The "right to disconnect" movement is gaining traction worldwide, with several countries joining the Canadian province of Ontario to enact laws allowing employees to disconnect outside of working hours. However, is legally banning after-hours communication the best solution, or is there a more effective way to transform a work culture that expects employees to be available and responsive at all times?

According to INSEAD professors, true change requires a cultural shift within companies, and employees, managers, and leaders can dismantle the mentality of being "always on" at work.

Shifting into An Ideal "Workplace Culture"

Winnie Jiang, Assistant Professor of Organisational Behaviour, explains that after-hours communications, like work emails and texts, can prevent employees from detaching, leading to work-family conflicts and emotional exhaustion. This is particularly true for those high in "telepressure," who feel pressured to respond to work-related messages quickly. If work-family conflicts and emotional exhaustion build up, people's work performance will likely suffer.

The "ideal worker culture" is prevalent in modern workplaces, which expects employees to prioritize work above all else and be constantly available. It can also be rooted in individuals viewing work as the most important part of their identity and a primary source of self-worth, making them feel valueless if they stop working.

Companies need to genuinely invest in transforming the "ideal worker culture" into an "ideal workplace culture" that supports healthy work conditions conducive to employee well-being and where employees can diversify their sources of self-worth, recognizing their value in various aspects of life, not just how they are successful at work.

READ ALSO: Chronoworking: The Healthy Workplace Trend to Achieve Work-Life Balance in 2024

Reclaiming Your Time and Paying It Forward

Mark Mortensen, Associate Professor of Organisational Behaviour, argues that organizations are responsible for reducing the constant pressure to stay connected. Still, they often fall short due to ignorance or inability.

The first step involves reflecting on personal behavior and technology use. Conduct a "tech audit" by asking How often you receive and respond to requests after work hours? Do you sleep with your phone next to you? Is it on silent or airplane mode? Remember, you do not need your phone as an alarm clock; a basic alarm clock can be purchased cheaply.

Secondly, clear boundaries should be set for reasonable levels of after-work connectivity. If your organization values 24/7 availability, opting not to be available might impact your chances of promotion. If your organization's expectations do not align with your needs, it may not fit you.

Third, communicate clearly with your colleagues and managers after establishing your boundaries, telling them that they are enabling you to perform better by respecting your boundaries. Lastly, consider paying it forward as a leader by reflecting on whether you inadvertently pressure others to work outside their preferred hours and challenge your organization to reconsider whether "always on" mode benefits everyone.

Leading by Example to Replace The "Always On" Culture

Andy J. Yap, Associate Professor of Organisational Behaviour, notes that in many industrialized societies, long working hours are common and often enforced on junior employees by senior staff who have upheld these standards. Unfortunately, these work cultures have led to widespread mental and physical health issues, which experts have even labeled as an epidemic that requires urgent attention.

Dismantling an "always on" culture requires leadership enforcement and encouragement, particularly because organizations often have high power distance, with power concentrated at the top. Establishing a new culture, outlining its benefits, impact on employees' daily lives, and why it is preferable is crucial. Simply eradicating an old culture is not enough; leaders must introduce and exemplify the new culture and lead by example.

However, implementing flexible work policies carefully is essential to prevent misuse. Organizations with global teams must account for time zone variations and establish clear expectations regarding working hours. The remote work experiences during the pandemic have equipped companies to adopt a culture prioritizing productivity and well-being. Now, leaders must shift their mindset to spearhead this cultural revolution in the workplace.

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