Opinion – Let’s not distort the right to disconnect

The right to disconnect means the right to not have to respond to phone calls or emails received outside of working hours. Employers may not expect that their employees are available at all times, with the exception of extraordinary situations. Moreover, an employee may not suffer any prejudicial effects if he or she does not answer the phone or respond to emails before or after work, on weekends or while on holiday.

Moments of disconnection keep stress manageable, reducing the risk of health issues. Safeguarding boundaries and disconnecting regularly also leads to greater motivation and concentration during working hours. This in turn boosts productivity and leads to better results, making it worthwhile and even profitable to devote attention to disconnection.

Organisations are now working hard incorporating clear rules for disconnection into a collective labour agreement. This is no easy task. The right to disconnect is not an obligation at this point. A good disconnection policy takes into account and facilitates individual employee expectations. Some work more productively at 7 a.m., while others prefer to pick up the kids after school and then continue working at 8 p.m. A good disconnection policy is therefore not an obstacle, but provides a behaviour framework with room for flexibility. 

At the same time, we shouldn’t lose sight of employees’ own responsibility. Brain breaks are essential for recharging and refocusing, but too much stimuli during breaks or time off can give a false sense of relaxation. Taking a break from the smartphone and going for a walk or getting some exercise is the best form of relaxation, but for many people – including employers – a challenge that should not be underestimated. Not only that, but disconnection is a two-way street. During working hours, employees are advised to limit or avoid digital stimuli from their private life. 

Consequently, as an external service, we have been contacted by lots of organisations for advice, tips or even complete workshops on dealing with digital tools, psycho-education on brain relaxation, the effect of online meetings versus face-to-face meetings, and so on.

Finally, disconnection does not conflict with the necessity to call in sick or, with longer absences, to stay in contact with an employee regarding possible work resumption issues. In these cases, ‘connection’ – in line with pre-agreed methods – is essential to avoid an actual gap developing between the employee and the organisation.