Despite flexible policies, nearly 4 in 10 still feel guilty being offline.

British employers are leading Europe in workplace trust, but when it comes to actually switching off on holiday, workaholic Brits are still struggling. New research from leading European HR and payroll solutions provider SD Worx reveals that while British organisations are front-runners in empowering remote working, a culture of guilt around flexible working and taking time off persists.

The international study, which surveyed 5,625 HR professionals and 16,000 employees across 16 European countries, found: 

• 77.4% of UK employees say their organisation trusts them to work responsibly and not misuse the autonomy of remote working
• 73.6% of UK employers say they trust their employees to work independently

However, despite this strong foundation of trust, the data also highlights a lingering disconnect between policy and practice:

• 38.9% of UK employees admit they feel guilty when taking time off
• 30.4% say they find it hard to relax when not working

Encouraging meaningful rest

For Bruce Fecheyr-Lippens, Chief People Officer at SD Worx, these findings raise important questions around how modern professionals approach rest and recovery – and how employers can better support time away from work.

“If elite athletes take complete breaks to recover, why shouldn’t we?” Fecheyr-Lippens said. “We recently spoke with the world’s number one women’s cycling team SD Worx-Protime, where every rider takes a three-to-four week break from the bike 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 when on holiday, Fecheyr-Lippens suggests a 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.”

Building a culture of flexible trust

The research also reinforces the role of flexibility in building high-performing teams. With many organisations adopting hybrid or remote-first models, SD Worx encourages businesses to embrace summer working styles – whether it’s from a garden, a local café, or abroad.

The company’s successful Workation policy allows employees to work from any country where they have an office, provided security protocols are in place. Flexible hours are also encouraged, with Fecheyr-Lippens sharing his own 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 adds. “When employees are trusted to choose how and where they work, performance and morale improve.”

Moving beyond presenteeism 

The findings also reflect broader cultural challenges around presenteeism and perceived availability. Fecheyr-Lippens references the “Drama Triangle”, a framework from 1960s psychologist Stephen Karpman outlining how people fall into roles of Victim, Persecutor, or Rescuer 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. 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 adds that leadership plays a crucial role 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 look ahead to the second half of 2025, HR leaders are encouraged to:

• Reinforce flexible working frameworks through policy and practice
• Support employees to take meaningful time off without guilt
• Empower managers to model trust and flexibility in their teams
• Create environments where rest is seen as a performance enabler, not a barrier

“Work and life don’t need to be in conflict,” said Fecheyr-Lippens. “When organisations get trust and flexibility right, people thrive – and so does the business.”

About the international survey

The survey was conducted in February 2025 across 16 European countries: Belgium, Germany, Finland, France, Ireland, Italy, Croatia, the Netherlands, Norway, Poland, Romania, Serbia, Slovenia, Spain, Sweden, and the United Kingdom by the SD Worx Research Institute. A total of 5,625 employers and 16,000 employees were surveyed. The results offer a representative picture of the labor market in each country.

More info at www.sdworx.com