HR leaders often talk about a work-life-balance, but according to a recent study, less than half actually take concrete steps. Only 45 percent of HR decision-makers have formal policies that encourage employees to take time off.
Lack of structure and cultural expectations leave many workers feeling overworked and unable disconnect. A study by the benefits platform BHN extras found that 48 percent of employees admitted to checking in while on annual leave. 39 percent of employees say they reply to messages from work while on sick leave.
Data shows that is always available has become a normalised regardless of circumstances.
Pressure is not only felt by those in the highest positions. Although 55 percent of CEOs check their work email daily outside of office hours, only 42 percent of junior manager’s report the same. This behaviour is linked to mobile work applications, which blur the lines between work and private life at all levels of organisation.
Most workers have not seen a meaningful change in their work-life balance, especially after the COVID-19 epidemic. Eight out of ten workers feel that their work-life integration has not improved in the past five years. The findings indicate that flexible policies and practices are not matched with flexibility in principle.
Burnout gap between leaders and staff
The perception of burnout by different levels of employees is markedly different. Only 25 percent of junior management agree with 76 percent C-suite executives that their burnout has declined. Burnout has improved for less than half of workers in the past few years. This reflects an uneven distribution of improvements to wellbeing across the workforce.
Data also shows that people’s ability to switch off is not affected by whether they work remotely or at an office. Only 38 percent remote workers and only 35 percent office-based employees reported an improvement in their work-life balance. This indicates that cultural and organisational factors may be more important than geographic location.
There are also patterns that differ by industry. While 68 per cent of IT professionals report that burnout has decreased, only 23 per cent of those working in the law and professional service sectors say the same.
Post-work socialising declines amid changing priorities
Inability to disconnect affects relationships between colleagues. Nearly half (46%) of employees say that they socialise rarely or never with co-workers outside work hours. The main reason is personal time, but financial pressures also play a part. Cost is cited by 24 percent of women and only 18 percent of men as an obstacle to after-work activities.
The reduction of informal interaction in the workplace has implications for employee engagement and workplace culture. Social connections in the workplace are associated with higher productivity and retention, but as more employees are opting out of events after hours, there are fewer opportunities to develop those connections.
Employee benefits are in high demand
39 percent of employees use flexible working hours regularly. The expectations of workplace support are changing. Sixty three percent of employees would like to have access to more benefits that are tailored for them. Gen Z workers are more likely to want a broader range of benefits, with 66 percent compared to just 40 percent for baby boomers.
These generational differences highlight a growing need for tailored, inclusive benefit schemes. Employees want more than just surface-level benefits. As economic pressures increase, the need for programmes that promote financial, physical and mental wellbeing becomes more urgent.
Chris Ronald, VP – Incentives, Rewards & Benefits, BHN, stated, “Our research shows the UK workforce desperately needs more support from employers. Boundaries are slipping, burnout continues to be ignored and traditional benefits do not meet the needs of modern employees.
The data may not reflect the true picture. How many people are checking their email, skimming through emails, or mentally tethered by their inbox?
BHN calls on HR leaders and managers to view benefits as essential tools in building resilience and connection at work. Organisations will have to review their wellbeing policies in order to keep up with the changing expectations of employees.
