New data reveals a workforce in distress, although researchers say the symptoms may not be immediately visible to HR leaders. Results of Microsoft’s 2025 Work Trend Index signal a rise of an “infinite workday” where traditional work/life boundaries have eroded.

The high cost of interruptions

Nearly half of employees and leaders report that work feels chaotic and fragmented. But it’s not just a matter of feeling busy. According to the report, which examined the experiences of more than 30,000 knowledge workers around the world, employees are interrupted every two minutes throughout the day. That’s 275 disruptions from meetings, emails or notifications.

Additionally, one in three employees say the pace of work over the past five years has become unsustainable. By 10 p.m., nearly 29% of active workers are back in their inboxes, showing how the workday now spills into what used to be personal time.

This isn’t just about individual burnout. Microsoft researchers say the breakdown of boundaries contributes to a broader productivity decline. The most effective hours for focus—typically between 9–11 a.m. and 1–3 p.m.—are increasingly filled with meetings. Half of all meetings now occur during these peak concentration windows, leaving little time for the deep work that drives progress.

Traditional performance management assumes workers have uninterrupted time for execution, but that’s no longer the case. The research shows 57% of meetings are ad hoc calls without calendar invites, upending planned workflows. Even more telling, according to the report, is that PowerPoint edits spike 122% in the final 10 minutes before meetings, showing that preparation time has been reduced to near zero.

Nuanced workforce preferences

Microsoft’s findings show a 16% year-over-year increase in meetings held after 8 p.m., along with evidence of employees sending or receiving more than 50 messages outside of regular business hours. While these numbers may raise concern, researchers note that the implications are more nuanced, suggesting that HR leaders should be cautious about labeling this trend as purely negative.

For instance, caregivers often value shifting work to evenings so they can manage family needs during the day. Global teams benefit from flexible schedules that span time zones. High-autonomy workers often find evening hours align better with their natural focus rhythms and offer quiet time for concentration.

The real issue is whether evening work reflects genuine flexibility or simply extends an already overloaded day, the report authors write. When paired with autonomy and the ability to adjust daytime hours, evening work can support better work/life integration. But when it becomes an expectation layered on top of a full daytime load, it quickly becomes unsustainable.

This marks a cultural shift from pre-pandemic norms, say Microsoft experts. Evening work was once mostly limited to such fields as finance, law and consulting. Now, it’s common across various roles, indicating that HR leaders must design policies that recognize this new normal while safeguarding wellbeing.

How can HR cut the communication noise?

Researchers found that the average worker using the Microsoft platform now receives 117 emails daily, most skimmed in under 60 seconds and 150 Teams messages per weekday. But the communication tidal wave doesn’t stop there, according to Microsoft data. Emails with 20 or more recipients are up 7%, while one-on-one threads have declined by 5%. Much of this volume reflects overload rather than valuable collaboration.

Companies that reduce noise and promote intentional communication can gain a competitive edge. Kim Seals, a partner in the people and change practice of consulting firm West Monroe, advises HR leaders to leverage tools that support both real-time and offline collaboration.

“These project management tools are used to define and track work and deadlines across teams, enabling connectivity without needing to work the same hours,” suggests Seals.

Organizations succeeding in this environment are adopting what Microsoft calls a “Frontier Firm mindset”—one that questions how time is used, how work gets done and what drives impact. Researchers say top-performing companies are using AI and process redesign to eliminate low-value tasks and focus on the 20% of work that delivers 80% of outcomes.

Seals suggests HR can help foster a culture that sustains productivity while supporting flexibility, communication and “healthy work habits.” Time-tracking and productivity tools, similar to mobile screentime reminders, can be useful. “These tools help employees monitor their work habits and identify when they might be overworking.”

Some organizations are also shifting from rigid departmental structures to what Microsoft calls “Work Charts”—agile teams built around specific goals. Research suggests this makes particular sense when AI can fill skill gaps dynamically, but the approach requires HR to rethink job descriptions, performance evaluations and career paths.

After-hours work and employee wellbeing

The data shows 30% of meetings now span multiple time zones—a 35% rise since 2021. Large meetings with 65 or more attendees are the fastest-growing category, likely driven by the need for coordination across distributed, cross-functional teams.

The research shows that after-hours work impacts employees differently. Remote workers often find evening hours helpful for catching up. Hybrid workers, on the other hand, are more likely to find that time stressful. Blanket policies may miss these nuances.

Seals notes that technology is reshaping collaboration by enabling flexibility and personal schedules. “It’s key for employees to set boundaries and ensure evening work remains a choice rather than a default expectation, and to do this with the full support of their employer.”

She sees a clear role for HR in this balance: “HR should work with the business to deploy tools that automatically disable notifications during designated ‘off hours’ or integrate reminders for breaks,” while also using wellness tools and regular pulse surveys to monitor employee wellbeing.

However, Seals adds that “implementing tech isn’t the full answer”—real change requires support from managers and leaders, and “a culture that sets the tone for using those tools.”

Advice for HR leaders

Seals urges HR execs, business leaders and managers to align on expectations around response times so “employees don’t feel pressured to reply during evenings.” She also recommends tools for offline updates and documentation sharing to reduce the need for real-time collaboration after hours.

To support fairness across regions, Seals suggests scheduling algorithms that “distribute evening work fairly across global teams rather than defaulting to one region.” She also recommends tracking patterns to “identify trends that might indicate excessive evening hours,” allowing managers to step in early.

Her approach focuses on prevention, not just reactive fixes. By using technology to monitor workloads and distribute them fairly, companies can avoid overburdening individuals or regions with after-hours demands.

Seals emphasizes the importance of culture: “HR [leaders] can foster a culture that sustains productivity, while also encouraging flexibility, communication and healthy work habits.”

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