As the boundaries between work and life continue to blur, especially with hybrid and remote working, the right to disconnect has become a hot topic globally. Australia has recently officially passed the right-to-disconnect policy, allowing employees to ignore after-hour messages if they choose to, without fear of being punished by their bosses. While some may view this as a game changer for employee wellbeing, others may disagree. And so one question still stands — will the policy actually make a difference?
If other markets are any indicator, we should be cautious. Other countries have tried — and often struggled — to enforce similar policies, and the results haven’t exactly been as intended. Take the UK, for instance. The EU’s 48-hour workweek limit was meant to protect employees from overworking. However, loopholes still emerged. Employers simply added waiver clauses, allowing staff to “choose” to work longer hours. The result? Burnout levels didn’t decrease, and the legislation became more of a box-ticking exercise than a real solution.
So, while the right to disconnect is a step towards a healthier and more inclusive workplace, I don’t believe it will magically solve the issue of employee burnout or dissatisfaction without some more concrete action. Instead, to make a lasting impact and nurture a better workplace, I believe we need to shift the focus from legislative quick fixes to more meaningful changes in workplace culture.
The three key pillars of employee wellbeing
Real wellbeing isn’t about just closing laptops at 5pm, it’s about feeling empowered at work, feeling trusted to do your job, and having flexible work arrangements, all while being able to do your job well. That’s why I would encourage employers to instead prioritise three key pillars if they really want to move the needle on employee wellbeing —autonomy, flexibilityand career progression.
It’s no secret that people love to be in control of their lives – not just at home, but also at work. Employees want to be able to manage their workload and decide how and when they tackle tasks. That’s why companies that offer autonomy see more engaged employees. HiBob’s research shows that over half of young Australians in tech feel empowered when they are trusted to do their jobs without being micromanaged. This is a major win for mental health and job satisfaction, which doesn’t rely on legislative guidance.
When it comes to flexibility, it is no longer a perk but an expectation. And yet, two out of five Australian employees say they’d consider jumping ship if it meant getting more flexible work elsewhere. Whether it’s remote work or flexible hours, giving employees control over how, when and where they work is the future to attract and keep great talent (yes, looking at you, Amazon!).
Finally, what’s the one thing that nearly 40% of young employees say they’re missing? A clear career path. Workers want to know they’re growing, developing, and moving toward something bigger. Offering career progression, training, and upskilling opportunities can be far more effective at boosting employee morale than a right-to-disconnect policy. People need to see their career progression ahead — or they’ll go find a new one with an employer willing to give them what they want and deserve.
However, there’s always a silver lining. Despite the challenges faced by the workforce in recent years, many Australian organisations are moving in the right direction to prioritise employee wellbeing, with four out of five young Australians happy with their work-life balance and an impressive nine out of ten satisfied with their current roles.
But the work doesn’t stop here. To ensure that employees remain engaged and motivated, employers must go beyond simply complying with new regulations. Instead, they should embrace these deeper nuances and change how they think about work. Especially as the younger generations, which increasingly value work-life balance over other perks, enter the workforce.
Sabrina Scherm is customer success manager at HiBob.