askST Jobs: Stay fresh even when work spans time zones

In this series, manpower correspondent Tay Hong Yi offers practical answers to candid questions on navigating workplace challenges and getting ahead in your career. Get more tips by signing up to

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Q: I have to work with colleagues in different time zones. How do I manage my time well?

A: Employers with cross-border operations, or those with international clients, may have to assemble teams comprising people from all over the world living in different time zones.

This can sometimes result in longer or less predictable hours, particularly when collaboration relies heavily on live meetings or urgent decisions that require input from multiple regions, notes Ms Linda Teo, country manager at ManpowerGroup Singapore.

“Team members located in time zones that fall outside the core working hours of the majority may find themselves frequently adjusting their schedules – either starting earlier or staying online later.

“Over time, this can lead to fatigue, and if they are unable to attend meetings regularly, it may also result in reduced visibility or unequal participation in decision-making,” Ms Teo says.

However, these outcomes can often be avoided with thoughtful planning by both employees and supportive leaders, she adds.

“For example, rotating meeting times across time zones helps distribute after-hours commitments more fairly, ensuring that no single group consistently bears the burden of inconvenient scheduling.

“This signals respect for everyone’s time and promotes a more inclusive team culture,” Ms Teo says.

Similarly, Ms Annie Kok, project manager at strategic human resources consultancy DecodeHR, encourages workers to communicate their availability early and clearly, so that scheduling conflicts are minimised.

“Speak up if certain time slots consistently fall outside your regular hours, and suggest rotating meeting times to share the load.”

Employees should also be selective about synchronous meetings that everyone is present for, regardless of time zone differences.

“Save live calls for discussions that need immediate real-time input, feedback or relationship building,” says Ms Kok.

Meetings across time zones should be the exception, not the norm, she adds.

This is because status updates, or information sharing, can be easily handled without live meetings through means such as shared written documents, recorded briefings or chat software.

Workers should also evaluate whether extensive cross-time-zone work is really needed based on the nature of their industry and their work.

“Sectors such as technology, finance and professional services often benefit from global teamwork, while industries like healthcare, education or retail tend to be more locally anchored,” Ms Kok notes.

Both experts also suggest individuals take advantage of flexible work arrangements to ensure that even if they need to come in for work at odd hours, the cost to personal time is mitigated.

Staggered start times and split shifts, where working hours are split into smaller chunks in the day, are two key approaches that can support better time management.

But the onus is on employers to be open to adopting such arrangements when asked, the experts add.

Teams should also agree on core windows of time for collaboration that work reasonably well for all members, to ensure the disruption is not concentrated on a few people.

In tandem, companies and teams should set clear expectations around availability and response times that vary with the time of day for each employee, Ms Kok says.

She also says workers who find themselves bearing the brunt of working at odd hours, compared with teammates elsewhere, should raise the issue to their manager or team leader.

“If the issue persists, approach HR or a higher-level manager to help find a fair resolution.”

Ms Teo suggests that workers in this predicament document specific instances, such as recurring late-night calls or deadlines that consistently require after-hours work, and explain how these are affecting their ability to manage work and personal responsibilities.

“Framing the conversation around team productivity and fairness, rather than personal inconvenience, can lead to more constructive outcomes.”

For their part, HR teams can play a proactive role by facilitating open conversations, establishing clear feedback channels and reviewing whether current team practices align with the company’s values and long-term goals, Ms Teo says.

Ms Kok says: “Managers and team leaders need to keep themselves in check too. Managing a cross-time-zone team isn’t easy.”

Without in-person contact or visibility into what everyone’s doing, it is easy for managers to slip into micromanaging, she adds.

“It’s important to focus on outcomes, not activity. When you measure success by results rather than hours or constant check-ins, people can work more independently and feel trusted to deliver.”

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