Public Gaming International November/December 2021

42 PUBLIC GAMING INTERNATIONAL • NOVEMBER/DECEMBER 2021 THE FUTURE OF WORK PART II WHERE DO LOTTERIES, OTHERS GO FROM HERE? T here is no escaping the impact of the pandemic on almost every industry. Unable to hire wait staff, restaurants have reduced hours. The shipping industry has been crippled due to a shortage of truckers and other disruptions. Childcare businesses have cut back on their headcounts, forcing some people to leave jobs because they must be with their children. Even if an office worker wants to return to their workplace, health and safety protocols at many busi- nesses mean rotating schedules and no more cubicles – everyone must be in an office. Even for those employees who are able to work from home, the news is not all positive. According to a recent survey by Gartner, Inc., 85% of employees have experienced higher levels of burnout while 40% report declines in their work-life balance. An excessive workload, keeping up with constant communication channels and back-to-back online meetings are some of the noted triggers. This dramatic increase in daily screen time is not only impacting mental health and well-being but also productivity and job satisfaction. Lotteries have many responsibilities that involve in-person presence and inter-personal interaction. There are jobs with customer- facing responsibilities, field work which includes in-store visits with retailers, and work that must be done in the office. It has been a challenge to properly safeguard all of these areas. But without lots of options, lotteries have made it work. “As the saying goes, ‘Necessity is the mother of invention,’” said Justin Rock, Deputy Secretary of Product and Sales at the Florida Lottery. “The pandemic forced the world to adapt, and we developed many new ways of doing business that will serve us well into the future. Top among these is maximizing the efficiency of our prize payment process and exploring opportunities that do not require a player to visit a Lottery office. We are also providing retailers and players with more ways to self-serve, streamlining the in-person Lottery office experience with a wide range of scheduling, payment, and service options.” Of course, not all experiences are the same. At the Idaho Lottery, there was a brief period of office closure and then everyone came back. Again, the emphasis was on safety. “Some of us never left the office,” said Becky Schroeder, Chief Operating Officer at the Idaho Lottery. “Our headquarters workspace allows for all employees to have an office with a door. The exception is customer service who are in cubicles and have always been behind bullet-proof glass. Social distancing is maintained. Virtual meetings remain common. We are fortunate to have nice weather and a large city park adjacent to the Boise River within view of our office where we hold meetings when a larger group of attendees is required.” JIM ACTON, LOTTERY INDUSTRY CONSULTANT