In an era where the boundaries between work and personal life are increasingly blurred, a new trend is emerging, shifting the way we approach our daily grind and overall productivity.



The trend, known as ‘chronoworking’, marries the concepts of time (‘chrono’) and labor (‘working’) to propose an alternative approach to balancing our professional and personal lives.



Chronoworking is based on the idea that everyone operates on their unique body clock or circadian rhythm – a natural internal process that regulates the sleep-wake cycle and then repeats roughly every 24 hours.



Supporters of the trend recommend that individuals align their workdays with their peak periods of energy and creativity.



For those who find their energy surging with the sunrise, this strategy means harnessing the quiet of the early morning to dive into tasks that require deep concentration and creativity.



Starting the workday as early as five or six in the morning, these early risers can power through their to-do lists uninterrupted by the typical distractions that come later in the day.



By midday or early afternoon, they’ve accomplished a full day’s work, leaving ample time for personal pursuits, family or leisure activities during the late afternoon and evening.



On the other hand, individuals who hit their stride later in the day, often referred to as night owls, benefit from a delayed start.



This flexibility allows them to begin their professional obligations in the late morning or afternoon when their mental acuity and energy levels start to climb.



Working into the evening, they can capitalize on the quiet hours when distractions are sometimes reduced, channeling their peak productivity into their job.



But the flexibility of chronoworking extends beyond mere start and end times.



It includes the potential for split shifts, where an employee works part of their day in the morning, takes a substantial break during their less productive hours, and resumes work in the evening during a second burst of productivity.



For instance, someone might work from 7AM to 11AM, take a break for personal time or rest, then resume work from 4PM to 8PM.



On top of that, chronoworking enables task alignment with an individual’s productivity peaks.



High-concentration tasks such as problem-solving, planning, and creative endeavors can be scheduled for when an employee feels most alert and inspired.



In contrast, less- demanding tasks like emails, administrative duties, or meetings can be placed during the natural energy dips, ensuring that the quality of work remains consistently high across all tasks.



Remote and hybrid work models, which have seen a significant uptick due to the global pandemic, are particularly well-suited to the principles of chronoworking.



The elimination of commute times and the inherent flexibility of working from home allow employees to easily adjust their schedules to fit their internal clocks.



While the concept of synchronizing work schedules with one’s internal clock is not a novel idea, the shift towards more remote and hybrid working models has spotlighted its potential benefits.



The traditional nine-to-five workday, once the standard, is increasingly viewed as an outdated model that fails to consider the varied rhythms and lifestyles of today’s diverse workforce.



By allowing for work schedules that honor individual circadian rhythms, employers might be able to foster a more motivated, satisfied,and productive workforce.



It’s important to understand, however, that chronoworking is not a one-size-fits-all solution and



may not be feasible for all industries or roles.



Positions that necessitate fixed hours or a physical presence, such as those in healthcare, retail, or manufacturing, might find it challenging to fully implement chronoworking.



The enthusiasm for chronoworking is grounded in the belief that the future of work is not about clocking more hours but about working more intelligently.



By aligning work with our body clocks, we can achieve greater efficiency and outcomes, both for individuals and organizations.



As the workforce continues to evolve, some believe that the principles of chronoworking offer a promising path toward a more adaptive, fulfilling, and productive future.



Could this be the moment to challenge and move beyond the traditional nine-to-five, and clock-in to a work schedule that’s in harmony with our natural tendencies?



The evolution of work may well depend on our willingness to sync our working lives with our personal biological clocks, and, in doing so, establish a new era of work that is as fulfilling as it is efficient.

Young man on a video call in a cafe

Chronoworking: Why Our Workday Needs To Punch In To Our Body Clocks

How’s this for irony? Slack, whose workplace messaging app has at some point prompted many employees to feel the tug of responding after hours, has a warning: People who feel obligated to work after hours also tend to be less productive.



New&nbsp;<a href="https://slack.com/blog/news/the-surprising-connection-between-after-hours-work-and-decreased-productivity" target="_blank" rel="noreferrer noopener">survey data</a>&nbsp;from Slack’s&nbsp;<a href="https://slack.com/resources/collections/workforce-lab" target="_blank" rel="noreferrer noopener">Workplace Lab</a>, which queried some 10,000 desk-based employees, found that people who log off at the end of the work day reported 20% higher productivity scores than those who feel the pressure to work after hours. Unsurprisingly, those who felt the need to log on after hours reported twice the work-related stress and burnout levels as their unplugged peers. (Those who chose to work late by choice, meanwhile, whether for scheduling reasons or because of personal ambitions, reported no downsides.)



The survey results—a continuation of Slack’s&nbsp;<a href="https://www.forbes.com/sites/jenamcgregor/2022/10/20/as-economic-concerns-rise-executives-are-reporting-record-high-stress-and-defaulting-to-old-office-habits/?sh=28ebb5c5594c">Future Forum research</a>, which was widely cited throughout the pandemic—comes at the end of a year when many CEOs, all in the name of greater productivity, have been pushing a do-more-with-less mentality and&nbsp;<a href="https://www.forbes.com/sites/jenamcgregor/2023/08/19/the-war-over-work-from-home-the-data-ceos-and-workers-need-to-know/?sh=208cb2aa6afa">return-to-office mandates</a>&nbsp;that have many workers frustrated by workplace distractions and longer hours spent commuting. But in effect, such efforts could be making productivity worse.



“The conventional wisdom for productivity has always been if you want to produce more, just work more,” says Christina Janzer, senior vice president of research and analytics and the head of Slack’s Workforce Lab, which does research and experiments about improving ways of working. “This is our opportunity to myth-bust. More hours don’t necessarily mean better productivity.”



Janzer admits that while Slack has do-not-disturb settings, status updates and scheduled send tools, “there’s still more work for us to do to encourage them and make them more visible.” Still, it’s ultimately “up to the company and the team and the culture to really establish those ground rules,” she says.



Slack’s survey comes from self-reported answers rather than specific measures of study participants’ productivity or their number of work hours. It found that those who felt obligated to work after hours were 50% more likely to say they have too many competing priorities than those who work traditional hours; meanwhile, employees who worked longer hours reported similar daytime efficiency to those who worked a typical schedule, suggesting managers aren’t doing enough to prioritize work and prevent a sense of overload, Janzer says. For many organizations, the latest data shows “there’s a really big opportunity for managers to play a bigger role in helping people prioritize and take the time that they spend at work and make it time well spent,” says Janzer.



The survey also found that desk workers reported a “goldilocks zone” of four hours a day as an ideal amount of time for focused work, and that more than two hours of meetings is the point at which they feel overburdened. Meanwhile, half of desk workers surveyed said they rarely or never take breaks during the work day.



The survey’s finding about long hours and productivity is hardly new. Academic research has long shown that beyond a certain point, extra hours can lead to productivity declines. A 2014&nbsp;<a href="https://docs.iza.org/dp8129.pdf" target="_blank" rel="noreferrer noopener">study</a>, for instance, found that employee output falls sharply after a 50-hour work-week, and then falls precipitously after 55 hours. A Boston University&nbsp;<a href="https://hbr.org/2015/08/the-research-is-clear-long-hours-backfire-for-people-and-for-companies" target="_blank" rel="noreferrer noopener">study</a>&nbsp;of consultants, meanwhile, found that managers couldn’t tell the difference between those who actually worked 80 hours a week and those who pretended to do so. Then there’s&nbsp;<a href="https://www.who.int/news/item/17-05-2021-long-working-hours-increasing-deaths-from-heart-disease-and-stroke-who-ilo" target="_blank" rel="noreferrer noopener">research</a>&nbsp;from the World Health Organization, which concludes that working 55 or more hours per week is associated with an estimated 35% higher risk of a stroke and a 17% higher risk of dying from heart disease.



Yet at a time when hybrid work arrangements and an influx of technology allows people to rethink the patterns and practices of work, it’s a reminder that there are alternatives to simply pushing longer hours to get more out of people. “Productivity is not linear,” says Janzer, noting that 75% of survey respondents said they experience a productivity slump in the afternoons between 3 and 6 pm. “There’s these opportunities to really think about how people are spending and structuring their day.”



Slack’s survey also found that those who reported the most productivity were more likely to say they used time management strategies like blocking time for specific tasks, only checking email at specific times and setting timers to keep themselves focused. Slack is experimenting with some productivity tools itself: Recently, Janzer’s team had a “speedy meetings week” where it halved the length of all meetings—all 30-minute slots were scheduled for 15, for instance—to see how much time was really required. The company also has “maker weeks” twice each quarter, in which meetings are temporarily lifted from the calendar to rethink which ones work and which don’t.



“It’s a great forcing function,” Janzer says. “You’re able to really accomplish a lot from a productivity standpoint. But the second thing is it forces you to work in different ways. What you thought had to be a 30-minute meeting you realize actually [could] be an asynchronous post in Slack.” Or, as many have noted, an email.

Tired Black man, sleeping and burnout from working at night by office desk suffering stress or overworked. Exhausted African American male asleep on table by computer for long work hours at workplace

Feel Pressure To Work After Hours? You May Be Less Productive, Not More.

Traveling for work these days is not as simple as booking a flight, packing a suitcase and heading for the nearest airport lounge.



With the price of airline tickets sky-rocketing and the cost of hotel rooms in the stratosphere, companies are encouraging employees to get better bang for their travel buck.



To cut costs, bosses suggest cramming more meetings into the time away, driving to destinations instead of flying and – yes, you guessed it – sharing a hotel room with a colleague.



Many bosses have tried to dress up shared accommodation arrangements by telling employees that cohabitating is the perfect opportunity to build camaraderie and team work.



Some have been more direct and told staff that room shares might prevent a reduction in head count if they are forced to tighten their belts down the line.



Others have told staff it is not unlawful to ask colleagues to share rooms and recommended that they go with the flow and “buddy up” to save their company dollars.



But just because employees can share a hotel room does not mean they should.



Sharing with a colleague can be bad under any circumstance let alone if you are feeling unwell, experiencing “gassy” conditions, are prone to allergies or experience congestion during the evening.



And it can be uncomfortable to share a room with an early riser when you are a night owl or when you are forced to endure your colleague’s snoring or realize your roommate is a sleep walker.



Besides, being forced to witness your colleague in a towel or their sleepwear, share their soap when you shower and navigate their toiletries in the bathroom all go way beyond the call of duty.



It is important in the modern workplace that we get to know our colleagues though we only want to learn about work- appropriate aspects, not their more intimate or private sides.



Sharing rooms erodes the professional boundaries that we spend considerable time establishing.



You will not view your colleague Anna the same way if you become aware that she downs three shots of vodka each evening to help her to sleep. You will probably have a different view of Alan if you have been forced to listen to his raunchy sleep talking. And you will most likely have an alternative view of Alice after witnessing her 10-step bedtime regime, which includes two hours of reading before retiring but leaving a light on throughout the night.



If that is not enough to seal the case against sharing a hotel room with a workmate, there is more to consider.



Some people have medical conditions they would prefer not to disclose or be forced to manage in front of colleagues.



And of course the risk of sexual harassment is very real when unwanted advances take place behind closed doors in a shared hotel room.



Some employees will get around the problem of shared hotel rooms by paying for their own single room. Yet paying out of their own pockets is neither a reasonable nor fair solution to this escalating dilemma.



What is needed is for more workers to push back and make the point work travel is draining and that it is important to be well-rested to be effective in their line of work.



The more workers oppose shared accommodation arrangements then the greater the chance that employers will listen.



There is also the prospects of employers reducing costs by using cheaper hotel chains, making greater use of day trips without overnight stays and organizing virtual meetings as an alternative to travel.



But if the boss does require room-sharing, secure your employer’s assurance they will cover the expense of booking a separate room if your roommate’s behavior affects your ability to get a good night’s sleep.



Employees who travel for business to benefit their employer should be treated with the respect and regard they deserve.



This includes privacy and safety, a place for downtime away from colleagues and the opportunity to relax without having to worry about the views, emotions, routines and rituals of their colleagues.



Forcing employees to get to know each other in such an intimate way is not appropriate and can end up diminishing or destroying otherwise good working relationships between individuals.



To put this matter to bed once and for all, companies must refrain from asking employees to share rooms when traveling for work.



The risks will always outweigh the savings.

Interior of hotel room with twin beds

Sharing Rooms On Work Travels: The Good, Bad And Ugly

As coronavirus cases have surged, so have the number of companies asking their employees to work from home, with&nbsp;<a href="https://www.willistowerswatson.com/en-US/News/2020/03/north-american-companies-take-steps-to-protect-employees-from-coronavirus-epidemic" target="_blank" rel="noreferrer noopener">46% of American businesses</a>&nbsp;having implemented remote-work policies as of mid-February. While telecommuting has become more mainstream in recent years—the remote workforce grew 159% between 2005 and 2017—when just&nbsp;<a href="https://www.flexjobs.com/blog/post/flexjobs-gwa-report-remote-growth/" target="_blank" rel="noreferrer noopener">3.4% of Americans work from home</a>&nbsp;at least half of the time, it’s not unreasonable to think that many of the employees who have been asked to work from home due to the coronavirus may have little to no experience doing so, or at least not for an extended period of time.



Whether you’re a first-time telecommuter struggling to be as productive from your couch as you are from your cube, or a manager looking for ways to keep your newly remote team engaged, here’s everything you need to know about working from home during the coronavirus pandemic. We’ll be adding to this guide as the situation develops, so check back for updates.



<h3 class="wp-block-heading">How To Work From Home</h3>



As the coronavirus has continued to spread, some of the world’s biggest businesses have asked employees to work from home. But if you’re working remotely for an extended period of time, how can you ensure that you’re just as productive from your couch as you are from your cube? <a href="https://www.forbes.com/sites/darrenmenabney/2020/03/06/what-you-need-to-know-to-start-working-from-home/">These six tips</a> may be key to your success.



Many organizations have encouraged their workers to curb, if not cancel, business trips. If yours hasn’t, you may be wondering whether your boss can <a href="https://www.forbes.com/sites/tomspiggle/2020/03/06/can-employees-refuse-to-travel-out-of-fear-of-contracting-the-coronavirus-what-you-need-to-know/#4fc6f4a61eef">make you travel during an outbreak</a>. The short answer: Maybe. 



If you can’t telecommute and have to miss work due to being quarantined, can you lose your job?&nbsp;<a href="https://www.forbes.com/sites/tomspiggle/2020/02/26/the-coronavirus-keeping-your-job-if-you-get-quarantined/">Here’s what you need to know</a>&nbsp;about your rights.



March is typically a strong hiring month, but as COVID-19 continues to spread, the job market may experience a slowdown. Whatever you do, don’t abandon your search—<a href="https://www.forbes.com/sites/kourtneywhitehead/2020/03/01/3-things-you-need-to-know-about-a-march-job-search/">heed this advice</a> to achieve the best possible outcome.



If you’re a member of the class of 2020, with just weeks to go until graduation, chances are you’ve got more than a few questions about how, if at all, the coronavirus may affect your job hunt.&nbsp;<a href="https://www.forbes.com/sites/jackkelly/2020/03/10/how-recent-college-graduates-can-successfully-interview-in-a-covid-19-world/">Here’s what you need to know</a>.&nbsp;



Hiring may slow down, but it’s not likely to come to a grinding halt. There will always be a demand for top talent, even in a down market, and if you’re responsive to potential employers, open to alternative arrangements and&nbsp;<a href="https://www.forbes.com/sites/carolinecenizalevine/2020/03/08/how-to-keep-your-job-search-going-when-hiring-slows-down/">follow these steps</a>, you’ll be better equipped to keep your search alive.



<h3 class="wp-block-heading">How To Manage A Remote Team</h3>



As COVID-19 forces employers to embrace remote work, leaders have found themselves faced with a unique challenge: engaging employees from afar.&nbsp;<a href="https://www.forbes.com/sites/williamarruda/2020/03/02/what-managers-need-to-know-as-coronavirus-expands-our-remote-workforce/">Here’s how to get started</a>.



Despite the widespread adoption of telecommuting, remote-work advocates aren’t necessarily celebrating. Going remote may seem simple, but without the proper processes in place, <a href="https://www.forbes.com/sites/laurelfarrer/2020/03/05/ironically-remote-work-advocates-warn-companies-about-covid-19-work-from-home-strategies/">experts warn that such arrangements can have serious consequences</a> for companies.



In times of uncertainty, people look to their leaders for answers. But you don’t have to know everything about COVID-19 to effectively address your team’s concerns—what you do need is a&nbsp;<a href="https://www.forbes.com/sites/chloedemrovsky/2020/03/03/why-the-business-impact-of-the-coronavirus-will-linger-and-what-to-do-about-it/">crisis communications plan</a>.



Leaders would also do well to stick to the facts and avoid any absolutes, exaggerations or otherwise emotive language. In other words, don’t say <a href="https://www.forbes.com/sites/markmurphy/2020/03/08/ten-words-leaders-should-avoid-when-discussing-coronavirus-with-their-employees/">these 10 things</a>.



The bottom line: Keep calm. Panic is contagious, but so is courage, and by following<a href="https://www.forbes.com/sites/margiewarrell/2020/03/08/leading-through-coronavirus-how-those-in-charge-can-navigate-the-uncertainty-with-calm--courage/"> these six steps</a>, you’ll be better equipped to lead through tumultuous times.



&#8211; <a href="https://www.forbes.com/sites/vickyvalet/">Vicky Valet</a>, Forbes Staff, <a href="https://www.forbes.com/careers">Careers</a>

Tag: Working

FORBES AFRICA SOCIAL MEDIA

Chronoworking: Why Our Workday Needs To Punch In To Our Body Clocks

Feel Pressure To Work After Hours? You May Be Less Productive, Not More.

Sharing Rooms On Work Travels: The Good, Bad And Ugly

Working From Home During The Coronavirus Pandemic: What You Need To Know