Amy Forshaw explains how businesses can implement the new code of practice on switching off without damaging operational flexibility

The UK's proposed right to disconnect is not about banning after-hours communication. It's about creating clear boundaries that protect wellbeing while preserving the flexibility modern organisations depend on. While headlines have often suggested a ban on contacting employees outside working hours, the reality is likely to be more nuanced.

Rather than introducing a rigid legal prohibition, the government is expected to implement a statutory code of practice that encourages employers and employees to agree sensible boundaries around out of hours communications. The aim is not to eliminate flexibility, but to address growing concerns associated with an ‘always on’ culture that can blur the line between work and personal life.

For HR leaders, the challenge will be striking the right balance: protecting employee wellbeing without creating operational constraints that undermine flexible working arrangements or business responsiveness.

Why the right to disconnect matters

The issue has gained momentum as hybrid and remote working have become embedded. While technology has enabled greater flexibility, it has also created new expectations around availability. Many employees report feeling pressure to monitor emails, messages and notifications outside working hours, even when no explicit expectation exists. Over time, this can contribute to stress,...

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