Employees who often work overtime until late at night may arouse complex opinions of colleagues in the workplace, depending on a variety of factors, including corporate culture, personal values, the reasons for overtime, and the overall team atmosphere. The following are a few common views and possibilities： ### 1. **Admiration and respect** -**Positive evaluation**: If overtime is regarded as a commitment or sense of responsibility to work, colleagues may think that such employees are “hardworking” and “dedicated”, especially in the case of urgent projects or heavy tasks, their dedication may be recognized as sacrificing personal time for the benefit of the team. -**Role model effect**: In a highly competitive environment, some colleagues may regard them as objects of learning, and even have a sense of urgency of “I have to work harder too”. ### 2. **Sympathy and concern** -**Health concerns**: Long-term overtime may lead to physical and mental exhaustion, and colleagues may worry about their physical or mental health and consider this state unsustainable. -**Work distribution issues**: If overtime is due to unreasonable workload or poor management, colleagues may feel sympathy for their encounters and even reflect on whether the team has structural problems (such as uneven task distribution and low efficiency). ### 3. **Question efficiency or ability** -**Negative label**: Some colleagues may think that frequent overtime is a manifestation of “inefficiency” and suspect that there are problems with their time management or working methods. - **Criticism of formalism**: In a team that resents the “inner volume” culture, overtime may be regarded as “ineffective efforts” or “pleasing the leader”, which leads to resistance. ### 4. **Stress and hidden rejection** -**Forced to roll in**: When overtime becomes an "invisible standard”, other colleagues may feel forced to follow suit, which in turn breeds dissatisfaction. Such employees may be privately accused of “raising the team's overtime threshold” and destroying their work-life balance. -**Social distance**: Long-term overtime may cause his daily interaction with colleagues to decrease, and he is mistaken for “out of group” or “only focusing on work”" ### 5. **The impact of cultural differences** -**Workplace in East Asia**: In areas where overtime culture is deeply rooted (such as China and Japan), late-night overtime may be regarded as the “norm”, but the younger generation gradually reflects on this, and their attitudes tend to be contradictory-both habitual acceptance and tacit resistance. -**European and American workplaces**: In an environment that pays more attention to efficiency and personal time, frequent overtime may be regarded as “abnormal”, and colleagues are more likely to question management arrangements or employees' working methods. ### 6. **Differences in management's perspective** -The views of colleagues may also be affected by the attitudes of their superiors. If leaders publicly praise overtime workers, some colleagues may cater to this value; if management advocates efficiency as a priority, overtime workers may be marginalized. ### Summary： Colleagues' opinions are often multidimensional and dynamic, and may contain both recognition and admiration, as well as pressure, doubt, or sympathy. The key lies in whether overtime really creates value and whether the team culture encourages achieving goals in a healthy way. For employees personally, balancing work and life, clarifying the necessity of overtime, and maintaining communication with the team can help reduce misunderstandings and maintain workplace relationships.