HR leaders talk a lot about work-life balance – but according to recent research, less than half follow through with more concrete steps. While 84 percent of HR decision makers encourage staff to switch off outside work, only 45 percent back this up with formal policy.
The lack of structural support, combined with cultural expectations, is leaving many workers overstretched and unable to disconnect. According to a study by benefits platform BHN Extras, 48 percent of employees admit to checking in during annual leave. A further 39 percent say they respond to work messages while off sick.
The data points to a workplace culture where being always available has become normalised, regardless of the circumstances.
The pressure is not limited to the most senior roles. While 55 percent of CEOs say they check work emails daily outside office hours, 42 percent of junior managers report doing the same. The study links this behaviour to mobile-based work applications that blur the line between work and personal life across all organisational levels.
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The expectation of flexibility, particularly following the COVID-19 pandemic, has not translated into meaningful change for most workers. Eight in ten employees feel their work-life balance has not improved over the last five years. The findings suggest that flexibility in principle is not being matched by practice or policy.
Gap in burnout experiences between leadership and staff
There is a notable divide in how different levels of staff perceive changes in burnout. While 76 percent of C-suite executives believe their own burnout has decreased, only 25 percent of junior managers agree. Less than half of all workers say burnout levels have improved in recent years, reflecting an uneven distribution of wellbeing improvements across the workforce.
The data also shows that the way people work – remotely or in-office – makes little difference to their ability to switch off. Only 38 percent of remote workers and 35 percent of office-based staff reported any improvement in work-life balance. This suggests that underlying cultural and organisational factors are more significant than physical location.
Industry-specific patterns are also evident. While 68 percent of IT professionals say burnout has improved, only 23 percent of those in law and professional services report the same.
Post-work socialising declines amid changing priorities
The inability to disconnect from work is also affecting relationships among colleagues. Nearly half of employees (46%) say they rarely or never socialise with colleagues outside work hours. Personal time is the main reason given, though financial pressure also plays a role. Twenty-four percent of women and 18 percent of men cite cost as a barrier to post-work activities.
This reduction in informal interaction has implications for workplace culture and employee engagement. Social connections at work are linked to higher retention and productivity, but with more employees opting out of after-hours events, opportunities to build those connections are limited.
Demand grows for tailored employee benefits
Flexible working hours remain the most used benefit, with 39 percent of employees regularly using this option. However, expectations around workplace support are evolving. Sixty-three percent of employees want access to a broader, more personalised range of benefits. Among Gen Z workers, this figure rises to 66 percent, compared to 40 percent of baby boomers.
These generational differences underline a growing demand for inclusive, tailored benefit schemes. Employees are seeking more than surface-level perks. The need for programmes that address financial, mental and physical wellbeing is becoming more urgent, particularly as economic pressures continue to mount.
Chris Ronald, VP – Incentives, Rewards & Benefits at BHN, said, “Our research shows that the UK workforce is in desperate need for more support from their employers. Boundaries are breaking down, burnout is not being tackled and traditional benefits no longer meet the needs of today’s employees.
“What’s even more concerning is that the data likely underrepresents the full picture. We asked about actively responding to work messages on holiday, but how many more are still checking in, skim-reading emails or staying mentally tethered to their inbox?”
BHN is calling on HR leaders to treat benefits as essential tools for building resilience and connection in the workplace. With increasing demands for support and flexibility, organisations will need to reassess how they structure wellbeing policies to meet changing employee expectations.
