Time to disconnect? Why switching off on holiday is harder than ever

Annual leave should be a chance to rest, recharge and switch off, before returning to work with renewed energy. But increasingly, holidays are becoming an extension of the working week. For some logging on poolside, checking emails between sightseeing trips, or even packing the work laptop alongside the sunscreen has become the norm.

For many professionals, disconnecting is no longer straightforward. Research from Totaljobs shows that almost three in five UK workers continue working during their time off, and one in five even bring their work devices on holiday. More than half check emails while away, spending an average of 1.5 hours a week staying “in the loop,” while 44% monitor messaging platforms such as Teams. What should be downtime is increasingly looking like work time.

This trend, often referred to as leavism, highlights a blurring of boundaries between professional and personal life. The result? Burnout, dissatisfaction, and, crucially for employers, an impact on recruitment and retention.

The drivers behind this behaviour are varied. Some employees admit they simply find it hard to disconnect. Others feel pressure from employers or colleagues, worry about missing out on opportunities, or are concerned that their absence will leave gaps in delivery.

Common reasons employees stay online during leave include:

• staying on top of targets.
• feel directly obligated by their employer to keep working.
• guilt, lack of resource to cover their work or concerns about promotion.

While these figures reveal different motivations, the underlying theme is consistent: workplace culture still rewards being “always on,” even when official policies encourage rest.

For HR leaders and recruitment professionals, the significance of this goes far beyond wellbeing. A culture that discourages genuine rest is one of the biggest red flags candidates look for when considering a new role.

Nearly 1 in 10 workers say they have quit a role due to pressure to work during annual leave, while 6% are planning to do the same. That equates to multiple employees leaving positions not because of salary, skills mismatch, or poor progression routes — but because they aren’t allowed to properly switch off.

Why this matters for recruitment:

1. Talent retention: Replacing employees is costly and disruptive. Losing people because they can’t take a real holiday suggests a cultural issue that will continue to drain teams unless addressed.
2. Employer branding: Candidates are more discerning than ever. Over a third of jobseekers say they actively prioritise employers who respect annual leave, while 21% avoid roles with vague or unclear holiday policies. In other words, rest is no longer just a benefit — it’s a benchmark of trust and respect that influences the candidate experience.

Recruitment is no longer just about salary and job titles. Today’s candidates are scrutinising company culture, looking for signals that employers genuinely care about wellbeing. Annual leave is one of the most visible ways to demonstrate that commitment.

When employees feel confident taking time off — without guilt, pressure, or the fear of falling behind — it builds loyalty. In contrast, if holidays are undermined by the expectation of late-night emails or “just one quick call,” the message to employees and candidates is clear: productivity is valued over people.

For recruiters and hiring managers, this makes holiday culture a vital part of the conversation when promoting roles. Clear annual leave policies, consistent communication about rest, and visible leadership behaviours all contribute to a stronger employer brand.

So how can employers and HR teams tackle leavism and improve both retention and recruitment outcomes? A few practical steps include:

• Set clear boundaries: Ensure annual leave policies are not only in place but communicated openly. Avoid vague language and make expectations explicit — for example, “no work contact during holidays unless in emergencies.”
• Lead by example: Senior leaders should take holidays themselves and visibly disconnect. Culture is shaped from the top, and if managers answer emails from the beach, others will feel pressured to do the same.
• Plan for cover: Ensure workflows and resourcing make it possible for employees to truly step away. If colleagues are overstretched during someone’s absence, the temptation to log in will remain.
• Encourage trust: Normalise switching off by praising people for taking proper breaks. Make it clear that annual leave is an investment in long-term productivity, not a disruption to it.
• Highlight in recruitment: When advertising roles, be transparent about your commitment to respecting leave. Candidates increasingly view this as a marker of a supportive workplace culture.

• The ability to disconnect is no longer just a wellbeing issue — it’s a strategic factor in attracting and retaining talent. In a competitive recruitment landscape, businesses that fail to respect annual leave risk losing skilled professionals to employers who do.By contrast, organisations that embed healthy boundaries around rest can stand out as employers of choice. Not only does this strengthen retention, but it also enhances the candidate experience, supports employer branding, and contributes to long-term success.In short: a proper holiday policy isn’t just about time off and a well-deserved rest and recharge. It’s about trust, culture, and the recruitment advantage that comes from valuing people as much as performance.