2024 is a blockbuster year of employment law and pay legislation set to bring sweeping changes. Among a raft of manifesto commitments, Labour’s pledge to introduce a ‘right to switch off’ will see the UK follow in the footsteps of over a dozen countries that have already put similar guardrails around working hours in place.
On paper, the measure stands to reason. Workers globally have reported soaring levels of burnout due in no small part to a cocktail of staff shortages, skills gaps and the rise of the ‘always on’ mindset.
With workers increasingly checking emails in the evening, at weekends and even on holiday, it seems there’s a great unspoken pressure to always be engaged, visible and reachable. Against such a backdrop, a right to disconnect feels like a no-brainer, but how can it work in practice?
Building a new approach
Although full details remain unknown, it’s thought that the UK’s right to disconnect will not be enshrined in law and instead will become a code of practice. This would mean no ‘one-size fits all’ approach, but rather an opportunity for businesses to set up a flexible system with clear protocols and practices that makes sense for an individual business’s unique operations.
This point alone gets to the crux of the issue; it’s about setting a new standard that a business can deliver and maintain effectively in the long run. Doing this will means striking a balance between business and workforce needs, and it’ll take investment, collaboration and understanding to get it right.
The Flexibility Conundrum
Fundamentally, introducing a right to switch off will hold a mirror up to businesses, showing which have really done the groundwork in recent years. Four years on from the pandemic, flexibility still rivals pay, job security and purpose at the top of the employee wish list – but it’s hard to imagine that being ‘always on’ is how any worker envisaged flexible working in practice!
Since 2020, technology has played a massive role in setting up a practical means of managing workflow, communication, training and more in a hybrid world. UK companies have led the charge here, with 68% of firms investing in HR applications in support of ‘people centric’ approaches – 8% above the European average. Workforce management tools have been central to the shift. At face value, it can sound like a business-centric process but in practice it supports workers with wellbeing basics like ensuring there’s ample cover during sick or holiday leave.
We’ve also seen huge demand for self-service tools, allowing employees to manage absences themselves, book time off and set up automatic scheduling. These tools have been vital in stripping out the monotony of admin and giving employees greater control in day-to-day work. With tech now front and centre of flexible working models, even the least tech savvy employee must feel comfortable with digital processes, and businesses need to set out an effective approach of retraining and upskilling that supports everyone at every level.
Championing Positive Company Culture
Above and beyond technology, building a culture where work-life balance is prioritised is a non-negotiable. Business leaders must show openness to leading the charge and setting the right example here.
Technology has made us accessible 24/7 but that shouldn’t mean non-stop refreshing and update checks. That is one surefire recipe for burnout. I really believe in the notion of being 100% present, not just “visible” – whether that’s at work or home. We need to “respect the brain”. At work, that can mean avoiding multi-tasking, and saying ‘no’ to allow enough space to say ‘yes’ to something else. When offline, it’s essential to switch off completely to re-charge batteries and therefore re-energise ourselves to jump back into work with a refreshed mindset and 100% focus. I know that my best work often takes place after a holiday or long-break, so the right to switch off can really support employees.
In terms of practical tips, if, for example, an employee’s going on holiday, they should be encouraged to just stop all work notifications. Whether it’s Teams or Outlook, just removing that one trigger can remove the temptation to re-enter work mode in downtime. A good alternative is simply activating an out-of-office with clear instructions of who’s covering a role in a person’s absence, and blocking out half a day on your return to sort through your inbox. Not everyone works the same hours either, so adding ‘online hours’ to your signature can also help, advising others that ‘my working hours might not be the same as yours, so please don’t feel obliged to respond outside of yours’.
Of course, such an approach won’t be practical for every workplace, but the task here is about setting a best practice standard that really does work for your business. Right to Switch off, in whatever way it’s implemented, should not challenge your workplace; but rather complement the approach you’ve already put in place to build workplace wellbeing. Whatever form the new measure takes, ultimately, the best way to prepare is to map out how you lift standards of wellness in the business. That is fundamental to a healthy, productive workforce that stay with your business in the long-run.
Bruce Fecheyr-Lippens
Bruce is Chief People Officer at SD Worx, a leading provider of payroll and HR solutions. Bruce began his career at McKinsey, where he held various positions for eight years with expertise in HR, coaching, team effectiveness and leadership. In 2017 he started at Solvay where he worked on projects around digital HR, people analytics and agile working. In late 2019, he became chief talent officer and senior HR Partner at Euroclear before joining SD Worx in 2022.
