Blog
The right to disconnect: preserving the balance in hybrid work
Share
Johanna
23/09/2024
Employee experience
The right to disconnect: preserving the balance in hybrid work
Reading time : 0 mn
37% of working people use professional digital tools outside working hours(1). That's what the government website says. A worrying figure!
Telecommuting, asynchronous working, coworking... These terms are now well established in the corporate vocabulary and reflect the same reality: working flexibly, in different places and at different times. But in this hybrid working environment, how can we collaborate effectively without being constantly connected? This is where the right to disconnect comes into play, as it has become essential for preserving employees' work-life balance. Spoiler alert: being glued to your computer 24/7 doesn't make you a better employee!
In France, this right is enshrined in law, but its implementation is highly dependent on company practices and context. In this article, we'll look at how this right is applied, the human and organizational issues it raises, and concrete solutions for integrating this right at the heart of organizations. We're off!
A brief overview of the right to disconnect in France: what are we talking about?
What is the right to disconnect?
In the digital age, the boundary between professional and personal life is becoming increasingly blurred: incessant notifications on our phones, video meetings that intrude on our breaks, text messages sent early in the morning or late at night... Sometimes it's no longer clear where our working day ends.
The right to disconnect allows employees to avoid being contacted for professional reasons outside official working hours. It provides a framework for the relationship between the company and the employee, and guarantees the right not to reply to work-related e-mails or messages outside these periods. Dinner without having to check your e-mail - sounds dreamy, doesn't it?
What is the legal framework in France?
In France, the right to disconnect will soon celebrate its 10th anniversary. It was introduced by the 2016 Labor Law, as part of mandatory negotiations on quality of life at work (QVT)(2). It requires companies with more than 50 employees to negotiate the terms of the latter with the social partners.
While flexibility has its advantages - and we are fervent advocates of it - it can also trap employees in a constant connection to work. The legal framework, while existing, remains fairly general, and each company must adapt it to its own culture, needs and those of its employees.
What are its specific features in the context of hybrid work?
I answer, I don't answer... For an employee, it can be difficult to know what level of availability is expected, for fear of appearing disengaged in the eyes of the company.
It is therefore essential for organizations with a hybrid working style to clearly define working hours and introduce tools or policies to encourage employees to really disconnect.
What are the human implications of the right to disconnect?
Issue no. 1: Employees' mental health
Constant connection to the organization via digital tools has proven deleterious effects on employees' mental health. We often speak of "Zoom fatigue", the phenomenon of exhaustion after a succession of virtual meetings. But this fatigue is just the tip of the iceberg. In reality, constant connection via digital tools generates much deeper problems: difficulty concentrating, the feeling of being constantly overwhelmed, infobesity (information overload), reduced memory capacity, and ultimately, real mental fatigue.
The brain, in constant demand, struggles to recover. The result? Increasing demotivation and disengagement.
Nearly 9 out of 10 employees feel that their employer is responsible for their mental well-being. And 85% of employees say their loyalty to the company would be strengthened if concrete actions were taken to improve their mental well-being(3).
These figures show that a well-applied right to disconnect is becoming a key tool for boosting employee commitment, while reducing psychosocial risks.
Issue no. 2: Employees' physical health
However, the harmful impacts of hyperconnection at work don't stop at mental health. Spending hours in front of a screen and being at the mercy of stimuli that constantly bring us back to work also affects physical health: eyestrain, backache, sleep disorders linked to prolonged screen use.
And we know: an employee in poor physical health inevitably performs less well. Promoting regular breaks, allowing real breaks from screens, and encouraging moments of real disconnection are simple but powerful solutions for improving both physical health and productivity.
Rethinking the organization around the right to disconnect
Managers: the cornerstone of healthy disconnection
Managers play an essential role in establishing a healthy culture of disconnection, both in the face-to-face and remote environments. Their attitude to work-life balance sets the tone for teams.
If they send emails at weekends or reply to messages outside working hours, this implicitly conveys the idea that constant availability is expected. Yet many managers themselves struggle to disconnect, which may contradict the policies they are trying to introduce.
For disconnection to become a reality, managers need to set an example. By adopting consistent practices and fostering an environment where disconnection is encouraged, they contribute directly to the mental and physical health of their teams, while strengthening their commitment and motivation.
" T'as posé ton aprèm? " the importance of organizing rest and changing the perception of recovery time
In a world where productivity is valued to the extreme, taking a break is often seen as a waste of time. And yet, breaks are essential to recharge our batteries and maintain sustainable performance. It's time to change the perception of breaks in the workplace. Far from being a sign of laziness, it's a necessary moment to ensure mental and physical recovery. And come back refreshed and in full possession of your capabilities.
Some companies have set up "digital detox" or email-free weeks outside working hours to provide a real break. And let's not forget the companies that favor naps. These organizations apply the mantra: rest for better work. They understand that rest is non-negotiable for productivity.
Learning to protect yourself from the dangers of hyperconnection, a new training focus for organizations
Organizations can no longer ignore the harmful effects of overconnection. And employees are not robots. Training them to manage digital tools individually and collectively, and helping them to adopt balanced practices, is becoming a priority.
Many employees - and companies, let's be honest - see constant availability as the norm, even as proof of commitment, making disconnection difficult to enforce.
Making teams aware of the risks of hyperconnection and offering solutions to restore a pro-perso balance is the new Holy Grail for engaging employees over the long term.
By investing in training, reviewing disconnection policies, and encouraging a balanced work environment, organizations can not only improve employee health and well-being, but also boost engagement and productivity.
<hr>
<font size="-1">Nos sources</font>
<font size="-1">(1) https://travail-emploi.gouv.fr/archives/archives-courantes/loi-travail-2016/les-principales-mesures-de-la-loi-travail/article/droit-a-la-deconnexion </font>
<font size="-1">(2) https://www.inrs.fr/publications/juridique/focus-juridiques/focus-droit-deconnexion.html </font>
<font size="-1">(3) Baromètre 1er semestre 2022. Bien-être mental : les salariés attendent l’entreprise au tournant. Une étude Alan & Harris Interactive, p.10 </font>
