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In Singapore, 85% of employers expect their staff to remain constantly reachable, yet only half provide assistance to cope with this expectation. A recent survey has revealed that 63% of employees regularly face the "always-on" pressure, with 32% feeling the need to be reachable almost daily and 31% experiencing this a few times a week. Employers, on the other hand, admit that 85% of their organizations expect staff to be always on, with 62% stating that this occurs frequently and 23% occasionally.

This unwritten policy of loyalty is measured by response times, which has become a proxy for commitment in a hybrid working environment. While employers prioritize taking initiative and delivering results, only 32% of employees feel that this is how they demonstrate commitment. Instead, 63% of employees prioritize replying quickly, with only 39% of employers expecting it. Similarly, 52% of staff stay available after hours, a behavior wanted by only 18% of employers.

The discrepancy between expectations and reality lies in the drivers behind always-on culture. Work culture tops the list for both employees (45%) and employers (46%), followed by manager pressure (35% and 41%) and unmanageable workloads (32% and 40%). Notably, employers are more likely to blame workload and managers compared to their own staff.

Age does not seem to make a significant difference, as always-on pressure is reported by 64% of employees aged 25-34, 62% aged 35-44, and 61% aged 45-54. However, the reasons behind this pressure differ. Younger workers attribute it to workplace culture (46%), manager expectations (36%), and self-imposed pressure (34%), while older workers attribute it to unmanageable workloads (33% for 25-34-year-olds, 39% for 35-44-year-olds, and 40% for 45-54-year-olds).

The consequences of always-on culture are detrimental to employee well-being. Nearly 64% of employees under such pressure report lower energy levels, and 47% experience reduced job satisfaction. These employees see no improvement in career progression or recognition, and 18% even report a decline in work quality. Despite these adverse effects, only 6% believe that always-on working aids career advancement.

As a result, 36% of the workforce is exploring new job opportunities due to wider workplace concerns, with 22% finding the always-on culture unsustainable due to burnout, 11% unable to opt out without risking their jobs, and 10% actively seeking alternatives. Some employees have started working hard when needed and guarding their time otherwise, while another 12% have disengaged by doing only what is required.