Unlimited Vacation: Bliss or Pandora’s Box?

The idea is not new. Imported from the US, the concept of unlimited vacation seduces and challenges. In a system where leave results from time worked and not from performance, the implementation of this unconventional privilege is enough to disrupt our current frame of reference.

The principle of unlimited leave — taken by the employee without time limit or control — would make it possible to motivate employees and attract the best talents. The world of digital and start-ups has seized on this concept.

What about Europe? While paid leave is not an obligation in the United States with an average of 15 days per year, Europe stands out for legislation that is much more favorable. In Luxembourg, an employee has at least 26 days of leave, going up to 35 days. Despite an advantageous legislative system, this differentiation mark has already seduced many companies in Europe.

All concerned? At the top of the bill are developers, then sales functions and marketers. We are at the dawn of the implementation of a system that could, if extended to other professions, require real adjustments of our society.

Consequence of flexitime. With fixed schedules having disappeared in favor of more agile working modes, unlimited leave would compensate for scattered and uncounted hours. In a way of life where work no longer knows borders, it would not be illogical to consider the question of rest time from this angle.

Result of management by objectives. Replacing the culture of schedules with the culture of results, that would be the challenge. If an employee has reached their objectives, then they can slip away and go on vacation. Nevertheless, the approach is difficult to transpose for functions whose activities are recurrent.

The trap of freedom? Unlimited leave implies a « change management » on a large scale. The company takes a risk: that of a breach of equality between employees and a stigmatization of certain functions. The adage « who leaves loses their place » could lead some to work always more so as not to see their share of work entrusted to others.

Pandora’s box or absolute trust. The risk of excess or burnout in this model cannot be ignored. The question of trust and transparency between the employee and the employer occupies a central place. The question is whether we are today ready for a paradigm shift.