Despite progressive flexible working policies, nearly four in ten British employees admit to feeling guilty when taking time off, new research reveals.
British employers are leading Europe in fostering workplace trust, but a deep-seated culture of guilt around taking breaks continues to prevent employees from truly disconnecting during holidays. According to a new international study by SD Worx, a leading European HR and payroll solutions provider, while UK organisations excel at empowering remote work, the psychological barrier to switching off remains significant.
The comprehensive study, which surveyed 5,625 HR professionals and 16,000 employees across 16 European countries, found that 77.4% of UK employees feel their organisation trusts them to work responsibly and utilise remote working autonomy effectively. This is mirrored by 73.6% of UK employers who express trust in their employees’ ability to work independently.
However, beneath this strong foundation of trust, a notable disconnect persists between policy and practice: 38.9% of UK employees admit to feeling guilty when taking time off, and 30.4% report finding it hard to relax when not working.
Encouraging Meaningful Rest
For Bruce Fecheyr-Lippens, Chief People Officer at SD Worx, these findings prompt critical questions about how modern professionals approach rest and recovery, and how employers can better support genuine time away from work.
“If elite athletes take complete breaks to recover, why shouldn’t we?” Fecheyr-Lippens asked. He cited the example of the world’s number one women’s cycling team, SD Worx-Protime, whose riders take a rigorous three-to-four-week off-bike break at the end of their season. “It’s a period of full rest, and they come back stronger. Professionals should be encouraged to do the same.”
Rather than a total rejection of work-related thought on holiday, Fecheyr-Lippens suggests a more balanced approach. “You can still read an industry article that inspires you or have a topical conversation with a new contact on the beach, but the key is to step away from day-to-day operational tasks and give your mind the space it needs to recover.”
“If elite athletes take complete breaks to recover, why shouldn’t we?”
Building a Culture of Flexible Trust
The research also underscores the vital role of flexibility in cultivating high-performing teams. With many organisations now operating hybrid or remote-first models, SD Worx advocates for businesses to embrace flexible summer working styles – whether that means working from a garden, a local café, or even abroad.
SD Worx itself has implemented a “Workation” policy, allowing employees to work from any country where the company has an office, provided essential security protocols are maintained. Flexible hours are also actively encouraged, with Fecheyr-Lippens sharing his personal approach: “Some days over summer I might work from 5am to 8am, then take the rest of the day off. It’s about finding a rhythm that supports both output and wellbeing.”
“If you give flexibility, you get responsibility,” he added. “When employees are trusted to choose how and where they work, performance and morale improve.”
Moving Beyond Presenteeism
The survey’s findings also reflect wider cultural challenges associated with presenteeism and the perceived need to be constantly available. Fecheyr-Lippens referenced the “Drama Triangle,” a framework by psychologist Stephen Karpman, to illustrate how individuals can fall into unhelpful roles during workplace tension.
“Society can make us feel we need to be ‘on’ all the time, but it’s up to individuals to break that cycle,” he explained. “If your employer trusts you, take that at face value – give your job 100% when you’re working, but give that same 100% dedication to your time off, and don’t feel guilty for taking breaks. That’s what sustainable performance looks like.”
He further emphasised the critical role of leadership in embedding cultures of trust. “If managers aren’t living the values of flexibility and autonomy, they’re contributing to a toxic culture. People don’t stay in environments where they feel watched, not supported.”
Guidance for Employers This Summer
As businesses prepare for the latter half of 2025, SD Worx encourages HR leaders to take proactive steps to foster a healthier approach to work and rest:
- Reinforce flexible working frameworks through both formal policy and daily practice.
- Support employees in taking meaningful time off without inducing guilt.
- Empower managers to actively model trust and flexibility within their teams.
- Create environments where rest is recognised as an enabler of performance, rather not a hindrance.
“Work and life don’t need to be in conflict,” Fecheyr-Lippens concluded.
“When organisations get trust and flexibility right, people thrive – and so does the business.”