Why Do We Feel the Need to Be "Available Online" All the Time?

Welcome to the era of digital presenteeism—a time when being constantly online has become the new normal, a virtual marathon where people feel the need to be “present” 24/7. In today’s world, productivity is no longer measured by physical output or the number of widgets produced on a factory line. Instead, we’ve shifted to the knowledge economy, where measuring output is challenging, and managers often use “online presence” as a proxy for engagement and productivity.

Since the COVID-19 pandemic, many people have found themselves working longer hours, responding to emails at odd times, and making themselves available around the clock to demonstrate their commitment and dedication. But why has this need for constant availability become so ingrained?

The Psychological Forces Behind Digital Presenteeism

Two key psychological phenomena drive this behavior:

1. The Mere Exposure Effect

The Mere Exposure Effect is a psychological concept that suggests the more we’re exposed to someone, the more we tend to like them or feel familiar with them. In a physical office, this might mean that frequent, casual interactions contribute to a sense of connection and camaraderie among colleagues and managers. However, in a remote or hybrid environment, this has morphed into being constantly “seen” online. Employees believe that being visibly available—responding to messages, joining video calls, and engaging in Slack or Teams discussions—will keep them in good standing with their managers and colleagues. This exposure, even if virtual, creates a sense of “presence” that people equate with being liked and valued.

2. The Halo Effect

The Halo Effect is another cognitive bias where we tend to assume that someone’s positive qualities in one area apply to other areas as well. For instance, if someone is regularly online and responsive, we might unconsciously assume they’re diligent, productive, and reliable, even if their work output isn’t directly related to their online presence. This means that simply by being available and visible, employees may be perceived as more committed or hard-working, regardless of actual productivity.

This combination of the Mere Exposure Effect and the Halo Effect can lead people to believe that they’ll be valued more if they’re consistently available online. The need to be visible and “liked” often overshadows the importance of setting boundaries, leading employees to overextend themselves.

Fear and Distrust Fuel Digital Presenteeism

The rise of digital presenteeism isn’t only about wanting to be liked. It’s also fueled by fear and distrust. In today’s uncertain economic climate, job security has become a major concern for many. Employees may feel that constantly being online serves as insurance against layoffs or negative performance reviews. If they’re always available, managers might perceive them as essential or irreplaceable.

This behavior is also a byproduct of mistrust between employers and employees. In some companies, remote work has brought about concerns that employees may not be working if they’re not visibly online. As a result, employees feel the pressure to prove their dedication by being present and reachable at all times, fearing that failure to do so could make them seem disengaged or less valuable.

If most of your high performers are the ones “leaving office last,” responding to emails during weekends, or making themselves available for calls on holidays, then your organization may be inadvertently encouraging presenteeism. This can lead to a culture that rewards visibility over true productivity, causing your team members to prioritize being “seen” over delivering meaningful work.

Redefining Availability in the Modern Workplace

Digital presenteeism is a byproduct of today’s knowledge economy, where visibility and responsiveness are often mistaken for productivity. The combination of psychological biases like the Mere Exposure Effect and Halo Effect, combined with fears about job security, has led employees to believe they need to be constantly online to be valued.

Organizations have a responsibility to recognize and counter this culture of constant availability by focusing on results, creating trust, and valuing work-life balance. By encouraging boundaries and valuing output over online presence, companies can foster a healthier, more sustainable work environment where employees feel valued for their contributions—not just their visibility. It’s time to break free from the digital marathon and prioritize meaningful work over mere presence.