ultimately, designing workplaces that encourage healthy technology habits requires leaders to spearhead the effort, learn what works, and continually improve on it. For more information, please visit www.deloittedigital.com.mt