Indians answer at 1 am: Burj Khalifa developer on why he hires Indians

Mohamed Alabbar's praise for Indian employees' late-night availability has sparked debate over workplace expectations. The reaction has widened into a conversation on work-life balance, burnout and changing employee boundaries.

In Short

• Alabbar said Indian employees stand out for discipline, consistency and accessibility
• His reference to answering calls at 1 am triggered online debate
• Critics said constant reachability reflects pressure, insecurity and weak personal boundaries

Mohamed Alabbar, founder of Emaar Properties and the developer behind the Burj Khalifa, has triggered a wider debate on workplace culture after praising Indian professionals for what he described as the “strongest work ethic in the world.”

Speaking at the Make It in the Emirates summit, Alabbar said he prefers hiring Indian employees due to their consistency, discipline, and willingness to remain accessible even at unconventional hours. He pointed to their readiness to respond to work calls as late as 1 am as a defining trait.

“I like to hire Indians, because they answer the phone even at one o’clock in the morning,” he said, adding that hard work, rather than intelligence alone, drives long-term success.

His remarks, while framed as praise, have drawn mixed reactions online, with many questioning whether such expectations normalise an unhealthy work culture.

PRAISE FOR DEDICATION, BUT AT WHAT COST?

Alabbar linked business success to sustained effort, risk assessment, and disciplined execution. He said organisations that survive crises, such as the 2008 financial downturn and the COVID-19 pandemic, are those that build resilient teams willing to go beyond conventional limits.

He also cited internal policies at Emaar during crises, including job security assurances and stable salaries, as examples of how companies should support employees.

However, his comments on round-the-clock availability have shifted attention to a growing concern among Indian professionals, the erosion of work-life boundaries.

SOCIAL MEDIA BACKLASH AND SELF-REFLECTION

Soon after his remarks surfaced, users on platforms such as Reddit and X began debating the implications of such expectations. Several users argued that being reachable at all hours is not a sign of commitment but a reflection of workplace pressure and job insecurity.

Some posts described Indian professionals as being “conditioned” to over-deliver, often at the cost of personal time and mental health. Others used sharper language, suggesting that a section of the workforce displays “low self-esteem” by accepting excessive demands without pushback.

A recurring theme across discussions was the fear that global employers may increasingly expect Indian workers to remain perpetually available, reinforcing a cycle of overwork.

India’s workforce has long been recognised globally for its adaptability and output, especially in sectors such as IT, consulting, and services. The ability to align with multiple time zones has often been cited as a competitive advantage.

Yet, experts say this strength can also become a vulnerability if it translates into unchecked expectations.

Human resource professionals note that while flexibility is valued, constant availability can lead to burnout, reduced productivity over time, and higher attrition rates. The line between dedication and exploitation, they argue, remains thin.

The debate comes at a time when conversations around work-life balance, mental health, and labour rights are gaining ground globally. Several countries have already introduced “right to disconnect” policies, limiting after-hours work communication.

In India, while no such formal regulation exists across sectors, employee expectations are gradually evolving, particularly among younger professionals.

Alabbar’s comments have, in effect, brought into focus a larger question: should Indian professionals continue to lean into the reputation of being always available, or begin redefining boundaries in a global workplace that increasingly values both productivity and well-being.

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