Australians now have the right to disconnect. Can India expect the same?

It is not uncommon for employees who have finished their workday to receive calls from team managers asking them to do more office work. The work-from-home culture that began during the pandemic has also contributed to blurring the lines between work and personal hours.

However, Australia’s recent “right to disconnect” policy now offers concrete legal cover to employees: after work hours, they can refuse any work-related demands from their boss. While there is still speculation about the benefits and challenges of this policy, it is a great step towards increasing employee retention. Given the rise in burnout cases in India, it is important to understand the potential benefits and challenges associated with this policy in the Indian context.

Benefits for organizations
In India, where the culture often emphasizes constant connectivity and availability as a badge of honor at work, such a policy could catalyze much-needed change, says Sonica Aron, founder of Marching Sheep. It has the potential to improve employee satisfaction and engagement by allowing people to reclaim their personal time, which will help reduce stress and exhaustion.

According to her, it can be especially beneficial in work-from-home and hybrid work options, where boundaries are very easily blurred. “Through its implementation, we can see improvements in three areas: companies could see higher employee retention, as workers gain more control over their personal lives; it will curb toxic culture or behavior from certain managers; and the psychological benefits of disconnecting from work can lead to higher productivity during work hours.”

Kartik Narayan, CEO, Staffing, TeamLease Services Limited, says the ‘right to disconnect’ policy is a forward-thinking initiative that could potentially reshape the Indian corporate landscape.

In an environment where the culture of “always on” is deeply ingrained, particularly in sectors such as IT and finance, this policy could foster a healthier culture. work-life balance“By giving employees the legal right to opt out of work-related communications after hours, it can lead to increased job satisfaction, better engagement and improved retention by reducing stress and preventing burnout,” she adds.

However, there are two sides to the coin. Narayan says what works for the world’s advanced economies is not necessarily appropriate for India. Productivity levels vary significantly across countries and applying a one-size-fits-all approach might not be suitable. Therefore, the key focus should be on flexibility to suit the requirements of both employees and employers, he says.

Some challenges
Aron says that implementing a “right to disconnect“Politics in India will be challenging and will require careful consideration and strategic planning. The first challenge he lists is the deep corporate culture This often equates long hours and constant availability with dedication and productivity. Many organisations, he says, might resist such a policy, as they may see it as hampering operational flexibility or affecting their competitive advantage.

Second, while some employees may feel pressured to respond in high-risk environments where the expectation to be available is strong, others may see it as a “privilege” and fail to see the criticality of the situations, leading to a loss of productivity, he says.

To overcome these barriers, she suggests that the implementation of such a policy be done with an unambiguous articulation of the policy, an approach tailored to different industries, rigorous dissemination, and a continuous effort to educate both employers and employees on the correct use of the policy in letter and spirit.

Narayan also lists cultural resistance, industry-specific demands, varying levels of productivity, lack of clarity and economic implications associated with such a move as factors that need to be taken into consideration to ensure smooth implementation of this policy.

“While the right-to-disconnect policy is a positive step, its success in India will depend on how it fits into the country’s unique work culture and economic landscape. Rather than strict regulation, a more flexible approach that encourages respect for work-life boundaries while allowing for necessary adaptability could be more effective in achieving the desired outcomes for both employees and employers,” he adds.