Chinese retail boss introduces ‘unhappy leave’ for employees: Is it really beneficial?

In a unique move to support work-life balance, Chinese retail tycoon Yu Donglai, the founder and chairman of Pang Dong Lai, has introduced a new policy called “unhappy leave.” 

According to a report by South China Morning Post, during the China Supermarket Week in March 2024, Donglai announced that employees of the retail chain based in Henan province can request up to 10 days of additional leave if they’re feeling unhappy. 

This concept of offering workers flexibility in times of crisis has gained positive attention on social media in China. The boss’s approach aims to address workplace anxiety, with over 65% of employees reportedly feeling tired and unhappy at work, according to a 2021 survey mentioned by the South China Morning Post. 

This comes amidst concerns in the country about low wages, workplace politics, and a prevalent overtime culture that contributes to negative emotions among employees. 

In conversation with indianexpress.com, Neha Cadabam, senior psychologist and executive director at Cadabams Hospital, shares the impact of this concept on the overall workplace culture, employee productivity as well as career progression.

Impact of ‘unhappy leave’ on employee productivity and workplace morale

Implementing ‘unhappy leave’ can provide employees with the necessary breaks to address personal or emotional issues, she says, which may lead to increased focus and productivity when they return to work. It helps maintain a supportive and understanding work environment that values employee well-being.

She continues, “While this policy can significantly boost workplace morale by showing concern for employee well-being, it’s essential to monitor its use to ensure that it serves its intended purpose and does not become a loophole for less productive activities such as moonlighting.”

Offering such flexible leaves requires robust management strategies (Source: Freepik)

Challenges of ‘unhappy leave’ and autonomy in work schedules

Potential for Abuse: The major concern with ‘unhappy leave’ is its potential misuse. Employees might take advantage of this flexibility to engage in other professional activities, like moonlighting (working an extra job without making your main employer aware of it), which can affect their performance and loyalty to the primary employer.

Managing Workforce Dynamics: Offering such flexible leaves requires robust management strategies to handle potential scheduling challenges and ensure that work responsibilities are not compromised.

Comparison with global employee welfare initiatives

According to Cadabam, many companies globally are integrating flexible work policies to enhance employee welfare; however, ‘unhappy leave’ requires careful management to ensure it aligns with business objectives and maintains productivity. 

“It should be implemented in a way that clearly discourages using this time for professional activities outside the primary employment,” she suggests.

Policies need to be clear that while employee well-being is a priority, the primary objective of such leaves is recuperation and mental health, not to facilitate external work engagements.

Implications for career progression and workplace culture in retail organisations

Impact on Career Progression: Offering ‘unhappy leave’ can potentially flatten traditional hierarchies by focusing on employee output and wellness rather than mere presence. However, it’s crucial that this policy does not inadvertently encourage practices like moonlighting that might hinder professional growth or conflict with organisational goals.

Organisational Culture: A culture that genuinely supports employee well-being can lead to higher job satisfaction and retention. However, the organisation must ensure that such policies are not exploited to pursue interests outside the company, which could dilute focus and commitment.

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