If you find value in content like this, sign up for my Talent Edge Weekly newsletter.
Employee health and well-being are top priorities for many organizations. According to the World Economic Forum’s Future of Jobs Report 2025, employee well-being is now the leading strategy for attracting talent, rising from 9th place in 2023. While wellness programs and related initiatives support these efforts, organizations often overlook how elements of the work environment—especially the signals sent by managers—can influence well-being. A new study highlights a ‘detachment paradox’: although managers recognize that psychological detachment—mentally switching off during non-work hours through actions like setting out-of-office replies, taking vacation days, or turning off work devices—boosts well-being and performance, they often penalize employees who engage in these behaviors when evaluating them for promotions or new roles. Across 16 studies, employees who detached were seen as less committed, even when their performance matched or exceeded that of their peers. The penalty remained even when detachment was for virtuous reasons, like caregiving. However, the study found that formal policies—such as discouraging weekend emails—reduced this bias. One question for managers: Who am I rewarding—those who are ‘always on’ and constantly available, or those who are most effective? Reflecting on questions like this can help managers and leaders create a culture where well-being is supported and performance can thrive.
