Move over, Glassdoor. There’s a new workplace scoring system that is shaking up an unexpected industry: US football. The National Football League (NFL) Players Association has introduced a team scorecard that aims to assess the league’s working environment. The survey, which achieved a 60% response rate from all 2,200 active players on the 2022 roster, examined physical facilities, nutrition, travel, and the training and strength staff. The results have proven to be quite surprising.
The NFL Players Association is determined to bring about change in both major and minor aspects of the league. The data obtained from the survey is crucial. While some coaches have established leadership councils composed of veteran players who meet regularly to share suggestions, the public accountability provided by this scorecard encourages faster improvements to the playing and working conditions in the NFL. The scorecard was released this spring, and its impact is analyzed in a new episode of Freakonomics, featuring insights from the league’s union, numerous coaches, and labor experts. The survey highlights several issues that can be resolved relatively easily without requiring significant financial investment. Addressing these issues, although slightly embarrassing, would contribute to better engagement and performance among the players. For example, Jacksonville has a rat problem, and Cincinnati’s locker room lacks power outlets for players to charge their devices. It’s time to call the exterminator, hire an electrician, and get back to playing football.
Now you may be wondering why this scorecard is important. J.C. Tretter, the president of the NFL Players Association, had two main objectives when launching the scorecard. Firstly, he wanted to provide players with data to assist them in making decisions about where to play and work. Secondly, he aimed to raise awareness of the issues surrounding working conditions and spur improvements across all clubs. Players are eager for more action and accountability. “We’re judged every step of the way,” says Jalen Reeves-Maybin, a linebacker for the Detroit Lions. “But there has never really been a time when we held the teams or ownership accountable and asked, ‘Are you being excellent here? What is your grade in this area?’ We operate at the highest possible level – they demand excellence from us. And I believe that we should demand excellence from the teams as well.”
This tool is being introduced at an opportune moment. As in many industries, various factors, including the pandemic, have prompted players to reassess what they deserve in their workplaces, presenting more opportunities for accountability and improvement. The union recognized an opportunity to create a better working environment that enhances player performance, rather than hinder it.
Tretter reveals that the union is negotiating for the same improvements sought by other unions: better wages, benefits, and working conditions. Despite the players’ high salaries, the culture within these football franchises is crucial to their satisfaction and success.
The team scorecard demonstrates that on-field performance does not necessarily predict high scores. Some of the best-performing teams in football ranked at the bottom on the scorecard. Although the top three scoring teams may have brand-new stadiums, those are only used for home games. Practices, conditioning, and strength training take place in other facilities, many of which do not meet the players’ standards. “It shouldn’t be a situation where you’re told, ‘Come here to play with Patrick Mahomes and potentially win a Super Bowl, but in return, you have to deal with old and dilapidated facilities,'” says Tretter. “There shouldn’t be a tradeoff. Just invest in better facilities. If you’re making so much money, the idea of choosing one over the other when you can provide both doesn’t make much sense to me.”
An example of this disconnect is the way families are treated. While 18 teams offer family rooms for childcare or breaks from the crowd, 14 teams do not. The union hopes that highlighting these discrepancies will lead to quick improvements for the players, and it appears that progress is already being made.
Tom Garfinkel, vice chairman, CEO, and president of the Miami Dolphins and Hard Rock Stadium, is taking action after seeing his team’s position on the scorecard. “My initial reaction was that I don’t like coming in second. So we’re going to improve the family area. I can promise you that we will have the best family area in football next year,” he says. He draws inspiration from other football facilities, including college setups that are often extravagant because they cannot spend money on recruiting players.
Now let’s talk about the teams with the lowest scores on the scorecard, and whether it matters. Cincinnati received a D rating for its locker rooms, but a small investment in rewiring the facilities would ensure that players can charge their devices. In Washington, DC, the Commanders received an F- for their locker rooms, ranking last on the report card, and their poor drainage in the showers is a well-known issue. “The guys are literally standing in water that’s been run off by the person showering next to them, who is showering in the dirt, blood, and sweat,” Tretter explains. “These fixes don’t require tearing down walls and building new facilities. Let’s get a plumber in there and fix it.”
While these issues may seem minor, as in any workplace, they can accumulate and significantly affect performance and well-being. Teams are taking notice of their scores, and the union has already received inquiries from at least a dozen teams asking how they can improve. Jason Kelce, a player for the Philadelphia Eagles, has noticed progress within his own team. “They have installed a much larger cold pool in the training room. We used to have two above-ground pools in the back. I believe they are also addressing some family issues at games. The weight room is adding another level. Just like players are competitive, I think owners are competitive too.”
What’s next for the team scorecard? Tretter plans to conduct the survey annually, with hopes of achieving even greater progress. Implementing changes now will encourage more players to participate in the survey and result in further positive transformations. The survey can be expanded to include measurements of other common workplace needs, such as non-compensation benefits and community involvement. Additionally, given the crucial role that leadership plays in employee performance, it would be beneficial to gather feedback from players about their perceptions of the coaching staff. Similar to other workplaces that survey their employees, ongoing feedback can help generate ideas for improvement, boost player satisfaction, and enhance individual and team performance.
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