Recent research highlights the crucial role of work-life balance for employee wellbeing.
- The proposed ‘Right to Switch Off’ aims to tackle unboundaried work demands.
- A significant percentage of employees struggle to maintain personal boundaries outside work hours.
- Most employees believe it’s primarily the employer’s responsibility to enforce work-life balance.
- Comprehensive strategies are needed beyond policies to improve employee wellbeing and productivity.
Recent research reveals the pivotal importance of work-life balance in sustaining employee wellbeing. With 93% of employees affirming its significance, the proposed governmental initiative, the ‘Right to Switch Off’, seeks to address the adverse effects of unboundaried work demands on both businesses and their workforce.
The study, involving 2,000 UK employees, highlights a significant challenge as 67% of participants expressed difficulties in disengaging from work-related activities outside official hours. This inability affects employee wellbeing daily or weekly for 41% and at least monthly for 65%, emphasising the pressing need for intervention.
Employers are seen as key actors in maintaining work-life boundaries. According to the study, 62% of employees advocate for managerial support to facilitate mental disconnection after work hours, while 59% call for organisations to enforce clear boundaries.
Beyond policy, workplace culture plays a vital role. Employees suggest that respecting work-life boundaries (54%), managing workloads (52%), and fostering an environment where detachment is encouraged (48%) are essential organisational actions.
The research indicates considerable room for improvement in how companies manage wellbeing. Only 11% of employees rated their employer highly in this regard, with a mere 26% acknowledging any substantial support for their wellbeing.
Moreover, just 21% of employees noted initiatives addressing work volumes or setting work-life boundaries, revealing a gap between policy and practice.
A compelling 72% of employees back the ‘Right to Disconnect’, akin to Ireland’s policy, as a potential enhancer of work-life balance. The call for comprehensive strategies extends beyond mere legislation, demanding an integrated approach involving policies, cultural shifts, and practical tools.
Simon Garrity from Protime underscores this view, stating, “Our research clearly demonstrates that unboundaried work is having a significant negative impact on employee wellbeing and productivity.” He advocates for holistic strategies to manage work-life boundaries, positing that such measures are crucial for long-term organisational success.
Ensuring employee wellbeing requires not only policy implementation but also a broader cultural and strategic organisational commitment.
