The Right to Disconnect: What's at Stake for Employers and Employees

According to a survey by the Eléas consulting firm, 41% of French employees say their company has taken no action to uphold their right to disconnect. Yet beyond legal obligations, violating the right to disconnect can have devastating consequences — for both the organization and the individual. Stress, exhaustion, burnout, sleep disorders: the psychosocial risks linked to hyperconnectivity are real and numerous. Here are the key challenges of the right to disconnect for employers and employees:

[This article is an excerpt from the White Paper "Right to Disconnect: A Survival Guide for Remote Work" >>> read the full white paper for free]

Preventing hyperconnectivity and information overload

According to a 2019 survey by Qapa, 67% of French workers are unable to fully switch off from work during their vacations — a phenomenon largely driven by hyperconnectivity.

Managers and executives are the most affected. Indeed, according to a 2017 Ifop study, the vast majority of them continue to check their professional messages on weekends and during holidays — partly to make sure nothing goes wrong in their absence, and partly to avoid being overwhelmed when they return.

40% of employees even say they feel guilty for not logging on when contacted outside of working hours.¹ This FOMO syndrome (fear of missing out), characterized by a fear of missing important information, is closely tied to the proliferation of digital tools in both our professional and personal lives.

Today, it is almost impossible to go even a single day without a smartphone or laptop. We have become dependent on our digital tools — despite their harmful effects on our health.

When overused, these tools can lead to a flood of information, also known as information overload. Faced with this excess of data and constant interruptions, employees become overwhelmed, lose focus, and struggle to process information efficiently, which ultimately undermines their productivity.

This is why it is crucial to implement initiatives that limit time spent on digital tools.

Protecting employee health and combating psychosocial risks

Over time, hyperconnectivity and information overload can give rise to a range of psychosocial risks among employees, including fatigue, stress, sleep disorders, and even burnout. Indeed, 43% of French employees report feeling fatigued from using professional digital tools, and 35% say they are a source of stress¹. These negative effects are particularly pronounced among younger workers (aged 18-29). The term "Zoom fatigue" — named after the popular video conferencing platform — is increasingly used to describe this phenomenon.

Companies must therefore be especially vigilant, particularly when their employees are working remotely. As workplace well-being psychologist Brigitte Vaudolon explains: "remote work tends to increase psychosocial risks. It is therefore important to make employees aware that they are not expected to be available 24 hours a day, even if the tools are."

Further reading: [Expert Insight] Brigitte Vaudolon: Psychosocial Risks in Remote Work

If left unaddressed, psychosocial risks can be costly for organizations. Employee distress tends to affect health, which in turn impacts performance and absenteeism rates. France's national health insurance system (Assurance Maladie) estimates that workplace stress costs between 1.9 and 3 billion euros annually.

Improving quality of work life and work-life balance

The right to disconnect is fully aligned with the broader concept of quality of work life (QWL), which has become a key priority for organizations. Lower absenteeism, higher motivation, greater engagement, improved productivity... For both employers and employees, QWL is a genuine asset.

Moreover, quality of work life has become a powerful argument for attracting and retaining talent. It signals to employees that the organization cares about their needs and well-being.

For 73% of French workers, quality of work life matters as much as salary.² A company that commits to QWL and actively promotes work-life balance will therefore find it easier to grow and retain its talent pool.

Further reading: The Evolution of Work: What Place for Quality of Work Life?

Yet efforts to improve QWL remain insufficient — or nonexistent. 6 out of 10 employees feel their company does not take enough action to ensure work-life balance.³ There is still a long way to go in developing quality of work life and fully upholding the right to disconnect.

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Access the White Paper

This article is an excerpt from the White Paper "Right to Disconnect: A Survival Guide for Remote Work". Inside, you will find: the key challenges of the right to disconnect, best practices for implementing it, and concrete examples of company initiatives.

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¹ Opinion Way survey for the Eléas consulting firm (2018)
² Toluna survey for Interface (2019)
³ 10th edition of the OPE Barometer on Work-Life Balance (2018)

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Author: Emmanuelle Abensur