No One Wants Your Unlimited PTO
Once upon a time, unlimited paid time off was the workplace equivalent of a first-class upgrade—flashy, exclusive, and everyone wanted in. It signaled a progressive, trust-based culture where employees could unplug and recharge at will. It was the benefit—the one sure to catch the eye of exceptional talent.
Fast forward to 2025, and that once-coveted perk is starting to feel more like a mirage: enticing from afar but far less impressive up close. Sure, it sounds generous. “Take all the time you need,” they say. What they don’t say is, “...as long as you’re reachable, available for meetings, and still hitting your KPIs while you’re poolside.”Spoiler alert: that’s not a vacation.
The data backs it up, too—Americans aren’t taking the time they’ve technically been given. And the reasons might surprise you (or make you roll your eyes, depending on how recently you checked email on a Saturday).
The Allure vs. The Reality
A survey conducted by Empower in late 2024 found that while 20% of U.S. workers would decline a job offer without unlimited PTO and 26% would accept a lower salary to get it, only 16% of respondents actually have access to it. (HR Dive)And even for those who do have it, the results are underwhelming. According to ResumeBuilder, employees with unlimited PTO took just 16 days off on average—only two more than those with traditional caps. Even worse? 1 in 8 employees took zero days off in the past year. Zip. Zilch. Nada.
So What’s Going On?
It turns out that when time off is limitless, it also becomes ambiguous. And ambiguity breeds guilt.
62% of employees said they were too busy to take time off.
26% avoided it because they feared looking lazy.
20% weren’t even sure how much time off was “acceptable.”
Combine that with today’s performance culture and “always-on” remote norms, and you’ve got a recipe for burnout wrapped in a perk that was supposed to prevent it.
Good for Employers? Maybe. Good for Culture? Not So Much.
Let’s not ignore the fine print: unlimited PTO can financially benefit the company. Peter Cappelli at the Wharton School points out that companies offering unlimited vacation often save money because they don’t have to pay out accrued leave. As he bluntly put it: “It’s a better deal for employers than employees.” Even companies once known for generous leave policies—like Netflix—are beginning to walk them back in favor of something more structured and sustainable. (Wall Street Journal)
So, What Do Candidates Want in 2025?
Clarity. Flexibility. Support. Not just in policy—but in culture.
They want to know they can take time off and trust that they won’t be penalized for doing it. That means building a culture where PTO is modeled at the leadership level, workloads are manageable, and rest is valued as a performance tool—not a liability.
This is where working with a recruiting partner makes a measurable difference.
At Ascentria, we don’t just fill roles—we help our clients attract and retain high-performing leaders by identifying what matters most to today’s executive talent. That includes more than compensation. It’s about culture, wellness, and the benefits that send the message: We respect you enough to let you unplug.
Rethinking the Perk
If unlimited PTO is your company’s crown jewel, it might be time for a little polish—or even a reset. Consider replacing vague promises with clear, structured time-off plans that actually get used. Normalize rest. Model it. Celebrate it.
Or, if you’re determined to keep the unlimited PTO, define what it means. Establish clear guidelines that set expectations while still allowing flexibility. Be transparent about how much time off is reasonable, and make sure that employees feel comfortable taking it without fear of judgment or burdening their team.
Here are a few ways to make unlimited PTO actually work:
Set a Clear “Recommended” Range: Define an acceptable range of time off, even if it’s not a fixed number. For example, “We encourage employees to take 15-25 days off annually.” This gives people the freedom to take what they need, but creates a baseline for balance.
Encourage Scheduled Time Off: Actively encourage employees to schedule their time off well in advance and make it part of company culture. When time off is planned, it prevents burnout and helps with workload management.
Model the Behavior: Leadership should lead by example. If your senior executives don’t take time off, neither will your employees. Show that rest is valued—take your vacation and talk about it openly.
Check In Regularly: Have managers check in with their team members about their time off. Ask them about their mental well-being and whether they’re feeling burnt out. Proactive conversations can uncover stressors early and remind employees that it’s okay to step away.
Offer PTO Coaching: Help employees understand how to use their time off effectively. Provide resources or workshops on the benefits of taking time away from work and how to disconnect entirely.
Because in 2025, unlimited isn’t the flex it used to be—what matters is creating a work culture where employees feel supported in taking the time they need without any strings attached.