Understanding Leaveism and the Impact on Employee Wellbeing

Leaveism is a growing concern with many employees using their annual leave to catch up on outstanding tasks instead of taking a proper break. This practice can often go unnoticed but has significant implications for both individual wellbeing and organisational culture. It is especially relevant in the UK, where clear boundaries between work and personal life have been removed which is primarily due to the rise of remote and hybrid work which has blurred the lines between work and personal time, potentially contributing to this increase.

Even more alarming is the comparison of leaveism rates globally. In the UK with 60% of employees experience leaveism, according the CIPD, while in India It is reported as high as 85%. Japan also faced a similar problem with leaveism rates, with 78% of employees affected as recent as 2019. However, since  2023 this figure has been halved to 43% as of 2023, due to strategic workplace reforms. This is a stark contrast to the UK, where the problem persists. This raises two key concerns:

1. The worrying trajectory of work-life balance across different cultural and economic contexts.

2. How Japan successfully implemented initiatives that significantly reduced leaveism, while the UK continues to struggle.

   
   

Given that the UK has structured labour protections and HR policies, this raises an important question, as why is leaveism still so widespread, and what can be learned from Japan’s approach.

Why Is Leaveism Still a Major Issue?

Research consistently indicates that many workers feel obliged to stay in touch with their professional responsibilities, even during allocated time off. This psychosocial phenomenon is called the Zeigarnik Effect, which refers to the tendency of feeling mental tension when there is unfinished tasks, making employees feel compelled to check in on work to reduce their anxiety about incomplete responsibilities. As a result, this constant inability to fully switch off can have a big impact on both employees' wellbeing and how well they work.

There are a number of contributing factors that make Leaveism more prevalent:

1.    We have adapted this ‘always on culture’ where the constant use of smartphones, emails, make it easy and is even expected, to remain reachable 24/7.

2.    Through the fear of job insecurity and work pressure many employees feel pressured to be available outside working hours due to concerns over job stability, career progression, or workload piling up.

3.    Blurred boundaries having excessive workloads and the rise of remote and hybrid work has made it harder to disconnect, as work often spills into personal time, making leaveism more common.

4.    Under-resourced teams and high workloads push employees to work during holidays or off-hours to "stay on top" of their tasks, leading to burnout.

5.    In some workplaces the cultural norms and work ethic still associate taking leave with a lack of dedication, making employees feel guilty about fully switching off.

How Leaveism Is Damaging Employee Health

Increased Stress and Burnout

Annual leave should ideally provide a necessary break from work demands. However, when time off is consumed by work tasks, employees lose the opportunity to rest and reset. Over time, this pattern can lead to chronic stress and a heightened risk of burnout. UK occupational health research frequently highlights irritability, reduced motivation, and dissatisfaction as key indicators that employees may be struggling with sufficient rest.

Delayed Medical Intervention

Avoiding sick leave can result in postponed treatment or insufficient recovery periods. The NHS advocates early intervention and adequate rest to prevent mild conditions from escalating. Avoiding sick leave can take a serious toll on both physical and mental health. According to Totaljobs, in the UK, sickness absence has risen by 41% in three years, with over half of HR leaders linking this to poor workplace culture. At the same time, 59% of workers say they skip sick leave due to guilt, leading to more people working while unwell. As a result, sick days have nearly doubled since 2018, costing businesses £30 billion annually.

Erosion of Work–Life Separation

When employees use their annual leave to work, employees often struggle to switch off from job-related concerns. This can lead to strained personal relationships and lower quality of life. As remote and flexible working arrangements are here to stay, maintaining a clear distinction between work and personal time is essential for overall wellbeing.

Strategies to Address Leaveism

Japan was successful in reducing leaveism by first recognising its long term impact and then introducing clear policies, encouraging cultural change, and setting firm boundaries around work and leave. This proactive approach significantly lowered leaveism rates, demonstrating that meaningful change is possible with the right workplace reforms.

So, how can organisations help reduce Leaveism here in the UK?

1. Clarity around Leave Policies

   A clear distinction between holiday and sick leave is fundamental. Several UK organisations have introduced dedicated health days and mental health days also known as ‘duvet days’ which has been adopted by many companies such as Type A Media, which is separate from standard holiday allowances. This approach supports individuals who require time off due to illness without reducing their annual leave.

2. Open Conversations about Health and Rest

   Organisations can promote an environment where employees feel comfortable discussing health needs. Senior leaders who plan and take their own leave set a positive example, emphasising the importance of genuine breaks. Transparent communication about workload expectations can also reduce the perceived necessity to work during annual leave.

3. Provision of Relevant Support

   Access to Employee Assistance Programmes (EAPs), mental health resources, and stress management training can encourage employees to prioritise their Wellbeing. Regular access to counselling and workshops can help address work-related stressors and mitigate the longer-term effects of leaveism.

4. Structured Monitoring of Workloads

   Frequent check-ins between managers and team members can identify early signs of leaveism. Encouraging employees to establish firm boundaries, such as avoiding email access outside of working hours, ensures that annual leave is used for genuine rest. Some UK employers have introduced “digital detox” policies that limit after-hours communications to reinforce a healthier work–life balance.

5. Encouraging a “Right to Disconnect” Policy

Countries, such as France, Belgium, and Ireland, have introduced right-to-disconnect laws, which prevent employers from expecting workers to respond to calls and emails outside working hours. UK companies could voluntarily implement email curfews or no-contact policies during holidays to help employees fully switch off.

6. Stronger Managerial Accountability

Some managers contribute to leaveism by setting unrealistic deadlines or contacting employees on leave.

Manager training programs can help leaders set healthy boundaries and respect employees’ time off.

7. Shift in Performance Metrics

Many organisations still measure success based on the number of hours worked rather than output and productivity. Shifting focus to results-based performance metrics could help eliminate the pressure to be “always available. This may not always be useful in every situation, but a review could highlight whether this is feasible or not.

Leaveism is not just an administrative issue as it reflects the deeper challenges within workplace cultures. By understanding the concept of leaveism and actively working to reduce its occurrence, organisations can protect employee wellbeing while at the same time promoting a more supportive environment. Guidance from UK occupational health agencies and the Health and Safety Executive provides further direction on best practices. Addressing leaveism is not just about reducing burnout, it is also about creating a workforce that is healthier, happier, and building a more sustainable workforce for the future.