World Cup 2026 Could Cost Employers $17 Billion in Lost Productivity
The 2026 FIFA World Cup is shaping up to be one of the most-watched sporting events in history — and for employers around the world, it may also be one of the most expensive. New research released by workforce management company UKG ahead of the tournament estimates that the 39-day event could generate at least $17 billion in lost workplace productivity globally. That staggering figure is a wake-up call for HR leaders who have yet to put a strategy in place.
Based on a survey of 8,000 employees across eight countries — Australia, Canada, France, Germany, Mexico, the Netherlands, the United Kingdom, and the United States — the research paints a vivid picture of just how deeply football fever can disrupt the modern workplace. With kick-off approaching, understanding the scope of this challenge is the first step toward managing it effectively.
The Scale of the Problem: By the Numbers
The findings from UKG's survey are striking. 37% of workers say they plan to adjust their schedules in some way during the tournament, while more than a quarter — 27% — expect to miss work entirely by coming in late, leaving early, or simply taking the day off.
Perhaps even more concerning for managers are the behaviors employees admit they're willing to engage in while technically on the clock. 26% of respondents say they plan to push the limits of what their employers consider acceptable behavior. Among the specific admissions:
- 14% intend to secretly stream matches while working.
- 22% expect to show up to work exhausted due to late-night or early-morning games.
- 11% said they plan to work while hungover.
- 19% said they would consider looking for a new job if their work schedule negatively affects their World Cup experience.
That last data point is particularly telling. Nearly one in five employees is willing to put their employment at risk over a sporting tournament, which signals just how emotionally invested workers are — and why a heavy-handed response from employers could backfire badly.
Country-by-Country Productivity Loss Estimates
UKG's methodology combined wage data with survey responses to produce country-level estimates of expected productivity loss. The United States leads the pack by a significant margin, reflecting both the size of its workforce and the growing enthusiasm for football among American fans:
- United States: $11.7 billion
- Germany: $1.34 billion
- United Kingdom: $912 million
- France: $749 million
The U.S. figure alone accounts for nearly 69% of the total global estimate, underscoring how significantly workforce size and average wages can amplify the financial impact of widespread distraction. For countries like Germany and France, where football culture runs even deeper, the emotional stakes may be higher even if the raw dollar figures are lower.
Why This World Cup Is Different
The 2026 tournament is being co-hosted by the United States, Canada, and Mexico, making it the first World Cup ever to span three countries. The expanded format will also feature 48 teams instead of the traditional 32, meaning more matches, more nations represented, and a broader global audience than any previous edition.
For employers, this broader scope translates directly into a larger and more diverse employee base being affected. In multinational organizations, HR teams will need to account for workers in multiple time zones who may be following different national teams with equally fervent dedication. A one-size-fits-all policy is unlikely to cut it this cycle.
What HR Leaders Should Do Now
The research doesn't just highlight a problem — it points toward solutions. Rather than cracking down on employees, workforce experts broadly recommend a more flexible and empathetic approach. Here's what proactive HR teams are already considering:
1. Offer Flexible Scheduling Options
Allowing employees to shift their hours temporarily — coming in earlier or later to accommodate match times — can dramatically reduce absenteeism and secret streaming. When workers feel their interests are acknowledged, they're more likely to reciprocate with loyalty and effort. Flexible scheduling also reduces the likelihood that employees will lie about their whereabouts or productivity.
2. Create Designated Viewing Spaces or Streaming Opportunities
Some forward-thinking companies are setting up communal screens or allowing employees to watch key matches together during lunch or break times. This approach turns a potential productivity drain into a team-building opportunity, channeling enthusiasm rather than suppressing it.
3. Communicate Expectations Clearly and Early
Employees who know what is and isn't acceptable are far less likely to push boundaries. Publishing a clear, reasonable policy ahead of the tournament — one that acknowledges the event while setting expectations around core working hours and output — helps managers avoid difficult conversations later.
4. Focus on Output, Not Hours
Organizations that already operate on results-based performance models will be better positioned to weather the disruption. If employees know they're measured by what they produce rather than when they sit at a desk, the incentive to sneak streams or fake productivity diminishes considerably.
5. Recognize and Reward Engagement
Some companies are going a step further, hosting World Cup prediction pools, themed events, or recognition programs tied to the tournament. Done thoughtfully, this kind of engagement can boost morale and offset any productivity dips with stronger long-term team cohesion.
The Bottom Line for Employers
The $17 billion productivity loss estimate is eye-catching, but it shouldn't be read purely as a threat. Major sporting events are also moments of shared cultural experience that can foster genuine connection among colleagues. The organizations that handle this best will be those that treat their employees as adults — acknowledging the human desire to celebrate and engage with global events — while maintaining reasonable operational standards.
The 2026 FIFA World Cup will run for 39 days. That's 39 days in which HR leaders have the opportunity to either alienate their workforce with rigid inflexibility or earn significant goodwill through thoughtful accommodation. The research is clear on what employees want. The question is whether employers are willing to listen.