Implementing a right to switch off would see the UK follow in the footsteps of over a dozen countries that have already put similar measures in place.
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.
Read more: Should the UK adopt an out-of-hours work ban?
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?
Build a new approach
Although the full details remain unknown, it’s thought that the UK’s right to disconnect will not be enshrined in law, in a one-size-fits-all approach, but instead will become a code of practice.
This would mean an opportunity for businesses to set up a flexible system with clear protocols and practices that make sense for an individual business’ unique operations.
It is about setting a new standard that a business can deliver and maintain effectively in the long run. But doing so will mean striking a balance between business and workforce needs. It’ll take investment, collaboration and understanding to get it right.
The flexibility conundrum
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. Technology has made us accessible 24/7. But that shouldn’t mean non-stop refreshing and update checks.
With tech now front and centre of flexible working models, even the least tech-savvy employee must feel comfortable with digital processes. Businesses need to set out an effective approach of retraining and upskilling that supports everyone, at every level, to use technology to manage their work.
Read more: What impact would a right to disconnect have?
Workforce management tools are central to supporting workers with wellbeing basics like ensuring there’s ample cover during sick or holiday leave. Training employees how to use these tools will be central to the shift to a right to switch off. Self-service tools can allow employees to manage absences themselves, book time off and set up automatic scheduling.
If an employee goes on holiday, they should be encouraged to stop all work notifications. Whether it’s Teams or Outlook, 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. 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’.
These tools will be vital in giving employees greater control over day-to-day work.
Championing positive company culture
Above and beyond technology, building a culture where work-life balance is prioritised is non-negotiable. Business leaders must show openness to leading the charge and setting the right example here.
We need to respect the brain. At work, that can mean avoiding multitasking, and saying ‘no’ to allow enough space to say ‘yes’ to something else. When offline, it’s essential to switch off completely to recharge batteries and therefore re-energise ourselves to jump back into work with a refreshed mindset and 100% focus.
Read more: How can HR support employees’ right to switch off?
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. The 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, 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 stays with your business in the long-run.
Bruce Fecheyr-Lippens, chief people officer, SD Worx
