Errands, Target runs, tennis games, and even flying to Europe—these are just some of the things employees have done while taking “soft off days.”
The idea of taking soft off days, in which you use a work day to do just about anything else, has become a phenomenon. Videos across social media instruct employees on the best way to take a soft day while assuaging any guilt.
While employers might see it as wasting company time, many people believe soft off days are harmless—even needed. So-called “time theft,” the practice of running errands or doing personal matters on the clock, has become widely pervasive since the pandemic normalized remote work. From consciously long lunch breaks to Botox appointments, many workers increasingly view the practice as crucial for their work-life balance. But now, the nature of activities has escalated to include things like hopping on a personal flight.
Take Emma, who was fully remote at her old job. (Emma is using a pseudonym to protect her identity.) She started using time on the clock to do laundry, run to the store, or leave early for a workout—but took more “liberties” after no one noticed, eventually graduating from garden-variety time theft to a full-on soft off day.
“One weekend, I flew to a European country on Wednesday night without telling anyone, took a couple of calls Thursday and Friday, and just kept my Slack live. No one knew I was in a different time zone,” the U.S.-based worker explains.
Emma would still get all her work done, and felt little guilt at a company where even the management “were just collecting a paycheck,” rather than being motivated to grow the organization.
Sure, flying to another country on company time is a bit brazen compared to other soft off day activities. But “using work-from-home days to rotate loads of laundry, pay bills, clean the house, or engage in a hobby can be quite supportive in balancing the cognitive load that it takes to feel more balanced,” explains Angela Williams, LCSW, a psychotherapist and executive coach.
And in a world where more workers than ever are sick of the rat race and “corporate ick,” this phenomenon could well become a more common one.
How workers pull it off
For those taking a soft off day, finishing all tasks and not making significant breaks obvious are key. This can mean staying active on team chats, like Emma, or spreading their workload accordingly.
“If I want a ‘soft off day’ I will typically plan my workload for the week around this so I have less to do, and don’t have to feel guilty,” says Grace, who’s also using a pseudonym. “I also won’t do it if it will put a strain on the rest of my team.”
Then there’s Hannah (also a pseudonym), who will book a meeting with herself to play tennis for part of a day. While out, she’ll regularly check her work phone for any messages and stay active in any work group chats. Plus, she often plays first thing in the morning, at lunch time, or on Friday afternoons, when people are less likely to contact her.
What drives people to do this
One reason is low pay. A 2024 Pew Research Center survey found about 70% of respondents felt underpaid for their quality or amount of work. At Emma’s previous job, she felt like the company paid her too little for the amount of work they required.
“I took ‘soft off days’ to make up for the earnings gap; it made me feel better to earn less as long as I had a ton of freedom and flexibility,” she explains. “I was still able to go above and beyond in my role even with these days off. If I were struggling with my workload or being unresponsive to internal and external messages, I likely would not have taken so many liberties.”
Soft off days typically aren’t someone trying to exploit remote work. In fact, Emma explains that, in her current hybrid job, she works the same amount at the office—but without the flexibility to use her extra time as she wishes. Most people use soft off days as a way to make up for things like poor compensation and long hours. They’re still getting their work done, while taking back some agency over their time.
‘They’re trying to stay functional without burning out’
“The ethical question of ‘soft off days’ has nothing to do with doing laundry at 2 p.m.,” says Jessica Kriegel, author and Chief Strategy Officer at consulting firm Culture Partners. “The real question is whether the employee delivered what they said they would. If they did, the laundry is irrelevant.” Again, the ethics of this might depend on exactly what you’re doing. (Some may have no problem doing laundry and might draw the line at international travel.)
But when an employee is consistently required to work late, soft off days—or parts of days—can help provide work-life balance, proponents argue. Such is the case for Hannah, who uses the time to create “boundaries” with her job.
“We go through very intensive periods each quarter. When it’s slow, I will take a little time for myself so that I feel like I still have opportunities to enjoy my extracurriculars,” says Hannah. “This is also how I avoid burning out. So, in the long run, it’s probably best for myself and my managers. If anything, they should encourage it.”
Meanwhile, Grace finds them necessary when chores have built up or she has to get ready for a trip.
“The real issue isn’t ethics, it’s that our expectations of productivity haven’t caught up with how people are actually living and working,” explains Williams. “Most people aren’t trying to get away with less work. They’re trying to stay functional without burning out.”
Kriegel blames the need for soft off days on leaders who focus too much on control, rather than results. Grace seconds this.
“If there was more flexibility, and a culture where you could do your work and leave early, I would probably do this, and then block out a day or afternoon where my company knows I’m not working—and I don’t have to feel guilty about it.”