Right to disconnect: Unplug to reconnect in a more fulfilling way

Is hyperconnectivity something you can relate to?

With social media, hybrid work, and communication tools that encourage constant connectivity, it’s crucial to address the balance between work and rest.

At Boostalab, the right to disconnect is part of our well-being practices. Today, we invite you to reflect on the importance of this right and explore ways to effectively integrate it into your organization’s daily routine.

What is the right to disconnect?

The right to disconnect refers to the ability for employees to be offline or not respond to work-related requests outside of their working hours. This concept, far from being a luxury, is a necessity in the pursuit of a healthy work-life balance.

What does the law say?

In Canada, the right to disconnect is not explicitly recognized at the federal level in labour legislation. However, some provinces have begun to explore this idea. For example, Ontario has introduced measures requiring companies with more than 25 employees to implement a policy on the right to disconnect.

In France, often cited as a pioneer in the legal recognition of the right to disconnect, the law requires companies with more than 50 employees to negotiate with employee representatives to define the terms of this right. However, the legislation remains non-binding. In countries like Spain and Italy, the right to disconnect is enshrined in law, allowing for the establishment of clear guidelines.

The issues behind the right to disconnect

Why is it essential?

In a society where work plays such a central role, being able to step away, recharge, and enjoy time offline is crucial.

Indeed, a well-rested mind and a fulfilling personal life are catalysts for efficiency and creativity!

The technological tools at our disposal and the now-common practice of remote work often blur the lines between home and office. But those aren’t the only challenges!

Habits and emotions to adjust

For some people, staying connected late into the evening is a way to allow themselves more flexibility in their daytime schedule. This gives them the freedom, for example, to visit the doctor or pick up their kids from daycare without feeling guilty.

For others, taking immediate action helps them avoid overthinking at night, which can prevent them from getting a good, restful sleep.

There isn’t a one-size-fits-all solution. The key is to reflect on your needs and consciously adopt the right strategy.

The challenging issue of managing workload

What if the fear of being unable to manage their workload keeps people from disconnecting? Let’s imagine Marie has a real workload of 90 hours in a week—the right to disconnect won’t stop her from logging in at 10 p.m. to finish her tasks. Before tackling the right to disconnect, an open conversation about priorities and the actual workload might be wise.

How to integrate the right to disconnect into your practices

Formalizing a right to disconnect policy is certainly an important step, but how can you ensure that this right is truly embedded in practices and doesn’t just remain empty words? Here are a few uncommon approaches to help you tackle this!

Set clear team standards

Matthieu is a new father and needs to take care of his kids in the morning, which means he might not be as responsive as Rebecca, who doesn’t have that responsibility. On the flip side, Rebecca values her lunch break and prefers not to be disturbed between noon and 2 p.m. For this to work, the right to disconnect must be inclusive and apply to everyone.

What are each person’s expectations in terms of responsiveness during and outside of working hours? How can you balance flexibility and performance while ensuring everyone gets a much-needed digital break? Encourage teams to discuss this—whether you have a right to disconnect policy or not.

By breaking down exactly how this right translates into practice, it allows you to name the challenges, find solutions, and create a social contract that encourages team members to follow through.

Train and raise awareness

It’s crucial to train and raise awareness among employees and leaders about the importance of respecting others’ rest time.

If Miguel is sending emails to his team at 4 a.m., it might simply be because he’s unaware of the negative and counterproductive impact his messages can have.

In fact, many people feel the need to signal their presence and responsiveness by replying or staying visible on collaboration platforms. Do you often comment on your colleague’s last message on Teams while waiting to pick up your child from daycare? Be aware that this pressure can increase the perception of workload and, in turn, heighten psychosocial risk factors at work.

Equipping all staff (because that’s where it can make a real difference) with tools focused on kindness and consideration is an avenue worth exploring!

Lead by example

Backing up words with action is the best way to embed the right to disconnect into practices. Set the example by avoiding communication outside of working hours.

Encourage leaders to lead by example by fully disconnecting during their vacations. The cherry on top? It also fosters team autonomy!

Ancrer ce droit dans une culture d’organisation n’est pas sans défi, mais c’est un pilier essentiel de la qualité de vie au travail. Il favorise un équilibre sain entre les sphères professionnelle et personnelle, essentiel à la santé mentale et à la productivité.

En prenant soin de déconnecter, nous nous donnons les moyens de reconnecter avec ce qui compte vraiment pour nous et de revenir au travail avec un plein d’énergie et de motivation.