The Hidden Cost of Hustle Culture: A Global Call to Rethink Work

In July 2024, 26-year-old Anna Sebastian Perayil, a chartered accountant at Ernst & Young (EY) in India, passed away just four months after joining the firm. Her parents claim that relentless work pressure at EY led to her untimely death, triggering widespread debate over the cost of overwork. EY, like many global firms, has denied these allegations, asserting that Perayil’s workload was comparable to that of any other employee. However, this incident strikes a painful chord in a country where overwork is often normalized.

Just two years earlier, a similar tragedy occurred at EY’s Sydney office, where an employee took their own life after facing extreme workplace stress. The Sydney incident highlighted that the pressures of overwork and the mental toll it exacts are not isolated to any one country or industry. Whether in India, Australia, or other parts of the world, toxic work environments continue to take their toll on employees’ mental and physical health.

These cases are just two examples of how hustle culture, a phenomenon glorified in industries like finance, law, tech, and consulting, can lead to devastating consequences. The common thread is a corporate culture that prioritizes productivity and growth at all costs, often ignoring the human cost of relentless work pressure.

The Role of Hustle Culture in Workplace Toxicity

Hustle culture is rooted in the belief that success is directly tied to long hours and constant availability. Employees are expected to sacrifice personal time, health, and wellbeing to demonstrate their commitment to the organization. In this culture, time spent at the desk is seen as a measure of loyalty, while taking time off or leaving work on time can be perceived as a lack of ambition.

In India, this culture has become deeply ingrained. High-profile business leaders like Infosys co-founder Narayana Murthy have publicly suggested that young Indians should work 70-hour weeks to propel the country's economic growth. This sentiment is echoed by entrepreneurs like Shantanu Deshpande, who advised early-career professionals to stop complaining about long hours and "grind" for 18-hour days to make it in the corporate world. The pressure to conform to these expectations is immense, with employees internalizing the belief that working longer hours is synonymous with success.

This attitude is not unique to India. In the U.S., the concept of the "always-on" culture is prevalent, particularly in Silicon Valley, where working late into the night and over weekends is glorified. In finance, Wall Street has long been known for its gruelling hours and unrelenting pressure to meet targets. Globally, hustle culture has been institutionalized, creating environments where burnout is accepted as part of the job and long hours are seen as the only path to career advancement.

But this culture comes at a cost. Perayil’s mother reported that her daughter suffered from anxiety and sleeplessness shortly after joining EY, highlighting the immense toll this type of work culture takes on mental health. Similarly, the EY employee in Sydney reportedly struggled with the pressures of an over-demanding workplace, resulting in tragic consequences. These cases highlight the toxic nature of hustle culture and its dangerous impact on employees.

The Broader Global Context: A Culture of Overwork

While hustle culture may have its roots in specific industries, the broader issue of overwork is a global phenomenon. According to the International Labour Organization (ILO), India ranks among the countries with the longest working hours, with half of the workforce working over 49 hours per week. In part, this is due to economic liberalization policies introduced in the 1990s, which led to the explosive growth of the service sector. Industries such as IT, consulting, and finance began operating around the clock to meet global demands, leading to the normalization of extended work hours and excessive workloads.

This culture of overwork is not unique to India. In Australia, long working hours have become increasingly common, particularly in high-pressure sectors like consulting and finance. The EY suicide in Sydney was a wake-up call that even in countries with stronger labour protections, the pressure to deliver can lead to tragic outcomes. The U.S. has also grappled with a similar issue, with the term “burnout” being frequently discussed in the context of Silicon Valley’s tech giants, law firms, and investment banks. In South Korea and Japan, the concept of "karoshi," or death by overwork, has been recognized for years, with employees working themselves to exhaustion in the name of professional success.

The institutionalization of overwork is reinforced by societal expectations. In many countries, including India and parts of Asia, working long hours is seen as a sign of dedication to both one’s career and family. Business schools often reinforce these values, with students being told that career success comes at the cost of personal time, and that long hours in the early stages of their career are necessary to reach the top. This cultural conditioning prepares young professionals to accept burnout as a normal part of working life, setting them up for a future defined by stress and overwork.

The Psychological Toll of Burnout

Burnout has become a widespread issue in corporate environments globally, leading to what the World Health Organization (WHO) has identified as an “occupational phenomenon.” It is the result of chronic workplace stress that has not been successfully managed, and it manifests in a range of symptoms - from emotional exhaustion to cynicism and feelings of ineffectiveness.

Research has shown that employees who work long hours are significantly more likely to experience mental health challenges, including anxiety and depression. Studies have linked excessive workloads and unrealistic deadlines with heightened stress levels, insomnia, and burnout. Over time, these mental health struggles can escalate into more serious conditions, including panic disorders and even suicidal thoughts.

Perayil’s case exemplifies the psychological toll of burnout. Her mother described how Perayil experienced intense anxiety and struggled with sleeplessness after joining EY, symptoms that are all too common among employees in toxic work environments. The pressure to meet deadlines, work long hours, and constantly deliver on expectations can push employees to their breaking point. The same was true in the Sydney case, where the relentless demands of work reportedly contributed to the employee’s decision to take their own life.

What makes burnout even more dangerous is the stigma surrounding mental health in the workplace. Employees often feel reluctant to speak out about their struggles for fear of being perceived as weak or incapable. In countries like India, where mental health is still a taboo subject in many corporate settings, this fear is even more pronounced. Many employees suffer in silence, unable to seek the support they need. This silence perpetuates the cycle of burnout, as companies continue to prioritize productivity over employee wellbeing.

Workplace Reforms: Real or Symbolic?

In response to growing awareness of burnout and its impact, many companies have introduced wellness programs, mental health partnerships, and leave policies designed to promote employee wellbeing. However, these initiatives often fall short of creating meaningful change. While wellness programs may provide temporary relief, they do little to address the structural issues that perpetuate toxic work environments.

For instance, EY India has emphasized its commitment to employee wellbeing in the wake of Perayil’s death, highlighting various mental health resources available to employees. However, former employees have pointed out that the underlying issue is not the absence of wellness programs, but the deeply entrenched culture of overwork. As long as long hours and unmanageable workloads are normalized, no amount of wellness initiatives will truly solve the problem.

Dr. Chandrasekhar Sripada from the Indian School of Business has argued that many corporate reforms are more symbolic than substantive. He asserts that quick fixes, such as offering mental health days or wellness workshops, are insufficient if the broader workplace culture remains toxic. To create meaningful change, companies must fundamentally rethink their performance metrics and how they define success. Rather than measuring productivity in terms of hours worked, companies should focus on the quality of output and the wellbeing of their employees.

While some firms continue to struggle with implementing real reforms, Scandinavian countries offer a blueprint for more balanced work environments. Sweden’s experiment with a six-hour workday has shown that shorter hours can lead to higher productivity and increased employee satisfaction. Countries like Denmark and Norway have long embraced flexible working conditions and prioritizing work-life balance, resulting in lower rates of burnout and higher employee happiness. These models show that it is possible to achieve both corporate growth and employee wellbeing.

The Way Forward: Reframing Productivity

To tackle the systemic issues of burnout and overwork, companies must rethink how they measure productivity and success. The outdated belief that long hours equal dedication must be replaced with a focus on outcomes, efficiency, and innovation. It is time for corporate cultures to evolve and recognize that employees perform better when they are healthy, rested, and supported.

First, companies should prioritize the enforcement of labour laws, ensuring that employees are not overworked and that excessive hours are not celebrated as a sign of loyalty. This includes setting realistic workload expectations and providing adequate resources for employees to meet their goals without pushing themselves to exhaustion. Leaders should also recognize the value of flexible working arrangements, which have been proven to improve mental health and productivity, especially in the wake of the COVID-19 pandemic.

Second, companies should leverage technology to reduce human effort. Rather than requiring employees to work longer hours to keep up with demand, firms can use automation, artificial intelligence, and collaboration tools to streamline work processes and improve efficiency. This not only boosts productivity but also allows employees to focus on higher-value tasks.

Lastly, companies must create a culture of trust and accountability, where employees feel comfortable taking time for self-care and mental health. Leaders should lead by example, setting boundaries around work hours and demonstrating that wellbeing is a priority. Employees should be encouraged to speak openly about mental health concerns, knowing that their wellbeing is as important to the company as their output.

A Legacy Beyond the Boardroom

The deaths of Anna Sebastian Perayil in India and Aishwarya Venkatachalam in Sydney serve as stark reminders of the high cost of hustle culture. These tragedies highlight the urgent need for companies to rethink how they approach work, success, and employee wellbeing. If businesses continue to prioritize relentless productivity at the expense of mental health, more lives will be lost, and the cycle of overwork and burnout will persist.

However, there is hope for change. By redefining productivity, valuing outcomes over hours, and fostering a culture of wellbeing, corporate leaders can create environments where employees thrive. This shift requires a fundamental rethinking of how success is measured, but it is a necessary step toward a more sustainable future of work.

Global firms like EY, with offices spanning multiple countries and cultures, have a unique opportunity to lead this change. By implementing meaningful reforms, truly prioritizing employee wellbeing, and setting an example for others to follow, these companies can ensure that tragedies like those in India and Sydney become a thing of the past.

In the end, the legacy of Perayil and others should serve as a call to action for global leaders to build workplaces that protect both the health and dignity of their employees - proving that success and wellbeing are not mutually exclusive.