Most UK employees work while on holiday. Is it time for 'right to disconnect' laws?

The idea of a "right to disconnect" has made headlines in recent months as a potential part of the government's promised new employment laws. It's not the only notion challenging the idea of the traditional working week – many UK firms have taken part in four-day work week pilot programmes, and hybrid work is now something many people expect, let alone want.

Discussions about new working patterns are happening against a backdrop of increasing work absences due to poor mental health. Studies suggest people are feeling increasing pressure at work and are at risk of burnout, with Mental Health UK research showing a fifth of people took time off due to stress in 2023.

The pressure people feel to stay connected also comes through in data from LinkedIn's Workforce Confidence Index. While the majority of UK workers agree that they work to live, not live to work, more than half say they check in with work when they take time off. Whether it's checking emails or answering calls, 52% of respondents say they switch on when they're on holiday from work – and that figure rises to 60% among women.

Leaders should be aware of such behaviour and conscious that it can backfire. "When employees feel compelled to check in, they risk coming back more burnt out than when they left – exactly the opposite of what time off is meant to achieve," says Rebecca Hinds, PhD , head of Asana’s Work Innovation Lab.

Feeling guilty about taking time off?

Around a third of UK professionals say they feel guilty if they don't work while on leave, but it's women that feel it more: LinkedIn's data shows that 41% of women say they feel guilty for not working on holiday, compared with 28% of men. 

When we split the data by age group, younger workers are more likely to feel guilty for not working while taking time off, with 44% of gen Z respondents saying they feel this way.

"Many employees, regardless of gender, worry that taking time off – even with a thorough handover – means they’re letting their colleagues down. But for women, this feeling is often magnified," says Hinds.

In part this is because women take on more of the "office housework" that keeps workplaces running. "Research also shows that women face greater challenges in earning respect and advancing in their careers," Hinds said, adding: "Women often feel they need to constantly prove their value, making it harder to fully disconnect."

The gendered split of work still continues in the home, too, with women still picking up more housework than men, on average. That's also likely to contribute to why women log on when they're supposed to be off, says author and wellbeing expert Ryan Hopkins . 

It's also just much easier for everyone to log on in today's digital world than it was in the past, and Hopkins suggests there's a common attitude to how we work that affects everyone: "I think there's a perception in the UK that we have to just graft to show we're producing value, that it's always been done this way." 

The idea of laws granting workers the right to switch off sparks fears that people simply won't get their work done, "that it's going to make the economy less productive," Hopkins adds.

He highlights France as an example that proves this assumption wrong – the French have had the right to disconnect since 2017 and productivity in the country is, on average, higher than in the UK. 

"The debate is often conflating noise and busy-ness with productivity. And these are two very different things," Hopkins says.

How a 'right to disconnect' could work

Existing rights to disconnect take various forms, from legislation to codes of practice in countries including Portugal and Ireland as well as the aforementioned France. This proves that it's not – and doesn't have to be – a one size fits all concept. Some employers put in guidelines and expectations only around specific roles, while others' rules are made in conjunction with unions. 

In many cases, it doesn't mean people can't work outside of normal hours. A study of four EU countries that operate right-to-disconnect rules found that the majority of employees still received emails or work communication outside working hours. However, interestingly, employees still reported higher levels of job satisfaction.

Hinds stresses any right to disconnect wouldn't be a silver bullet – for many people, if they feel like there's work to do, they'll still come online. This behaviour also leads to what she calls "productivity theatre".

"When employees feel compelled to check in unnecessarily, they might seem engaged, but the reality is different. This habit drains energy, clouds accountability, prevents colleagues from stepping up to take on new roles and responsibilities, and leads to low-quality work."

Hopkins agrees that, for employers and employees, the focus should be on "outcomes, not inputs". He also recognises, however, that demands vary wildly from one industry or company to the next, so it's down to employers to be totally transparent about their expectations: "You don't go to work at a big investment bank expecting to finish at 5pm. It's about expectations, employers saying 'This is how we work here'. Then people understand and they can get ready for it," he says. "It goes for the right to disconnect too – if you get clear on what you need to produce, you celebrate that behaviour of people switching off and working sustainably."

Building trust – and measuring what you can

Clarity is a company's friend – Hopkins advocates building a culture of measurement, and not just of hours worked. Companies should focus on the results they need to achieve, then put effort into understanding where employees require support so that they can achieve these goals. "In my work, we train managers to get better at helping their team get what they need to get done and then to switch off," Hopkins says.

For both companies and employees, greater understanding of responsibilities can help. Hinds advocates using technology to make everyone's roles clear. "Layer in AI technologies to analyse workloads, uncover redundancies and balance responsibilities across teams. When everyone knows who’s responsible for what, there’s less room for doubt or last-minute panic," Hinds says.

Hopkins emphasises the need for a culture that rewards people for working sustainably, even if they have to work late sometimes – and even if leaders can't always model the example of switching off. "There's nuance to it. As you become more senior, the workload will probably be greater. But it's about feeling empowered – if the work is done, let's celebrate that, let's clock off." He's also a proponent of "loud leaving" – making it known when you are finished for the day – especially among leadership.

"Ultimately, trust is the cornerstone," says Hinds. Both employers and employees need to trust that work will get done, so systems need to be in place to give people that sense of security. "When employees trust their team to manage in their absence, they can fully switch off, returning more refreshed and effective … The effort to build these systems isn’t just about covering gaps – it’s an investment in a more resilient and productive workplace."

How often do you check in with work while you're on holiday? Do you think the UK would benefit from a right to disconnect? Share your thoughts in a comment or post from your profile using #WorkforceInsights.

Reporting: Siobhan Morrin

Data: Allie Lewis , Bud Rashidian

Graphics: Kyle Ranson-Walsh , Arunagiri Ramadurai