2 minutes
Ghost Vacations: What They Mean for Your Team
Many business leaders will admit that even on holiday, it can be difficult to fully switch off. The temptation to check emails or deal with matters that could wait is strong, and the pressure to remain “on” rarely disappears.
But what example does this set for employees?
Research shows that many staff are finding their own ways to step back, sometimes without saying so. These are known as “ghost vacations” when employees take time off without formally informing their manager, and they are on the rise. A recent survey by KickResume found that more than a third of European employees have taken one at least once, while a small but consistent number admit they do it regularly.
It would be easy to dismiss this behaviour as avoidance, but the evidence points to something far more serious. Over a third of those who had taken a ghost vacation said it was due to family or personal reasons, while a similar proportion cited mental health challenges or burnout. Even among those who hadn’t, many admitted they would be tempted under similar circumstances.
In other words, ghost vacations are less about avoiding work and more about employees not feeling able to be open when they need a break.
At ER Recruitment, we see clear evidence that candidates place increasing value on wellbeing and culture when considering new opportunities. Salary and job title alone are no longer enough. People want to know that they will be supported as whole individuals by leaders who recognise the importance of balance.
That’s why we actively encourage our own team members to fully switch off when they take time away. Laptops and work phones are handed over, and responsibilities are covered by capable colleagues. This ensures that when someone is on holiday, they can rest properly without feeling the need to check in — and return recharged.
For business leaders, this is a clear signal that culture and expectations need to be reviewed. Practical steps to address the issue include:
- Encouraging annual leave. Set the tone from the top that time off is both allowed and expected.
- Normalising conversations around wellbeing. Employees should feel able to raise concerns without stigma.
- Introducing wellbeing days. These give staff permission to recharge without guilt.
- Checking workloads regularly. Preventing burnout before it takes hold is far easier than addressing it afterwards.
Ghost vacations are ultimately a symptom. They highlight workplaces where employees do not feel safe enough to take time off transparently. Leaders who create cultures where rest is respected will see the benefits not only in reduced absenteeism but also in greater loyalty, engagement and productivity.
The challenge for leaders is to ask: does your organisation encourage people to take the time they need, or does it leave them feeling they have to disappear quietly?
