Is ‘Severance’ the Dream? Rethinking Work/Life Integration

Apple TV+’s “Severance” is predicated, in part, on the idea that work/life balance doesn’t work, so a company implements an innovative solution. 

In this workplace dramedy, Lumon Industries employees undergo a surgical procedure to “sever” their work selves (“innies”) from their personal lives (“outies”). In the season 1 finale, we learn that this experiment was hailed as “a kind and empathetic revolution that puts the human being at the center of industry.” (Without sharing spoilers, it’s safe to say that one of the characters, Helly, disagrees.)

But for some real-life employees, the show’s key dystopian technology sounds appealing,  according to a new Workplace Identity Report released by career website Zety. More than one-third (35%) of the 1,000 U.S. workers surveyed said they would separate their work self from their personal self, if they could.

Women and Generation Z respondents were more likely to be interested in a “Severance”-style work/life division, suggesting that some groups feel more of a struggle to express their authentic selves in the workplace or believe that their personal lives are negatively impacted by work. 

More than half of women (56%) would consider “severing,” while not quite half of men (44%) said they might contemplate such a procedure. That difference wouldn’t surprise many of the respondents; more than 40% believe gender and race influence whether workers feel pressure to conform. 

Age may also be a factor here. Severing was most appealing to Gen Z workers, suggesting employees might struggle to show up authentically early in their careers.

Mysterious and Important?

The advantages for employers of such a “severing” might seem obvious. But some workers think they’d benefit from it, as well. 

Employees interested in severing hope it might improve work/life integration (16%), improve focus and productivity at work (8%), and even increase job satisfaction (7%). Some also liked the idea of separating themselves from financial stress, relationship conflicts, or mental health struggles while at work.

They also hope it might be beneficial to their “outies,” since 46% said work stress had a negative impact on their personal lives. More than a tenth (12%) of respondents thought severance would help them escape from “a toxic work environment,” and an equal number hoped that such a technology might enable them to be more engaged at home. 

“The desire to completely separate our work and personal lives often arises from valid intentions — seeking mindfulness, healthier boundaries, and protection from stressors,” said SHRM Mental Health Executive in Residence and psychotherapist Marjorie Morrison. “Yet, it raises a deeper concern: Are workplaces inherently unsafe spaces for authenticity? The extent to which people feel compelled to sever their identities entirely signals an urgent need for employers to create psychological safety and environments that welcome, rather than suppress, our full selves.” 

Authenticity vs. Professionalism vs. Conformity

But even those who were not interested in severing said they do not bring their full selves to work: Almost two-thirds (64%) admitted to hiding parts of their personal life to appear professional. That’s slightly higher than the 60% who said they think having an “innie,” or distinct work identity, is key to a successful career; a much smaller percentage, about 16%, said they actually feel pressured by their employer to develop this work personality. 

Workers’ authenticity was most challenged in situations related to personal beliefs and values, with 18% admitting to hiding or altering political views, sexual orientation, or religious beliefs. But even small talk is perilous, according to some: 15% said they couldn’t be authentic about hobbies, interests, and other aspects of their personal lives.   

Other areas of concern have to do with how employees “show up” at work. Pressure to conform affects how 14% said they dress, style their hair, wear makeup, and show tattoos (or don’t). Some also admitted to modulating their tone of voice and being cognizant of their body language at work. 

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Attitudes and decision-making styles can also fall victim to homogenizing forces. About 14% of respondents said their work personality has a different demeanor, and about 8% even admit to making decisions in a style that’s more consistent with the expectations of company culture (e.g., collaborative versus independent).  

“Employees need room to show up as individuals but feel connected with a shared sense of purpose and clear expectations. When work/life integration is supported, authenticity follows,” said SHRM Director of Talent Nicole Belyna, SHRM-SCP. “Employees who feel that balance and connection are more likely to be engaged, creative, and collaborative. If they’re not stretched too thin or constantly switching between who they are and who they think they need to be, they can fully show up.”

It’s important that managers and HR leaders are aware of potential disconnects between workers and an organization’s culture. These red flags may signal systemic problems, such as a workplace that does not effectively promote inclusion, or that employee burnout is rising. 

“When employees say they want to separate their work and personal selves, my immediate reaction is concern. If the culture expects constant performance without space for rest or authenticity, people start to disconnect to protect their well-being,” Belyna said. “This kind of feedback should prompt us to reflect. Are we building environments where our employees feel safe, supported, and human? Are we encouraging work/life integration or unintentionally rewarding burnout?”