Millions around the globe have made a sudden transition to remote work or working from home (WFH) amid the Covid-19 pandemic. Not surprisingly, this has some employers concerned about maintaining employee productivity. But what they really should be concerned about in this unprecedented situation is a longer-term risk: employee burnout.

The risk is substantial. The lines between work and non-work are blurring in new and unusual ways, and many employees who are working remotely for the first time are likely to struggle to preserve healthy boundaries between their professional and personal lives. To signal their loyalty, devotion, and productivity, they may feel they have to work all the time. Afternoons will blend with evenings; weekdays will blend with weekends; and little sense of time off will remain. It is possible that some employees may be asked to continue working remotely for several more months.

Lots of research suggests that drawing lines between our professional and personal lives is crucial, especially for our mental. But it is difficult, even in the best of circumstances. In no small measure, that’s because the knowledge economy has radically transformed what it means to be an ‘ideal worker’.

Research has shown that workers often unintentionally make it hard for their supervisors, colleagues, and employees to maintain boundaries. One way they do so is by sending work emails outside office hours. In one study involving more than 2,000 working adults, it was found that senders of after-hours work emails underestimate how compelled receivers feel to respond right away, even when such emails are not urgent.

Covid-19 might amplify these pressures. Even for employees who have a natural preference to separate their work and personal lives, the current circumstances may not allow them to do so. Many schools are closed, and daycare may no longer be an option, placing additional burdens on working parents or low-income workers. Even companies that already encourage employees to work from home are likely to have some trouble supporting employees who face the many challenges of working at home in the presence of their families.

So how can employees continue to compartmentalize their work and non-work lives, given the extraordinary situation that so many of us are in today? How can we “leave our work at the door” if we are no longer going out the door? What can employers, managers, and coworkers do to help one another cope?

Here are some easy to follow recommendations:

Establish work routines – Get up and get dressed!

One way in which people demarcate the transition from work to non-work roles is by “boundary-crossing activities.” For example, putting on your work clothes, commuting from home to work—these are physical and social indicators that something has changed. You’ve transitioned from “home you” to “work you.”

Try to maintain these boundaries when working remotely. In the short-term, it may be a welcome change not to have to catch an early train to work, or to be able to spend all day in your pajamas—but both of those things are boundary-crossing activities that can do you good, so don’t abandon them altogether. Put on your work clothes every morning—casual Friday is fine, of course, but get yourself ready nonetheless. And consider replacing your morning commute with a walk to a nearby park, or even just around your apartment, before sitting down to work. Some workers have already come up with creative and light-hearted ways to maintain their usual work routines.

Scheduling – Create Focus Time as much as possible

Maintaining focus time boundaries is critical for well-being and work engagement. This is particularly true when so many employees—and/or their colleagues—are now facing the challenge of integrating childcare or elder-care responsibilities during regular work hours. It’s challenging even for employees without children or other family responsibilities, thanks to the mobile devices that keep our work with us at all times.

Sticking to a 9-to-5 schedule may prove unrealistic. Employees need to find work-time budgets that function best for them. They also need be conscious and respectful that others might work at different times than they do. For some it might be a child’s nap, for others it might be when their partner is cooking dinner. Employees with or without children can create intentional work-time budgets by adding an ‘out-of-office’ reply during certain hours of the day to focus on work. A less-extreme reply might be to just let others know that you might be slower than usual in responding, decreasing response expectations for others and yourself.

Creating clear working boundaries often depends on the ability to coordinate ones’ time externally. This calls for leaders to aid employees in structuring, coordinating, and managing the pace of work. This might mean regularly holding virtual check-in virtual meetings with employees or providing them with tools to create virtual coffee breaks or workspaces.

It will take some getting used to but try creating a schedule that includes time for yourself, your significant other and your family’s commitments. Through this disruption, keeping a sense of normality is key.

Some additional tips for success working from home

Ergonomics – For those who need structure, they should establish a designated workspace, with all the tools that are needed to perform their work. Not having to pack everything up daily can save time. Maybe even try out the benefits of a standing desk.

Physical Breaks – Refresh oneself mentally, physically, and emotionally. Stretch, walk or try activities can be used as movement breaks throughout the day. Read a poem or meditate for a few minutes.

Sleeping and Eating – Don’t leave these mission critical routines out. Deficiencies in either of them can have an overall impact on achieving some sort of balance.

These are just a few recommendations that can help workers maintain boundaries between their work and their personal life in the new temporal reality and thereby avoiding burnout in the long run. Everyone is different, so employees will need the flexibility to experiment with how to make their circumstances work for them in these unpredictable times.
Sources: HBR,