Overtime Management: Why Advance Notice is Crucial for Employee Well-being and Retention

Workplace demands can sometimes increase suddenly and unexpectedly—for example, when a key project deadline is moved up, during seasonal peaks, or when a colleague falls ill. In all these situations, employees typically face overtime. This means they must either accomplish more during their regular hours, work extra hours, or possibly even take on special shifts. For employers, this raises an important question: How can I structure overtime in a way that minimizes negative impacts on my team?

A study published in the journal "Personnel Psychology" titled "I didn't see that coming!..." concludes that how employees react to increased workload depends heavily on how predictable it is for them. The research compared the effects of expected versus unexpected work overloads on employee well-being. The results show: A high discrepancy between expected and actual workload triggers stress and worry in employees. They might wonder: "How long will this last?" "How will I manage my personal commitments?" or "Will I be able to maintain this pace?"

In other words, unexpected overtime significantly impairs employees' need for autonomy and their desire to feel in control—and does so negatively. It also typically comes with not just a physical but an emotional burden. If the situation persists, this often leads to employees feeling increasingly exhausted over time and sometimes even burning out.

This is a situation familiar to many employees in hospitals and care homes, for instance. Due to acute staff shortages, they often know at the end of a shift: "As soon as I'm home, I'll get a call asking if I can take an extra shift or come in earlier tomorrow because..." This kind of work situation wears employees down over time and frequently leads them to eventually change jobs or even careers.

The study confirms what many employers and managers know from practice: Employees are generally willing to work overtime when needed—at least as long as they identify with their work and employer. However, it's crucial that their life and work remain largely predictable and that overtime doesn't hit them like a bolt from the blue. For example, being asked five minutes before clocking out is problematic because they usually already have other plans for the rest of the day—even if it's just running errands or cooking for their loved ones. The same applies to weekends.

Therefore, managers should inform their employees about potential overtime as early as possible. This is usually feasible: Employers always know when many employees are on vacation and need coverage. Similarly, managers typically don't find out only on Friday afternoon that an important meeting is scheduled for Monday morning, requiring a presentation. They also know that filling a vacant position in the current job market usually takes longer than a week or two.

Thus, they usually have sufficient time to discuss upcoming or emerging workload peaks with their employees early enough so that the employees can adjust their personal plans. An additional advantage of early communication is that, if necessary, alternative solutions can still be found or support measures can be organized to help preserve employee well-being and performance.

The Human Behind the Employee: Why Predictable Schedules Matter

Generally, companies should not underestimate the importance of (as far as possible) binding work schedules for the majority of their employees. For all employees, it holds true: They are not just workers; they wear many other "hats." They are also parents, partners, caregivers, volunteers, and community members. And they want or need to juggle all these roles in their daily lives. Accordingly, early information about potential workload spikes is crucial so employees can plan and manage their various responsibilities.

They can only do this if they know when extra effort will be required. Therefore, work schedules that are adhered to as much as possible also signal to employees that they are seen and valued as human beings. This, in turn, is a prerequisite for them to identify (in the long term) with their employer and be willing to consider the employer's needs in their life planning.

Practical Tips for Employers and Managers

Therefore, managers should always give advance warning when a potential increase in their employees' workload—for whatever reason—is foreseeable. They should also ask to what extent and under what conditions the overtime is compatible with the employees' other tasks and interests. Because only when cooperation is based on mutual give-and-take are employees—at least in the long run—willing to give their "best" for their employer (or their team), even if this partially conflicts with their personal interests.

And another tip: It is not a given that employees work overtime (even if some employers see it differently). So, you should also thank your employees for the overtime they work—even if they are paid for it or receive time off in lieu. Because flexibility, too, is a valuable commodity in the modern working world.

About the Author: Sabine Prohaska is the owner of the consulting firm [Company Name]. The author of several professional books supports companies, among other things, in developing a new learning culture and a culture of collaboration within their organization.