Rewriting the Rulebook: How UK businesses can prepare for 'Right to Switch Off'

by Bruce Fecheyr-Lippens, Chief People Officer SD Worx

25 October 2024 - One of the most hyped policies from Labour's initial Plan to Make Work Pay was the 'right to switch off'. With workloads soaring and endless reports of burnout, the policy, which aimed to unblur the boundaries between work and personal time, rightly caught the attention of many. However, it was absent from the Employment Rights Bill published last week.

The policy will not now be enshrined in law and will instead take the form of a statutory code of practice.

This would mean no 'one-size fits all' approach but rather an opportunity for businesses to set up a flexible system with clear protocols and practices that makes sense for a particular business and its unique operations.

This point alone gets to the crux of the issue; it's about setting a new standard that can operate effectively in the long run. Doing this will means striking a balance between workforce and client needs and that takes investment, collaboration and understanding to get it right. Here are the key considerations.

Maintaining flexibility

Fundamentally, 'a right to switch off' will hold a mirror up to businesses, showing which have really done the groundwork in recent years. Four years on from the pandemic, flexibility still rivals pay, job security and purpose at the top of the employee wish list - but it's hard to imagine that being 'always on' is how any worker envisaged flexible working in practice!

Since 2020, technology has played a massive role in setting up a practical means of managing workflow, communication, training and more in a hybrid world. UK companies have led the charge here, with 68% of firms investing in HR applications in support of 'people centric' approaches - 8% above the European average. Workforce management tools have been central to the shift. At face value, it can sound like a business-centric process but in practice it supports workers with wellbeing basics like ensuring there's ample cover during sick or holiday leave.

We've also seen huge demand for self-service tools, allowing employees to manage absences themselves, book time off and set up automatic scheduling. These tools have been vital in stripping out the monotony of admin and giving employees greater control in day-to-day work. With tech now front and centre of flexible working models, even the least tech savvy employee must feel comfortable with digital processes, and businesses need to set out an effective approach of retraining and upskilling that supports everyone at every level.

The company culture piece

Above and beyond technology, building a culture where work-life balance is prioritised is a non-negotiable. Business leaders must show openness to leading the charge and setting the right example here.

Technology has made us accessible 24/7 but that shouldn't mean non-stop refreshing and update checks. That is one surefire recipe for burnout. I really believe in the notion of being 100% present, not just "visible" - whether that's at work or home. We need to "respect the brain". At work, that can mean avoiding multi-tasking, and saying 'no' to allow enough space to say 'yes' to something else.

When offline, it's essential to switch off completely to re-charge batteries and therefore re-energise ourselves to jump back into work with a refreshed mindset and 100% focus. I know that my best work often takes place after a holiday or long-break, so the right to switch off can really support employees.

In terms of practical tips, if, for example, an employee's going on holiday, they should be encouraged to just stop all work notifications. Whether it's Teams or Outlook, just removing that one trigger can remove the temptation to re-enter work mode in downtime. A good alternative is simply activating an out-of-office with clear instructions of who's covering a role in a person's absence, and blocking out half a day on your return to sort through your inbox. Not everyone works the same hours either, so adding 'online hours' to your signature can also help, advising others that 'my working hours might not be the same as yours, so please don't feel obliged to respond outside of yours'.

Of course, such an approach won't be practical for every workplace, but the task here is about setting a best practice standard that really does work for your business. 'Right to Switch off', in whatever way it's implemented, should not challenge your workplace; but rather complement the approach you've already put in place to build workplace wellbeing. Whatever form the new measure takes, ultimately, the best way to prepare is to map out how you lift standards of wellness in the business. That is fundamental to a healthy, productive workforce that stay with your business in the long-run.

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