With the internet at our fingertips and hybrid working now so normalised, the boundary between professional and personal time has become more fluid. It’s not unusual for employees to book a doctor’s appointment, quickly pay a bill, or take a parcel delivery during the working day. But where should you, as an employer, draw the line?
The legal and HR context
Recent tribunal rulings remind us that employees’ rights are strongly protected. For example, the case of an employee dismissed for using company time to deal with personal errands (with the ruling in the employees’ favour) highlights the importance of proportionality. The ruling reinforced that a rigid approach can backfire if it doesn’t account for context and fairness.
From an HR perspective, the key risk is inconsistency. If one manager informally allows flexibility while another clamps down, it can lead to accusations of unfair treatment. Even worse if there’s one rule for management and another for non-leadership workers. That’s where transparent, well-communicated policies are essential.
Productivity versus flexibility
The traditional view has been that personal tasks during work are distractions. However, evidence shows that small allowances can actually boost productivity. Allowing someone to pop online to reorder medication or check in with a school can prevent stress and enable them to stay focused on the rest of their work.
On the flip side, unchecked flexibility can erode trust. If personal errands become routine and extend beyond reasonable limits, you risk disengagement, team resentment, and lower output. The challenge for leaders is to strike a balance that keeps people engaged without compromising performance.
Culture and trust
This question isn’t really about whether employees can make a quick phone call - it’s about culture. If you foster an environment of trust and responsibility, most employees will naturally regulate themselves. Micromanaging every minute of their day risks damaging morale and creating an “us versus them” mentality.
Flexible working policies often help. By focusing on outputs rather than hours, you give employees the autonomy to manage their time. This doesn’t mean a free-for-all, but rather a clear framework: personal tasks are fine if the responsibilities of the role are met.
Practical steps for HR leaders
As a business leader or HR professional, you can manage this issue effectively by:
- Setting clear expectations: Define what counts as acceptable personal tasks and what crosses the line.
- Training managers: Ensure consistency across teams to avoid disputes.
- Monitoring fairly: Look at outcomes and performance, not micromanaging activity.
- Updating policies: Reflect hybrid and flexible working realities in your employee handbook.
By being proactive, you reduce the risk of disputes and tribunals, while strengthening trust across your workforce.
A balanced approach
Ultimately, whether employees should do personal tasks during working hours depends on your culture, policies, and approach to flexibility. Allowing reasonable personal admin can be a low-cost way to improve wellbeing and loyalty, provided boundaries are clear and consistently applied.
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