When Lin-Manuel Miranda created what would become one of the most successful musicals of all time, he wasn’t at his desk – he was on a holiday. “It’s no accident that the best idea I’ve ever had in my life came to me on vacation,” he shares.  

Yet, in an age of constant connectivity, moments of pure rest are becoming increasingly rare. While our statutory annual leave entitlements haven’t changed since 1974, the way we use them has – and not necessarily for the better.  

“The moment my brain got a moment’s rest, Hamilton walked into it.”  – Lin Manuel Miranda

Recent data from Budget Direct reveals a startling trend. Seventy per cent of Australians check work emails or other communication channels while on holiday, with 43% doing so daily. This increase from 52% in 2018, suggesting the pandemic has only tightened technology’s grip on our downtime.   

Even more concerning is the frequency of workplace interruptions during leave. The same study found that 62% of Australians have been contacted by their boss or colleagues while on holiday, with women more likely than men to field work-related questions (65.9% versus 44.1%). This persists despite Fair Work Commission guidelines stating that workers are entitled to be uninterrupted unless expressly written otherwise in employment contracts.  

But why do we stay connected? The majority aren’t doing it for enjoyment – only 5% say they work during leave because they like it. Instead, 42% report responding to urgent workplace matters, while 25% maintain contact to manage their workload upon return.  

The cost of this always-on mentality is becoming clear. A recent Robert Half survey indicates that 71% of people don’t feel refreshed after their annual leave. This statistic becomes particularly concerning when we consider the well-documented benefits of proper breaks.  

Research from the International Foundation of Employee Benefit Plans demonstrates that employees who use their annual leave effectively can see productivity increases of up to 40% and are 28% less likely to take sick leave.  

For HR leaders and employees alike, these findings present a clear message: it’s not just about taking leave, but how we take it. With 62% of people reporting elevated stress during holiday seasons, there’s value in encouraging breaks beyond traditional festive periods and ensuring they’re truly restorative.  

The introduction of right to disconnect legislation in Australia may provide a framework for protecting leave time, but organisational culture plays an equally crucial role.  

Leaders can help by:  

1. Setting clear expectations around communication during leave periods  

2. Implementing handover processes that reduce the need for contact with staff on leave  

3. Creating systems to manage email build-up during leave periods  

4. Leading by example in maintaining boundaries between work and personal time  

Leaders can’t guide their teams to a refreshed start if they’re not walking the talk themselves, says Transitioning Well’s Eleanor De Ath-Miller. “Whatever they’re saying to their teams also applies to them, but with a need to be self-aware and intentional. There shouldn’t be a second set of rules.”  

Back in 1974, disconnecting from work meant simply leaving the office. Fifty years later, true disconnection requires both intention and support. Our next great innovation, creative breakthrough, or simply a healthier, more productive workforce, might just be a proper holiday away. 

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