With the recent implementation of the Right to Disconnect, workplaces are seeing significant shifts in how employees manage communication outside of work hours. This legislation not only provides employees with the option to avoid work-related contact from employers after hours but also applies to messages and calls from external parties, including clients, suppliers, and contractors. How can businesses adjust to this change without impacting their client relationships? At The Proven Group, we offer insights on how organisations can respect this new right while maintaining high standards of service.
The Expanded Scope of the Right to Disconnect
Much of the discussion surrounding the Right to Disconnect has focused on employer-employee communication. However, Section 333M(2) of the Fair Work Act 2009 (Cth) also allows employees to refuse after-hours contact from third parties, like clients, as long as the refusal is reasonable. For client-facing roles where interactions often extend beyond business hours, this legislation could redefine client expectations and how businesses handle out-of-hours requests.
Preparing Clients for New Communication Boundaries
Adjusting to the Right to Disconnect means setting clear, respectful boundaries with both employees and clients. Here’s how businesses can manage this effectively:
- Engage Employees in the Conversation
- Openly discuss the Right to Disconnect with your employees, clarifying that it doesn’t mean a blanket ban on after-hours contact. Understanding each team member’s view on out-of-hours communication helps set realistic expectations and reduces the risk of unexpected client dissatisfaction due to non-response.
- Implement Thoughtful Communication Protocols
Consider setting up automated messages for clients reaching out after hours, informing them when the employee will be available to respond. An automated message in email signatures or voicemail systems can help establish expectations without impacting client relationships, ensuring clients feel informed and respected.
- Adjust Client Expectations and Service Policies
Clients accustomed to direct access to specific employees after hours may need to adapt their expectations. Companies may wish to discuss alternative contact options for after-hours inquiries or consider designated points of contact for emergency scenarios.
- Evaluate Job Roles and Contracts
For client-facing roles, businesses may consider including expectations around after-hours availability directly within job descriptions and employment contracts. This transparency allows both parties to understand where flexibility may be required and ensures that any after-hours contact aligns with the employee’s role and compensation structure.
A Balanced Approach to Client Service and Employee Well-being
Clear communication around the Right to Disconnect, both internally with employees and externally with clients, supports a culture where clients feel valued and employees’ work-life balance is respected. By establishing these protocols, companies can continue to offer excellent service while fostering an environment where everyone’s needs are balanced.
Visit our website for more insights on adapting to workplace changes and supporting your team’s well-being.
