How Summer Vacations Boost Workplace Engagement

Family at the beach.As the summer vacation season kicks off, now is a good time for HR to be reminding employees and managers about the value of time out of the office.

Vacations are critical to the emotional and physical health of your workforce — and new studies show that they build a far more engaged, happy, and productive workforce.

Unlike other developed countries, the United States has no mandated number of days off for employees. A quarter of Americans have no paid vacations at all. This has an impact on wellness. 

A 2017 CareerBuilder survey revealed that 61 percent of workers self-identified as burned out in their current job, with 31 percent reporting high or extremely high levels of stress at work. A third of all workers (33 percent) said they had not taken nor were planning to take a vacation that year.

Why aren’t people taking time off?

A survey from Project Time Off in 2017 reveals a key reason why people are avoiding vacations: they think it makes them look like a less committed worker. Thirty eight percent of employees wanted to be seen as “a work martyr by their boss”. Yet as the report states: “What those nearly four-in-ten employees do not understand is that work martyrdom not only does not help them advance in their careers; it may be hurting them.

“These self-proclaimed work martyrs are less likely (79 to 84 percent) to report receiving a raise or bonus in the last three years than those who do not subscribe to the work martyr myth. When it comes to promotions, they are no more likely to have received a promotion in the last year than the average worker (28 percent), showing that the work martyr attitude is not helping anyone get ahead.”

Melinda Gates addressed this topic in her first LinkedIn post after Microsite acquired the platform in 2017 — pointing out how this workaholic culture can be particularly damaging for women. “The American workweek has soared from less than 40 hours to nearly 50 in the time since that issue of Fortune was published,” she wrote. “Technology has made it harder to pull away from our jobs, and easier to wonder whether a night off or a long weekend is damaging our careers.

The benefits of the summer vacation

New data from a O.C. Tanner survey shows a clear correlation between those who take regular vacations and their overall emotional health and happiness on the job.

Sixty six percent of respondents said they regularly take a vacation that’s at least one week or longer during the summer months, and nearly the same percentage (67 percent) said it is somewhat or extremely important for them to do so. This is what they then found in the regular vacationers:

  • Dedication to the Job: 70 percent of respondents say they are highly motivated to contribute to the success of the organization, as opposed to only 55 percent of respondents who do not regularly take a week-long summer vacation.
  • A Sense of Belonging: 63 percent of respondents say they feel a sense of belonging at the company where they currently work, as opposed to only 43 percent of respondents who do not regularly take a week-long summer vacation.
  • Loyalty: 65 percent of respondents say they have a strong desire to be working for their organization one year from now, as opposed to 51 percent of respondents who do not regularly take a week-long summer vacation.
  • Viewed as a Good Employer: 65 percent of respondents say their organization has a reputation for being a good employer whose people do great work, as opposed to just 46 percent of respondents who do not regularly take a week-long summer vacation.

In another example discussed in Harvard Business Review, one company implemented a mandatory week off once every seven weeks for all staff. The result? “Creativity went up 33 percent, happiness levels rose 25 percent, and productivity increased 13 percent.” The company concluded that once every seven weeks was perhaps excessive, but nonetheless the sheer productivity and creativity that came from having a rested and recharged workforce benefited the entire organization.

So the next time you hear a manager complain about a worker requesting a vacation, show them the data. And if you haven’t already, now is the time to be instituting a positive and proactive vacation policy.




5 Qualities of The Most Successful HR Leaders

Team of people, with people at center shaking handsVisionary human resource leaders are in strong demand. 

The Mercer Global Talent Trends 2018 Study argues that as organizations accelerate their transformation efforts, ”putting people at the heart of the change makes HR pivotal.” Gallup meanwhile calls HR leaders the “stewards and keepers of the culture of an organization.”

Gallup shows the numbers behind this claim: “Just four in 10 U.S. employees strongly agree that the mission and purpose of their organization makes them feel their job is important. By doubling that ratio to eight in 10 employees, organizations could realize a 41 percent reduction in absenteeism, a 33 percent improvement in quality, or in the case of healthcare, even a 50 percent drop in patient safety incidents.”

So their impact can be change-making. But what makes a HR leader truly great?

Here are five qualities:

They’re coaches.

As an industry, HRs benefit the workforce by acting as coaches and relationship-builders.

In 2015, the professional services firm Zenger Folkman analyzed 360 degree feedback data on 2,187 HR leaders around the world. The findings were published in an article in Harvard Business Review. “One of the most positive areas for HR leaders in general was that they were truly concerned about developing others,” the article explains. “This set them apart from leaders in other functions, who did not score highly on this skill. They were also rated positively on providing coaching, acting as a mentor, and giving feedback in a helpful way.”  

They’re rich in knowledge.

HR leaders need a deep well of knowledge to draw from about everything from labor laws to benefits. This is something we’re particularly aware of at The Council for Disability Awareness. As benefits become important markers of a strong company culture—and voluntary or worksite benefits in particular rise in popularity—HR leaders need to be fluent in explaining the entire range of benefits. This is particularly true when it comes to knowing lesser known benefits like disability insurance.   

They see the forest for the trees.

A sports coach keeps their eye on the upcoming game as well as never losing sight of the championship. The same is true of the best HR leaders—they’re strategic. They have an ability to focus on the immediate problems while continually moving the organization towards long-term goals. This helps them drive business strategy and activate real change.

They know their metrics and analytics.

Metrics are vital to the HR function, from employer turnover rates to calculating the cost/benefit analysis of a financial wellness program. But you also need to know how to use those numbers.

“Most people use data the way drunks use the lamppost: for support rather than for illumination,” says Alexis Fink of Intel in a brilliant article about this by SHRM. Fink explains this further: “HR metrics are operational measures, addressing how efficient, effective and impactful an organization’s HR practices are. Talent analytics, on the other hand, focus on decision points, guiding investment decisions” that impact the workforce and related matters.”

They’re great humans.

Finally, this is human resources after all. Matthew Chapman, CEO and Executive Chairman of ChapmanCG, told Boss Magazine: “It may sound obvious, but fast-rising HR leaders are great humans. They look to make a connection, and because of that, they are respected by the business, their HR colleagues, their direct teams as well as their leaders.”