Given the controversy around working hours and Infosys Founder Narayana Murthy together with L&T Chairman, SN Subrahmanyan's, views suggesting that employees have to work 70 or an average of 90 hours a week, most working professionals consider working for 70 hours a week as too strenuous. While some argue that longer hours are necessary for rapid growth, others question the ethical and practical implications of such demands. These opinions have raised questions regarding both employees' mental health and productivity, and even the entire work-life equilibrium.

The 90-hour workweek is often glorified as a hallmark of dedication and ambition. But is it sustainable? Or is it a myth that prioritises hustle over humanity? As these statements indicate, the horde of questions and controversy that followed their remarks highlights a growing divide between traditional work culture and modern values. Many point out their ethical and reasonable practicality, like human resource heads should.

Overworking culture and rapid growth are contradictory.

Moving to the approach and investment which makes up human sustainability, it’s clear that there’s a significant disparity between human and organisational sustainability. One is about covering up expenses to make a profit, whereas the other focuses on the mental health and well-being of employees. Human sustainability is about a multifaceted approach where the work environment encourages growth for skills but covers up an individual's long-term well-being.

For us, human sustainability goes beyond any fashionable concept. It is an important value that improves results for both organisations and society. Brenner and Furlotti (2020) further opine that human-centered organisational development creates an environment in which employees are willing, enthusiastic, and ready, which engages them at a higher level. That is why productivity rates also increase together with the levels of motivation and increased creativity.

Of course, the ongoing discussion about the benefits of clocking longer hours is fuelled by COVID-19. Observations made during lockdown demonstrated how businesses always depended on their employees working longer hours. Even more so, it has been established that improving work-life balance leads to affordable, cost-efficient increases in productivity, reduced employee churn, and improved mental health of employees.

On the flip side, the consequences of failure to achieve work-life balance are quite serious and even detrimental. An excessive level of work pressure can lead to serious issues such as stress, anxiety, or even devastating consequences such as employee suicides that were recently in the news due to high work pressure. Gallup even put the percentage of employees that have suffered from mental health issues to a whopping 86%, with India, in particular, having a higher rate of employees suffering from anxiety or burnout.

Recognition of human sustainability often yields benefits that are both immediate and long-lasting. There’s enough evidence to assert that such organisations are able to maintain a competitive edge over their rivals. Thus, a direct correlation exists between employee performance enhancement and an investment in the human capital of the organisation.

Furthermore, employees are accelerating this process as they now give more weight to their health than ever before. Now, the majority of employees assert they would leave their roles if they are not assisted in conserving a holistic work culture. Through the creation of an environment that encourages wellness, the organisation can inspire better trust, master engagement, and ultimately performance.

Moreover, these organisations that actively consider human sustainability alongside their internal aspects are also promptly complementing and keeping pace with the shifting consumer paradigms. An increasing number of customers are seeking suppliers who perform activities that are socially acceptable and show care to their workers. Stakeholder accountability appears to be one issue that several consumers want to see more of in organisations. Over three-quarters of respondents in a recent survey said they would be more inclined to purchase products from companies with stakeholders.

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90-Hour work week controversy: Industry leaders slam L&T Chairman SN Subrahmanyan's idea

When workers are respected and treated in such a way—instead of being an afterthought in the growth and transformation of an organisation—the organisation, to some extent, is also able to leverage relevant and engaged employee groups. It’s well past due that we get out of this “90-hour workweek falsehood.” The future of work isn’t howmany hours we log, but how we put those hours to meaningful use. Human sustainability enables a future that balances ambition with well-being, reaping the rewards of a more healthy, productive workforce.