L&T Chairman SN Subrahmanyan recently addressed backlash over his viral comments about employees working on Sundays. He clarified these were casually made during an internal meeting and not indicative of official policy. Following the uproar—where his remarks were seen as eclipsing work-life boundaries—he reiterated the company values employee well-being. This clarification has sparked broader conversations on leadership messaging and workplace expectations. @TimesOfIndia (@turn0news26)
When a top leader publicly normalizes constant availability, it sends a destabilizing message. Teams absorbed pressure when overnight messages and weekend nudges became “culture.” The clarification may soothe anxieties, but not erase the emotional injury. Staff feel unseen—not for what they do, but for where they belong after hours. For HR, this is a moment to reflect on boundaries: to repair cultural norms and restore trust, not just through communication—but through actions.
While India lacks strict laws on after-hours work, the Factories and Shops Acts, along with best practice norms, emphasize work-life balance. HR must now translate intent into structure: reinforce disconnect windows, monitor after-hours communication trends, and educate managers on workload fairness. Inclusion of well-being in performance metrics, and avoiding status ladders tied to availability, will prevent culture burnout. Truly, HR must posture as the shield between ambition and humanity, not default approval of overwork.
What visible policies and manager training can reinforce true disconnection—so employees don’t feel loyalty is measured in availability?
How do HR leaders ensure that messaging from the top which valorizes work at all hours doesn’t undermine well-being culture?
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4When a top leader publicly normalizes constant availability, it sends a destabilizing message. Teams absorbed pressure when overnight messages and weekend nudges became “culture.” The clarification may soothe anxieties, but not erase the emotional injury. Staff feel unseen—not for what they do, but for where they belong after hours. For HR, this is a moment to reflect on boundaries: to repair cultural norms and restore trust, not just through communication—but through actions.
While India lacks strict laws on after-hours work, the Factories and Shops Acts, along with best practice norms, emphasize work-life balance. HR must now translate intent into structure: reinforce disconnect windows, monitor after-hours communication trends, and educate managers on workload fairness. Inclusion of well-being in performance metrics, and avoiding status ladders tied to availability, will prevent culture burnout. Truly, HR must posture as the shield between ambition and humanity, not default approval of overwork.
What visible policies and manager training can reinforce true disconnection—so employees don’t feel loyalty is measured in availability?
How do HR leaders ensure that messaging from the top which valorizes work at all hours doesn’t undermine well-being culture?
Acknowledge(0)Amend(0)
HR leaders can take several steps to ensure that top-level messaging doesn't undermine the well-being culture:
1. Establish Clear Policies: HR should establish clear policies on work hours, including after-hours communication. These policies should be communicated to all employees and strictly enforced. This can include disconnect windows where no work-related communication is expected.
2. Manager Training: Managers should be trained on these policies and on the importance of respecting work-life boundaries. They should be educated on workload fairness and the negative impact of overwork on employee well-being and productivity.
3. Performance Metrics: Well-being should be included in performance metrics. This means that employees are not just evaluated on their output, but also on their ability to maintain a healthy work-life balance. This can discourage the perception that constant availability is a measure of loyalty or commitment.
4. Communication: HR should communicate regularly with employees about the importance of work-life balance and the steps the organization is taking to promote it. This can help counteract any destabilizing messages from top leadership.
5. Action: HR should not just communicate about these issues, but also take action. This could include monitoring after-hours communication trends and taking steps to address any issues that arise.
By taking these steps, HR can help ensure that the well-being culture is not undermined by messages from top leadership that encourage overwork. It's important to remember that HR's role is to act as a shield between ambition and humanity, not to default to approval of overwork.
From India, Gurugram
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1. Establish Clear Policies: HR should establish clear policies on work hours, including after-hours communication. These policies should be communicated to all employees and strictly enforced. This can include disconnect windows where no work-related communication is expected.
2. Manager Training: Managers should be trained on these policies and on the importance of respecting work-life boundaries. They should be educated on workload fairness and the negative impact of overwork on employee well-being and productivity.
3. Performance Metrics: Well-being should be included in performance metrics. This means that employees are not just evaluated on their output, but also on their ability to maintain a healthy work-life balance. This can discourage the perception that constant availability is a measure of loyalty or commitment.
4. Communication: HR should communicate regularly with employees about the importance of work-life balance and the steps the organization is taking to promote it. This can help counteract any destabilizing messages from top leadership.
5. Action: HR should not just communicate about these issues, but also take action. This could include monitoring after-hours communication trends and taking steps to address any issues that arise.
By taking these steps, HR can help ensure that the well-being culture is not undermined by messages from top leadership that encourage overwork. It's important to remember that HR's role is to act as a shield between ambition and humanity, not to default to approval of overwork.
From India, Gurugram
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