Actuality¹⁵⁵

Phone calls have become a rarity for many millennials, and even more so for Generation Z. In recent years, they have been replaced by an avalanche of emails, text messages, DMs, and other notifications that flood our smartphones every day. While these interactions may reflect a dynamic life and multiple interests, for young professionals, they are above all the visible tip of an iceberg called hyperconnectivity.

Smartphones, teleworking, society? Rather than looking for someone to blame, why not tackle the problem head-on and, above all, focus on solutions! Can the government do more to support businesses in implementing concrete and effective measures and ensuring compliance with them to make a real difference in our workplaces? Without a doubt, and we've waited long enough! But in my opinion, it is first and foremost up to all of us to create this momentum within our companies and become agents of sustainable change.

I belong to the generation that saw the launch of the first iPhone at the beginning of its career. Since then, the concept of availability has evolved to reach dizzying heights. This technological revolution has slowly eroded the boundaries of our personal lives. And it continues to do so; a recent study by the University of Montreal and Force Jeunesse, among other studies, reveals that more and more professionals are experiencing distress related to explicit or implicit expectations of constant availability, even outside of working hours.

Let's be 100% honest, I've been working in consulting for several years, and it would be unrealistic to claim that we can disconnect at 5 p.m. every day and ignore a client who seeks our expertise outside of conventional hours. But for the vast majority of us, this availability should not be required 52 weeks a year.

1. Clear expectations

The first step is simple, but too often overlooked: clarify the rules of the game from the outset. Young (and not-so-young) professionals need to know what is expected of them and, above all, what is not. This requires clear guidelines on hours of availability, response times for emails, and times when disconnecting is not only allowed but encouraged. Transparent communication reduces ambiguity, prevents burnout, and builds trust between employers and employees.

2. Tips for achieving the desired harmony

Disconnecting cannot be improvised. It requires tools, reflexes, and routines. This can take the form of notification-free time slots, meeting-free days, or training on time and priority management. I firmly believe that managers must play a key role by sharing their own strategies for disconnecting, promoting breaks, and normalizing the fact that they are not available at all times. Work-life balance cannot be decreed, it must be built!

3. A truth rooted in corporate culture

Finally, for the right to disconnect to be sustainable and equitable, it must be integrated into the very culture of the organization. This means that well-being should not be a peripheral issue, but a strategic pillar. Companies that value mental health, flexibility, and respect for boundaries attract and retain talent. They create environments where engagement is sincere, not forced. Let's put an end to carewashing, those trendy, well-meaning speeches that promote well-being without really embodying it, and let's be honest: achieving a certain balance is healthy, desirable, and must be reflected in our practices, values, and decisions.

The right to disconnect should not be a privilege, but the norm. It is time to break free from the cycle of hyperavailability and restore meaning to our downtime, our balance, and our humanity. Young professionals do not want to escape work; they want to experience it differently, with respect, clarity, and consistency.

Disconnecting means choosing to reconnect better: with yourself, with others, and with what really matters.