BharatPe CEO Criticizes 90-Hour Work Week Debate:

This global debate over work from home or long work hours has again raised debates in the corporate world and on social media with BharatPe CEO Shashvat Nakrani joining in the conversation. His simple statement regarding the lack of feasibility of having a 90-hour work week has been the topic for discussion of employee wellness and productivity as well the prevalence of the culture of demanded efficiency.

Nakrani makes these remarks when the expectation to celebrate working harder is increasing especially in startup spaces and high-performance fields. He has also closely targeted the misunderstanding that more hours produce more success with the use of a label ‘recipe for burnout’.

The beginning of the leaders’ 90-hour work week controversy

The idea of working 90 hours per week recently became popular due to a radical statement made by the talented, but rather eccentric billionaire Elon Musk who stated that it is necessary to work 80-100 hours per week, or even more. Musk’s remarks brought back a more general discussion about the practicality as well as the ethical nature of pushing the work to that extent.

While the proponents of these long and longer hours points out the necessity of such terrible regimes to achieve extraordinary results, the critics including the CEO of BharatPe, Shashvat Nakrani, has not taken much time to highlight the cost of such ruthless regimes to health.

BharatPe CEO’s Take: Why It’s Unsustainable

Shashvat Nakrani, who is the founder of one of India’s most talked about fintech startups, was blunt when asked about the matter. He said the 90 hours working plan was out of this world and actually lethal saying that it was a recipe for burn out.

To this, Nakrani posits Mr and Ms Browns are more likely to attain short-term outcomes within the course of twelve hours more working they spent than mid to long term gains but also suffer the wrath of detrimental impacts such as decreased creativity, decision-making capacity, and output in the long run. He insisted on reducing the rate of working while increasing the importance of health in supporting productivity since health constitutes one of the basics of work.

The Science Behind Burnout

Nakrani’s remarks reflect all the fundamental findings of burnout and overwork literature. In a study produced by the world health organization in 2019 burnout is classified as an occupational phenomenon which is as a result of stress not well dealt with at the workplace. Symptoms include:

Exhaustion: Physical exhaustion as well as exhaustion of the emotions corresponding to the opposite gender.
Detachment: A growing cynicism with their job.
Inefficacy: A feeling of lethargy and inefficiency or a feeling of inadequacy.

Some of the symptoms are worsened by the long hours at work hence creating a vicious cycle where through getting to work and remaining at work employees end up doing less output.

The problem with “Hustle Culture”

Nakrani’s critique is not dissimilar from broader discussions of ‘hustle culture’ where full labor optimization—the tiresome pursuit of the next victory—is not only celebrated as the proper lifestyle but warranted. As well, long working hours are status as a sign of hard work and dedication in this story without consideration of the advantages or disadvantages it has towards the health and interpersonal relationships.

But this type of thinking is already starting to be challenged. Many research have found that long working hours do not produce higher productivity as is often believed. However, they mostly result in a decline in productivity due to producing low-quality output when workers or employees are overstressed or bored.

The lens through and by which the book is narrated thereby handles the tension between ambition and well-being.

Shashvat Nakrani’s view shows that there is a need to practice moderation while at work. Of course he is right in supporting that ambition backed up with hard work is very important, but one shouldn’t forget about his/her health.

He prefers productivity than the time spent on work, hence forcing employees to work smart and complete their projects within the time required. This approach not only contributes to promotion of health work place but also provide continuos demand of interest of employees in their workplace.

Reflections from BharatPe Work Culture

BharatPe is a bright example of the fintech segment that has grown a lot during the two years of Nakrani’s leadership. The company’s growth shows that it is possible to achieve success without such schedules and far from being unrealistic the society should strive to emulate the company’s success.

On the other hand, BharatPe has developed a culture of smart working and collective and productive working as well as coming up with new ideas. With flexibility of working adopted by the company and the welfare of the employees regarded, this company has recorded significant achievements as standard human resource aspects have not been ignored.

Managers and professionals are sharply divided on the government proposed 90-hour work week.

Conflict over working long hours has again emerged as a split between industry heads and practitioners. As for some find it socially acceptable to come up with solutions that are the extreme of a given characteristic and go for the greatness of it, Nakrani found such status-quo unjust and unwise.

For instance, Microsoft Japan tried out the four-day workweek and said that, as a result, productivity rose by 40 percent. Likewise, other business organizations have experienced enhancements in their performances when they insisted on reducing hours of work than putting focus on the welfare of employees.

The Road Ahead: Redefining Productivity

Their words are timely in a world where the corporate world is still caught in this debate about what working productively really means, as evoked by Nakrani in the article. The strategies should therefore include an acknowledgment of the fact that health and satisfaction of employees are great motivators for success while overworking can actually be counterproductive.

Such changes wouldn’t need to be solely technological, which is why redefining productivity means a shift in culture where output equals value rather than time spent. This is because by enhancing the balance of working time and leisure time, not only are employees’ well being boosted but enhanced organizational performance is experienced.