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Today's labour market demands increasing flexibility. In many industries, the ability to work on several tasks simultaneously is routinely expected, and job advertisements often mention “running multiple projects in parallel” or “working under time pressure”. Many people consequently face different obligations at once every day. It is worth considering how this affects efficiency and where the optimal limit lies.
What is multitasking?
Multitasking means the ability to perform more than one task at the same time. At work, this often involves managing several projects, responding to team needs and prioritising. The term comes from computing, where it referred to a processor handling multiple processes concurrently. The human brain, however, works differently from a computer.
In practice, doing two complex cognitive tasks at once is impossible. The brain works sequentially rather than in parallel, switching between tasks and creating a “switching cost”: the time and energy lost regaining concentration and recalling context.
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The effect of multitasking on performance
Research by, among others, Joshua Rubinstein, David Meyer and Jeffrey Poldrack indicates that constant task switching can consume up to 40% of effective working time. Every interruption and return to a task may take several to a dozen minutes, lowering concentration, increasing errors and reducing overall quality.
For organisations, this creates tangible costs. If six team members encounter an average of ten distractions daily, a company may lose as many as 12 productive hours each day. An “energy audit” of how often interruptions occur and their consequences can be a first step towards optimising processes.
What is the optimal number of projects?
There is no single universal number of projects one can manage effectively at once. It depends on the role, task complexity and organisation of the team or company. General recommendations are nevertheless fairly consistent:
For technical and creative specialists, such as programmers, analysts and designers, one or two parallel projects are usually optimal, allowing deep work and maximum use of cognitive resources.
For managers, including project managers, three to five projects may be manageable if the role is coordination rather than operational work.
Agile or Scrum teams are advised to focus fully on one project at a time, improving transparency and sprint effectiveness.
How can work performance be improved?
Instead of relying on multitasking, better results may come from proven organisational methods:
Time blocking: reserving uninterrupted periods for specific tasks.
Quiet hours: establishing periods, such as mornings, without meetings or other interruptions.
Task prioritisation: using the Eisenhower matrix to distinguish urgent from important work.
Pomodoro technique: splitting the day into short work intervals and breaks to support focus.
A culture of rest: regular breaks every 90 minutes and spaces supporting mental recovery.
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Summary
Multitasking can help in selected situations, but work requiring concentration and quality is better served by prioritising, planning and limiting distractions. High performance depends on how work is organised, rather than the number of simultaneous tasks.
Employees and employers should therefore consciously manage project loads and support an environment conducive to focus and effective work.
If you seek to improve work organisation, optimise HR and payroll processes and increase administrative efficiency, use TaxCoach's HR and payroll services. We handle all personnel administration, advise on employment and support companies' orderly, secure growth.
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