Taking regular time off work is vital for maintaining employee wellbeing and overall productivity. However, Breathe’s recent report highlights a worrying trend in the UK workforce. Employees are not taking enough holiday, and even when they do, many are unable to fully disconnect from work. This contributes significantly to the ongoing burnout epidemic.
Employees Are Not Taking All Their Holiday Entitlement
One of the most concerning findings from the report is that a significant number of UK workers are not using their full holiday entitlement. Specifically, only 35% of employees are taking all of their allocated holiday days, with 17% leaving five or more days unused each year.
This trend is alarming because holidays are essential for rest, recovery, and maintaining mental and physical health. When employees forgo their entitled time off, they miss out on the opportunity to recharge, which can lead to long-term issues like burnout and decreased productivity. Moreover, a culture where employees feel unable to take their full holiday allowance may indicate underlying problems such as excessive workloads, inadequate staffing, or a lack of support from management.
Employers must recognise that encouraging employees to use their full holiday entitlement is not just a matter of policy compliance; it’s a critical component of a sustainable work environment. Organisations that prioritise and promote regular time off are likely to see more engaged, creative, and loyal employees, helping to combat the Burnout Epidemic.
The Impact on Mental Health and Wellbeing
The report also highlights the profound impact that insufficient time off has on employee mental health. A striking 81% of workers reported noticing increased feelings of burnout, exhaustion, and poor mental health when they are unable to take regular breaks.
This statistic is particularly concerning given the growing awareness of mental health issues in the workplace. Burnout—a state of chronic physical and emotional exhaustion—can significantly impair an employee’s ability to perform their job effectively. It can also lead to a host of other issues, including increased absenteeism, higher turnover rates, and a general decline in workplace morale.
Research supports the idea that regular holidays are essential for preventing burnout. Studies show that taking annual leave can boost productivity by up to 40% and reduce the likelihood of sick leave by as much as 28%. These benefits are not just theoretical; they translate into real, measurable improvements in both employee wellbeing and organisational performance.
Key Reasons Behind Untaken Holidays
Understanding why employees are not taking their full holiday entitlement is crucial for addressing the issue. Breathe’s report identifies several key factors contributing to this trend:
Staff Shortages
most common reason for unused holidays is staff shortages, cited by 42% of respondents. When teams are understaffed, employees often feel that taking time off would burden their colleagues or lead to unmanageable workloads upon their return. This creates a vicious cycle where overworked employees are unable to take breaks, further exacerbating the problem of understaffing.
Excessive Workload
28% of respondents feel too busy to take time off. This suggests that workloads may be unreasonably high, leaving employees with little opportunity to step away from their duties. High workloads can lead to stress, decreased job satisfaction, and ultimately, burnout.
Job Security Concerns
26% of employees worry that taking leave might reflect poorly on their performance or job security. In uncertain economic times, such as those experienced during the pandemic and Brexit, employees may fear that taking time off could make them appear less committed or indispensable.
Difficulty in Approval
22% of employees struggle to get their leave requests approved. This barrier indicates potential issues with organisational policies or management practices that make it difficult for employees to plan and take their holidays, which only worsens the Burnout Epidemic.
These findings suggest that the issue of untaken holidays is multifaceted, involving both structural challenges like staffing levels and cultural factors such as workplace norms around taking leave. Employers need to address these issues holistically by ensuring adequate staffing, reasonable workloads, and a supportive culture that encourages regular time off.
The Disconnect Deficit: Working During Annual Leave
Even when employees do take holidays, many find it difficult to disconnect fully from work. According to the report, 57% of UK workers admit to working either ‘sometimes’ or ‘often’ while on annual leave. This phenomenon, which we at Wellity refer to as the “Disconnect Deficit,” is almost as damaging as not taking holidays at all.
The blurring of boundaries between work and personal life has become increasingly common, especially with the rise of remote work. Employees now often have access to work emails and tasks on their personal devices, making it tempting—and sometimes expected—to stay connected even when they are supposed to be on a break. While the flexibility of remote work has its benefits, it also makes it harder for employees to fully disengage and enjoy their time off.
The reasons behind this Disconnect Deficit are telling:
- Avoiding Work Backlogs: 55% of those who work on holiday do so to avoid returning to a backlog of tasks. This indicates that workloads may be so high that employees feel they cannot afford to take a complete break, which undermines the purpose of annual leave.
- Fear of Falling Behind: 48% worry about falling behind on their work while they are away. This fear is particularly common in fast-paced environments where keeping up with deadlines is crucial, leading employees to check in on work even when they are supposed to be relaxing.
- Lack of Coverage: 35% feel that other team members are unable to cover their duties effectively in their absence. This issue ties back to staff shortages and insufficient cross-training, which can make employees feel that their work cannot be managed by others, even temporarily.
These factors suggest that the Disconnect Deficit is not just about personal habits but also about structural and cultural issues within organisations. Employers need to recognise the importance of true disconnection during holidays and take steps to support it.
Lack of Encouragement to Disconnect
The Disconnect Deficit is exacerbated by a lack of encouragement from employers to fully switch off during holidays. The report reveals that only 37% of employees feel that their organisation actively encourages them to disconnect while on leave. This is a concerning statistic, especially when 72% of managers believe they are promoting disconnection.
This disparity suggests that while managers may think they are supporting employee wellbeing, their actions might not be effectively communicated or implemented. For example, if managers continue to send emails or expect quick responses from employees on leave, it creates a culture where disconnection is not truly valued.
Creating a work environment where disconnection is both encouraged and practiced requires intentional policies and cultural shifts. Employers should consider implementing a “Right to Disconnect” policy, which formalises the expectation that employees can and should fully disengage from work during their time off. Additionally, managers should lead by example, ensuring they do not set the wrong precedent by working during their own holidays.
Generational and Income Disparities in Holiday Usage
The report also highlights significant disparities in how different demographic groups approach holiday usage.
- Gen Z Trends: Younger employees, particularly those aged 18-24, are the least likely to take all their holiday days, with only 22% doing so. Furthermore, 74% of this age group admits to working during their holidays. This trend may reflect the pressures younger workers feel to prove themselves in the workplace, as well as their greater comfort with technology, which makes it easier for them to stay connected.
- Income Influence: Lower-paid workers are also less likely to feel encouraged to take time off. Only 33% of those earning less than £30,000 a year feel supported in disconnecting, compared to 44% of those earning over £75,000. This suggests that financial pressures and job insecurity may play a role in how comfortable employees feel about taking their full holiday entitlement, thereby contributing to the Burnout Epidemic.
These findings indicate that holiday practices are not uniform across the workforce and that younger and lower-paid employees may require additional support and encouragement to take and enjoy their holidays fully.
Interest in Additional Unpaid Leave
Despite the challenges in taking holidays, there is a clear interest among employees in having more flexibility around time off. The report shows that 58% of employees would consider taking up to five additional unpaid holiday days if offered.
This interest in unpaid leave suggests that employees value time off highly and are willing to sacrifice income for additional rest. For employers, offering unpaid leave could be a simple yet effective way to enhance employee satisfaction and wellbeing, particularly for those who may feel constrained by their current holiday entitlement.
Introducing flexible leave policies, such as allowing for unpaid days or carrying over unused holidays, could be a valuable strategy for supporting employee wellbeing. It gives employees more control over their work-life balance and can help alleviate some of the pressures that prevent them from taking time off.
How Employers Can Foster Better Holiday Practices
The findings from Breathe’s report underscore the need for employers to take a proactive role in fostering better holiday practices. Here are some strategies that can help:
Lead by Example: Managers and leaders should model the behaviour they want to see by fully disconnecting during their holidays. This sets a positive tone for the rest of the organisation and shows that taking time off is both accepted and encouraged.
Implement a Right to Disconnect Policy: A formal policy that gives employees the right to disconnect during non-working hours can help create clear boundaries between work and personal life. This policy should be actively promoted and supported by management.
Use Wellbeing Notices: Simple but effective measures, like including a wellbeing notice in email footers, can help manage expectations around communication outside of work hours. For example, a notice might say, “If you’ve received this email outside of working hours, please respond at a time that suits you.”
Encourage Open Conversations: Regularly discussing the importance of taking time off and the benefits it brings can help normalise holiday usage. Employers should also be open to feedback about holiday practices and willing to make changes based on employee needs.
By adopting these strategies, employers can create a work environment where taking time off is not just allowed but actively supported.
For more insights and support on fostering workplace wellbeing, connect with Wellity today.
