Opinion
Why we need to learn to take real holidays (without checking our emails)
By Dr Sarah Cotton
“The moment my brain got a moment’s rest, Hamilton walked into it.”
When Lin-Manuel Miranda created what would become one of the most successful musicals of all time, he wasn’t at his desk – he was on a holiday. “It’s no accident that the best idea I’ve ever had in my life came to me on vacation,” he shares.
It’s making us feel more burnt out and less refreshed, so why are we determined to stay connected while on holidays?Credit: iStock
Yet, in an age of constant connectivity, moments of pure rest are becoming increasingly rare. While our statutory annual leave entitlements haven’t changed since 1974, the way we use them has – and not necessarily for the better.
Recent data from Budget Direct reveals a startling trend. Seventy per cent of Australians check work emails or other communication channels while on holiday, with 43 per cent doing so daily. This is an increase from 52 per cent in 2018, suggesting the pandemic has only tightened technology’s grip on our downtime.
Even more concerning is the frequency of workplace interruptions during leave. The same study found that 62 per cent of Australians have been contacted by their boss or colleagues while on holiday, with women more likely than men to field work-related questions (65.9 per cent versus 44.1 per cent).
This persists despite Fair Work Commission guidelines stating that workers are entitled to be uninterrupted unless expressly written otherwise in employment contracts.
These findings present a clear message: it’s not just about taking leave, but how we take it.
But why do we stay connected? The majority aren’t doing it for enjoyment – only 5 per cent say they work during leave because they like it. Instead, 42 per cent report responding to urgent workplace matters, while 25 per cent maintain contact to manage their workload upon return.
The cost of this always-on mentality is becoming clear. A recent Robert Half survey indicates that 71 per cent of people don’t feel refreshed after their annual leave. This statistic becomes particularly concerning when we consider the well-documented benefits of proper breaks.
For HR leaders and employees alike, these findings present a clear message: it’s not just about taking leave, but how we take it. With high numbers of employees reporting elevated stress during holiday seasons, there’s value in encouraging breaks beyond traditional festive periods and ensuring they’re truly restorative.
The introduction of right-to-disconnect legislation in Australia may provide a framework for protecting leave time, but organisational culture plays an equally crucial role.
Leaders can help by:
- Setting clear expectations around communication during leave periods
- Implementing handover processes that reduce the need for contact with staff on leave
- Creating systems to manage email build-up during leave periods
- Leading by example in maintaining boundaries between work and personal time
Bosses can’t guide their teams to a refreshed start if they’re not walking the talk themselves. Whatever they’re saying to their teams also applies to them, but with a need to be self-aware and intentional. There shouldn’t be a second set of rules.
Back in 1974, disconnecting from work meant simply leaving the office. Fifty years later, true disconnection requires both intention and support. Our next great innovation, creative breakthrough, or simply a healthier, more productive workforce, might just be a proper holiday away.
Dr Sarah Cotton is a registered and endorsed organisational psychologist, and Managing Director of Transitioning Well.
Get workplace news, advice and perspectives to help make your job work for you. Sign up for our weekly Thank God it’s Monday newsletter.