An article in New York Magazine‘s The Cut by Katie Heaney looks at the impact of an unlimited vacation policy may have on workers and organizations. She worked in several quotes from me about the impact this may have upon some people, prone to guilt…or distrust!
She writes,
It feels like a gift: Unlimited vacation time. It sounds so … European. Many companies (particularly in the start-up and tech spheres) are starting to offer it to their employees in lieu of the more traditional model, in which a fixed number of vacation days are either given outright or accrued. More recently popularized by Richard Branson, the unlimited-vacation model is predicated on the idea that happy, rested employees make for successful companies, and that most people, if given the option, won’t abuse such a policy. This much, it seems, is true. In fact, early research shows that employees with so-called unlimited vacation actually take fewer days off on average than their limited vacation counterparts: 13 days as opposed to 15. For many employees, unlimited vacation simply feels too good to be true.
Douglas LaBier, a business psychologist and director of the Center for Progressive Development, a nonprofit consulting organization, says part of the challenge here has to do with the gap between what companies claim to want to be versus the values espoused by their actions. “As there’s a push to try to make a work culture a more supportive, team-oriented kind of culture that promotes and rewards innovation and creativity, that can clash with old top-down command and control policies,” says LaBier. “So if a culture has been more traditional, and then it says they’re going to try unlimited vacation, that can create some backlash.” It’s not that employees are ungrateful for policies like these — it’s that they’re not used to them, and unfamiliar developments in familiar settings are … scary. (And, okay fine, some employees are mad about it; see this very active Reddit thread on the subject.)
For the full article, click here.
Credit: The Cut