The traditional view of productivity in Southeast Asian workplaces has long been anchored in visible presence and sheer volume of hours worked. However, as regional economies shift towards high-value services and digital innovation, these legacy mindsets often hinder rather than help. HR leaders across the ASEAN region are now tasked with dismantling deeply ingrained cultural norms that equate staying late at the office with professional dedication and high output.
Challenging these myths is essential for modernising the regional workforce and preventing widespread burnout. In markets like Singapore and Vietnam, where competition is fierce, the focus must move from quantitative metrics to qualitative outcomes. By debunking the following misconceptions, HR professionals can foster a more sustainable work culture that prioritises mental well-being and genuine efficiency over the mere appearance of being busy.
The myth of the long-hours culture
In many Southeast Asian organisations, “face time” is still mistakenly viewed as a primary indicator of commitment. However, research consistently shows that productivity drops significantly after a certain threshold of hours. HR leaders should encourage a shift toward output-based performance management. Instead of rewarding the last person to leave the office in Jakarta or Manila, organisations ought to celebrate those who meet objectives efficiently. Reducing unnecessary overtime not only improves mental health but also forces teams to prioritise high-impact tasks.
Multitasking is a high-level skill
The belief that handling multiple tasks simultaneously increases efficiency is a persistent fallacy. In reality, the cognitive “switching cost” reduces overall quality and slows down project completion. This is particularly relevant in the region’s fast-paced tech hubs where employees are often bombarded with notifications across various platforms. HR should promote “deep work” initiatives, encouraging periods of focused, uninterrupted concentration. By educating managers on the limitations of the human brain, organisations can reduce errors and improve the strategic depth of employee contributions.
Remote work inevitably lowers output
Despite the global shift toward flexibility, some regional leaders remain sceptical of work-from-home arrangements, fearing a lack of oversight leads to laziness. Evidence suggests that, when managed correctly, remote work can actually boost productivity by eliminating long commutes in congested cities like Bangkok. HR must advocate for trust-based cultures and provide managers with the tools to lead hybrid teams. The focus should be on providing clear KPIs and robust digital infrastructure rather than physical surveillance, allowing employees to work in environments that suit their specific tasks.
More meetings lead to better collaboration
The “meeting-heavy” culture often found in regional conglomerates frequently serves as a barrier to actual work. While collaboration is vital, excessive meetings lead to decision fatigue and fragmented schedules. HR professionals can introduce “no-meeting days” or stricter guidelines on meeting durations and agendas. In hierarchical cultures, meetings are often used for information cascading that could be handled via digital platforms. Streamlining communication ensures that when teams do meet, the time is used for genuine problem-solving and creative brainstorming rather than passive status updates.
Pressure is the best motivator
While a certain level of urgency can drive results, constant high-pressure environments lead to diminishing returns and high turnover. In the competitive talent markets of Southeast Asia, relying on “pressure-cooker” tactics is a short-sighted strategy. HR should coach leaders on the difference between healthy challenge and chronic stress. Psychological safety is a far more effective long-term driver of innovation. When employees feel safe to voice concerns or admit mistakes without fear of retribution, they are more likely to take the calculated risks necessary for organisational growth.
