‘I took 2 days off…’: Techie’s viral post on India vs Europe work culture sparks debate

The LinkedIn Dubi, a talent coordinator at a technical company, sparked a large -scale conversation on the mentality of work in India on leave, leave, and exhaustion. When his experience in India varied with a colleague in Europe, Dubi asked why Indian professionals often feel guilty due to a short break, while in many western contexts, a leave and a kiss are accepted.

“In Europe, my colleague took a 3 -week vacation. No questions. No follower. Just:“ Enjoy your break! “In India, it took two days. The first question: “What happened?” Second: “Will you be available when calling?”

The most prominent publication, which had echo with thousands online, how cultural attitudes, not human resource policies, often dictate how time is perceived in the Indian workplace.

“It is not a matter of policies. It is a mindset. The leave is not a reconciliation. It is right. The rest is not lazy. It is recovery. It should not be normal.” “Let’s build a business culture where people can take a break – without fear.”

Dubey’s invitation to cultural change touches the nerve, especially among the younger professionals and early employees.

One of the users commented: “In my opinion, this happens at the level of sweet and affects their mentality. When the sweet becomes old, it also appears reflection, and the direction continues.”

Another user echoed frankly: “It is very true. It should not need time to justify, it is a basic need, not a reward. We need to move from the culture of crowding to a healthy mentality where comfort is respected and tiredness is not worn like the badge.

Several responses have indicated daily examples of how to normalize exhaustion. One person wrote: “If we do not have calls on Sunday, we are expected to make an explanation on Monday.” Another note, “The concept of balance between work and life is that I think it is very difficult to understand it in the Indian industry.”

Viral interaction on the Dubey post indicates that there is a greater transformation that may be ongoing, as Indian professionals are no longer satisfied with the equality of continuous availability with commitment, or exhaustion with success.

But as many comments have been highlighted, the change must begin with the rules of leadership and workplaces: canceling the “permanent” culture, and realizing that the rest is not weak, but it is a prerequisite for sustainable performance.