Is ‘Leavism’ on the Rise in the UK?

Leavism is a workplace phenomenon where employees either do not take their entitled annual leave or work whilst on annual leave. A recent survey by Totaljobs has sparked debate about whether this is on the rise in the UK, as it found that 59% of UK employees admit to logging on and working while on annual leave. In addition, 1 in 5 admit to taking their laptop on holiday. Many check work emails and messaging platforms like Slack/Teams, conduct work-related research, and attend virtual or in-person meetings while officially on leave.

Why Is Leavism Becoming More Common?

• Technology & connectivity: smartphones, laptops, and remote access tools make it easy to stay “online” and accessible even when away.
• Work culture / employer expectations: some workplaces implicitly or explicitly expect employees to be reachable, or to avoid letting things “pile up” during absence. Performance targets, fear of falling behind, guilt.
• Hybrid / remote working shifts: with more flexible/remote work norms since COVID-19, the boundary between work and non-work times has become more blurred.
• Personal anxiety / guilt / responsibility: employees may worry about clients, colleagues, or workload, and feel guilt if they’re “offline”. Also, concerns about job security, promotion, and reputation.

Impacts of Leavism

• Well-being and mental health: not switching off can lead to stress, burnout, and reduced recovery during leave. Holidays meant for rest are compromised.
• Reduced productivity: paradoxically, working while on leave may lead to poorer performance when back at work (due to fatigue, lack of rest).
• Employee turnover/dissatisfaction: millions reportedly leave or plan to leave roles because of pressure to work during leave. Also, when job applicants look for roles, many prioritise employers who respect time off.
• Erosion of work-life boundaries & fairness issues: those who feel compelled to stay “on” may feel resentful; others may expect the same of colleagues; some may feel disadvantaged if they do try to take proper leave.
• Legal / compliance risks: while UK law does not explicitly prohibit employees from working during leave, there are laws around working time, rest breaks, health & safety, wellbeing etc., which may be indirectly implicated. Also, potential issues with misclassification (e.g. what counts as “working time”), or failure to provide the rest periods required by the Working Time Regulations.

UK Law: Key Legal & Regulatory Considerations

• Under the Working Time Regulations 1998, employees are entitled to minimum rest breaks and annual leave; time off is protected, and excessive working can breach those rules.
• Health & safety legislation implies employers have duties to ensure employees’ health – mental health included – is protected. Permitting, encouraging, or not preventing work during leave may risk breaching those duties.
• Contractual law: some employment contracts or handbook policies may explicitly define expectations about availability during leave, hours, and devices. If these are vague, disputes may arise.
• Case law / tribunal practice: although “leavism” is a newer term, tribunals have considered issues like overworking, stress caused by work demands, employer breach of duty etc.

How to Prevent Leavism

• Clear policies: organisations should have written policies on annual leave, availability, and communication when on leave (e.g. “out-of-office” rules). Define expectations: e.g. whether checking emails is allowed or not.
• Leadership by example: managers/senior staff should model switching off, not sending emails outside working hours, and not expecting replies during leave. This helps set the norm.
• Training/awareness: educate staff about the importance of rest, boundaries, mental health; raise awareness of risks from overworking.
• Ensure adequate resourcing/backup: where work can’t wait, ensure someone else covers so responsibilities do not fall on the person on holiday, or guilt doesn’t force them to stay connected.
• Enforce rest/disconnect zones: e.g. “no email days” during holidays, or complete disconnect. Make using out-of-office messages mandatory.
• Legal compliance and monitoring: ensure working time regulations are adhered to; monitor working hours; listen to employee feedback on burnout or overwork.

While UK law doesn’t yet contain a specific statute labelled “leavism”, the trend raises legal, ethical and well-being issues. Annual leave is granted not just as a benefit but as a legal entitlement. Preserving the separation between work and time off is important for health, fairness, productivity, and avoiding legal risks. Employers who manage this well — through clear policies, culture, leadership, and respect for boundaries — are better placed to retain staff, avoid burnout, and build a resilient workforce.

To find out more information or for support with managing leavism in your business, please get in contact with our team of experts..

T: 0330 107 1037

E: contact@hpc.uk.com

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