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40% Of Professionals Struggle To Reignite After Holidays


As summer draws to a close, a new global poll from Insights reveals a concerning trend in workplace sentiment: 40% of professionals report a “slow start” when returning from holiday, and 25% are even reconsidering their career direction.


Experts call this trend the post-vacation turnover effect - a period when returning employees may be most at risk of disengagement or departure.


David Bowes, Head of People at Insights said:

“For many, the return from summer holidays marks a psychological reset - as proven by these results. Time off is often a catalyst for reflection and for some, that reflection prompts major career re-evaluation."

“For leaders and HR teams, the message is clear: the return-from-holiday window is a prime opportunity to re-engage staff and strengthen retention. By not doing so, they may risk losing some of their best people."


“Post-summer is a strategic moment to reset energy, rebuild connection, and renew purpose. Leaders who approach it with empathy, planning, and a people-first mindset can transform a potential slump into a launchpad for high performance.”


The new findings build on existing research showing that workplace anxiety after time off is widespread. Studies suggest up to 75% of employees feel apprehensive about returning after the summer break - a phenomenon sometimes compared to “Sunday Scaries” that stretch far beyond weekends.


How to create renewed momentum

To explore solutions, Insights spoke with L&D professionals, HR leaders, and executive coaches worldwide about how human-centred leadership can turn post-holiday risk into renewed momentum.


Rachel Galloway, HR Business Partner and Insights Practitioner at Eaton Manufacturing:

“Set yourself – and your team – up for success by planning ahead before taking time off. Clear critical priorities and ensure no urgent deliverables are due during your absence. Since emails can be time-consuming, review and flag important messages with task reminders and deadlines before you leave."

“Communicate your availability to your team and designate a clear point of contact to maintain continuity. Finally, block the first few hours of your first day back to catch up on communications and meeting invites. This simple preparation supports a calm, focused return and helps you mentally switch off, knowing everything is in place.”


Al Goel, Global Learning Leader, Insights Practitioner and former Sanofi and Deloitte Executive:

“When people return, I prioritise brief, informal check-ins. These aren’t status updates, they’re human moments. I ask, ‘How was your time away?’ and genuinely listen."

“This small act builds psychological safety and trust, especially important post-vacation. I’ll also ask how I can support them with immediate priorities to ease the transition and help them regain momentum. It sets a tone of care before diving into tasks.”


Andy Dowling, Chief Executive of The Colour Works:

“Too often, holiday planning is treated like an afterthought. But when people leave work anxious, they’re not recharging - they’re bracing. One motto we live by is: ‘We want the best of you, not what’s left of you.’

“Treat holidays as part of delivery planning. Make it a shared, upfront agreement, and ensure cover is in place. When they return, make time for a proper check-in:


‘We missed you, welcome back!’

‘Here’s what you missed, and how can we support you to get back in flow?’


A smooth return is much easier when you’ve built the runway before take-off.”


Gerben Willemse, L&D Consultant and Owner of Light Up!, based in the Netherlands:

“Invite your team to share one or two insights from their holiday - either in a virtual space like Teams or physically, on a flipchart in the office. Start by sharing your own reflections: What did your time away teach you as a leader? What might you do differently this month?

“Yes, you’ll get humorous answers like ‘drink more wine at work’ or ‘bring back siestas’ but beneath that humour you’re actually building connections, creativity, and long-term engagement.”

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  • lindaandrews071
  • Jun 12
  • 2 min read

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Coventry and Warwickshire solicitors Alsters Kelley have announced the acquisition of Banbury-based Aplins Solicitors, further extending its presence into Oxfordshire and bringing its total number of offices to six.


It is an exciting development for the Legal 500 firm which already operates in Coventry, Nuneaton, Leamington Spa, Southam and Stratford-upon-Avon and it is their second acquisition in the last five years.


The move has resulted in Alsters Kelley becoming one of the largest solicitor’s firms in the region and will significantly increase their turnover. Fourteen members of staff at Aplins, plus the three current partners will remain at the firm, taking the total Alsters Kelley workforce to 100.


Aplins, which is situated in West Bar, Banbury was established in 1739 and has a long history. It currently offers services in Private Client and Conveyancing. The deal will allow the firm, which will become known as Alsters Kelley incorporating Aplins, to extend its range of services throughout Banbury and the surrounding areas, whilst continuing to provide a high level of personal service for which it has always been renowned.


Cathy Wahlberg, Managing Director at Alsters Kelley, said:

“The acquisition of Aplins marks the start of an exciting new chapter for both firms. Aplins boasts an impressive pedigree and has a highly talented and experienced workforce. It has an excellent reputation throughout the Banbury area and the acquisition seemed like the next natural step in Alsters Kelley’s own journey."

“It provides us with an excellent platform for growth and we look forward to welcoming every member of the workforce to our team and developing the business in the years to come for the benefit of both the staff and our clients.”


Both firms pride themselves on their friendly, approachable service combined with expert legal advice with Alsters Kelley operating on the mantra of being kind, helpful and excellent in the delivery of its service at all times.


Indeed, it was this ethos which attracted partners Philip Waters, Miranda Tarrant and Robert Henshaw and gave them the confidence that it was the right fit for both the firm and its clients.


Philip Waters, Senior Partner at Aplins commented:

“After years of operating as a small practice, the time had come for us to seek new opportunities. The legal landscape has changed significantly during that time, becoming a great deal more complex with the requirement for increased technology."

“It was however important that we shared the same professional ethics. In a practice such as ours consistency and continuity are essential. Equally important however was Alsters Kelley’s ability to introduce new technologies and increased expertise which will serve as a major boost to the firm and mark a new era for the business."


“The future looks very exciting and we are all very much looking forward to working with the Alsters Kelley team.”

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