Source: theHRDIRECTOR
Date: Summer 2006

The temptation of major sporting events has long been regarded as a root cause of ‘sickies’ in the workplace. However, far from being an agent of absenteeism, sport represents an overwhelmingly positive opportunity for bosses to boost morale, motivation and, ultimately, productivity and the bottom line.

ASDA, one of the UK’s largest retailers, recognises that sport can act as a binding force for colleagues (ASDA’s name for employees) and customers. The proof is in the pudding, and during the last World Cup and Euro 2004, the retailer was one of the few companies which experienced no upsurge in absenteeism rates. ASDA uses sport and the positive impact it can have, by encouraging colleagues not only to watch sport together, but also to participate in sporting activities. 2006 sees the introduction of ASDA’s combined football and netball “Tackle It” tournament, with teams from across the country competing and raising money for the cancer research charity, Everyman. The company also sponsors and supports staff competing in sporting events such as the London Marathon and the Three Peaks Challenge, and is itself the sponsor of the highly successful Leeds Ladies Football Team.

Not only are these events hugely important to ASDA colleagues, but in addition they act as an excellent forum through which colleagues and suppliers can network. They also create a sense of team spirit and can produce apt examples for training on corporate and collective responsibility, team work etc.

“productivity can, in fact, increase during a major sporting event”

For the first time, and with this year’s World Cup in mind, ASDA offered employees up to two weeks’ unpaid leave during the tournament, recognising that productivity can, in fact, increase during a major sporting event. In the build-up to, and duration of, the World Cup, ASDA also offered employees extended breaks and a shift-swapping policy, so they can plan their work around games. This meant that staff morale remained high and the retailer could manage staffing levels to ensure customer service remained unaffected.

As David Smith, head of People at ASDA, says: “With World Cup fever gripping the nation, we wanted to give our colleagues the chance to go on a ‘German Jolly’ and enjoy what we hoped would be a tournament to remember. Our new World Cup Leave policy has been really popular and hundreds of our colleagues signed up. It’s just another of the ways we’re giving colleagues flexibility and it’s a really good motivator.

“With World Cup fever gripping the nation, we wanted to give our colleagues the chance to go on a ‘German Jolly’"

The shift-swapping policy and extended breaks have been very successful during past major events, including the last World Cup and Euro 2004. Although hundreds of ASDA colleagues have made the most of the policy to watch their beloved nations in action, this is not the only flexible working that ASDA offers. Throughout the year colleagues are encouraged to make the most of unpaid leave: for example, to take their children to their first day at school, or to have the day off on their birthday. Such flexible working policies are extremely successful in the management of absenteeism – and particularly ‘sickies’ – and prove very popular
amongst ASDA colleagues. Concludes Smith:

“A flexible approach actually helps us plan better – for example, during the last World Cup we saw absolutely no increase in absenteeism amongst our colleagues. So a real result for both our colleagues and our customers!”