Of course, Staples sells break-room supplies and furniture, but the retailer also passed along other suggestions, including urging employees to disconnect from work-related technology when taking a break. In its report of the survey’s findings, Staples urged employers to stock break rooms with healthy snacks and beverages and comfortable furniture to encourage employees to take relaxing breaks. The survey reported that 59 percent said regular breaks would improve their work, 43 percent said breaks would improve their personal happiness, and 37 percent said breaks would improve their health. Even though most said they didn’t feel encouraged to take breaks, they thought breaks would help their performance. The Staples survey found that 55 percent of the employees surveyed didn’t feel they could leave their desks to take a break. So if breaks are so beneficial to productivity, why don’t more workers use them effectively? Office supply retailer Staples released a survey of office workers and managers in May 2014 showing that one in five employee respondents cited guilt as the reason they don’t take time away from their work stations.
Therefore, during the 52 minutes of work, you’re dedicated to accomplishing tasks, getting things done, making progress.” “The notion that whatever you do, you do it full-out. “Working with purpose can also be called the 100 percent dedication theory,” the DeskTime article states. Why do those people end up being so productive? They’re extremely focused on what they’re doing while they work, according to DeskTime. The study claims those in the top 10 percent of the productivity scale work for 52 minutes and then take a break for 17 minutes. The McKinsey report follows a 2014 study from DeskTime, a maker of time-tracking and productivity software. He went on to say his workforce “adopted the phrase ‘leaving by example,’ encouraging people to use it instead of a mumbled, guilty excuse for taking a break.” His example communicated to his workforce “that breaks are a legitimate use of time because we get so much more done afterward,” the article quotes the executive as saying. The example he set resulted in a new attitude among employees. And he went further: Between his own focused work sessions, he said he would sometimes “bugger off for a walk.”
He then set an example by taking time offline to let employees know that they should feel comfortable doing the same, instead of feeling like they always need to be accessible to the boss via email, instant messaging, or in person.
In making that decision, he looked to the science of how the brain works and why interruptions and distractions hurt productivity. The article tells of an executive who made the decision to encourage his employees to take breaks when he started a technology consultancy in 2011.
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