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Richard Hill, a senior packaging engineer in Wisconsin,
hasn't taken more than a three- or four-day weekend
vacation since 1994.
His reasons vary - from worrying about who will
cover all the details at the office, to concern
about being behind at work when he returns. Even
when he's managed to tear himself away, he still
thinks a lot about work.
"My biggest problem is that I never completely
relax during the time off," Hill said. "I
never get well rested."
Hill is not alone.
For the second year in a row, a survey commissioned
by online travel agency Expedia.com revealed that
American workers currently neglect an average of
1.8 vacation days per year, giving back almost $19.5
billion worth of unused vacation time to their employers.
Not surprisingly, more than half of the employees
who don't take all the vacation time they're entitled
to (55%) report high levels of feeling overworked,
according to a recently released study by the Families
and Work Institute in New York.
It's a common American rut, a product of our famous
work ethic and of the increasing pressure to produce
more in our competitive, fast-paced economy. Many
of us just can't detach from our jobs, and feel
that no one else can handle our workload. When we
do "get away," we still want to check
e-mail and voice messages - even if it's from the
beach.
"There are situations in which employees really
can't let go of work," said Natalie Gahrmann,
a New Jersey-based on-line columnist on work/life
issues and a career coach.
Still, there's hope. Fifty-seven per cent of American
workers, according to the EXPEDIA survey, said they
plan to take all their vacation days this year in
an effort to give rest, relaxation and time with
loved ones their proper dues.
The consequences of overwork, according to experts,
can be grave. They include a higher potential for
heart attacks, aggravating existing illnesses such
as cancer, and other problems like alcohol or drug
abuse.
"Workaholism is a fatal addiction," said
Ken D., a retired doctor from the Bay Area and a
spokesperson for Workaholics Anonymous. Their Web
site is www.workaholics-anonymous.org. Workaholics
need to get help overcoming their addiction, he
added.
Ironically, most workplaces actually want their
employees to take the time to which they are entitled,
said Ellen Galinsky, president of the Work Institute,
who recalled a meeting she had with a CEO of a large
corporation: "He commented that if employees
burn themselves out at work, they are not any good
to him."
Vacations allow employees to renew themselves mentally
and physically, gain some perspective, and process
information better. They boost creativity and productivity
and improve employee retention and workplace morale.
"That's why vacations were invented,"
Galinsky said.
For all those reasons, U.S. employers and managers
should encourage their employees to reap the full
benefits of a break by taking week-long vacations
- not just three- and four-day mini-vacations, said
Gail Jern, human resources representative for Westaff,
an international staffing company based in Walnut
Creek, California.
Here are some simple steps to encourage vacations:
- Let employees turn a business trip into a family
vacation by tacking on a long weekend at the end
of it.
- Reduce workaholics' fears that their office
will "fall apart" in their absence by
cross-training employees and having a game plan
set up in advance. Know who can do someone else's
job, what passwords and equipment will need to
be transferred, and even what kind of emergency
will warrant interrupting someone's vacation with
a phone call or e-mail.
- Help employees get their work done before a
vacation by defering assignments until they return,
or providing temporary replacements for them.
- Consider shutting down an entire office for
a whole week, particularly around a holiday.
- Managers should also take vacations themselves
to set an example for the rest of the office and
to signal that it's really OK.
- Make a workplace more vacation-friendly. Create
a billboard for vacation postcards, offer coupons
to family theme parks, and allow workers time
to chat about vacation plans.
Managers should be particularly insistent if they
notice signs of stress, such as depression or changes
in behavior: a gregarious employee who suddenly
become quiet or a patient worker who develops a
short fuse.
"They need to stay on top of the situation
with employees," Westaff's Jern said.
Web sites:
Contact Natalie Gahrmann at www.bluesuitmom.com
or www.transformingwork.com
www.workaholics-anonymous.org
www.expedia.com
www.familiesandwork.org
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