By Jonathan H. Westover, PhD
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Abstract: This article examines how lack of separation between work and personal life in today's fast-paced workplace can negatively impact employee well-being, productivity, and retention. Constant connectivity from new technologies enables an "always on" culture where fully disengaging from work during non-work hours or vacations is challenging. Extensive research establishes the importance of work-life balance and taking proper time off to reduce stress, burnout, and health risks. Organizations suffer too from reduced performance and increased absenteeism when employees cannot relax and recharge away from job responsibilities. The article proposes that organizations implement flexible work policies, lead by example with boundary modeling from managers, and cultivate a culture valuing time off. Practical recommendations include establishing clear time-off guidelines, protecting personal time on calendars, and educating on the benefits of rest and recovery. Industry case studies demonstrate how companies have successfully instituted measures empowering employees to fully disconnect from work during leave for individual and company gains.
In today's fast-paced and technology-driven workplace environment, the boundaries between work and personal life have become increasingly blurred. Employees are often "always on" and available, checking emails and responding to messages even when ostensibly "off" the clock. While technological connectivity allows for increased flexibility and responsiveness, it also enables a culture where it can feel difficult for employees to fully disengage from work. The stress of constant availability and an inability to fully relax while on vacation or leave time can negatively impact employee well-being, productivity, and ultimately retention.
Today we will explore how organizations can help reduce employee stress and anxiety associated with time off through implementing flexible work policies and cultivating a culture of trust.
Research on the Importance of Disconnecting from Work
Extensive research has established the importance of work-life balance and employees' ability to fully disengage from their jobs on evenings, weekends and during extended time away like vacations. Studies have linked an inability to disconnect from work with increased stress, anxiety, burnout and reduced well-being (Sonnentag, 2012; Derks et al., 2016). Significant health risks have also been associated with a lack of separation, such as higher risks of cardiovascular disease, diabetes and depression (Bannai & Tamakoshi, 2014).
Not taking proper time away from work can negatively impact job performance as well. Research has found that employees who do not fully disconnect score lower on measures of creativity, problem-solving and decision-making due to cognitive depletion from inability to relax and recharge (Siltaloppi et al., 2019). Organizations also suffer when employees do not take adequate time off, as costs related to reduced productivity, increased absenteeism and turnover become issues (Kossek, 2016).
Establishing clear policies, boundaries and a supportive culture are crucial for employees to feel able to fully disengage mentally, emotionally and physically from work responsibilities even when away from the office or workplace. The next section outlines practical steps organizations can take.
Recommendations for Organizational Leadership
Formalize Time-Off Policies
Having clear, written policies around vacation time, sick leave, personal days and other types of time away from work helps set organizational-level expectations for work-life balance and separation (Butts et al., 2013). Such policies should:
Mandate a minimum paid time off allowance that increases with seniority. This sends the message that time off is valued and rewarded.
Clearly define what constitutes "time off." Policies need to address expectations around availability, communication with managers, and types of work activities permitted versus prohibited during leave.
Establish protocols for scheduling vacations around project deadlines. Advance notice requirements and blackout periods help manage workload coverage.
Prohibit work communications during non-work hours and time off without exception. This reinforces boundaries around personal time and reduces "always on" culture.
Lead by Example with Boundary Modeling
Leaders play an influential role through their behaviors (Rock & Tang, 2009). Management must model healthy boundaries, such as:
Not sending or responding to work communications during non-work hours and vacations. This creates psychological safety for others to do the same.
Taking and visibly using all earned vacation time. This normalizes fully disconnecting from work responsibilities.
Supporting direct reports in enforcing boundaries with clients and colleagues. Leaders back up those establishing appropriate work-life separation.
Establish a Culture that Values Time Off
Written policies alone are insufficient. Organizations must socialize a culture that genuinely supports work-life balance through initiatives like:
Educational programs emphasizing the importance of rest, recovery and self-care for peak performance and well-being.
Acknowledging co-workers for taking vacation time and respecting boundaries. Positive social reinforcement influences norms.
Tracking voluntary turnover and employee well-being metrics. Linking absenteeism, stress levels and retention to work-life culture change efforts provides accountability.
"No Meetings" calendar blocks. Protecting group planning times fosters individual disconnection during leave.
The following industry examples demonstrate how leading companies have instituted changes along these lines.
Practical Applications
Technology Company: The Results-Only Work Environment (ROWE)
Best-known advocate Basecamp replaced rigidly scheduled workdays with a Results-Only Work Environment that emphasizes accountability for outcomes over facetime. This enabled complete flexibility as long as work got done. Employees report decreased stress from freedom to work when and how they choose and take time off spontaneously as needed (Horowitz, 2019). ROWE establishes trust that work will still get accomplished with independence and autonomy over schedules.
Professional Services Firm: Flexible Scheduling Pilot
A mid-sized accounting firm piloted flexible scheduling to help employees better manage work and personal demands like childcare or eldercare. In addition to results-focused work rather than clock-watching hours, the program educated teams on scheduling vacations in consideration of project deadlines and coverage responsibilities. Stress-related absences dropped over 15% in the first year as employees felt empowered over their time and supported taking leave (PTO Today, 2020).
Technology Company: No Meeting Wednesdays
A software as a service startup protects each Wednesday on work calendars as "No Meeting" days company-wide to encourage focused work without interruptions and facilitate taking full days off when needing a break from obligations. Employees report the designated downtime helps recharge and be more present and engaged when interacting with colleagues on other days (Anthropic, 2022). The practice sends a message that time away and mental breaks are valued.
Conclusion
Allowing employees to fully disconnect from work when "off" the clock through flexible policies and a culture that prioritizes work-life balance can meaningfully reduce workplace stress and anxiety. Both individual well-being and organizational performance stand to benefit when proper time away from responsibilities is supported, modeled, and normalized within a trust-based work environment. Leading companies demonstrate how implementing strategies focused on results over facetime, boundary modeling from leadership, and initiatives protecting personal time can empower taking meaningful vacations and experiencing the intended benefits of time off. Organizational leadership plays a key role in creating the conditions where disengaging from work feels feasible and encouraged for optimal individual and company outcomes.
References
Bannai, A., & Tamakoshi, A. (2014). The association between long working hours and health: A systematic review of epidemiological evidence. Scandinavian journal of work, environment & health, 40(1), 5-18.
Butts, M. M., Casper, W. J., & Yang, T. S. (2013). How important are work–family support policies? A meta-analytic investigation of their effects on employee outcomes. Journal of Applied Psychology, 98(1), 1.
Derks, D., van Mierlo, H., & Schmitz, E. B. (2014). A diary study on work-related smartphone use, psychological detachment and exhaustion: Examining the role of the perceived segmentation norm. Journal of Occupational Health Psychology, 19(1), 74.
Horowitz, B. (2019, June 15). 10 Years of Remote Work at Basecamp. Basecamp. https://m.signalvnoise.com/10-years-of-remote-work-at-basecamp-b36be0aac926
Kossek, E. E. (2016). Managing work-life boundaries in the digital age. Organizational Dynamics, 45(3), 258-270.
PTO Today. (2020, April 30). Accounting firm implements flexible scheduling pilot program. SHRM. https://www.shrm.org/ResourcesAndTools/hr-topics/benefits/Pages/accounting-firm-implements-flexible-scheduling-pilot-program.aspx
Rock, M. L., & Tang, F. (2009). Cutting-edge leadership practices in action. Psychology in the Schools, 46(9), 882-892.
Siltaloppi, M., Kinnunen, U., & Feldt, T. (2009). Recovery experiences as moderators between psychosocial work characteristics and occupational well-being. Work & Stress, 23(4), 330-348.
Sonnentag, S. (2012). Psychological detachment from work during leisure time: The benefits of mentally disengaging from work. Current Directions in Psychological Science, 21(2), 114-118.
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2024). Taking the Stress Out of Taking Time Off: Reducing Workplace Anxiety Through Flexible Policies and a Culture of Trust. Human Capital Leadership Review, 13(3). doi.org/10.70175/hclreview.2020.13.3.1
