Latest news with #RighttoDisconnect
Techday NZ
12-08-2025
- Business
- Techday NZ
37% of employees feel pressure to be ‘always on' despite Right to Disconnect laws
New data from ELMO Software suggests lingering expectations and mixed employer messaging Only three in ten workers feel very comfortable ignoring out of hours work contact More than three in five (62%) admit they have responded to out of hours contact simply to look committed or avoid negative judgement 16% have reported one or more negative consequences for not responding Nearly one in four (23%) think their employer's support for switching off is merely for show Almost a year since Right to Disconnect laws took effect for medium and large businesses, new research from ELMO Software reveals many workers are still struggling to set boundaries and shake the pressure to be constantly available. The Right to Disconnect is a workplace entitlement that allows employees to disengage from work-related communications outside their official working hours. While employees are still permitted to contact colleagues after hours, there is no obligation for the recipient to respond. Yet despite this legal entitlement, only three in ten (30%) Australian workers say they feel very comfortable ignoring out of hours work contact, while nearly two in five (37%) don't feel comfortable at all. The latest ELMO Employee Sentiment Index (ESI), covering April to June 2025, surveyed over 1,000 Australian employees to gauge workforce sentiment around job security, wellbeing, and broader economic pressures. The findings show signs that the legal right to switch off hasn't fully translated into practice. "These findings reflect a transitional moment for many workplaces," said Joseph Lyons, CEO of ELMO Software. "The Right to Disconnect gives employers a clear framework, but it takes time, consistency and honest conversations to embed new habits and build trust." A culture of responsiveness More than three in five (62%) workers admit to responding to out of hours contact just to appear committed or avoid negative judgement, including one in four (26%) who do so regularly. One in six (16%) say they have experienced actual consequences for not replying after hours, including having their commitment questioned (10%) or feeling overlooked for a promotion or pay increase (5%). "In a workforce where two in five (40%) employees report burnout, the expectation to be always on is unsustainable," Lyons said. "Clear communication and follow-through from leaders can go a long way in helping teams set healthy boundaries without compromising on performance or connection." And while three in five (60%) believe their employer genuinely supports their right to switch off, almost a quarter (23%) say the support feels like lip service. A further 17% are unsure, highlighting a disconnect between policy and perception. Disconnect across generations and genders The research points to generational and gendered differences in how people experience and respond to after hours contact. Only 9% of Baby Boomers say they are more likely to ignore after hours contact since the new laws, compared to 29% of Gen Z workers. Women are significantly less comfortable than men in switching off (44% vs 31%), suggesting that social or cultural pressures may weigh more heavily on female workers. "With the generational shift in attitudes to work-life balance, forward-looking organisations are using this moment to recalibrate. It's about aligning expectations with evolving workstyles, and using technology, tools and culture to support people to do their best work, without burning out," Lyons said. Job insecurity fuelling after hours availability The report also shows that concerns about job security may be contributing to after hours responsiveness. Only 30% of workers say they feel economically secure, down from 33% in Q1, and well below 2024 levels (53% in Q4 2024). Almost half (47%) believe they need to work longer and harder hours to protect their jobs, up ten points from 37% six months ago. "When people are feeling uncertain about the future, it's natural to go the extra mile," Lyons said. "But over time, that can take a toll. Sustained performance doesn't come from longer hours. It comes from clarity, focus, and the freedom to deliver outcomes without needing to be always visible." Small business next in line With Right to Disconnect laws set to extend to small business employers from 26 August 2025, the findings offer a timely reminder: policy is just the starting point. Embedding lasting change will depend on clear communication, consistent leadership, and a workplace culture that genuinely supports balance.
Herald Sun
13-07-2025
- Business
- Herald Sun
What is the best workplace change of the 21st century?
Since the start of the 21st century Australia's work landscape has undergone a number of monumental changes. If you compare a typical Aussie office worker from 25 years ago to now, there are many undeniable differences, from the way work is completed, where the work is done and even those surrounding them in the workplace. With so many major changes over the years, it is hard to choose which has been the most transformative to our workplaces. To celebrate the launch of the new app, we're celebrating the people, places and events we'll never forget from the first quarter of the 21st century by asking for Australia's view. Our 25@25 series will finally put to bed the debates you've been having at the pub and around dinner tables for years – and some that are just too much fun not to include. For example, the Covid-19 pandemic and subsequent lockdowns rapidly transformed where we work, with millions of Australians ordered to work from home. As a result, remote and hybrid work has now become the norm for a lot of Aussies who had previously only ever known working in an office full time. Work-life balance has become an increasingly important focus for workers, with the introduction of the Right to Disconnect and the four-day week movement gaining significant traction in recent years. Then there are other changes, like companies favouring open plan offices over cubicles and casual work attire becoming more acceptable. Another major transformation has been the rise of women in leadership roles, with leadership specialist, Amy Jacobson, noting it has been 'both frustrating and fascinating to watch'. Speaking to the author of The Emotional Intelligence Advantage, said we have now passed through the 'frustrating' era where female leaders felt like they had to act like 'one of the boys' to fit in. 'Resulting in unauthentic and at times defensive leadership, along with the abhorrent female quota tick-a-box that seemed to consume workplaces as a first reaction,' she said. 'Workplaces are shifting with an increased focus in areas such as emotional intelligence, diversity and inclusion and with these changes we are seeing more genuine female leaders being comfortable to own who they are and be true to their own leadership style.' Ms Jacobson said this change has also resulted in increasing confidence among women in the workforce. The leadership specialist named the introduction of the Right to Disconnect as another game changer for workplaces across the country, saying it signifies a 'fantastic shift' in our mindset when it comes to work. The law, which came into effect in August 2024, gives employees the right to refuse contact outside of their working hours. Staff are not required to monitor, read, or respond to contact from an employer or third party – within reason. 'With so many people pouring endless hours into work, the real measure of success in life had become disjointed. Success isn't measured by job titles, pay packets and other materialistic things,' Ms Jacobson said. 'True success is happiness, and happiness means a healthy life balance between all our priorities. The realisation that the choice lies with us on how we prioritise our lives and choose to spend our time.' Recruitment specialist Roxanne Calder said there are a number of changes that have made work 'more human' over the years, with one being salary discussions becoming more open. Speaking to the Earning Power author said there is no doubt that salary transparency has 'shifted power dynamics' within the workplace. 'It is harder to ignore or, in some cases, justify pay gaps when information flows freely, forcing organisations to align compensation with contribution rather than bias or legacy,' she said. 'This openness has also built trust. Ultimately, it challenges leaders to explain not just how they pay people, but why.' Another change that Ms Calder said has 'forever redefined the way we look at productivity' is remote work, challenging the myth that you can only perform well if you are sitting at your desk in an office. She noted this has been a test of trust for organisations, forcing many to shift the way performance is measured, rather than relying on physical presence as a barometer for how much work a person is putting on. 'If done well, remote work can create workplaces that are not only more efficient but also more humane, valuing results and wellbeing together,' she said. Speaking of productivity, Donna McGeorge, author of the It's About Times series, said the rise of AI within the workplace has been a 'game changer'. The productivity specialist told that, if used correctly, the new technology can give employees time back for more meaningful and high value work. 'Email drafting and meeting summaries are the most obvious places to start,' she said. Other changes like open plan offices have also helped encourage collaboration and more dynamic communication, which can then lead to more productive working relationships between colleagues. 'The best open plan offices balance it out with purpose built spaces for collaboration and quiet spaces for deep work,' Ms McGeorge said. She added that all the changes we have seen over the years are 'signs we're redesigning work to work better for humans'. Take the rest of our 25@25 polls Originally published as What is the best workplace change of the 21st century?
The Hindu
01-05-2025
- Business
- The Hindu
Reviving a far-sighted but forgotten Bill mechanism
Private Member's Bills (PMBs) are a mechanism through which Members of Parliament (MP), who are not Ministers, can propose their own legislation. In India's parliamentary system, most laws are introduced by the government, drafted by Ministries and tabled by Ministers. In contrast, PMBs come from individual MPs, both ruling party or the Opposition. In each session, Fridays are usually reserved for discussion on PMBs. PMBs are perhaps the last remaining intervention wherein MPs are not strictly guided by party mandate. However, this crucial intervention has steadily eroded. Frequent disruptions, pre-emptive adjournments, and the increasing prioritisation of government business have reduced the PMB to a symbolic gesture rather than a serious legislative exercise. Ignoring the PMB is a procedural lapse and also signals a democratic backslide. PMB trends, 17th and 18th Lok Sabha Since Independence, only 14 PMBs have been passed and received presidential assent and none has cleared both Houses since 1970. In the 17th Lok Sabha (2019-24), 729 PMBs were introduced in the Lok Sabha and 705 in the Rajya Sabha. However, only two in the Lok Sabha and 14 in the Rajya Sabha were ever discussed. In the 18th Lok Sabha, only 20 MPs have introduced PMBs so far. During the inaugural and Budget Sessions of 2024, 64 PMBs were introduced in the Lok Sabha, but not a single one was discussed. In the winter session, two Fridays in the Lok Sabha were lost to disruptions, while another was taken up by a general discussion on the Constitution. Even in the Budget Session, the first Friday, usually reserved for private members, was used for discussions on the Union Budget. Only one Friday in the Lok Sabha saw any private member business-related activity, and even this was limited to a resolution. In the Rajya Sabha, out of 82 PMBs listed during the Budget Session, only 49 were introduced on a single Friday, and discussion began on just one, only to be cut short as the House was adjourned sine die. PMBs have long provided a platform for MPs to introduce pieces of legislation that reflect personal convictions, constituency demands, or emerging social needs, regardless of party affiliation. A notable example is the 'Right to Disconnect' Bill introduced by Supriya Sule of the Nationalist Congress Party, in the Lok Sabha on October 28, 2019. The Bill proposed granting employees the legal right to disengage from work-related communication beyond official working hours, addressing the increasing intrusion of work into personal life in the digital age. Though it did not proceed beyond the initial stage, the Bill sparked an important national conversation on mental health, work-life balance, and labour rights in a hyper-connected economy. It exemplifies how PMBs can be vehicles for forward-looking and unconventional ideas. In contrast, some PMBs have had a more tangible legislative impact. In 2014, Tiruchi Siva of the Dravida Munnetra Kazhagam (Rajya Sabha), introduced the 'Rights of Transgender Persons' Bill. On April 24, 2015, the Bill made history by becoming the first Private Member's Bill in over four decades to be passed by the Rajya Sabha. Though it did not clear the Lok Sabha, it laid the groundwork for the Transgender Persons (Protection of Rights) Act, 2019, introduced and passed by the government. This Bill is a powerful reminder of how private initiatives can shape the legislative agenda and compel government action on socially sensitive issues. PMBs also offer space for MPs from the ruling party to express independent thought. Bharatiya Janata Party MP Gopal Chinayya Shetty's Bill calling for free medical and health-care facilities to senior citizens in all Government and private hospitals is an example. His intervention demonstrates that even Treasury Bench MPs, often bound by government priorities, can use PMBs to introduce legislation based on personal insight or constituency feedback. Shrinking space for independent action One cannot overlook the institutional changes that have contributed to the reduced space for individual legislative initiative. The 52nd Constitutional Amendment, which introduced the Anti-Defection Law through the Tenth Schedule, aimed to ensure political stability. However, it has also had the unintended effect of limiting the ability of MPs, particularly the Treasury Benches, to independently question or deviate from their party's legislative agenda. In such a structured environment, the PMB remains one of the few avenues through which MPs across party lines can suggest constructive policy alternatives. While voters in India may cast their ballots for candidates contesting on party symbols, their choices are often equally influenced by the individual's integrity, expertise and track record within the constituency. MPs are elected not solely to reiterate the party's position, but to serve as a voice for the aspirations and concerns of their constituents. To safeguard the PMB process, a series of procedural and structural reforms must be considered. Reforms to pursue The first is the need to treat the time earmarked for PMBs as sacrosanct. Amendments to the Rules of Procedure and Conduct of Business should explicitly protect this time from being overridden, except in cases of a national emergency. Dedicated hours for PMBs must not only be preserved but also enforced with consistency, enabling meaningful debate and potential adoption of the PMB. Parliament could consider instituting a review committee specifically for PMBs, responsible for screening Bills for quality, relevance, and constitutionality. It could even recommend a priority list for discussion based on public importance and cross-party support. A fast-track mechanism may also be introduced for high-impact or broadly supported Bills to reach the floor in a time-bound manner. In instances where the government feels constrained by time to transact its own legislative business, it should consider extending the overall working hours of Parliament, rather than encroaching upon the Fridays reserved for PMBs. The working hours in both Houses typically run from 11 a.m. to 4:30 p.m., which includes a lunch break. A modest extension, even by an hour or two, would significantly improve the productivity of Zero Hour and Question Hour, while ensuring that PMBs remain undisturbed. With the prospect of delimitation and a likely increase in the number of MPs in both Houses, the urgency of reform is greater than ever. One compelling reform that could be adapted from international practice is the Ten-Minute Rule of the U.K. Parliament — any MP can make a short speech of up to 10 minutes in support of a PMB along with its introduction after which another MP may oppose it for an equal length of time. This allows Bills to be introduced, heard, and recorded without long time slots. Adopting a similar provision in the Indian context, either as an addition to or as a substitute for existing PMB procedures, could create a channel for a greater number of legislative ideas to enter the public domain. The Vice President of India/Chairman of the Rajya Sabha, Jagdeep Dhankhar, has laid emphasis on the role of private member's business in deepening democracy. He described PMBs as 'far-sighted, forward-looking, and a gold mine' for India's legislative landscape. These are words that reflect both the value and the potential of this mechanism when nurtured with sincerity. Mehul Chhabra is a Legislative Assistants to Members of Parliament (LAMP) Fellow 2024-25. Atharva Deshmukh is a Legislative Assistants to Members of Parliament (LAMP) Fellow 2024-25
