The Right to Disconnect: Why It Matters for Employees and Employers

The COVID-19 pandemic fundamentally reshaped the way we work, pushing remote and hybrid work models into the mainstream. While this shift provided flexibility, it also blurred the boundaries between work and personal life, making it difficult for employees, especially leaders, to disconnect.

Recently, Advaita Naidoo, Africa MD at Jack Hammer Global, joined Channel Africa to discuss the “Right to Disconnect” and why organizations must rethink their workplace policies to prevent burnout and sustain employee well-being.

Listen to the full discussion here:

The Post-COVID Work Dilemma: Always On, Always Available

Initially, during lockdown, companies prioritized employee well-being, recognizing the stress of isolation and the demands of juggling work, family, and personal responsibilities from home. However, as remote work became the norm, a slow but steady erosion of boundaries began. The ease of sending “just one more email” after hours or hopping on a late-night Zoom call created an expectation of constant availability.

Coupled with economic pressures and job insecurities, employees now feel compelled to always be on call. Many fear that disconnecting may be perceived as a lack of commitment—potentially putting their jobs at risk. But as Advaita points out, this culture of overworking is not sustainable and leads to burnout, resentment, and declining productivity.

The Business Case for Disconnecting

Studies show that enforcing the “Right to Disconnect” leads to higher job satisfaction and lower stress levels. According to Eurofound, an EU agency specializing in workplace policies, 92% of employees in companies with formal disconnect policies report a better work-life balance, compared to just 80% in organizations without such policies.

When employees feel supported in setting boundaries, they are more engaged, productive, and committed to their roles. Ultimately, fostering a culture of disconnection is not just about employee well-being—it’s about business sustainability and talent retention.

Leading by Example: How Managers Can Support Disconnecting

One of the biggest challenges in implementing disconnection policies is leadership behavior. If a leader constantly sends emails after hours or expects instant responses on WhatsApp, employees will feel pressured to stay available. Advaita emphasizes that leaders must:

• Set clear expectations: Explicitly state that employees are not required to respond to after-hours emails or messages.
• Respect personal time: Avoid last-minute demands that encroach on evenings, weekends, or vacation time.
• Plan ahead: Urgency should not be a byproduct of poor planning. If something is truly urgent, teams should be structured to handle it without relying on off-hours work.
• Acknowledge flexibility: Employees who take personal time during the day (e.g., for a school event or doctor’s appointment) should ensure their deliverables are met, but that doesn’t mean they must be available 24/7.

The WhatsApp Factor: When Instant Messaging Becomes a Trap

One of the most significant contributors to the erosion of work-life boundaries is the rise of instant messaging in the workplace. What started as a convenience quickly became an expectation for immediate responses. Employees now feel psychological pressure when they see blue ticks or notifications on WhatsApp or Slack, leading to an “always-on” mentality.

Organizations need to set guidelines around these tools, reinforcing that instant messaging should not replace structured communication channels like emails or scheduled meetings.

The Hybrid Work Complexity: Managing Time Zones and Work Hours

Another challenge in today’s work environment is managing time zones and flexible work schedules. Hybrid work has introduced new complexities, as employees collaborate across different time zones and juggle in-office and remote work.

While some roles require occasional after-hours availability, Advaita stresses that businesses should not demand constant responsiveness. Employees and managers should work together to establish reasonable expectations that balance business needs with personal well-being.

The Bottom Line: Creating a Culture of Balance

The conversation around the “Right to Disconnect” is timely and necessary. While many employees wrote in their cover letters that they would “go above and beyond” and “work well under pressure,” that does not mean sacrificing their health for their company. Organizations must recognize that sustainable success comes from creating environments where employees can perform at their best without fear of burnout.

It’s time to shift away from glorifying the grind and towards fostering workplaces that value balance, productivity, and long-term engagement. And that starts with leadership taking the first step in setting—and respecting—boundaries.