The right to disconnect has become a central subject in the debate on well-being at work and business performance. At the heart of this problem: the balance between professional and personal life, an increasingly fragile balance in a world permanently connected. While digital technologies facilitate access to work at any time and anywhere, they also generate the risk of overload, stress and burn-out for employees.
The right to disconnect in summary
The right to disconnect, established in France in 2017 in the context of the Labor law, aims to guarantee employees the possibility of cutting themselves off from professional tools outside their working hours. But beyond its legal aspect, it raises a fundamental question: how can businesses, especially start-ups, create an environment which allows both to preserve the quality of life of employees and to maintain a high level of performance?
A necessity in the face of the digitization of the work
The advent of digital technologies has deeply transformed the organization of work. Email, instant messaging, collaborative platforms have dropped temporal and geographic barriers, allowing more flexible management, but also increased pressure to remain constantly reachable.
According to a study by INSEE in 2022, 41 % of French employees are victims of professional over-solicitation outside working hours. This situation creates mental exhaustion, often associated with symptoms of stress and burnout. It is in this context that the right to disconnect has been established, forcing companies to set up policies to limit this overload.
The right to disconnect is, in theory, a lever to improve the quality of life of employees, by reducing pressure to respond to messages or to be permanently available. He also has repercussions on business productivity. Indeed, an employee who benefits from a healthy balance between professional and personal life will be more productive and less inclined to absences for reasons of mental health.
A cultural and organizational challenge
Start-ups, by their often intense work culture and their flexible structure, are faced with specific disconnection challenges. The desire to succeed quickly, the pressure of investors and the ambition of innovating at all costs can make the implementation of a policy of disconnection difficult, even counterproductive.
However, some French start-ups have been able to adapt to this new requirement by developing original strategies to maintain a balance between performance and well-being of employees. Take the example of Blablacarthe French company which, although it is in full expansion, has managed to set up a policy of disconnection favorable to its employees. BlaBlaCar thus allows his employees to disconnect after 18 hours, with a clear policy prohibiting the sending of emails or professional messages outside of work schedules, except urgency. A “Quiet Hours” system was also established, a period during which the teams are devoted to their work without any external interruption.
Another French start-up, Alana digital health insurance company has set up an internal email management and notifications tool. This system of “notifies” allows employees not to be disturbed outside of their working hours, with an operation based on more conscious and thoughtful communication. Alan also established a culture of disconnection by encouraging his teams to go on vacation without keeping in touch with work.
These two companies are an example, but this approach is not limited to a simple legal framework. It must be part of a deep cultural and organizational transformation.
Studies on the impact of the right to disconnect on companies
Recent studies highlight the importance of the balance between professional and personal life, not only for the health of employees, but also for business performance. According to a study conducted by COMMAND In 2023, almost 70 % of employees believe that a better balance between professional and personal life contributes to their well-being, and 60 % declare that this improves their productivity.
Another study, carried out by Opinionway For the cabinet Human imprint In 2024, shows that 53 % of French employees feel more fulfilled in their work when they have the possibility of disconnecting, and 56 % judge that their commitment is stronger when the company allows them to preserve their personal life.
However, these results are not uniform depending on the sectors. Companies in the digital sector, where tasks are often linked to innovative projects or tight deadlines, may encounter more difficulty in establishing a real disconnection. Nevertheless, the start-up initiative like Blablacar and Alan shows that it is possible to find solutions adapted to these specificities.
How can start-ups balance performance and well-being?
Start-ups, often characterized by a culture of flexibility and hard work, may find it difficult to integrate the right to disconnect without that affecting their effectiveness. However, several levers can be used to achieve a compromise between performance and well-being.
The establishment of hours without interruption ::
Specific moments during which employees can focus fully on their task, without receiving external solicitations. These periods must be defined collectively, according to the needs of each team.
Promotion of flexibility ::
Rather than obliging a strict cut, it is possible to promote independent management of time. By allowing employees to manage their schedule, start-ups promote personalized balance, which respects professional imperatives while offering sufficient disconnection beaches.
The creation of a culture of confidence ::
Start-ups can make a strategic choice by favoring transparency and confidence in their teams. A culture of the result, rather than the schedule, encourages employees to manage their own disconnection while being responsible for their productivity.
The use of technologies responsible ::
Encourage the use of collaborative tools while establishing clear rules on their use. For example, use instant messaging only for urgent messages and prohibit their use outside working hours.
Ultimately, disconnection is not a threat to businesses, but a chance to innovate in the management of their relationship with employees. A harmonious balance between professional and personal life may well be the key to responding to the challenges of tomorrow’s work.
