We live in a society where we are continuously reachable via social media and digital means (laptops, tablets, smartphones, ...). In the workplace too, there is increasing pressure to remain constantly connected. The temptation to 'quickly check some work emails' or 'just quickly read through a report' is therefore great.
In this way, the boundaries between work and private life become blurred, creating the risk that we remain connected to our work anytime and anywhere.
The importance of disconnection
Not being able to leave work behind, both mentally and physically, can cause a lot of unnecessary stress and in the long term increase the risk of burnout. It is therefore crucial for employees to disconnect in time and shield themselves from professional stimuli.
Not only the well-being of the employee can suffer, the same applies to his or her performance at work:
- Reduced productivity: insufficient rest and recovery encourages less efficient work and ultimately leads to declining productivity among employees.
- Reduced quality: overworked and stressed employees may make more mistakes, which does not benefit the quality of their work. They also have less mental space to be creative. Innovative ideas often arise at unexpected moments.
In addition, having insufficient regard for the ‘work-life’ balance is bad for the company culture. If expectations regarding availability differ within a team, this can cause tensions and misunderstandings. Moreover, a work environment where constant availability is prioritized is negative for employee morale.
The right to disconnect
The law of 3 October 2022 provides for a right to disconnect with the aim of respecting employees' rest periods, leave, and private lives. Companies with 20 employees or more are obliged to establish agreements on disconnecting at an organisational level. The agreements must at least include the following aspects:
- The practical modalities for the employee to exercise their right not to be reachable outside their work schedule;
- The guidelines for such use of digital tools that ensures the employee's rest periods, leave, private and family life are preserved;
- Training and awareness-raising actions for employees and managers regarding the sensible use of digital tools and the risks associated with excessive connection.
These agreements must be included in a company collective labour agreement or in the work regulations. When you start with this, it is interesting to first discuss internal expectations and then make clear agreements.
On our extranet you will find a checklist. This can be completed during a consultation at an organisational, team, or individual level to map out this disconnection from work.
Support via Premed
Premed supports organisations with a policy-based approach to disconnection. As a dialogue partner we offer tailored advice.
Our prevention advisers for psychosocial aspects also provide support to employees. During an information session, they not only address the various aspects of disconnection but also provide tips & tricks to guarantee a 'work-life' balance. Finally, they can individually coach employees in the context of stress and tension complaints.