3 Million Super Bowl Absences Push Employers Toward Human-First Work Models

More than 3 million additional employees skipped work on Super Bowl Monday 2026 compared to last year. While some blame post-game fatigue, the scale of absenteeism reveals a deeper problem, such as disengagement, burnout, and a growing disconnect between traditional workplace structures and modern employee expectations. This is a crisis of trust and alignment, and these absenteeism trends are forcing HR leaders to rethink how workplaces adapt in a post-pandemic world.

Gabriella Parente, a globally recognized Keynote Speaker and Fractional Chief HR Officer, specializes in leadership, organizational behavior, and helping leaders thrive in a rapidly changing world of work shaped by AI, shifting workforce expectations, and constant disruption. With corporate HR and leadership experience, Parente brings a human-first, business grounded approach to transformation that balances strategy, science, and real-world execution.

“I think we should be thinking more about bringing back the humanness in us at work. Let’s bring out whole selves to work and show each other that we have live outside of here,” Parente says. Organizations briefly embraced a more human model of work during COVID, including flexible schedules, visible family life on Zoom, and normalized interruptions, only to reverse course once offices reopened. Freedom at work faded as monitoring tools came back online and attendance policies made their return.

• Back to the clock: “Hybrid is definitely a good thing, but you can’t do it in a vacuum. It has to be intentional with programs, trainings, and time together, including off-sites or even executive coaching sessions where you’re actually connecting. Just having a hybrid workforce is not good enough, especially with low engagement; you need to actively foster connection through these intentional experiences,” Parente explains. Hybrid models must be structured thoughtfully, with clear expectations around collaboration.

• Coffee first: “We didn’t stop being human just because COVID ended. We still have lives. We still have to get to soccer games. We still have kids home from school. Let’s normalize it once again. Leaders need to be okay with this,” she says. Cultural change begins at the top.

HR must pair technical fluency with human skills. “The humanness isn’t going away; it’s only going to get stronger in the age of AI,” says Parente. AI literacy and emotional intelligence are now essential for navigating opportunities, risks, and human connection.

• Stop the snooze: Company retreats, off-sites, and facilitated sessions create space for deeper collaboration. “Do it once a year and bring everyone together. It’s not always just work-related or skill-related. You’re actually connecting with your teams,” Parente adds. These intentional moments replace the outdated assumption that culture builds itself organically in hallways.

• Spill with skill: “Being clear is kind. You’re going to have to talk about really tough things coming up in the next couple years, and be as clear as possible, but also kind. Here’s what I do know. Here’s what I don’t know. Give them all the information that you can,” Parente says. Clear expectations, candid feedback, and compassionate delivery form the foundation. Monitoring tools alone cannot manufacture engagement, but leadership behavior does.

Super Bowl Monday absenteeism and quiet disengagement aren’t isolated incidents; they reflect how traditional workplace structures are increasingly out of sync with modern life. Human-focused work becomes a strategic edge for engagement, productivity, and resilience. You can’t just tweak policies or add perks anymore. You have to intentionally design work around trust, flexibility, and psychological safety. That’s how you create an environment where people show up fully, not just physically,” Parente concludes.