Flexible structures and inclusive leave planning help reduce burnout and support career continuity
Employees are being interrupted as often as every two minutes during the workday, according to a Microsoft report cited by CTV News.
These disruptions—from meetings, emails, chats, app alerts, and in-person interruptions—are impacting not just productivity but also mental health, prompting experts to call for clear boundaries and structured support systems in the workplace.
Workplace behaviour expert Margaret Yap of Toronto Metropolitan University said technology offers major advantages but must be used carefully.
“We should use technology to our benefit to help us do our work and try to mitigate the negative consequences.” Yap said constant interruptions can hurt the quality of work and lead to stress, adding, “We as humans, as workers and managers, we should know how to use (technology).”
Organizational behaviour expert Karen MacMillan at the Ivey Business School told CTV News that interruptions “scatter our attention” and can create anxiety outside of work.
She recommended limiting distractions by setting notifications off, moving phones away, and scheduling uninterrupted work time. “Our attention is one of the most important things we have,” she said.
MacMillan also suggested that leaders set shared norms, including designated meeting-free periods, to allow employees to focus and recuperate.
Sociologist Scott Schieman from the University of Toronto pointed out that workplace interactions can be both beneficial and disruptive.
He said people working remotely often miss social interaction, while in-office staff sometimes find casual chatter distracting.
Schieman described it as a “double-edged sword.”
The demand for structural solutions extends beyond daily interruptions.
According to a recent article in Benefits and Pensions Monitor, 66 percent of working mothers now only consider jobs with flexible arrangements, based on Robert Half research.
Flexibility means different things to different people—remote work, adjusted hours, or even autonomy in how time is used during the day, said Tara Parry, director of permanent placement services at Robert Half.
She added, “We do have to caveat that flexibility means different things to different people.”
Parry also noted that 75 percent of working mothers report higher career satisfaction due to flexibility, but 51 percent of working parents still feel burned out.
While many feel supported by managers, she said more needs to be done to address workload and mental fatigue.
“A big highlight is not only do moms feel supported with flexibility, but they feel like they're being heard,” she said.
Structural adjustments—like increasing headcount or reducing unnecessary meetings—are needed to ensure flexibility works in practice.
Beth Wanner, CEO of Mother Cover, emphasized that parental leave should be treated as a manageable part of business continuity rather than a disruption.
Benefits and Pensions Monitor reports that she said many women fear that taking leave may harm their careers, particularly in leadership roles, due to unconscious bias.
“Even if you can take 12 to 18 months of leave, most fear what that means for their career,” Wanner said.
She encouraged companies to build formal strategies that include planning for life transitions beyond parental leave—such as mental health breaks or caregiving duties.
Canada’s legislative environment supports a balanced working culture.
Canada ranked fifth globally on the Life-Work Index by HR firm Remote, according to a survey reported in Benefits and Pensions Monitor in August last year.
The ranking reflects shorter average work weeks, inclusive practices, and robust employment standards.
Olivia Cicchini, HR expert at Peninsula Canada, said Canadian policies on vacation, leave, and occupational safety “create an environment where employees can thrive both professionally and personally.”
Cicchini added that Ontario’s “right to disconnect” law helps employees reclaim personal time in hybrid and remote settings.
She advised companies to focus on results rather than hours and to accommodate individual scheduling needs. “That’s the way to do it,” she said.
Employees are also seeking inclusive workplaces. Cicchini reported that DEI considerations are now core to employment decisions, particularly for Gen Z and millennial workers.
“Companies that don’t practice those values… are probably going to see a dip in productivity, a dip in retention, a dip in morale and even brand reputational issues,” she said.
Mental health infrastructure is another area under review.
According to a Benefits and Pensions Monitor January article, Bell’s mental health initiative—Bell Let’s Talk—tracks KPIs such as EAP use, psychological counselling, and disability rates.
Chair Mary Deacon stated that the company offers unlimited psychological counselling for employees and their families and adopted the National Standard of Canada for Psychological Health and Safety in the Workplace.
Deacon noted that while mental health therapy is often expensive and not fully covered by provincial healthcare, it has widespread benefits.
“Not only is it going to help you get better and bring your best self to work, it's going to have an impact both on your family and on your community,” she said.
She believes employers should treat mental health with the same seriousness as physical health issues and commit to year-round initiatives beyond awareness days.
“When employers invest, it creates a positive ROI. It’s good for people and it’s good for business,” she said.
