‘Quiet vacationing’ highlights the need for better employee wellbeing practices

The latest trend of ‘Quiet Vacationing,’ where employees discreetly work from vacation spots, is sparking controversy among business leaders. However, Cathlen Fourie, Managing Director of CF Communications, argues that this trend highlights the need for organisations to prioritise employee well-being and flexible working environments.

“Quiet Vacationing is not the problem; it’s a symptom of larger issues within workplace cultures that fail to address employee mental health and work-life balance,” says Fourie. “If businesses truly cared about their employees’ well-being, trends like these would not cause concern. Instead, they should focus on creating environments that foster happiness and productivity.”

The trend, which involves employees working remotely from vacation destinations without informing their employers, has been seen as a way for workers to balance their personal and professional lives.

According to a recent Harris Poll of 1,170 employed US adults, 37% of millennial workers have taken time off without informing their bosses. This trend is not driven by defiance but by a reluctance to ask for vacation time due to fears of being perceived as uncommitted in a competitive work environment. The poll also revealed that nearly half of all respondents, including 61% of millennials and 58% of Gen Z, feel anxious about requesting paid time off.

However, Fourie suggests that the real issue lies in rigid workplace policies that do not accommodate the evolving needs of the modern workforce.

Flexible working conditions lead to better outcomes

Research consistently shows that flexible working conditions can lead to higher employee satisfaction and productivity. A study by Gallup found that employees who have flexible work options are more engaged and less likely to experience burnout. While many organisations adopted flexible working during the COVID-19 pandemic, there is a current trend of businesses urging employees to return to the office. Fourie believes that the benefits of flexible work arrangements remain significant and should continue to be embraced.

“Happy employees are productive employees,” Fourie states. “When organisations provide flexibility and support, employees are more likely to be engaged, motivated, and committed to their work. This leads to better outcomes for both the employees and the business.”

Creating structures for success

Fourie emphasises the importance of having proper structures and processes in place to ensure that employee performance remains high, regardless of where they are working from. By implementing clear communication channels, setting achievable goals, and using performance metrics, businesses can maintain high productivity levels without the need for constant oversight.

“Effective leadership is about creating environments where employees can thrive,” Fourie explains. “This means trusting employees to manage their own time and work, providing them with the tools they need to succeed, and recognising their efforts. When businesses do this, there should be no concern about performance.”

Embracing modern work practices

As a leader who values flexibility, Fourie encourages other business leaders to rethink their approach to employee management. “I have no problem with employees working from a different location or at hours that suit them because, in the end, outcomes are what matter,” she says. “By focusing on results rather than rigid work schedules, businesses can create a more dynamic and responsive workforce.”

Fourie calls on South African businesses to embrace these changes and foster a culture that values employee happiness and mental health. “The future of work is about balance and flexibility. Organisations that adapt to these changes will not only see improved employee satisfaction but also better business outcomes.”

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Image by Canva.

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Media contact: Cathlen Fourie, +27 82 222 9198, cathlen@cfcommunications.co.za, www.cfcommunications.co.za

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