Negative effects of extensive connectivity to work through excessive use of technology have yielded discussions about the right to disconnect for employees. Organizations are beginning to introduce interventions that aim at enabling their employees to detach from work (i.e., refrain from work-related thoughts and activities during non-work hours). However, there is limited academic research on how organizations should introduce interventions that lead to a successful disconnection of their employees. Based on an interdisciplinary literature review and reports on companies’ best practices, this study proposes a classification of organizational interventions based on the level, target, and mechanism of the intervention. I include the theory of psychological detachment to propose a measurement of the success of an intervention. The classification provides researchers and practitioners with a common framework to develop and evaluate interventions aimed at fostering employees’ disconnection from work.