With boundaries between work and personal life growing blurrier than ever, a growing movement has emerged across the globe. This movement seeks to formalise, and even commit to policy – the right of employees to disconnect completely during personal downtime.
While that is one response to the challenge of employees feeling pressurised to be available at all times, even while on leave, finding a win-win solution requires a more nuanced approach. There is a need for this balance.
The fading focus on boundaries
For a while during and after the global pandemic lockdowns, workplaces grappled with making work-from-home and hybrid solutions fair to both employer and employee. During this time, there was a greater representation of employee voice.
Employees felt heard, and workplaces considered their mental health in relation to personal boundaries. However, as the years passed, this alertness to boundaries faded.
Fast forward to today, where retrenchments and layoffs loom amid local and global economic turmoil and uncertainty, many workers feel they have little choice but to be available and performing at all times.
Why the right to disconnect matters for workforce health
This situation, however, is a recipe for burnout, resentment and ultimately an unproductive workforce. Employers should therefore think seriously about expectations around availability. They must also communicate these expectations clearly while recognising the right to disconnect.
Research by Eurofound, a European Union agency providing knowledge to support better social, employment and work-related policies, found significant differences in employee experiences based on disconnect policies. In companies with a right to disconnect policy, 92% of workers reported better work-life balance. This compares to 80% in companies without such policies.
Moreover, twice as many workers reported very high levels of job satisfaction in companies with a right to disconnect policy. Additionally, only 28% of workers in companies with this policy experienced stress or anxiety. This contrasts with 38% in companies without this right.
The research also found that workers who regularly work remotely are more likely to work beyond their contractual hours. Nearly one-fifth of the survey respondents reported working additional hours because someone contacted them outside of working hours.
Strengthening the right to disconnect
The right-to-disconnect issue has prompted a number of countries to introduce legislation. Many companies have also introduced policies to address the growing concerns.
Australia is the latest country to join the movement. The government ruled that employees can refuse contact outside of working hours unless the situation is deemed reasonable, such as in emergencies.
While there is a strong case for policies and legislation, companies and leaders who have not yet acted should start with a conversation. They must ensure that everyone understands the expectations around personal time off.
Most people understand the human need to disconnect, to recharge, and to maintain the work-life balance that supports optimal mental health and workplace performance. Therefore, it is important for employees to know exactly what is expected of them. This clarity helps prevent them from feeling torn between loyalty to the company 24/7 and the essential need to switch off.
Model the right to disconnect from the top down
This message has to be clear and modelled from the top. If leaders’ behaviour does not align with the stated expectations, tension will arise. Employees will feel an unspoken sense of obligation and guilt.
For example, if a manager prefers to catch up on emails after hours, the manager must communicate clearly. They should clarify that although employees may receive communication after hours, they are not required to respond immediately.
Remote workers also need to manage their time transparently. If they take time out during the day for personal reasons and make up the time after hours, this should not be seen as employers encroaching on personal time.
The right to disconnect – from awareness to action
Awareness around the right to disconnect has become a critical issue. Companies and 
leaders who take their teams’ wellbeing and productivity seriously must address it. Recognising the need for clear expectations and reviewing the status quo is only the first step. This recognition must quickly lead to communication and implementation.
Policies are valuable, but they are not always necessary or realistic given the diversity of work arrangements across companies. However, ensuring everyone is on the same page about expectations will go a long way toward protecting the health of both the company and its employees.
Advaita Naidoo | Managing Director | Africa | Jack Hammer | mail me |
