When asked how they felt when they finally made it on holiday, only half of employees (51%) said they don’t think about work when on holiday. Worryingly, nearly one in ten (9%) of workers claimed to feel guilty about leaving colleagues – and nearly one in six (15%) feel stressed that work might not be done properly in their absence.

In contrast, just 30% said that they are confident that colleagues would be handling things effectively while they were away. Apparently this greater trust comes with age: 38% of managers aged 55 or more felt confident, compared to only 21% of 18-24 year old managers.

The research also found that over a quarter (27%) of workers left in the office feel more pressured when a colleague is on holiday. Interestingly, younger employees are more likely to feel pressured than their older counterparts.

Simon Jones, Acting Chief Executive of Investors in People UK, said:

“Holidays should be time to relax – not worry. It's important that employees have confidence in their employers and their colleagues to handle things effectively whilst they are away, rather than getting stressed or putting in ever-longer hours in the days before they go.

“Of course, part of this is down to individuals but managers can guard against the inevitable ‘summer stretch’ by openly co-ordinating and discussing holiday dates, identifying potential pinch points and planning extra resource or balancing workloads accordingly. It's about careful planning and prioritisation well in advance.”

Other interesting findings from the research revealed:

• Executive Directors are most likely to work extra hours before a holiday: only 24% work normal hours whereas 39% work at least 7 hours extra.
• The technology/ telecoms sector is the most conscientious in leaving detailed handover notes for colleagues when they’re on leave (21%) with employees in the local government sector being the least diligent in this way (9%).
• 7% of employees feel secretly smug that others are picking up their work while they are away.
• 39% of those that had felt stressed or resentment when colleagues were away thought that clearer notes or instructions would help, and 14% wanted managers to set a better example.

Ends

Notes to editor:

All figures, unless otherwise stated, are from YouGov Plc.  Total sample size was 3,471 UK adults. Fieldwork was undertaken 14th - 25th June 2007.  The survey was carried out online. The figures have not been weighted.

Investors in People:

• Investors in People is celebrating its 15th anniversary this year.
• The Investors in People Standard provides a framework for improving business performance and competitiveness through good practice in human resource development.
• An organisation that has achieved the Standard has been successful in adopting and maintaining its three fundamental principles: Plan - developing strategies to improve the performance of the organisation, from business goals to leadership strategies; Do - implementing those strategies, taking action to improve the performance of the organisation; Review - evaluating and adjusting those strategies, measuring their impact on the performance of the organisation.
• The Investors in People Standard and Profile are promoted and developed by Investors in People UK – an organisation whose main stakeholder is the Department for Education and Skills.
• The Investors in People Standard is delivered by a partner network:

1. In England, the network of Investors in People Centres.
2. In Scotland, Scottish Enterprise (SE) or Highlands and Islands Enterprise (HIE).
3. In Wales, the Business Skills Delivery Team at the Department for Education, Lifelong Learning and Skills, Welsh Assembly Government.
4. In Northern Ireland, the Department for Employment of Learning

Investors in People is available for further comment. Please contact the Investors in People press office 020 7544 3118.  For more information on Investors in People please visit www.investorsinpeople.co.uk.