Improving Efficiency and Employee Wellbeing: Insights for Australian Organisations

Debra Putt
Aug 19
3 min read

Updated: Oct 10

As Australian organisations prepare for the upcoming Productivity Roundtable (19–21 August 2025), one topic is rising to the top of the agenda: improving efficiency without sacrificing employee wellbeing.

The pressures of modern knowledge work, particularly excessive meetings and digital overload, are now recognised not just as operational challenges but as psychosocial risks. These risks have tangible impacts on health, engagement, and performance.

The Hidden Cost of Meetings

Recent studies suggest Australian knowledge workers lose up to 600 hours per year, which is over 15 work weeks, to interruptions and inefficient scheduling. Meetings, once a vehicle for collaboration, have become overused, poorly structured, and draining for many teams. Compounding this issue is the “infinite workday” driven by constant connectivity. Employees can receive more than 90 emails daily, often outside core hours. This fuels a cycle of reactive work and eroded focus time.

Drawing on insights from workplace efficiency programs delivered by PEPworldwide Australia, it’s clear these challenges are not purely operational; they’re deeply human. As participants put it:

“There is an overwhelming volume of information delivered rapidly, accompanied by expectations for prompt response. Insufficient time remains for focusing on essential tasks… Frequent distractions and interruptions disrupt productivity.”

Psychosocial Risks in Focus

The impact of poor meeting culture and digital overload aligns closely with four of the most common psychosocial hazards identified in Australian workplaces:

High Job Demands – Excessive workloads and unrealistic deadlines leave little space for recovery.
Poor Support and Communication – Without deliberate planning, meetings and messages multiply without delivering value.
Lack of Role Clarity – Vague or shifting priorities lead to duplication of effort and disengagement.
Low Recognition and Engagement – Constant reactive work reduces opportunities for meaningful achievement.

“Ineffective time management and prioritisation contribute to stress and burnout… Persistent demands for attention and rapid response times can lead to mental and emotional fatigue.”

— Jacqui Walsh, Head of Professional Services and Coaching, PEPworldwide Australia

Her comments reflect a growing recognition that productivity strategies must address both operational processes and the human toll of constant demands.

Rethinking How We Meet and Communicate

Reforms to meeting culture are showing promise in many organisations. Key strategies include:

Limiting recurring meetings to those that demonstrably add value.
Making agendas future-focused rather than status-heavy.
Using collaboration tools to replace unnecessary live discussions.
Leveraging AI assistants to summarise discussions, capture action points, and automate follow-ups.

Outcome: These measures free up time for strategic, high-impact work while reducing cognitive load.

Wellbeing and Organisational Performance

The connection between time management, mental health, and productivity is well-documented. Ineffective structures don’t just cost hours; they increase stress, fragment attention, and undermine engagement. Optimising workflows and communication patterns benefits both parties. Employees gain greater control and focus, while organisations see improved decision-making and delivery.

Beyond Policy: The Monday Morning Test

Productivity transformation will not succeed solely through policy statements. It must reach the inbox, the meeting room, and individuals’ daily work routines.

Whether through internal initiatives, structured training programs, or targeted efficiency reviews, the goal is to create environments where people can do their best work without burning out.

The Role of Leadership in Productivity

Leadership plays a crucial role in fostering a culture of productivity and wellbeing. Leaders must model effective time management and communication practices. They should encourage teams to prioritise tasks that align with organisational goals while also allowing for downtime.

By demonstrating a commitment to both productivity and employee wellbeing, leaders can inspire their teams to adopt similar practices.

Embracing Technology for Better Outcomes

Technology can be a double-edged sword. While it can contribute to digital overload, it also offers tools that can enhance productivity. Embracing the right technology can streamline processes and reduce the burden of administrative tasks.

For instance, project management tools can help teams stay organised and focused. Communication platforms can facilitate better collaboration without the need for excessive meetings. When used effectively, technology can be a powerful ally in the quest for improved efficiency.

The Importance of Continuous Improvement

Improving workplace productivity is not a one-time effort. It requires a commitment to continuous improvement. Regularly assessing processes, gathering feedback, and making adjustments are essential.

Organisations should create a culture that values learning and adaptation. This approach not only enhances productivity but also fosters a sense of ownership among employees.

Conclusion

In conclusion, the journey towards improved efficiency and employee wellbeing is multifaceted. It involves rethinking how we meet, communicate, and manage our time. By addressing the psychosocial risks associated with modern work, organisations can create a healthier, more productive environment.

As we approach the Productivity Roundtable, let’s keep these insights in mind. Together, we can unlock our full potential and achieve significant time savings and better performance through proven coaching programs.

Debra Putt is with PEPworldwide Australia, which specialises in workplace efficiency and productivity.

PEPworldwide works with organisations to optimise workflows, improve meeting culture, and support employee wellbeing. For more information, contact PEPworldwide.

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