On the heels of quiet quitting and firing, this summer employers and HR professionals encountered the latest workplace trend: quiet vacationing, which is the practice of employees taking paid time off (PTO) to establish a better work-life balance by building in periods of reset without informing their manager or officially putting in a request for PTO.
There are many and varied reasons why this is happening. One is simply that workers don’t want to take time off, especially if they have insufficient PTO, and would rather bank as much time off as possible for a “real” vacation, holiday, special event, or emergency.
But most point to the pressure employees feel to perform. While some degree of pressure can spur motivation and drive higher performance, there’s a healthy limit. And when employees feel they must “always be on,” take on more work and responsibilities to stay competitive, or get ahead or don’t get the support they need at work, it can lead to burnout.
What’s Driving Hush Trips
Sixty-five percent of employees said they suffered from burnout in 2023. Yet, despite the lure of a vacation to give a reprieve from the stress and pressure, many employees don’t take the time that’s available to them. In fact, nearly half of U.S. workers don’t use all their PTO. And those with unlimited PTO take even less time off than their peers with limited time-off polices in place.
Many employees worry about being away due to several possible factors, including:
- The perception, real or imagined, that they’re not working hard
- Concerns about job security, especially amid layoffs in certain sectors
- Guilt over the amount of work that needs to be done
- Fear of falling behind professionally, such as getting passed over for a promotion
- The expectation that they must also be available, especially when leadership rarely takes time off
And if they do take a vacation, many claim that they have worked during their time off. As many HR professionals know, this is contra-indicated. Many studies have shown the benefits of taking time out of work to recharge and refresh. For example, employees come back to work with clearer minds and can produce at higher levels.
Unfortunately, quiet vacationing doesn’t provide the same benefits. Instead, workers can’t totally unplug since they are checking emails and watching out for texts or calls. And that puts them at higher risk of burnout.
How to Replace Secrecy with Transparency
Ultimately, quiet vacationing is an attempt by employees to find an appropriate work-life balance on their own. But it’s not sustainable. Instead of a culture where employees feel dishonesty and sneaking away are necessary, employers should strive to create an environment that promotes a healthier work-life balance. In fact, a positive company culture or a better overall employee experience is what workers want. When it comes to PTO, that doesn’t necessarily mean more flexible policies; it requires a culture change.
Here are several steps employers can take:
- Be open and honest. If you know or suspect employees are quiet vacationing, ask them why they feel the need to keep their time away a secret. Even if this isn’t an issue at your workplace, talk to your employees about your PTO policies. Find out if they feel they can take the breaks they need for their mental and physical health. Ask whether they feel they can completely unplug. And see if they feel you value their well-being and support them in managing workloads and alleviating stress upon their return.
- Set and stick to boundaries. When workers receive texts or emails after hours, and feel the need to reply, the lines between work and personal life may seem blurred. That, in turn, can cause employees to feel they can take off during work to make up for the intrusions on their personal time. One way to avoid this is to set guidelines for contacting employees outside of their assigned work hours and limit exceptions. And check in regularly with employees to make sure they feel they can disconnect
- Create an environment of trust. Depending on your organization’s policies, you may want to consider offering flexible schedules that allow employees the freedom to get their work done, how and when they feel it best to do that. By creating a workplace where workers feel trusted and respected, they may not feel they have to sneak away to take a break when they need one.
- Lead by example. Be sure leaders communicate the importance of taking regular time off. And have them lead by example by talking about their vacations and unplugging while they’re away, unless it’s necessary for them to be available. This can help employees feel vacations are not only acceptable but encouraged, minimizing the chance they’ll take off in secret.
Fostering a Culture of Openness and Support
Addressing the issue of quiet vacationing requires a concerted effort to foster a culture of openness and support within the workplace. By understanding the underlying reasons why employees feel the need to take secret breaks, employers can implement strategies that promote transparency and trust. Encouraging open communication about PTO, setting clear boundaries for after-hours communication, and modeling healthy work-life balance from the top down are essential steps. By prioritizing employees’ well-being and creating an environment where taking time off is not only acceptable but encouraged, organizations can help prevent burnout and ensure a more engaged and productive workforce.
As Senior Director, Vice President, HR Services, Karyn Rhodes, SPHR, SHRM-SCP, brings her many years of senior-level experience in human resources best practices to isolved. Learn more about isolved.