Opinion: Right to disconnect will come at a cost

Employees’ right to disconnect might shift some employers’ views on permitting them to manage personal matters during work, writes Gary Martin.

In most workplaces, there is an unspoken agreement that employees can attend to the odd personal task during work hours provided those activities don’t consume too much time.

Employers have granted this level of flexibility, anticipating that employees would return the favour by being accessible beyond standard work hours to deal with urgent matters.

The new “right to disconnect” rules will threaten to change these arrangements.

In an era marked by constant digital connectivity, where email, telephone calls and virtual meetings sometimes extend beyond typical working hours, the line between our working hours and personal time has become increasingly blurred.

Workers have adapted to this reality, often being on call for work emergencies outside their regular work hours while also taking advantage of opportunities to complete personal tasks while on the job.

It’s not uncommon, for instance, for employees to buy concert tickets during work to ensure they don’t miss out, reflecting the high demand and time-sensitive nature of such activities.

Similarly, the attraction of online sales has prompted many to shop during work hours to snag deals they might otherwise miss.

And engaging in social media conversations of a personal nature and paying bills online while in the office are other examples of how the digital age has seen our working and personal lives become increasingly intertwined.

Beyond the digital realm, employees have extended social chats with colleagues while on the job, take breaks that exceed their entitlements, start later and finish earlier.

For the most part, these arrangements, underpinned by a give-and-take mentality on both sides, have served employee and employer well.

Employers benefit because their workers are happier, more eager to work, and willing to do extra when needed.

Employees like being able to handle some personal tasks on work time, which makes them more satisfied with their jobs and helps them balance work and life better.

But the right to disconnect – to go offline, switch off, tune out or unplug outside of regular work hours – might shift some employers’ views on permitting employees to manage personal matters during work.

If a worker is unwilling to attend to urgent work matters outside their regular work hours, it’s unlikely that their boss will look favourably on them using work time to pay a bill online, finish early to go to an appointment, or to take an extra long lunch break.

For years, the unspoken agreement allowing personal flexibility during work hours in exchange for employer access to employees outside regular hours operated smoothly and without attracting much attention.

The right to disconnect has sparked a potentially unnecessary dilemma by inadvertently undermining an existing arrangement that works well for most employers and employees.

The new rules grant employees the freedom to disregard calls and messages outside of working hours, safeguarding them from any negative consequences.

Put simply, employees are not obliged to answer the phone when their boss calls when they are in the middle of watching a good movie, or answer an email when their phone pings with a text or email message when they are out on a walk.

Supporters of the rules say they are essential for protecting mental health and ensuring that an individual’s personal time remains their own.

Critics, on the other hand, express concerns that strictly enforcing a disconnect could compromise the flexibility cherished by many workers and organisations, potentially disrupting the balance it aims to protect.

The reality is, effective resolution of differences of opinion regarding being available outside regular working hours will never come down to a set of rules designed to tackle the misconduct of a minority of employers.

As the conversation around the right to disconnect continues it’s clear that finding common ground will be important.

The challenge lies in reconciling the needs of the business with the wellbeing of employees.

Businesses thrive on adaptability and responsiveness, qualities that often rely on the flexibility of their workforce.

Meanwhile, employees want to maintain reasonable control over their personal time, requiring clear boundaries that prevent work from taking over their lives outside of office hours.

What’s required is ongoing and open dialogue between employer and employee regarding work expectations, flexibility, and the sanctity of personal time.

Those conversations – and not new rules – will be instrumental in forging a mutual understanding on how to effectively balance work duties with personal wellbeing.

Professor Gary Martin is a workplace and social affairs expert