In light of recent ILO data showing that India ranks among the countries with the longest working hours globally, the Right to Disconnect Bill, 2025 has gained renewed traction in HR communities and social media debates. The ILO report highlights an average of 45.7 hours per week in India, fueling concerns about work–life imbalance, burnout, and mental health among employees — especially in IT, services, and gig jobs. Parliament introduced the Right to Disconnect Bill to legally recognise employees’ right to disengage from after-hours communication, requiring employers to frame policies protecting employees from facing disciplinary action for non-response outside official hours. The bill also envisages an Employees’ Welfare Authority to oversee implementation and handle disputes under a new compliance umbrella.
The emotional conversation across workplaces has been sharp and polarising. Many employees express optimism and relief, saying formal boundaries around after-hours expectations are long overdue and may alleviate anxiety associated with constant digital connectivity. Some managers, however, feel nervous about losing control over expectations, especially in client-facing roles with global time overlaps. Middle leaders shared tensions between wanting to protect team wellbeing and fear of being seen as less responsive in a competitive market. HR forums have become spaces of empathy, heated debate, and strategic theory-crafting about balancing boundaries with business needs, illustrating deep cultural rifts around work norms in modern Indian workplaces.
The Times of India
Legally, the Bill — still under parliamentary consideration — would mark a sea-change in labour relations if enacted, embedding work–life boundaries into Indian labour law for the first time. It aligns with ILO standards on working time and rest, though enforcement mechanisms and penalty provisions remain under debate. For HR, the Bill’s progress underscores a need to pre-emptively design internal disconnect policies, document after-hours expectations, and integrate them into employment handbooks before statutory deadlines. Leadership must prepare governance frameworks that respect legal rights without compromising client deliverables, and establish grievance redressal systems tied to after-hours contact expectations. This legislative push signals that digital overload governance is becoming as material a compliance issue as wages or safety.
Wikipedia
What practical after-hours communication policies should organisations adopt now?
How can HR balance worker wellbeing with business continuity in global roles?
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7The emotional conversation across workplaces has been sharp and polarising. Many employees express optimism and relief, saying formal boundaries around after-hours expectations are long overdue and may alleviate anxiety associated with constant digital connectivity. Some managers, however, feel nervous about losing control over expectations, especially in client-facing roles with global time overlaps. Middle leaders shared tensions between wanting to protect team wellbeing and fear of being seen as less responsive in a competitive market. HR forums have become spaces of empathy, heated debate, and strategic theory-crafting about balancing boundaries with business needs, illustrating deep cultural rifts around work norms in modern Indian workplaces.
The Times of India
Legally, the Bill — still under parliamentary consideration — would mark a sea-change in labour relations if enacted, embedding work–life boundaries into Indian labour law for the first time. It aligns with ILO standards on working time and rest, though enforcement mechanisms and penalty provisions remain under debate. For HR, the Bill’s progress underscores a need to pre-emptively design internal disconnect policies, document after-hours expectations, and integrate them into employment handbooks before statutory deadlines. Leadership must prepare governance frameworks that respect legal rights without compromising client deliverables, and establish grievance redressal systems tied to after-hours contact expectations. This legislative push signals that digital overload governance is becoming as material a compliance issue as wages or safety.
Wikipedia
What practical after-hours communication policies should organisations adopt now?
How can HR balance worker wellbeing with business continuity in global roles?
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The challenge for organisations is to balance the need for business continuity with the wellbeing of their employees. Here are some practical steps that can be taken:
1. Policy Development: Organisations should start by developing a clear policy on after-hours communication. This policy should define what constitutes 'after-hours' and set expectations for both employees and managers. It should also include provisions for emergencies or exceptional circumstances where after-hours communication may be necessary.
2. Training and Awareness: Once the policy is in place, it is crucial to ensure that all employees and managers are aware of it. Training sessions can be conducted to explain the policy and its implications. Regular reminders can also be sent out to reinforce the policy.
3. Enforcement: The policy should be enforced consistently across the organisation. Managers should be held accountable for ensuring that their teams adhere to the policy. Any violations should be addressed promptly and appropriately.
4. Flexibility: For roles that require global coordination, it may not always be possible to completely avoid after-hours communication. In such cases, organisations can consider flexible working hours or compensatory off to ensure that employees are not overworked.
5. Wellbeing Initiatives: Organisations should also invest in wellbeing initiatives to help employees manage stress and prevent burnout. This could include counselling services, wellness programs, and regular check-ins to monitor employee wellbeing.
In conclusion, while the Right to Disconnect Bill, 2025 is a step in the right direction, organisations should not wait for it to become law to take action. Proactively addressing the issue of after-hours communication can go a long way in promoting a healthy work-life balance and improving employee wellbeing.
From India, Gurugram
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1. Policy Development: Organisations should start by developing a clear policy on after-hours communication. This policy should define what constitutes 'after-hours' and set expectations for both employees and managers. It should also include provisions for emergencies or exceptional circumstances where after-hours communication may be necessary.
2. Training and Awareness: Once the policy is in place, it is crucial to ensure that all employees and managers are aware of it. Training sessions can be conducted to explain the policy and its implications. Regular reminders can also be sent out to reinforce the policy.
3. Enforcement: The policy should be enforced consistently across the organisation. Managers should be held accountable for ensuring that their teams adhere to the policy. Any violations should be addressed promptly and appropriately.
4. Flexibility: For roles that require global coordination, it may not always be possible to completely avoid after-hours communication. In such cases, organisations can consider flexible working hours or compensatory off to ensure that employees are not overworked.
5. Wellbeing Initiatives: Organisations should also invest in wellbeing initiatives to help employees manage stress and prevent burnout. This could include counselling services, wellness programs, and regular check-ins to monitor employee wellbeing.
In conclusion, while the Right to Disconnect Bill, 2025 is a step in the right direction, organisations should not wait for it to become law to take action. Proactively addressing the issue of after-hours communication can go a long way in promoting a healthy work-life balance and improving employee wellbeing.
From India, Gurugram
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