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3471Even when paid time off is offered, many American workers hesitate to take it.
Studies and company experiences show a widespread discomfort with using PTO, a problem that goes beyond individual guilt and reflects deeper workplace culture issues.
READ ALSO: What Happens In The Gray Zone Between Mass Unemployment And Universal Basic Income?
Unlimited Time Off Isn’t Really Unlimited
Unlimited PTO sounds generous, but in practice, it often results in employees taking less time off.
At Buffer, a social media management company, the leadership noticed that few people were actually using their unlimited leave policy.
They even tried offering a $1,000 vacation bonus to encourage time off, but the cost became unsustainable.
Eventually, Buffer switched to a minimum leave policy, requiring employees to take at least 15 days off per year.
Baremetrics, another tech company, implemented a similar rule: four weeks off annually, with at least one week taken in a single block.
Both companies reported better results when time off was required instead of optional.
“People didn’t know how much time everyone else was taking off, like, what is the norm?” said Hailley Griffis, Buffer’s public relations head.
The lack of structure created uncertainty and left employees afraid to step away.
America’s Deep-Rooted Work Mentality
The United States is the only developed country without a federal law mandating paid vacation.
While 77% of employers offer PTO, American workers consistently take fewer days off than their counterparts in Europe or New Zealand.
Many employees feel pressure to appear committed or worry they’ll return to a mountain of work.
Josh Pigford, CEO of Baremetrics, said unlimited PTO created tension because people didn’t know the boundaries.
It sometimes led to resentment toward coworkers who seemed to be taking more time than others.
At Authentic Jobs, a similar shift happened. Employees expressed concern that taking too much time off would create issues with colleagues.
After switching to a minimum leave policy, the company saw what founder Cameron Moll described as an “immediate mental release.”
What Workers Are Saying
The feelings around PTO aren’t just documented in workplace case studies. They’re reflected in many online comments and posts like the ones on X.
“Using PTO feels like asking for a favor instead of using a benefit,” wrote one person.
Another shared: “It took 6 full days to truly relax. Even longer to stop checking Slack.”
Some described the absurdity of long-term planning, writing: “U can put pto in 1 year advance mfs be like it wasnt approved well thats between u & the other workers see u when or if I get back.”
One person wrote: “Took 2 days off and came back to 87 emails and a passive aggressive fruit basket.”
Several others echoed these sentiments, describing a sense of guilt or judgment, even in workplaces that technically promote taking time off.
A Need for Cultural Change
Research from Harvard Business Review and Project: Time Off backs up these personal experiences.
Workers who took fewer than 10 vacation days per year were more than 30% less likely to receive a raise.
Burnout, depression, and sleep issues are all more common among those who skip vacation.
Some companies are trying to shift the culture by requiring time off and planning it in advance, but it takes more than policy.
Experts say leadership must set the tone. If managers and executives never take vacations, employees won’t feel safe doing it either.
As one person put it: Paid time off should be treated as a right, not a reason for suspicion or overreaction.
Until American work culture stops treating rest as optional or undeserved, even the most generous time-off policies will continue to fall short.
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