‘Quiet Vacations' Signal Silent But Glaring Fears Within The Company

Forbes

25-07-2025

Why are employees still taking "quiet vacations?" 'Quiet vacations' started as a push-back against ... More the hustle culture, but this year they have morphed into a warning about an unaddressed and glaring problem in the company.
Why are employees still taking 'quiet vacations' after a year-long tug-of-war between employers and employees? Originally, 'quiet vacations' started as a push-back against the hustle culture among Gen Zers who prioritize wellness and work-life balance. This year, it has morphed into another reason that stands out above all others. Experts contend that it signals a loud warning about a glaring problem in the company culture.
Why Employees Are Still Taking 'Quiet Vacations'
Exactly one year ago, I wrote for Forbes.com about 'quiet vacations'--employees taking a break on the downlow, while maintaining the illusion of working with tactics like staying off-camera during meetings or managing emails only when necessary.
A year later, 'quiet vacations' have continued as workarounds, motivated mainly by employee fear. A Harris Poll found that 78% of workers (mostly Gen Z and Millennials) don't take all their PTO, because they're afraid they'll be judged as slackers if they ask for time off.
In another study, 29% of employees cited layoff fears, making them hesitant to take time off this summer. After witnessing the approximately 1.6 million workers laid off or discharged in May 2025 alone and the 8.4 million layoffs and discharges occurring in 2025 so far, employees are afraid of losing their jobs if they visibly show they are prioritizing their well-being.
Dr. Marais Bester agrees that 'quiet vacations' have re-emerged because employees need a break but don't feel safe enough to ask for one. 'This whole idea of 'quiet vacations' says a lot about how people are really feeling at work. But this isn't just people being sneaky,' says Bester, senior consultant at SHL. 'It's a sign that many don't feel safe or supported enough to take a proper break. Instead, they find workarounds, jiggling their mouse to stay 'active,' turning video off on calls, answering just enough emails to look busy.'
A recent Headway survey of 2,000 employed adults found that 35% of people have canceled planned vacation activities to prioritize work, and more than half say they've argued with a partner over their inability to unplug. One in eight report their boss expects them to stay connected, and one in seven fear losing their job if they don't.
Bester asserts that, as a business psychologist, the 'quiet vacationing' trend is a symptom of a lack of psychological safety in regard to resting. 'When nearly half of a generation feels the need to fake being online while actually on holiday, we are not talking about laziness. We are talking about fear," Bester argues.
'Many employees, especially millennials, have internalized the idea that visibly working equals value, and that taking time off might makes them look less committed. In that context, pretending to work while quietly resting becomes a coping mechanism, not misconduct."
'Quiet Vacations' Signal A Call To Action
Bester argues that 'quiet vacations' are a call to action for employers. 'If your people do not feel safe taking the leave they are contractually entitled to, it is not enough to say that time off is allowed,' he insists. 'You have to show it.' Bester advises business leaders to take four actions:
He suggests that business leaders take leave themselves and talk about it without shame. 'Ultimately, quiet vacationing is not about laziness or entitlement, 'Bester explains. "It is about unmet needs. People want balance, but they do not feel safe asking for it. That is a cultural failure, not a personal one. If we want people to show up fully engaged, creative and resilient, we need to stop rewarding burnout and start valuing recovery. Rested people do better work. It really is that simple.'
Research from Headway shows that nearly two-thirds of employees struggle to disconnect while on vacation, and it's impacting their mental and physical health. A full 34% say there's no one to cover for them and distractions pile up: 59% get emails, 22% get texts and 12% are bothered by phone calls from work, pulling them out of relaxation while away. Bester recommends that employers establish systems that would help employees disconnect, such as shared calendars, fair workload distribution and open dialogue.
The Headway study found that some employees don't fake the scroll . They fake the sick day. A full one in three professionals admit to calling in sick just to enjoy the weather. 'Sunshine, it seems, has become a valid reason to lie to your boss,' the research surmises.
Bester suggests that leaders flip their perspective to see what 'quiet vacations' actually are--presenteeism in disguise is still presenteeism, and it is costing you. "If someone feels like they have to fake being at work just to rest, that's not a performance issue - it's a culture issue. We need to stop treating time off like a luxury or a weakness. People come back from proper breaks with more energy, better ideas, and fewer signs of burnout. And when leaders make it clear that it's okay, actually encouraged, to switch off, trust builds. Because let's be honest: pretending to rest helps no one. Real rest does.'
Bester points out that company culture starts with leadership and hiring. Hiring the right people, he contends, helps build a culture of trust, uplifting and in turn, productivity. 'In the age of AI, many are scared they may be the next to be laid off. That can't happen.'
A Final Wrap On 'Quiet Vacations'
Mental health experts are encouraging employees to celebrate International Self-Care Day this July, and take PTO and vacations to work through job burnout. Yet, corporate America continues to send the exact opposite message to the workforce: 'Don't take time off to take care of yourself because you might lose your job.'
So how do employees reconcile these contradictory messages? Bester encourages employees to reflect on what's driving 'quiet vacations" by asking, 'Is it fear of falling behind? Worry about how you're perceived? Or is it a lack of trust in how your absence will be handled?"
Once you name what's driving your need for 'quiet vacations,' he recommends that you open up the conversation—ideally with a manager— about the need to rest and how to plan for it without guilt. 'It also helps to normalize boundaries: set an out-of-office, turn off notifications and resist the pull to prove you are still around. Rest is not something you earn. It is something you need to keep functioning at your best,' he concludes.