The World Cup is also a US$17 billion test of workforce agility

As anticipation builds for the next FIFA World Cup, employers may need to prepare for more than just shifting calendars and increased casual conversations in the office. New research from UKG suggests the tournament could result in up to US$17 billion in lost productivity across eight major economies, highlighting how global sporting events can translate into real workforce planning challenges.

The study, based on a survey of 8,000 employees across Australia, Canada, France, Germany, Mexico, the Netherlands, the UK, and the US, points to a mix of absenteeism, presenteeism, and rising demands for flexibility as key drivers of disruption. The US alone is expected to account for US$11.7 billion of the total productivity impact, followed by Germany at US$1.34 billion and the UK at US$912 million. Other countries, including France, Canada, Australia, Mexico, and the Netherlands, are also projected to experience measurable productivity losses.

According to the findings, 37% of employees globally plan to adjust their work schedules during the tournament, while 27% expect to miss work in some form, whether by arriving late, leaving early, or taking full days off. Beyond formal absences, a significant portion of disruption is expected to come from presenteeism. Around 14% of employees admitted they may secretly stream matches or highlights while working, while 22% expect to report to work feeling tired or exhausted. A further 11% said they may be working while hungover.

“What makes the World Cup so relevant is that it reflects a challenge that organisations face every day: work changes by the hour in frontline-heavy organisations, and static planning creates an execution gap,” said Suresh Vittal, Chief Product Officer at UKG. He noted that without proactive planning, such disruptions can quickly affect performance, communication, and even retention.

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The study also points to potential implications for employee engagement and retention. Nearly 39% of employees believe their employer will not care about the World Cup, while 19% said they would consider looking for a new job if their work schedule negatively affected their ability to follow the tournament. Managers appear particularly proactive, with a higher likelihood than non-managers of requesting time off or scheduling adjustments in advance.

Overall, one-third of respondents said they intend to take at least one day off during the tournament, underscoring the scale of expected disruption across workplaces.

While the World Cup is a global cultural moment that unfolds every four years, it also presents a uniquely complex operational challenge. The schedule is known, but match outcomes and national momentum are not, making workforce impact partly predictable and partly dynamic.

“The World Cup is a test of how well organisations can respond when conditions change fast,” added Vittal. “Employers do not need to trade productivity for flexibility. They need the discipline to plan ahead, the insight to act as every shift unfolds, and the execution muscle to convert pressure into performance, just like the world’s top football stars.”