Rethinking Work Boundaries: The Right to Disconnect in Practice
SEB Marketing Team
In an age where smartphones and messaging platforms keep us connected long after business hours, the line between work and personal life has become increasingly blurred. The right to disconnect has gained traction in recent years as a response to the growing pressures of always-on workplace culture. In December 2021, Ontario became the first Canadian province to legislate the “right to disconnect,” requiring employers with 25 or more employees to develop written policies about disconnecting from work. While formal policies mandating disconnection are a step in the right direction, the real-world application of these policies is far more complex than headlines often suggest.
At its core, the movement seeks to protect employee wellbeing by encouraging healthier boundaries around work. But creating effective policies that reflect the realities of modern work—and the diverse needs of today’s workforce—requires more than just good intentions.
Why Disconnecting Matters
The ability to unplug from work isn’t just a matter of personal preference—it’s a fundamental contributor to wellbeing. Disconnecting helps reduce stress, improves sleep, and promotes mental recovery. Employees who are able to fully step away from their duties outside of working hours often return more focused, creative, and engaged.
For organizations, these benefits translate into tangible outcomes: better quality work, fewer absences, and improved morale. When employees feel trusted to disconnect, they’re more likely to be invested during working hours. The long-term effect? Reduced turnover, stronger performance, and a reputation as a workplace that values wellbeing and sustainability.
The Reality of Implementation
Despite its advantages, implementing a right-to-disconnect policy is rarely straightforward. Some industries—such as healthcare, emergency services, or IT security—require 24/7 coverage. Others operate across time zones or manage seasonal demands that make strict disconnection impractical. Client-facing roles may also demand flexibility during off-hours.
Then there’s the diversity in how employees themselves work best. Some thrive with traditional boundaries, while others prefer flexible arrangements that include occasional evening hours or mid-day breaks. High performers may feel stifled by rigid cutoffs, and individuals managing caregiving responsibilities might prioritize different hours altogether. Disconnection, like productivity, doesn’t look the same for everyone.
Creating Practical, Balanced Policies
Rather than enforce blanket prohibitions, organizations see better results when they focus on clarity and consistency. Effective policies establish clear expectations around availability and response times, helping distinguish between what’s urgent and what can wait. They also account for legitimate after-hours needs with rotation schedules and emergency protocols that ensure business continuity without burning out staff.
Technology, often seen as the culprit behind constant connectivity, can also be a valuable part of the solution. Email scheduling, auto-responders, and notification settings can help reinforce boundaries. Calendar tools can block off personal or deep focus time, while communication analytics may highlight patterns that need attention.
Making Disconnecting Work
A successful disconnect policy starts with leadership. When executives model healthy boundaries and managers respect their teams’ off-hours, it sends a powerful message about organizational priorities. Culture change requires more than policy—it calls for reinforcement across all levels of the organization.
Customization and flexibility are equally important. Departments may need different guidelines, and employees should have the opportunity to tailor their notification settings and communication preferences. Regular reviews and open conversations ensure policies evolve as business needs and employee expectations shift.
Ongoing training, open team discussions, and recognition programs that reward outcomes rather than availability can help embed new habits. When employees see that quality of work matters more than round-the-clock responsiveness, disconnecting becomes a shared value rather than a personal gamble.
Ultimately, the right to disconnect is about more than compliance—it’s about creating a workplace where intentional connection replaces constant connectivity. Organizations that make space for recovery and respect personal time are gaining a competitive edge because attracting and retaining top talent increasingly hinges on how well a workplace supports sustainable work habits. By turning disconnection from a policy into a practice, businesses can foster healthier, more productive teams and build a culture where both people and performance thrive.