The Right to Disconnect: What to Consider Before Writing a Policy
The pressure to stay connected is built into how work is organised. A workable policy needs clear boundaries, agreed urgent routes and support from managers.
The “always-on” culture is now a measurable feature of UK working life. A 2026 survey of UK employees found that 93% work outside their normal hours at least occasionally, and 82% do so at least a few times each week. For more than half, it is a daily habit: only 29% of European workers perform work tasks outside of hours every day, while in the UK that figure nearly doubles to 55%. A separate survey of 2,000 UK employees found that half feel expected to always be available, while 47% say there is no longer a clear, quiet period at work.
This isn’t simply down to personal habits. Heavy workloads were cited by half of UK respondents as the main barrier to disconnecting, followed closely by management expectations. In other words, the pressure to stay connected is built into how work is organised, and that makes it an organisational issue.
The right to disconnect aims to address this. It is the principle that employees should not be expected to read or respond to work emails, messages or calls outside their working hours, and should not be penalised for switching off. It is a sound principle, but putting it into practice is more complicated than it first appears, and any organisation considering a policy needs to think it through carefully.
Technology, a double-edged sword
Technology has transformed how we work for the better. We no longer post heavy documents and hope they arrive on time, or travel to every meeting in person. But the same tools mean we are expected to be switched on more of the time. There is now an unspoken taboo around not responding: if you don’t reply quickly, you risk being seen as a poor worker.
Hybrid working has intensified this. Many people working from home say they work longer hours and feel they must respond instantly, in case they’re accused of not working. Psychologists call this workplace telepressure: the urge to respond to work messages quickly, even when no one has asked you to. The evidence supports it: workers who regularly work remotely using digital tools are more likely to work longer than their contracts require.
This is why I’d argue wellbeing isn’t only about fun activities and perks. Constant pressure to be available is a wellbeing issue, and it links directly to the psychosocial risks set out in the HSE Management Standards, particularly demands, control and support. It also harms productivity.
What other countries have done
France was the first country to legislate, in 2017, requiring companies with 50 or more employees to negotiate disconnection arrangements. Since then, 13 EU countries have introduced national provisions, most since the pandemic. The approaches differ. Belgium made a disconnection policy mandatory for employers with 20 or more staff. Spain and Italy lean on negotiated arrangements between employers and employees. Ireland chose a non-binding Code of Practice, which is the model the UK looks set to follow. Outside Europe, Australia has gone further, with a statutory right that now covers all businesses.
The lesson is that there is no one-size-fits-all approach. The right to disconnect is not a ban on being on call. It is about being more strategic about how and when we communicate.
The challenges we shouldn’t ignore
Global working. International organisations face time differences, but also different cultures and attitudes towards work. A policy has to consider how workers, managers and customers in each location see their rights and responsibilities.
Responsiveness. There is a risk that some people use the right to disconnect as an excuse not to respond, which can delay projects. Context matters, and what works in one department may not work in another.
Sector differences. Some roles, such as 24-hour services, will always need people available around the clock. The key difference is that on-call work is agreed, planned and usually paid. That is very different from an open-ended expectation to be available.
Making it work
For a right to disconnect to succeed, it must be co-created between HR, line managers and employees. If only some people follow it, those who don’t will undermine it for everyone, and the organisation slides back into old habits. Line managers are critical here, because their support is one of the strongest factors in reducing psychosocial risk.
Individuals can act too.
One approach I use myself is stating in my email signature the window in which I’ll respond. It isn’t about being unavailable. It’s about being predictable. It sets expectations clearly and reduces how often people assume I’m switched on. The obvious question is: what happens when something is urgent? The answer is to agree an urgent route in advance. That might be a phone call instead of an email, a named colleague who can cover, or a short line in your signature explaining who to contact. When urgent matters have their own clear route, everything else can wait until your next response window without anyone worrying that something important will be missed.
At team level, Dr Lina Siegl at Alliance Manchester Business School developed 12 email guidelines from research with a large UK public sector organisation and a global manufacturer. They include:
- Limit email traffic to contracted working hours and days.
- Signal clearly when you’re not working.
- Don’t monitor email while on annual leave.
- Turn off email notifications.
- Think before you send.
- Use a standard format for subject lines.
- Keep emails brief, using bullet points where helpful.
- Reduce attachments where possible.
- Stay professional and courteous, and avoid overusing exclamation marks or capitals.
- Use self-help tools to manage your inbox.
Final thought
The right to disconnect isn’t about switching off from responsibility. It’s about switching off from the unspoken expectation to always be available. Organisations that start the conversation now, and build their approach together with their people, will be well placed when the Code of Practice arrives.
Related articles
About the author
Natasha Rhone-Parkinson BSc (Hons), MSc
Founder | Organisational Psychology Consultant
Every Wellbeing
With a passion for understanding what shapes people’s experiences at work.
Her work focuses on the influences that affect employee engagement, experience and wellbeing, and on helping organisations create working environments where people can do their best work without compromising their health and wellbeing.
For Natasha, workplace wellbeing is not simply about what individuals can do to look after themselves. It is also about the organisation, the culture, the systems and the everyday experiences that shape how people feel and function at work.
References
Barber, L.K. and Santuzzi, A.M. (2015) ‘Please respond ASAP: Workplace telepressure and employee recovery’, Journal of Occupational Health Psychology, 20(2), pp. 172–189.
Employment Rights Act 2025. London: The Stationery Office.
Eurofound (2023) Right to disconnect: Implementation and impact at company level. Luxembourg: Publications Office of the European Union.
Eurofound (2025) Working anytime, anywhere: The quality of working time in the EU. Luxembourg: Publications Office of the European Union. Available at: https://www.eurofound.europa.eu/en/publications/all/working-anytime-anywhere-the-quality-of-working-time-in-the-eu
Health and Safety Executive (n.d.) Management Standards for work-related stress. Available at: https://www.hse.gov.uk/stress/standards/
HM Government (2024) Plan to Make Work Pay. London: HM Government.
Siegl, L. (2023) ‘The Right to Disconnect’: An intervention study to examine the effect of constant connectivity through work-emails on work-home conflict, recovery, burnout, and performance. Thesis. University of Manchester. Available at: https://research.manchester.ac.uk/en/publications/the-right-to-disconnect-an-intervention-study-to-examine-the-effe/
Witan Solicitors (2026) Right to disconnect UK: employer guidance. Available at: https://witansolicitors.co.uk/right-to-disconnect-uk/
Working Time Regulations 1998, SI 1998/1833.
Yerty (2026) Right to disconnect UK: what the law says in 2026. Available at: https://yerty.co.uk/guides/right-to-disconnect-uk
Frequently asked questions
What is the right to disconnect?
It is the principle that employees should not be expected to read or respond to work emails, messages or calls outside their working hours, and should not be penalised for switching off.
What is workplace telepressure?
Workplace telepressure is the urge to respond to work messages quickly, even when no one has asked you to. It can make people feel they must remain available outside their working hours.
Who should help develop a right to disconnect policy?
HR, line managers and employees should develop the approach together. Consistent support from line managers helps teams set clear expectations and avoid returning to old habits.
How should a team handle urgent messages outside normal response hours?
Agree an urgent route in advance, such as a phone call or a named colleague who can cover. State response windows clearly so routine messages can wait without anyone worrying that something important will be missed.