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

It is not uncommon for employees who have clocked out for the day to get calls from team managers asking them to do some more office work. The work-from-home culture that started 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 a concrete legal cover to employees: after work hours, they can refuse any demand related to work from their boss. While the benefits and challenges of this policy are still being speculated, it is a great step to increase employee retention. Given the rising cases of work-related burnouts in India, it’s important to understand the potential benefits and challenges associated with this policy in the Indian context.

Benefits for organisations

In India, where the culture often emphasises constant connectivity and availability as a badge of honour at work, such a policy could catalyse a much-needed change, says Sonica Aron, Founder, Marching Sheep. It has the potential to enhance employee satisfaction and engagement by allowing individuals to reclaim their personal time, which will help reduce stress and burnout.

She says it can be particularly beneficial in work-from-home and hybrid-work options, where boundaries get blurred very easily. “Through its implementation, we can observe improvement in three areas — companies could see improved employee retention, as workers get more control over their personal lives; it will curb the toxic culture or behaviour of certain managers; and psychological benefits of disconnecting from work can lead to increased productivity during working hours.”

Kartik Narayan, CEO of 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 being “always available” is deeply embedded, particularly in sectors like IT and finance, this policy could encourage a healthier work-life balance. “By giving employees the legal right to refuse work-related communication after official hours, it may lead to higher job satisfaction, better engagement, and improved retention by reducing stress and preventing burnout,” he adds.

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

Some challenges
Aron says implementing a "right to disconnect" policy in India will be challenging and will require careful consideration and strategic planning. The first challenge that she lists is the deeply rooted corporate culture that often equates long hours and constant availability with dedication and productivity. So many organisations, she says, might resist such a policy, as they can see it hindering operational flexibility or impacting their competitive edge.

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

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

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

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