Eight weeks of vacation: Can that work?

It's nothing new. The only new thing is that the figures are becoming increasingly explosive: The balancing act between work and private life is stressful - and makes people ill. In figures: 39% of all causes of incapacity for work today are stress-related, as the latest stress study by Swisslife shows. Jobseekers are correspondingly sensitive to this issue. Offers for mental well-being (79%) and flexible working conditions (74%) are among the top 3 criteria when looking for a job, as the Candidate Pulse Study 2024 by Michael Page found out.

However, the reality is different. Only 27% of all employers have taken measures to support their employees. The communications agency Vitamin 2 is leading the way, launching a new working vacation model over a year ago. Instead of the usual five weeks, they increased the vacation credit to eight weeks, four of which can be taken in one go as "maturing time". "We want to ensure that our employees can really clear their heads at least once a year, relax and have time for things that are often neglected in everyday life," explains René Kappeler, founder and partner at Vitamin 2.

Time for travel, family - and heart projects

The experiment was designed to run for two years. After the first year, the St.Gallen creative agency with around 30 employees is now taking stock. Unsurprisingly, the new model is very popular with the team: the rating of 2.96 out of a possible 3 points proves the high level of acceptance. But what did the people at Vitamin 2 do with their maturing time?

85% of employees went on trips and gained new experiences. 76% also stated that they had spent more time with family and friends. 33% implemented their own projects and 5% invested their maturing time in further training. Almost all of them agreed. The new model helped them to switch off mentally (95%) and recover physically (80%). And almost half said that the creative break helped them to gain a deeper understanding of their needs and strengths. "This self-reflection is ultimately the basis for personal growth and a more fulfilling life," says Jan Hasler, Partner and Consultant at Vitamin 2, with conviction. "It makes us stronger as people, but also as an agency."

Time out as a source of strength - and a challenge

It was to be expected that the effects of eight weeks' vacation would be positive for employees. But does the effect continue later in everyday life? 45% stated that they are now better able to achieve a better work-life balance. A third feel more motivated and 20% even noticed an increase in their creativity. Only 10% found it stressful to return to everyday life after the four-week break.

All sunshine and roses? Not quite. Preparation time and handovers before the month-long absence are quite a challenge. After all, a detailed flow of information must be guaranteed so that deputies can continue projects seamlessly. This requires an extra effort that has to be made alongside day-to-day business. After initial negative feedback within the team, Vitamin 2 reacted and supported the process from then on with a corresponding project tool. Nevertheless, this phase remained a challenge for 47% employees. However, it was one that the team gladly accepted. "Our people showed enormous solidarity and the fact that we allowed each other the one-month maturing period also brought us closer together as a team," says Ramon Lenherr, Partner and Head of Creation.

Hardly any fluctuations. And the course of business?

But how did the new working vacation model affect the agency, customer relationships and business performance? What stands out. Fluctuations, which are generally high at communications agencies, were reduced from 10 departures in the previous year to one. This greater consistency ultimately benefits the agency and clients alike. This also explains why the previous year's turnover was practically maintained despite the reduced presence of employees. "If we take into account that we have learned a lot and optimized processes in the first year, we are confident that we will be able to perform even better operationally in the coming years with our working vacation model," say the three partners Kappeler, Hasler and Lenherr confidently.

There has been no negative feedback from customers so far. "The new working and vacation model is naturally causing a stir. But it's very different to what we expected," explains Fabian Bucher, member of the Executive Board. "It has inspired and motivated many of our customers to think about their own employee benefits. Of course, that also makes us a little proud".

Based on the results of the initial assessment, there is a good chance that the new working vacation model will be continued at Vitamin 2 after the two-year trial period. The initial results seem to confirm the theory that more relaxed employees are not only more inspired, more productive and more loyal. The program with the four-week "maturing period" also makes Vitamin 2 a magnet for creative, highly qualified people at a time when there is a shortage of skilled workers.