Despite the fact that the majority British SME HR bosses support the idea of giving staff the “right to switch off”, new research shows many professionals have difficulty doing so.
Robert Walters, a talent solutions company, has released a new study that shows 70 percent of UK professionals find it difficult to disconnect even after working hours. Many professionals say that work-related emails, messages or phone calls interrupt their personal time. This leads to sleep disturbances and increased stress.
Over two-thirds of professionals (67%) feel pressure to be available outside normal hours.
This survey is a response to the UK government’s delayed implementation of policy changes regarding the right to disconnect. These are now part of the initiative ” Next Steps to Make Working Pay“.
Lucy Bisset said that not being able’switch on’ completely from work could have a number of negative effects for professionals. Their productivity and engagement levels may drop due to a lack of motivation and concentration.
Impact on Sleep and Well-being
Inability to disengage fully from work has a negative impact on the well-being of professionals. 29 percent reported lost sleep because of work-related issues. One-quarter of professionals also cite their inability to mentally reset or relax for the next day. This impacts both their mental and physical health.
Further, 35 percent of UK employees report an increase in stress or anxiety due to their lack of separation between work and life. Bisset emphasized the long-term impact on performance. “Missing hours of sleep and being unable relax, as well as experiencing an increased level of stress or anxiety, can pose a great threat to a worker’s ability, even to carry out regular tasks.”
The rise of the Always-Available Culture
The survey shows that professionals are increasingly feeling the pressure to check their emails and phone calls after regular office hours. One-quarter of respondents admit that they regularly review work-related messages while not at the office. And one fifth report receiving frequent calls from employers after office hours.
This is partly due to the use of workplace technologies such as Teams and Slack that enable continuous connectivity. Bisset stated, ” The boom in workplace technology like Teams and Slack allows managers to track and contact teams more easily. This has led professionals to bring their work home.
A workplace culture that is “always online” contributes to blurring the lines between work and personal life, as well as creating an unrealistic expectation of greater availability. If left unchecked, this can lead to an increase in burnout amongst employees.
Hybrid working and Industry Variation
While hybrid and flexible work arrangements are increasingly common, their accessibility varies by industry. While 86 per cent of UK companies provide hybrid working options, it is more common in the financial services sector (93%) than technology (87%). Only 64 per cent of engineering positions offer this option.
Flexibility in hours is also a disparity. Professionals in general management are more likely to be flexible than those who work in tax, compliance, or legal roles. Bisset said that remote work can make it difficult to maintain boundaries. He stated, “Professionals who work in traditional on-site positions often have a distinct boundary between their work and private life, being able ‘clock off,’ at the end of each day.” This blurs for those who work from home.
Preventing a “Zombie Workforce”
The professionals surveyed suggested several ways to reduce the pressure of being always available. Two-fifths of professionals surveyed suggested realistic deadlines while 27 percent advocated limiting out-of office contact. Other recommendations include enhancing well being programmes (16%) and encouraging frequent breaks throughout the day (16%).
Employers who are on the verge of creating a “zombie worker” put employee satisfaction, productivity and engagement at risk. Bisset added that this could lead to an increase in absenteeism within the organisation.
This issue must be tackled head-on by setting up a solid foundation with achievable deadlines and manageable workloads. There should also be clear boundaries between personal and work time for those who are working at home and in the office. After this foundation is laid, other improvements such as enhanced incentives for wellbeing can be implemented.”
