When Narayana Murthy, co-founder and retired chairman of Infosys, suggested last year that the youth of the country should be prepared to put in 70 hours of work a week, he would not have imagined the kind of buzz his statement managed to create. From the point of view of a senior businessman, who has struggled and worked hard to reach his present status, it was a harmless statement. After all, he would have done exactly that—spent way over 70 hours a week to build a tech giant that has quite the presence globally and is amongst the largest employers in the country. What he probably did not realise was that the so called ‘youngsters’ of today, especially the Gen Z, have different priorities. For them, there is much more to their existence than building a career and earning a hefty income. They wish to attain work-life balance, pursue hobbies and enjoy life. He was trying to sell his advice to youngsters who give more importance to their mental health and physical fitness than the older generations did. Most importantly, they wish to be happy. Happiness is their priority, and a 70-hour work week will certainly be a hurdle in this pursuit.
Of course, Murthy may have simply meant that youngsters need to sweat it out in their initial years of joining the workforce, and even burn the midnight oil, if required, to establish themselves. Once they are successful, they can afford to chase work-life balance. However, his advice comes at the wrong time. World over, organisations and governments are trying out a four-day work week for the well-being of their workers and to achieve higher productivity. Employers are waking up to the fact that only happy employees can be productive and engaged. Take the case of Pang Dong Lai, for instance.
In a bold move to prioritise employee well-being, Yu Donglai, the founder and chairman of the retail chain Pang Dong Lai, has introduced a pioneering policy known as ‘unhappy leave’. This innovative approach allows employees to take a day off whenever they feel discontented or stressed, without needing management approval.
This policy is part of a broader strategy aimed at enhancing work-life balance within the company. Yu’s philosophy is simple yet profound: happy employees are the foundation of a successful organisation. He firmly believes that a relaxed and content workforce not only leads to better organisational culture but also drives higher productivity and profitability. By fostering an environment where employees are free to address their emotional and mental needs, Yu is investing in the long-term success of his business.
But Yu didn’t stop there. Alongside the unhappy leave policy, the company has also implemented a reduced workday of just seven hours, coupled with extensive annual leave benefits. These initiatives are designed to create a workplace where employees feel valued and supported, ultimately leading to higher job satisfaction, better performance, and, as a result, increased profitability.
Yu Donglai’s approach aligns with the philosophy of Happiest Places to Work, an organisation that champions workplace cultures where employee happiness is at the core. Companies recognised by Happiest Places to Work understand that when employees are happy, they are more productive, engaged and committed—leading to sustained business success.
The concept of ‘unhappy leave’ challenges traditional corporate structures, which often require formal approval for time off and place significant emphasis on constant availability. By allowing employees the freedom to take time off whenever they need it, Yu is sending a powerful message: employee well-being is not just a buzzword but a priority, and a happy workforce is the key to a prosperous business.
This approach could serve as a model for other companies looking to improve their work culture. In an era where burnout and health issues are increasingly common, policies such as unhappy leave can be the key to creating a happier, more engaged workforce—and ultimately, a more profitable and sustainable business.
As more companies begin to recognise the importance of mental well-being, we may see a shift towards more flexible and compassionate work environments. Yu Donglai’s innovative policy could very well be the beginning of a new era in workplace well-being, where the happiness of employees is seen as integral to the success of the organisation.