A new study has found 85 per cent of bosses with HR responsibilities at British SMEs support staff having the “right to switch off”. The “right to switch off” empowers staff to disconnect from work outside of regular hours and over weekends.
The “right to switch off” was widely expected to be included in the new Labour government’s Employment Rights Bill. However, it was ultimately excluded, seemingly confirming reports that elements of the proposed bill would be watered down due to opposition.
A survey from the Institute of Directors (IOD), polling directors at companies of all sizes, found that 58 per cent of respondents opposed plans to restrict the ability to contact staff outside of working hours.
Among small business owners, however, sentiment differs considerably, with a study from Breathe HR finding that the vast majority supported the “right to switch off”. The study polled 526 senior leaders at British SMEs (companies with up to 250 staff), whose responsibilities covered HR.
When asked whether staff should have the right to disconnect from work-related communications outside of their regular working hours, 41 per cent said they “strongly agree”, while a further 44 per cent said they “agree” staff should be empowered to disconnect.
In contrast, just 5 per cent of respondents said that they either “disagree” or “strongly disagree” that staff should have the right to disconnect from out-of-hours work communications.
While not included in the final Employment Rights Bill, the idea of the “right to switch off” remains very much alive. Guidance, although not legislation, on the matter is expected to be included in a planned document that will promise a further 30 proposals related to employment rights.
Given the widespread support among SME owners, who, of course, comprise the vast majority of all UK business owners, the issue is not likely to go away, even if legislation is not forthcoming.
It is therefore important to consider how small business owners could practically implement the “right to switch off”, as well as the benefits and challenges they could face from doing so.
The benefits of right to switch off
Employee well-being
When employees have a clear boundary between work and personal life, they are less likely to experience burnout and stress. Constant connectivity can lead to overworking, especially in small businesses where employees are more connected to the company and may feel pressure to stay engaged.
By implementing a "right to switch off" policy, small businesses can help their employees recharge and come back to work more focused and motivated.
Improved productivity and focus
Allowing employees to disconnect after hours ensures they are well-rested and can maintain higher levels of productivity during their working hours. When employees have time to relax and attend to personal matters, they often return to work with more energy and better focus. This is especially valuable for small businesses that rely on a small, efficient workforce.
Enhanced employee retention and attraction
A "right to switch off" policy can be a significant perk that helps small businesses retain talent and attract new employees. In a competitive labour market, offering a supportive work environment that respects employees' personal time can be a key differentiator. It shows that the business values employee wellbeing, which can foster greater loyalty and long-term commitment.
Better work-life balance
For small businesses, where employees often wear multiple hats, maintaining a balance between work and personal time can be challenging. The "right to switch off" encourages a healthier work-life balance, which can lead to fewer sick days, less absenteeism, and a generally happier and more motivated workforce. This balance is particularly important in small teams, where the loss of even one employee’s productivity can have a noticeable impact.
Positive organisational culture
A company that has a "right to switch off" policy creates a culture of respect for personal time. Employees are less likely to feel obligated to respond to messages or complete tasks outside of working hours, which reduces stress and builds trust between management and staff. For small businesses, this culture can lead to higher employee morale and stronger team dynamics.
Implementing the “right to switch off”
A business that implements the “right to switch off” will, of course, have to dedicate considerable preparation to the effort in order to ensure a successful transition, minimise disruption and ensure that the benefits are fully realised.
Fundamentally, owners should seek to set clear working hours, defining exactly when employees are expected to be available and clarifying the times that work-related communications are not required.
Protocols and guidance should also be drawn up defining emergencies and other truly urgent situations in which employees can be contacted outside of their fixed hours. This will help to ensure there is no confusion and enable the business to respond in the event of a worst-case scenario.
Having the “right to switch off” may also necessitate changes in how employees work and prioritise their tasks, particularly for businesses where employees may lean heavily on overtime in order to get their work done. Owners should encourage employees to manage their workloads efficiently by prioritising key tasks, in order to ensure they can work to an effective level within their working hours and reducing the need for them to be working outside of those hours.
Of course, one of the most effective ways to implement the “right to switch off” is for owners to take the pledge seriously, lead by example and not contact employees during off-work hours, except in an emergency. They can also actively encourage staff to take breaks and holiday without worrying about work.
Finally, one of the major elements of planning will be implementing the policy in a client-facing way. Here, the best policy is likely to be using automated response tools, such as autoresponders and voicemail, letting clients and customers know that employees are unavailable outside of working hours, when they’ll be back and providing details on how urgent issues can be escalated.
