PTO Outlook: 59% of Workers Now Feel Uneasy Taking Time Off

Labor Day marks the unofficial end of summer, making it a good time to look at your PTO policy. Are employees really taking the time they need? Do managers model healthy behavior, or do they send mixed signals by working through leave? If time off is tied to retention and well-being, why does so much PTO still go unused?

A recent LiveCareer survey reveals how employees really feel about PTO – and what they need from their employers to take time off with confidence and refrain from engaging in any work-related communication.

Why Employees Feel Anxious About Taking Off 

More than half (59%) of employees said they aren’t comfortable taking time off, even when they have vacation time available for use. So what are they really worried about? Employees said their top concerns about using their PTO are:  

• Work will pile up while I’m gone (19%).
• I’ll miss something important or lose an opportunity (19%).
• People will see me as less committed (12%).
• I’ll get laid off or replaced (8%).

Pressure and Barriers to Taking Time Off 

Employees also reported they face pressure when trying to use their vacation time:

• One in three workers (33%) say they feel pressured to leave PTO unused.
• Nearly 1 in 10 (9%) say their company discourages using all earned time off.

How Company Culture Undermines PTO

Employers say they support time off, but many employees see otherwise. Over half struggle with heavy workloads and mixed messages that keep them plugged in. Respondents said:

• Time off is “supported,” but heavy workloads make taking it tough (49%).
• Workers are less likely to take time off when their managers rarely do (20%).

The Time Off Gap: What Employees Earn vs. What They Use

Companies offer a range of vacation packages, but employees often take less time off than they earn. Closing this gap is essential for HR leaders who want to improve employee well-being and retain top talent.

Typical Packages

PTO offerings vary widely across companies and industries. According to the survey:

• 9% of employees receive “unlimited PTO” – a policy that offers no set limit but often depends on manager discretion and business needs
• 20% receive 21 or more days annually, representing the most generous packages
• 16% get between 11 and 15 days per year, which aligns with common industry standards
• 14% have between six and 10 days, often seen in entry-level roles or smaller organizations
• 11% receive only one to five days per year, which can create significant challenges in balancing work and rest, and
• 18% report having no paid time off, underscoring disparities in benefits access.

This range raises questions about equity and the adequacy of time off to support employee health.

Who’s Taking Off — and When?

Even when employees have PTO available, many plan shorter breaks during the summer months. Survey results show that nearly half of respondents receive more than two weeks of PTO annually, yet their planned time off often falls short of what’s offered:

• 16% plan a weekend getaway of up to three days
• 31% expect to take a short break between four and six days
• 33% aim for a full week off, and
• Only 21% plan to take more than one week.

This pattern suggests that while PTO is available, many employees aren’t using it to its full potential, especially during prime vacation times like summer.

“Vacation benefits become a hollow perk if people don’t feel comfortable cashing in their time off,” Toni Frana, career expert at LiveCareer, said in a press release. “Poor workplace culture and a lack of support are the main culprits. Employers need to empower their employees to set aside time to relax and recharge.”

It’s clear that when done wrong, PTO policies can end up doing more harm than good. Offering time off isn’t enough. If employees don’t feel supported in using it, the policy fails. So, how can HR ensure PTO actually works across the organization? 

One place to start is understanding what employees say would make it easier to step away.

What Employees Need to Take Time Off  

Understanding what encourages employees to use their paid time off is critical to designing effective PTO policies. The survey reveals several key factors that would boost employee confidence when requesting time off:

• Better financial stability (51%) tops the list. Employees are more likely to take time off when they feel secure in their income and financial situation, underscoring the importance of stable compensation alongside PTO offerings.
• More PTO (26%) remains a significant motivator, especially for those who feel their current allotment is insufficient for rest and recovery.
• Backup or coverage for their work (25%) is essential. Knowing that colleagues or systems will handle responsibilities in their absence reduces stress and hesitation.
• Mental health days built into benefits (18%) signal organizational support for wellness beyond physical illness, helping normalize taking time off for mental well-being.
• Supportive managers and leadership (18%) play a crucial role in encouraging PTO use through positive messaging and example-setting.
• Less fear of layoffs (12%) alleviates concerns that taking time off could negatively impact job security.
• Clearer company policies (7%) help eliminate confusion and uncertainty around PTO rules, making it easier for employees to plan and take breaks.

For HR leaders, these insights show that encouraging PTO use requires addressing financial, cultural and operational factors that influence employee behavior.

Action Steps for HR

Effective PTO policies require more than good intentions. Here are practical steps HR can take to close the gap between policy and practice this summer.

• Track PTO usage and analyze patterns by department and role to identify teams with low time off or coverage issues. Use HR dashboards to monitor PTO in real time and spot problem areas early. Integrate PTO metrics into broader HR reporting for a holistic view of employee well-being.
• Encourage time off for more than just vacation. To prevent burnout, it’s essential to promote employee wellness – and that includes taking mental health days just like taking a sick day for a physical illness. 
• Normalize truly unplugging. Nearly 60% of employees suffer from PTO anxiety and many report working while on vacation. Build and maintain a culture where employees feel comfortable not checking work communications during vacations – and where managers actively support and model this unplugged behavior. For instance, incorporate PTO usage and unplugging behavior into leadership training and performance metrics.
• Support employees who take on additional work. When colleagues cover for team members who are out of office, acknowledge their extra effort through timely recognition, thank-you messages or public appreciation in meetings. Consider offering flexible scheduling, spot bonuses or participation in a points-based rewards program as tangible ways to show appreciation. Consistent recognition prevents burnout and fosters a supportive culture where employees feel their contributions are valued.