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Our staff are always on after hours. How do we set limits that people keep to?

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Last updated 10 November 2026

There's pressure in the teamFor Leaders, Managers

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In short

Agree as a team when replies are expected and what counts as urgent, and ask leaders to keep to the same rules. National guidance already encourages employers to do this.

When the fastest reply is seen as a sign of commitment, people stay connected even when nothing is urgent. Over time, this affects sleep and mood and can lead to burnout.

What to do

  1. Agree team norms For example: “No reply expected after 7pm or on weekends unless it is marked urgent.”
  2. Agree what counts as urgent and how to flag it, such as a phone call instead of a chat message.
  3. Ask leaders to keep to the norms first Schedule late-night emails to send in the morning, and do not reply to non-urgent messages on leave.
  4. Give time back If someone has to work after hours, give them time off to rest.
  5. Protect time for focused work during the day, such as meeting-free blocks, so work does not run into the evening.
  6. Review after a month Ask the team whether the norms are working, and adjust them.

Watch out for

  • When a leader sends emails late at night, staff may feel they should reply, even when no reply is expected.
  • Roles that work with other time zones may need different norms. We suggest agreeing these openly so people do not have to guess.

Good to know

The Tripartite Advisory on Mental Well-being at Workplaces encourages employers to set reasonable expectations for after-hours communication, including when staff are on leave. It also encourages employers not to expect replies to non-urgent messages until the next working day.

Discover more

WorkshopBIG Impact ChallengeWhere teams agree habits like these and practise themSee dates and fees on Wayfinder →

Kaleidoscope Labs manages the Network and provides some of these courses and workshops for a fee.

Read more

GuidanceTripartite Advisory on Mental Well-being at WorkplacesArticleAlways On, Never Off: The Well-Being Cost of Constant Availability in SingaporeArticleDigital Fatigue at Work: Managing Screen Stress in Singapore OfficesRelated questionMany of our staff say they are burnt out. Is resilience training enough?Related questionOur staff only mention workload when they resign. How do we get them to raise it earlier?

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Next in There's pressure in the team →People come to work when they’re unwell. Why, and what should we do?

See all questions. This is general guidance, not legal or clinical advice. Can’t find your answer? Email hello@wellbeingchampions.sg.