How to promote effective digital disconnection in your organisation?

Important facts about the right to disconnect

The study's data breaks down a worrying reality:

• 19.71 per cent of professionals report that they deal with employment-related communications on a frequent basis, even when he is on holiday.
• A 30.5% allows this to be done with some regularity outside of their usual hours.
• The 31.4% responds at one-off occasions.
• Only the 18.4% manages not to respond to calls or messages outside of working hours.

That is to say, practically 2 in every 10 workers maintain a constant connection with their work, regardless of whether it is a weekend, bank holiday or holiday period. A situation that raises serious doubts about the real effectiveness of the right to digital detox in our country.

Which generations are most affected by hyperconnectivity?

Older professionals are the ones who have the most difficulty switching off. 87.4% of Baby Boomers (aged 62–65) continue to answer work-related calls or messages outside their working hours, being the generational group with the highest rate of hyperconnection.

Behind them are the Millennials (30-45 years old) with a figure of 82,9%, the Generation X (46-61 years old) with a 80,8% and the Generation Z (20-29 years old) with a data of 79,3%

In which communities is it hardest to switch off?

The territorial analysis also yields relevant conclusions. Andalusia tops the ranking for the lack of a digital break, with 83% of professionals dealing with work-related communications outside their working hours.

If we focus on those who maintain this connection frequently, even on holiday, Andalusia leads once more with a 26,5%, followed by Catalonia (20.9%), Galicia (19.9%) and Community of Madrid (19.8%).

These territorial differences can be due to multiple factors: from the prevailing business culture in each region to the type of economic sectors most present in each community.

What can companies do to promote the digital disconnection of their teams?

To move towards effective digital disconnection, organisations can implement these key strategies:

1. Establish clear policies and communicate them effectively: have a disconnection protocol It is the first step, but it is essential that it is read, understood and applied across the entire workforce in an accessible way.
2. Leading by example: The behaviour of leaders sets the tone. When managers respect rest breaks and avoid sending communications outside of working hours, they convey a clear message on the true importance of switching off.
3. Making the most of technology as an ally: tools such as the scheduling email sends or automatically disabling notifications outside of working hours can significantly facilitate respect for rest periods.
4. Train and raise awareness among teams: to offer training on the importance of disconnecting and share good practice It can be particularly helpful for those professionals who have more deeply ingrained patterns of hyperconnectivity.

Switching off is a necessity

In a context where new ways of working require a more mindful approach to the boundaries between the professional and the personal, Ensuring an effective work-life balance has become a key element of corporate sustainability.

When professionals are able to switch off properly, they experience lower stress, higher job satisfaction and, in the long term, better productivity. Companies have the opportunity to reflect: are we creating working environments that look after the wellbeing of our teams?

The answer to this question will determine not only the emotional wellbeing not only of professionals, but also the capacity of organisations to retain talent in an increasingly demanding market. Because disconnecting from work is a right that deserves to be exercised in a real and effective way.