Sarah Skinner, MD at PR firm Launch: “Truly good PRs do have that drive that inherently makes them ambitious and this can come with a misconception that they should be always ‘on’. This is in part, a hangover from old agency days when presenteeism was like a badge of honour. Leaders need to show teams that success and good performance are dependent on achieving a balance, and that not nailing that balance shows a rigidity and lack of perspective. We are not brain surgeons. The key is truly focused, productive working; of course there will be times that require long hours. particularly in my area of crisis and issues, but this should not be consistent. Clients also on the whole, want well rounded, informed and interesting teams, and that can only be achieved by having a life outside of work. We should be fostering curiosity, encouraging a continual thirst for knowledge and championing wellbeing, guilt free time away from work is essential in achieving this.”

Laura Lear, deputy managing director at PR firm Ambitious: “PR is fast-paced and demanding - there is no denying that. As leaders, it’s important that we foster healthy working practices such as ensuring team members take regular breaks, including holidays, to recharge. These breaks should be respected as true downtime, with efforts made to avoid encroaching on personal time. The importance of leading by example here can’t be understated, forming a strong company culture that prioritises wellbeing. However, PR professionals also need to be ready to step up when the situation demands it, such as during major pitches or crises. Balancing this need for flexibility with the demands of a 24/7 industry is challenging but essential. Flexible work arrangements can help manage this, allowing professionals to work in a way that fits their lives while still meeting client needs. Flexibility should not mean constant availability; rather, it’s about working smarter and ensuring that when the workday ends, personal time is preserved, leading to healthier, more productive employees.”

Hayley Knight, co-founder and communications director at PR firm Be Yellow: “The right to switch off is more important than ever for PR professionals and teams. We are constantly being swept up in the never-ending newscycle, but it can be challenging. As a mindful PR manager, boundaries, communication and expectations need to be clear, and you need to lead by example. The focus needs to be on quality over quantity, and you need to have a flexible approach to work and task management tools for those who struggle to switch off. It’s important to understand people’s motivations to overwork, including neurodiversity, and have personalised conversations to understand their individual needs, and manage accordingly. I always promote a culture of balance, encouraging regular breaks, using holiday time, and flexible working arrangements, including four-day work weeks, and publicly praise team members when they prioritise work/life balance, showing that it’s valued. It’s also important, especially in a role that relies so heavily on understanding the news, to do regular check-ins and support their mental health.”

Tom Yazdi, client director at PR firm BoldSpace: “Too many people in PR struggle with switching off and maintaining a healthy work-life balance, and leaders have a duty of care to ensure they don’t let this happen. It’s vital that all managers are equipped to spot the warning signs that colleagues are not switching off, and know what to do if they spot it. That way we can start conversations early and minimise the risk of burnout.

Speaking with PRmoment, Elouisa Crichton, employment law partner at law firm Dentons answered the following:

Q: What could happen if employees refuse the right to switch off?

EC: “Let's assume that a right to disconnect is introduced. It is unlikely to be a one-size-fits all, so we are expecting to see different approaches per sector and job type. We may even see opt-outs as we do with working-time limits though we don't have that level of detail yet.”

Q: But what if an employee who has the right to switch off, refuses to do so?

EC: “On the one hand, it is a right, not a requirement, to disconnect. However, employers should ensure that one overenthusiastic employee does not breach the rights of those who do wish to exercise a right to disconnect, by emailing them out of hours particularly if they are expecting a response. For any right to disconnect to be meaningful, it may be accompanied by rules around not favouring individuals who waive that right (as in practice, that's akin to treating those who do disconnect unfavourably in comparison). Finally, employers should always have an eye on employees' workloads to ensure their health and safety is not being impacted.”

Q: What can leaders do in situations where employees resist switching off?

EC: “This is a mix of legal compliance, personal preference and culture. Legally, the rights of those who do wish to switch off, and have that right under new rules, must be respected by everyone. So too should personal preference, for example, we may start to see more people who favour working at atypical time, adopting the email sign-off "I am sending this email in the hours that suits me, please respond in the hours that suit you" or using delayed send functions, to ensure all needs are met. Finally, we may see certain businesses making cultural choices about what work-life balance, including the right to disconnect, means in practice. Employees will then be encouraged to embrace that culture. And as with any big change, we will likely see people gravitating towards roles and workplaces that best align with their own values. Legal compliance is the minimum standard – beyond that, there is often a lot of flexibility.”