In today’s world, terms like “coffee badging,” “quiet quitting,” and “mouse jigglers” have become synonymous with what is now known as “fauxductivity” – the art of faking productivity. As strange as it may sound, this growing trend is reshaping the workplace, where employees and managers are increasingly feeling the pressure to appear productive, even if they aren’t.
Productivity has emerged as one of the most hotly debated topics in the workplace this year. Following the global disruption of the pandemic, companies are now grappling with the effects of what has been coined “the great detachment.” According to software firm Atlassian, this shift has led to a notable concern among corporate leaders, particularly within Fortune 500 companies, who have ranked “low productivity” as their primary organisational challenge. But here’s the kicker: it’s not just employees stretching the truth about their output.
A recent report by Workhuman reveals that while many employees have been accused of faking their productivity, the numbers show that managers are not only aware of this issue—they are often complicit in it. 48% of managers admit that faking productivity is a team problem. However, it’s the bosses who are arguably the biggest offenders. According to the same report, 37% of managers admit to faking their productivity themselves. This is slightly higher than the 32% of non-manager employees who claim to do the same. Even more striking is the fact that 38% of C-suite executives also confess to indulging in “fauxductivity.”
This phenomenon perhaps reflects the “always-on” culture that has permeated workplaces, particularly in leadership positions. Managers, who are tasked with overseeing the well-being and performance of their teams, may feel the need to project an image of constant productivity. In many corporate environments, being perceived as busy is often confused with being truly productive. This can lead to a dangerous cycle where managers feel pressured to fake their productivity, inadvertently encouraging the same behaviour within their teams.
This culture of fauxductivity may seem harmless initially, but it can lead to burnout, disengagement, and even a decline in overall job satisfaction. Experts suggest that the key lies in creating a work environment where productivity is measured not by the hours logged or the number of emails sent but by the quality of work and the well-being of the employees.
In essence, it’s time for workplaces to reconsider what true productivity looks like and encourage openness and honesty. If managers can set the example by being authentic and transparent about their work habits, it could help break the cycle of fauxductivity, benefiting both their productivity and their teams.
