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Super Bowl Workplace Impact

2016 super bowl surveyWe are pleased to announce the results of our January 2016 survey to assess the impact of the Super Bowl on worker absences the next day.  According to the study, 77 percent of American workers plan to watch Super Bowl 50.  The results suggest that one in 10 U.S. workers, or  an estimated 16.5 million employed U.S. adults may miss work the day after Super Bowl 50 due to the game, with nearly 10.5 million Americans having already requested or plan to request the day off in advance.

You can read more about the survey results and methodology here.  In the meantime, here are a few survey highlights:

  • In addition to those who won’t show at all, another estimated 7.5 million Americans say they may show up late to work Super Bowl Monday.
  • Super Bowl-related absences could be particularly striking for organizations with a high population of Millennial and Gen Z employees, as 20 percent of employees ages 18-34 say they may not go to work on Monday because of game.
  • Of those who plan to watch Super Bowl 50, 32 percent of men ages 18-34 and 20 percent of men ages 35-44 claim they might not go to work the following day due to the game.  And men are not the only ones at risk to catch Super Bowl Fever: 10 percent of employed women who plan to watch the big game say they might not go to work on Monday.
  • When asked to identify specific Super Bowl-related reasons that contributed to missing work or showing up late the following day, several trends emerged among those who have ever called in sick, taken a pre-approved day off, showed up late unannounced, or arranged to arrive late to work the day after the Super Bowl:
    • Carolina Panthers and Denver Broncos fans could be most likely to request the day off in advance, as 43 percent of those who took off Super Bowl Monday as a planned absence in the past say they did so because their favorite team was playing in the game.
    • Those who plan on attending a Super Bowl party are also likely to request Monday off in advance, as 43 percent cite this as a main reason for taking a pre-approved day off.
    • Simply being tired from staying up late watching the game was the top reason for both calling in sick (40 percent) and showing up late (41 percent) on Monday unannounced.
    • Drinking too much alcohol was also a key factor in unplanned absences, as 34 percent of people 21 and older admit to calling in sick on the Monday after the Super Bowl in years past because they were hungover, while 28 percent say a hangover caused them to be late

One encouraging finding for leaders concerned about absenteeism is that 74 percent of full-time/part-time employed Americans claim that they would tell their boss the truth about why they missed or showed up late to work unexpectedly if a personal, non-essential activity such as watching the Super Bowl or attending a concert, sporting event, or party caused them to miss work or come in late the following day.

What about you?  Are you feeling the Super Bowl Flu coming on?

Additional information on managing workplace absenteeism:

Infographic on Super Bowl Impact on the Workplace

SHRM/Kronos Study Says Absenteeism Hits Coworkers Hard

Tips for Managing Absenteeism


Investing in Frontline Healthcare Workers

healcare workerThis guest post is written by  Fred Dedrick, Executive Director, National Fund for Workforce Solutions.  The National Fund for Workforce Solutions is a growing national partnership of employers, workers, communities and philanthropy that strengthens local economies by implementing demand-driven strategies that create talent supply chains, advance workers into family-supporting careers, and improve workforce development systems.  Read on to learn more about their healthcare initiatives.  

Flux, transformation, and growth. Three adjectives that explain the state of American healthcare delivery. Facing raising patient expectations, plateauing resources, ACA implementation, shifting demographics, workforce shortages, and a host of other factors are leading health care organizations across the United States into a constant state of transformation and change. While some are growing through unprecedented mergers, others are striving to become more efficient, effective, and flexible.

By making strategic investments in their workforce, America’s healthcare providers are striving to do more with less. Specifically, many are investing in the skills and careers of their frontline workers. Ranging from patient transporters to medical coders to medical assistants, this frontline workforce often deals directly and regularly with patients thereby making a tremendous impact on a patient’s quality of care and experience. Efforts to train and empower this workforce are diverse and designed to meet unique factors to each provider and community, but the trend is happening across the United States, across the health care continuum, and among all types of organizations.

Big and small, providers serious about raising outcomes are advancing their successes by investing in their frontline workers. Programs like Cleveland Clinic’s “My Career Plan” and onsite training helped more than 1,500 employees develop new skills directly related to their work in 2014. In addition, organizational cultures at organizations like East Boston Neighborhood Health Center are encouraging all frontline employees—regardless of standing, occupation, or skill level—to build successful careers by developing high-demand skills.

To record and support this transformational approach to healthcare delivery, CareerSTAT, a national partnership of healthcare representatives investing in frontline workers, has started recognizing Frontline Health Care Worker Champions to monitor, record, and acknowledge employers leading in frontline worker development. The national initiative is accepting applications until March 4, 2016 for 2016 Frontline Health Care Worker Champions so if you know of an organization that is working to support the career development of their frontline staff, encourage them to apply for national recognition today.

Top Workplace Trends for 2016

Our intrepid board of advisors* spend a lot of time thinking about issues that impact organizations and their workers.  When we met in Boston in December for a board meeting, we talked about our observations and predictions for the workplace trends that will dominate discussions in 2016.  Did we get it right?  We won’t know for a year.  But you can let us know by commenting on this post below.

  1. It’s All About Bob(bie): The Year of Talent – The improved economy, aggressive recruiting practices, and websites such as Glassdoor and LinkedIn have all contributed to a dynamic shift in the employer-employee relationship. Talented workers have more leverage than ever before, and it is nearly impossible for an organization to hide its true corporate culture from job candidates. Progressive organizations understand that the only sustainable business model is to ensure they have the right talent, in the right place, at the right time, with the right skills. The C-suite will be more directly involved in talent management strategies in 2016 with a focus on winning with engaged employees.
  2. Compliance, Regulation, and Workers’ Rights Take Center Stage in an Election Year – As the Obama Administration enters its final year and the spotlight on workers’ rights shines brighter around the world, government regulation around paid time off, overtime, minimum wage, healthcare, schedule fairness, family leave, and more will put increased pressure on organizations to maintain compliance. Organizations large and small will require tools and technologies to juggle different regulations across cities, states, and countries where they do business while ensuring employees are treated fairly within the law with the ability to generate reports that prove compliant practices to avoid fines and penalties.
  3. Employee Self-service, Mobile, and Scheduling Technologies Empower the Worker as Regulations Tighten – As the consumerization of workforce management technology marches on and the focus on workers’ rights increases, 2016 will see wider adoption of employee self-service, mobile, and intelligent scheduling technologies that empower the worker while unburdening managers. Employees will have tools to take more ownership of their schedules, while smarter technologies will support greater equity in staffing models. Additionally, the growth of the freelance economy will increase the need for white collar workforce features. However, as these technologies are implemented to balance productivity, compliance, and fairness, expect increased government scrutiny on how workforce management innovations are used in the workplace.
  4. Organizations Invest in the Next Generation of Leaders – Organizations that have not begun investing in their next generation of leaders will feel the sting in 2016. The exodus of Baby Boomers continues as Millennials and Gen Xers represent the growing majority of the workforce. Many of these younger workers will begin managing older colleagues who have more experience. Leadership development, succession planning, and training programs that tackle the skills shortage will be major themes in 2016 as an increasing number of organizations will invest more in middle management to ensure they can properly hire, coach, and motivate their employees.  
  5. Unique Benefits Emerge as a Competitive Advantage – The talent-first focus in 2016 will cause many organizations to rethink and retool their benefits strategies to create a competitive advantage in the war for talent. Since benefits will be used to attract and retain the most diverse and multigenerational workforce in history, there will be an emergence of unique benefits that target employees at different stages of their lives, from student loan repayment programs, unlimited vacation, and paid time off for hourly workers to expanded parental leave, child care support, retirement assistance, and medical benefits that help care for aging parents.

*The Workforce Institute’s board members are: David Almeda, chief people officer, Kronos Incorporated; Bob Clements, senior vice president, Axsium Group; David Creelman, CEO, Creelman Research; China Gorman, human capital management consultant, speaker, and writer, former CEO of the Great Place to Work® Institute, and former COO of the Society for Human Resource Management (SHRM); John Hollon, vice president for editorial, and ERE Media; Sharlyn Lauby, The HR Bartender and president, ITM Group, Inc.; Joyce Maroney, director, The Workforce Institute at Kronos; Susan Meisinger, SPHR, JD, columnist, speaker, and consultant on executive management issues, and former president and CEO, SHRM; Jeanne C. Meister, founding partner, Future Workplace, and best-selling author; Dennis Miller, chief employment officer, Cal Poly Pomona Foundation; Neil Reichenberg, executive director, IPMA-HR; Dan Schawbel, best-selling author and partner and research director, Future Workplace; and Mark Wales, vice president of workforce management.

Read our book, It’s All About Bob/bie – Strategies for Winning With Your Employees.  The board of the Workforce Institute at Kronos share their recommendations about how to create and engaged workforce who will drive better results for your organization.