Rakesh Magotra
Just a few months ago, a 26-year-old chartered accountant named Anna Sebastian Perayil was brimming with ambition and hope, ready to make her mark at Ernst & Young (EY), one of the world’s top accounting firms. She had recently joined the company, equipped with her qualifications and dreams of climbing the corporate ladder. Four months later, Anna’s promising journey ended in tragedy. Her sudden death has since sparked a nationwide conversation about workplace culture, mental health and the alarming pressures faced by young professionals in corporate India.
Anna’s story is not an isolated one, within weeks after the news of her death went viral on social media, an additional deputy vice-president at HDFC Bank’s Lucknow branch collapsed at her workplace, succumbing to the crushing demands of her job. Take the example of Nithin Kamath, the founder of Zerodha, one of India’s leading brokerage firms, who shared his near-death experience due to overwork. In his early years, he was driven by the constant pressure to excel and grow the company, often working through sleepless nights. It wasn’t until he faced severe health consequences that he realized the damaging effects of a toxic work culture. These incidents are not mere statistics; they are a reflection of a culture that’s dangerously veering towards an obsession with productivity, often ignoring the very humans behind the job titles.
The Reality of ‘Hustle Culture’
Many corporations proudly champion what they term the “hustle culture,” a relentless pursuit of success that glorifies long hours, weekend work and sleepless nights. It’s marketed as the path to excellence, innovation and career growth. But behind the motivational posters, inspirational TED talks, and LinkedIn posts lies an uncomfortable truth: this culture is breaking people.
Anna’s mother, Anita Augustine, penned a heart-wrenching letter to EY that has since gone viral, shedding light on the extreme pressures her daughter faced. “Anna’s experience sheds light on a work culture that seems to glorify overwork while neglecting the very human beings behind the roles,” she wrote. “The relentless demands and the pressure to meet unrealistic expectations are not sustainable, and they cost us the life of a young woman with so much potential.”
Such words should send shivers down the spine of every HR professional, manager and leader. They reveal an urgent truth: in the race to maximize output, we’ve forgotten that employees are not just resources; they are people with limits, aspirations and vulnerabilities.
Are We Listening?
The corporate world often talks about its employees as its greatest asset, but these incidents beg the question: Are employees really treated as valuable assets or are they merely cogs in a profit-generating machine? EY, like many other companies facing similar scrutiny, responded by stating that Anna’s workload was no different from any other employee’s. But that’s precisely the problem. When an environment normalizes excessive stress, it creates a breeding ground for burnout and tragically, sometimes even fatal consequences.
Many professionals on social media shared their own harrowing tales following Anna’s story. One individual recounted working up to 20 hours a day without being compensated for overtime. Such narratives are far too common, especially in high-pressure industries where the expectation of endless dedication is implicitly tied to success.
A Call for Change in Leadership Mindsets
Management consultants, often emphasize that sustainable success is not just about numbers-it’s about nurturing talent, fostering innovation and creating a culture of empathy. Companies that genuinely care for their employees’ well-being are the ones that will thrive in the long run. But fostering such a culture requires an intentional shift in mindset from the very top. Leaders must recognize that their employees’ health and happiness directly impact productivity, creativity and retention.
So, what can be done?
In my view the Corporate or even the Government sector should redefine success by moving away from equating long hours with commitment or competence is essential. Instead, focus on productivity, creativity and quality of work need to be acknowledged. This can be achieved by Implementing clear Policies on Work Hours besides enforcing policies that protect employees from excessive workloads. Discourage after-hours emails and recognize the importance of work-life balance.
Let us train Managers to Be Empathetic Leaders as a compassionate manager can significantly impact an employee’s experience and well-being. While profits and productivity are important, they shouldn’t be the sole metrics of success. Employee satisfaction, well-being and retention should be equally valued indicators of a company’s health.
From Human Resources to Human Beings
The very term “Human Resources” feels reductive, as if people are just another resource to be optimized and exploited. It’s time for a paradigm shift. Organizations must remember that employees are not mere assets to be used up and discarded; they are human beings with dreams, aspirations and limits. Workplace cultures that push employees to their breaking points may achieve short-term gains, but they risk long-term losses in the form of attrition, burnout and reputational damage. The question isn’t just about how many hours one can squeeze out of a person, but rather, how organizations can create an environment where employees are motivated, inspired andmost importantly, valued.
The Real Wake-Up Call
Anna Sebastian Perayil’s story-and that of countless others-should serve as a wake-up call. It’s time we asked ourselves whether the cost of our obsession with hustle culture is worth the price of a human life. Are we truly building organizations that empower and uplift people, or are we perpetuating a cycle of stress, burnout and despair?
The choice is clear: we can either continue down this path and watch more promising lives get snuffed out in pursuit of unrealistic corporate dreams or we can make a conscious effort to put humanity back into our workplaces. Because, at the end of the day, it’s not just about the bottom line-it’s about the people who help build it.And it’s high time we started treating them that way.
(The author is a DGM in JK Bank and Research Scholar at IIM Jammu)
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