A Message from Our CEO – June 2025
“Not all those who wander are lost.”
— J.R.R. Tolkien
Over the weekend I bit into a homemade chocolate chip cookie that was exquisite. Chewy, crumbly, molten. Bliss. Hello cookie.
Small comforts like this that make you forget that the world is teetering on the edge, hurling toward the abyss: political violence, culture wars, actual global wars, climate crisis, debt load, uncertain job market.
Boomers and GenXers like me can use history and experience to put this crisis carousel into perspective. As George Harrison muses, “All Things Must Pass”.
But for Gen Z, it is a storm without a center. They are burnt out and they haven’t started their life. Imagine you are a younger Gen Z-- in high school. How do you prepare for the apocalypse? Apparently, you don’t. 70% are unsure about their future path, whether it is a job, degree, military service, or certificate program. (Gallup/Walton Family Foundation). Maybe “aren’t sure” is prescient. The CEO of Anthropic stated that AI could replace 50% of entry-level white-collar jobs. So, maybe they are in “standby” mode.
We’re getting to know Gen Z and starting to see their superpowers: Morally aware, emotionally intelligent, and digitally intuitive. The ongoing uncertainty has made them adaptive and resourceful.
If you are a leader, educator, policy maker or employer, give them that cookie. Do these things:
Retire the binary. Replace “college or career” with a constellation of real-world paths.
Talk to young people. Not at them, not about them—with them.
Design with Gen Z, not for them. They want to take a role in shaping their future
They sit—on the edge of burnout, on the sidelines of broken systems, and at the crossroads of adulthood with a map of mayhem.
Gen Z is already doing the hard work of rethinking identity, success, and sanity. The least we can do is meet them halfway—with honesty, options, and a better roadmap.
Get. Your. Cookie.
—Warren
June 2025
The crackdown on immigrants is already causing ripples in the labor force, with a drop in one million foreign born employees or prospective employees from March to May. As immigration policy becomes a major concern amongst workers and employers, leaders should prepare strategies to survive the inevitable workplace volatility. (The Wall Street Journal)
Entry-level jobs are under existential threat at a time when much of Gen Z is joining the workforce. Anthropic CEO Dario Amodei predicts that half of all white collar entry-level positions could be replaced by AI in the next five years. Instead of capitulating to an Asimovian future, leaders could advocate for harnessing AI’s power to boost employee productivity and not replace employees. (Fortune)
Worker tension surrounding a New England grocery chain is revealing how Gen Z’s loyalty is not inherited, but rather conditional. Market Basket workers are less concerned about the tenuous grasp of their CEO on the company and more concerned about their coworkers, vulnerable customers, and fair wages. Companies will do well to recognize that this generation’s loyalty lies not with legacies, but with principles. (Fast Company)
Here for business or leisure? Why not both? Many Gen Z and millennial employees are partaking in “bleisure” or “blended travel,” bringing friends and family along on work trips. A recent survey stated that 74% of employees would do the same, and 1 in 5 already have without telling their supervisor. Fostering travel policies that encourage cultural enrichment and personal relationships could potentially have a better ROI than more restrictive travel policies. (Business Insider)
Parents and high school students are largely unaware of what options lay ahead of high school, besides the typical choices of college or entering the workforce. Only 30% of parents of Gen Zers are having regular discussions about post-graduation steps, and less than 20% of Gen Z are aware of alternatives such as apprenticeships, military service, or entrepreneurship. Institutions and older generations need to abandon the dusty binary of ‘college or career’ and prepare prospective workers for the complexity of the modern world. (Gallup)
The vicious coalescence of wage stagnation, job insecurity, and lack of mobility have workers burning out and detaching. Employees’ confidence in their companies’ six-month outlook has reached an all-time low. Only 44% of workers have a positive attitude about their workplace’s future. Leaders should prepare for retention challenges as job disruption is normalized. (Newsweek)
In the era of “soft-living,” 58% of adults are prioritizing wellness more than they did a year ago. Rather than a trend, this is a core lifestyle value to millennials and Gen Zers, who understand that a career path does not have to come at the cost of well-being. Employers could benefit from thinking of employee wellness as not only a necessity, but also a strategic advantage. (Forbes)
A Message from Our CEO – May 2025
“Time may change me, but I can’t trace time”
- David Bowie
Deep in the Sierra Diablo Mountain range of West Texas sits a clock designed to keep accurate time for 10,000 years. It’s called “The Clock of the Long Now.” 10,000 years—this is how long it feels for Gen Z employees to get their annual performance review.
The Annual Review. RIP. It’s toast. Burnt toast—bitter and dry like an overnight shift supervisor with bad breath. And Gen Z is having none of it. It was always a painful ritual for managers and employees. You sit for an hour and talk about your “strengths” and “areas of opportunity.” A thrill a minute.
Why this doesn’t work:
Gen Z grew up immersed in real-time feedback loops—likes, retweets, and algorithmic nudges. Waiting a full year to hear how they’re doing feels as outdated as dial-up internet. According to Forbes, 37% of Gen Z employees drop tasks they can’t complete independently. That’s not laziness—it’s a blinking neon sign for help and support. And if managers aren’t paying attention, they’re missing the moment to lead.
The old-school, top-down performance review—once a sacred managerial ritual—was never all that beloved, but now it’s simply irrelevant. Gen Z doesn’t want a report card. They want coaching. They want partnership. They want to grow, not be graded.
This isn’t a coddled generation—it’s an interactive one. They’re wired for feedback loops and expect the same from work that they get from their apps: responsiveness, relevance, and the ability to adjust course in real time. Yearly reviews don’t cut it. By the time the feedback arrives, the moment for learning has passed—and often, so has the employee.
What’s needed? A shift to continuous, participatory performance strategies. Think check-ins, micro-feedback, two-way conversations, and collaborative goal-setting. Think less clipboard, more coaching. This isn’t about lowering the bar—it’s about building the next generation of leaders through clarity, connection, and trust.
The bigger challenge? Managers. Many still operate on a 1990s firmware. They’re untrained, overloaded, and unclear about how to engage a generation that expects a workplace to feel more like a partnership than a hierarchy. If companies are serious about retention and development, they need to stop blaming “kids these days” and start training managers in 21st-century leadership: coaching, emotional intelligence, real-time feedback, and—above all—listening.
So what can managers actually do?
Host regular 1-on-1 check-ins—every week. They don’t need to be long. Just consistent. Ask 3 questions: What’s working? What’s stuck? How can I help?
Use tools like 15Five or Lattice to track employee sentiment and performance in real time. These tools make it easy to surface concerns early and give praise when it matters most.
Try “Start-Stop-Continue” conversations monthly. Ask employees what they need you to start doing, stop doing, and continue. It’s direct, actionable, and invites dialogue—not monologue.
It’s TIME to change how you manage.
Now. Means. Now.
Warren
May 2025
‘Generation Beta’ is already upon us, although some are criticizing the labeling of this newborn generation as hasty and reckless for its potential to create workplace stereotypes. Gen Z for instance, was initially celebrated as socially conscious digital natives, only to then be pigeonholed as entitled quiet-quitters. Successful leaders will look past media perspectives and marketing logic and recognize that issues like wage stagnation, workplace flexibility, and AI disruption affect all workers and are more important than birth years. (Fortune)
The traditional annual performance review is losing relevance among Gen Z workers, who grew up in an environment of instant likes, comments, and algorithms. Fully 37% of Gen Z employees abandon tasks they cannot perform independently, necessitating a restructuring of the top-down performance review, with a focus towards more continuous, participatory strategies that allow for future planning. (Forbes)
Small business owners are employing their children twice as much as they did in 2018. Fully 42% of small business owners will hand over their business in the next five years and 28% of them plan to transfer it over to their children. This is not always out of necessity, but also out of genuine excitement and a search for meaning. In order to keep business booming, families should formalize training, be clear about boundaries and expectations, and have the necessary conversations that drive work forward. (The Wall Street Journal)
Gen Zers in Australia are leading the movement of quitting without another job lined up, with 49% of them jumping ship compared to the 39% national average. Usurping salary as the biggest concern—which fell from 93% last year to 79% this year—work-life balance is now the primary driver of quitting amongst young Australians at 83%, indicating widespread disillusionment with traditional job structures. (Yahoo Finance)
The perception of those who use GLP-1 drugs (like Ozempic) for weight loss is underscoring the fact that appearance bias is still very much present in the workplace. One in five women report feeling more respected after losing weight, but this newfound respect does not necessarily equate to career advancement. Employers may consider mentioning the social effects of GLP-1s when designing inclusivity training for employees. (Worklife)
Education gaps, low wages, and an aging workforce are all factors contributing to the reality that manufacturing jobs are not being filled despite their abundance. Today’s manufacturing jobs often require a bachelor’s degree or two years of training and then might only pay $10 an hour. These companies should consider rebranding the culture with smart advertisements and invest in apprenticeships and community partners in order to widen the talent pipeline. (NPR)
Gen Zers are 1.7% more likely to avoid management roles than previous generations, primarily to aid their mental health and to maintain work-life balance. As workers have become more autonomous and purpose-driven, flatter hierarchies are proving to be more than a trend. Employers who adapt to this cultural shift in the workplace will be better positioned to hire and retain talent. (Business Insider)
A Message from Our CEO – April 2025
“Loneliness is not being alone. It’s being forgotten.”
- Charlie Brown
There he is—our lone protagonist in the Hopper-lit diner of corporate existence. Crisp suit, stiff collar, and not a soul to share the silence with. If you listen closely, you can hear the soft hum of fluorescent lights and the unspoken truth: work has gotten lonely.
New research confirms what many quietly feel—fewer people have close friends at work. Gallup reports that only two in ten employees say they have a best friend at the office, and the number is dropping. Remote work gets blamed, but let's not pretend this started with Zoom. The erosion began when hallway conversations were replaced by productivity apps, and vulnerability was pushed out by performance reviews.
We haven’t just streamlined the workplace. We’ve sterilized it. And in doing so, we’ve traded camaraderie for quiet—where friendship once sat, there’s just an empty booth.
Part of the problem is emotional, but a lot of it is economic. In a climate of constant layoffs, reorgs, and quarterly panic, people are hesitant to invest in something as fragile—and human—as friendship. Why form bonds if you’re just one budget cut away from a LinkedIn announcement? Going to work now feels less like coming home and more like checking into a hotel: temporary, transactional, and not worth unpacking your emotional baggage.
But leaders can change that. Especially for Gen Z—who crave authenticity, community, and purpose—intentional efforts go a long way. Start by creating space for non-transactional interaction. Carve out time in meetings for human check-ins, not just updates. Pair people up for projects based on interests, not just skills. Celebrate small wins publicly. Make inside jokes a team sport.
Model it yourself. Be just vulnerable enough to show that connection isn’t weakness—it’s culture.
You can’t manufacture a bestie. But you can make it safe—and even smart—to have one.
In the background, a young Bobby Dylan croons,
“How does if feel?
To be without a home,
Like a complete unknown, like a rolling stone”
Make. Work. Worthwhile.
Warren
April 2025
Employees are no longer investing in workplace friendships, with less than 25% staying in their roles because of coworkers and over half actively avoiding forming bonds. Job volatility, remote work, and changing values around work-life boundaries may all be contributing factors. Workplace friendships have been shown to increase performance and quality of life. Rather than abandoning social bonds, employees should be intentional about their office friendships and adopt values that work for them. (Worklife)
Portents of a recession have every generation responding with anxiety and their own individual methods of coping. Gen Zers increasingly believe that side-gigs are necessary; millennials’ could waylay big milestones like homeownership and starting a family; Gen Xers may enter triage mode, bearing the brunt of it while managing families and mortgages, and Boomers may have to tighten their belts to maintain their retirement plans. (Forbes)
In response to mass layoffs and job insecurity, Gen Zers are embracing “work uniforms”—a minimalist, Steve Jobs-like garb. This TikTok trend is not just about fashion, but about regaining control, reducing decision fatigue, and presenting a safe, professional image in a time where employees see their careers as fragile. (Fortune)
Polyworking is not a blip, but a strategy born from economic pressure and the erosion of the traditional career. Over half of millennials work more than one job, with 24% working three jobs, and 33% juggling four or more. While living on one salary is still the norm, it is not always the ideal. Companies should ask what would make their workplace the one to commit to. (The Guardian)
A workplace’s background music may be more beneficial as a productivity tool for employees rather than ambiance for customers. “Music misfit” can significantly affect employee satisfaction, as well as lead to fatigue and poor focus. Companies may more heavily consider what they choose to play over the speakers, or even ask for employee input if they can. (Journal of Applied Psychology)
Many raised in times of recession and job loss are suffering from ‘money dysmorphia’, skimping on groceries without needing to or throwing lavish parties way over their budget. Fully 43% of Gen Z reports experiencing money dysmorphia and the average credit card debt for said generation is $3,500. Employers can help alleviate financial stress through professional development opportunities focused on money management. (The New York Times)
Mentorship is an imperative strategy for retaining Gen Z employees, who prioritize growth and career purpose. The pandemic underscored the value of connection and now intentional work relationships are more vital than ever. In addition to thorough onboarding and career-pathing plans, leaders should take on mentor roles to foster trust and collaboration to the benefit of their employees and themselves. (U.S. News & World Report)
A Message from Our CEO – March 2025
"Women should remain silent in the churches."
– The Bible (1 Corinthians 14:34)
Mark Zuckerburg thinks corporate America needs more “masculine energy”. In the last 3-months he added 3 more men to the Meta board, including Dana White, the Bro-powered CEO of the mixed martial arts promotion company, UFC. Google calendar cancelled International Women’s Day and Women’s History Month. DEI efforts for gender equity are not just backsliding, they are being slapped into submission. Recent directives from the new administration have led to the removal of terms like "woman" and "women" from U.S. government websites.
Women, it appears, have been cancelled.
Meanwhile, back at the ranch, high performing women are leaving companies that fail to support their growth, according to a new Deloitte study. FastCompany says, “Research consistently shows that when women participate in leadership and decision-making—whether in business or global diplomacy—the outcomes are more effective and sustainable. Organizations that overlook diverse perspectives miss opportunities for innovation, market expansion, and long-term success.”
The article continues, in an astounding fact: “Women control 85% of consumer spending decisions. Companies that fail to reflect their audience in leadership will lose the ability to connect and serve their largest customer base.”
This shouldn’t be difficult—make decisions based on merit. AND, actively identify and strip out the existing biases that skew the definition of merit itself. True meritocracy isn’t just about choosing the most qualified person; it’s about ensuring that qualifications, potential, and contributions are assessed fairly, without being distorted by unconscious biases, or outdated assumptions.
This means reevaluating the criteria used to judge competence, questioning long-standing norms that may favor one group over another, and creating processes that genuinely allow talent to rise—regardless of gender, background, or any other irrelevant factor. If a system has been shaped by bias, then relying on it blindly in the name of merit only perpetuates the problem. Stripping out bias isn’t about lowering the bar; it’s about making sure everyone has an equal shot at clearing it.
Oops, there’s no training for this. Like I said, we’re regressing.
Question. Clarify. Equalize.
Warren
March 2025
‘Working hard’ or ‘hardly working?’ That is the question on bosses’ minds as “taskmasking” rises among Gen Z workers who are under return to office mandates. Typing loudly, wearing airpods, implementing the George Costanza method of “always look[ing] annoyed”– these are a few ways one can live action roleplay their job. Taskmasking does not always equate to laziness, however, but can also be a symptom resulting from the pressures of in-person work, which Gen Zers are not necessarily native to. (The Guardian)
Only 28% of Gen Zers are familiar with the term “earned income tax credit,” and 37% of those familiar could define EITC correctly, demonstrating the lowest tax literacy of the living generations. The automation of tax filing and the lack of primary education in finance contributes to this knowledge gap. Employers can cultivate financial awareness through education, benefits, and accessible resources. (Newsweek)
In the midst of mass firings, ex-federal workers’ transferable skills will be put to the test as they seek opportunities in the private sector. Making the transition may prove more difficult for those that have spent decades of their lives working for the government. Companies can provide career transition support, but federal employees should prepare in advance for major change. (Worklife)
There is no “sweet spot” in terms of how many hours an employee should work, contrary to Google co-founder Sergey Brin’s assertion that it’s 60 hours a week. While it is not uncommon for tech moguls to glorify overworking, researchers have found that doing so long-term can lead to diminishing returns and disengagement. The key to progress is a balance between effort, ambition, and well-being, which companies can encourage by granting employees some level of flexibility and autonomy. (Fortune)
Women influence up to 80% of consumer spending decisions, yet companies fail to represent them in leadership roles. According to a recent survey, 60% of women under 35 would leave jobs without clear leadership pathways. Employers who would like to retain millennial and Gen Z women would do well to promote professional development opportunities across genders and generations. (FastCompany)
While record numbers of boomers are re-entering the workforce, Gen Zers are prioritizing breaks. Instead of waiting until their 70s, many Gen Zers are opting for ‘micro-retirement,’ or extended breaks between jobs to focus on travel, passions, and mental health. While Gen Z does want opportunities to advance professionally, they are not beholden to the straight-line career trajectory. (Forbes)
Gen Zers are implementing ChatGPT, Claude, Perplexity, and Grammarly into their daily routines. A survey shows that 93% of Gen Z knowledge workers use at least two AI tools per week, demonstrating a desirable skill for prospective employers. However, young employees will still need to balance this expertise with soft skills and critical thinking to fulfill the aspects of work that require judgement and strategizing. (Business Insider)
A Message from Our CEO – February 2025
"The further a society drifts from the truth, the more it will hate those who speak it." – George Orwell
The other day, I ordered Advil on Amazon, and it came to my door two hours later. There is a fine line between speedy and creepy. Did Jeff Bezos know I had a headache?
Here in Washington DC, the speed of change is causing a collective headache. Thousands have lost their job. Many of the smartest, most capable people I know. They were doing work that kept our country safe and competitive. This is a huge loss for our country.
Don’t get me wrong—steamrolling change can be the only way to unglue crusty paradigms. And often, there is collateral damage. But where is the line between “necessary” pain and recklessness? We will find out in a couple of years. I’m not optimistic.
In the meantime, one remarkable effect this is having is a near total evaporation of trust in the workplace. In a new study by Randstad, employees are being more secretive at work, especially Gen Z. Trust has tanked. New message for Gen Z – keep your mouth shut and your head down. Don’t share anything that will get you in trouble. Especially about your values and deeply held beliefs.
The big irony here is that “bringing your whole self to work” is a Gen Z mantra. According to a McKinsey study, Gen Z was the only generation that considered 'meaning' as a key reason to take, keep or quit a job. More than other workers, Gen Z wants to make a difference.
Anecdotally, a college graduate I know was gently cautioned by a hiring manager to take out the words “sustainability” and “climate change” on their resume if they wanted to be considered for a job.
As a workplace consultant, I would recommend you “break” the muzzling trend so you can attract and retain the best and the brightest. Be explicit about your commitment to the diversity of opinions where you encourage inclusion as a value. In a world where trust is a rare commodity, be the company that encourages it, and the best and brightest will knock on your door faster than an Advil delivery.
Truth. Trust. Engagement.
Warren
February 2025
Employees are being more secretive at work, with 62% saying they hide aspects of themselves and Gen Z being the most likely to do so. Although everyone lives a life outside of their job, a gap in trust between employees and employers could jeopardize effective communication and blur expectations. Workplaces can consider structured forums where individuals can choose to speak their minds without fear of backlash. (Fortune)
Hope is the quality that individuals have been most positively impacted by when describing their leaders. Fully 56% of survey respondents around the globe alluded to hope when discussing positive aspects of their leaders, with 33% mentioning trust, 7% bringing up compassion, and 4% referencing stability. Managers should consider these as employee needs and use their strengths to cultivate a successful team. (Gallup)
Employee burnout is not just a workplace issue– ‘revenge bedtime procrastination’ (RBP) may be making it worse. RBP is the phenomenon in which individuals put off sleeping to make up for time they “lost” at work. Fostering a workplace culture that encourages breaks, creates “no-screen zones,” and sets boundaries to avoid work creep may result in healthier choices at home. (Worklife)
In response to political headwinds, organizations are reframing DEI as a business value rather than a matter of compliance. DEI initiatives can help boost innovation, market reach, and decision making, all while co-existing with merit-based employment. The advice for workplaces is not to abandon DEI, but embed it. (Forbes)
Many workplaces are transitioning back into a top-down approach. As companies and government agencies push for stricter office mandates and increased performance expectations, they risk alienating employees who have adapted to flexible work models. Managers who prioritize employee well-being and results-driven performance will have a competitive edge in retaining talent. (The Washington Post)
The freeze on federal grants and financial assistance has sparked concerns about employment. While the Trump administration argues that the freeze aims to prioritize spending, employees in education and research, social work, health care, and other fields may be seeing the detrimental effects more clearly. Employers would do well to have a contingency plan for when the money runs out. (Newsweek)
The industrial sector faces a severe recruitment crisis, with a projected global labor shortage of over eight million in manufacturing by 2030. While AI is simplifying the automation of physical tasks, Gen Z and Gen Alpha are not sold on the prospect of industrial work. Companies must leverage engagement strategies that emphasize innovation and sustainability to attract younger talent. (World Economic Forum)
An estimated 22.6 million Americans planned to be absent from work the Monday after the super bowl, a 4% increase from last year. Many Eagles fans came down with the “Birds Flu.” Symptoms include: hoarse voice from screaming with joy, sore arms from fist pumping, and heartburn from excessive buffalo chicken dip. (The Hill)
A Message from Our CEO – January 2025
"Out of difficulties grow miracles."
— Jean de La Bruyère
I don’t know what it’s like to lose everything. The closest I came was my sister who lost her house in Hurricane Sandy in 2012. Devastating. Sitting here in the DC area, my heart goes out to Los Angeles residents: As of today, nearly 10,000 homes were destroyed-- burnt to the ground. Destructive fires are proliferating around the nation. According to USA Facts, the only state in the union that has not experienced a wildfire is Delaware. And then there are the floods and tornadoes.
All of this has consequences for employers who increasingly should consider building a plan for a disaster. The first and most critical step, according to Emergenetics, an organizational development company, is to make sure you have an immediate way of contacting your employees during a disaster. This takes planning. Companies need multiple connection points via email, text, slack, etc.
One of my clients (with 25,000 employees) publishes every employees’ mobile phone numbers in a directory that’s available to all employees.
That’s a start. But short-term solutions need to be balanced with long-term, more holistic support like extended mental health and wellness benefits or childcare assistance. I call these “Caring Benefits”. As noted in another one of our articles, employee engagement has hit an all-time low, as well as life evaluation. The economy might be soaring, but people are in a work funk. “Caring Benefits” are good for crises and for the long term.
It is not a CEO’s job to make people happy. It is her job to make people feel cared for, and part of something that is bigger than themselves. Employees—particularly younger employees—really value the notion of purpose. Purpose builds loyalty and loyalty builds purpose. Who would not be loyal to a company that is there for you in your most traumatic and vulnerable time? Btw, AI will help your productivity, but it can’t replace the long-term positive effects of “Caring Benefits.”
People. First. Works.
Warren
January 2025
The devastating fires in Los Angeles shed light on the critical role employers play in supporting workers in crisis. Having reliable and quick methods of communication, offering flexible time off or PTO sharing, expanding EAPs, and implementing a proactive disaster relief plan are all ways that can help support employees when catastrophe strikes. (Employee Benefit News)
As organizations continue to attempt leveraging AI for their hiring processes, there are still many gray areas around what constitutes fraud on both the employer’s and the candidate’s ends. Fully 60% of businesses that regret their HR software purchase describe the financial impact as ‘significant,’ signaling a need for methodical and long-term consideration when investing in automated hiring tools. (Worklife)
The catch-22 for the anxious generation (Gen Z) is finding stability amidst rapid transformation, and connection in the era of AI and “unbossing.” Half of Gen Z and millennials are burnt out, 35% of them feel mentally distant from work, and 42% struggle to put forth their best. Workplaces must prioritize personal connection, adaptability, and well-being to foster young workers’ sense of growth and purpose. (Forbes)
The rise in accounting firms’ audit errors since the pandemic has sparked debate as to whether remote work is to blame. Concurrently, firms are grappling with a talent shortage as Gen Z veers away from traditional career paths. Providing more accessible and perhaps less conventional skill development opportunities may widen the talent pool. (Business Insider)
Gen Z pet parents are helping drive the market towards being a veterinarian, the top job of 2025 according to Indeed. Job shares for vets grew by 124% between 2021 and 2024, fueled not only by the popularity of health related jobs, but also by the prevalent feeling amongst Gen Z that they will not be able to afford children any time soon. Companies can consider generous child care benefits when recruiting becomes necessary. (Indeed)
Overall job satisfaction in the U.S. is at an all-time low, according to a recent Gallup study. Fully 16% of employees are actively disengaged with their work and 65% believe it is a good time to seek an alternative. One factor that contributes to dissatisfaction is the wide gap between what managers believe they are providing and what employees say they are providing. Leaders must regularly provide employees with meaningful feedback and positive reinforcement for quality work. (Gallup)
Despite being quick to pick up the latest technology, much of Gen Z struggles to type on a keyboard. Only 2.5% of high school students who graduated in 2019 took a keyboarding course, compared to the 44% of those who graduated in 2000. Since Zoom meetings and voice-to-text do not always cut it, employers might consider including keyboarding courses as professional development opportunities. (The Wall Street Journal)
A Message from Our CEO – December 2024
“‘Twas the night before Christmas, and all through the net,
Not a deepfake was stirring, no algorithms set”
-ChatGPT
It’s never been a good idea to sit on the lap of a strange, “magical” man. Right? This is especially the case with the new AI Santa some companies are using for their Holiday Parties. This bot is definitely making a list and checking it twice. He’s also collecting your biometrics, scanning your retina, and recording your voice as he probes your interest in the hottest gift of the year—the Potato Pal (you can, for the first time ever, upload an image of your face onto a potato). Now he’s ready to make a deep fake of your likeness and steal your identity. Merry Christmas!
And we haven’t even mentioned the hallucinating tirade of obscenities souring the Christmas joy from this AI Santa Flaws. This is all emblematic of our love/hate relationship with advancing technology. It is beautiful and fascinating but comes with risks. Like fire, it mesmerizes with its warmth and glow but has the potential to cause destruction if left uncontrolled.
Personally, this time of year, I’ll take peace on earth and goodwill to men (and women). Linus once said, from Luke 2:8-14, “And the angel said unto them, fear not, for behold, I bring you tidings of great joy, which shall be to all people.”
This year we are contributing to BeLoved Asheville, a leader in the Hurricane Helene response in the Asheville area. Hurricane Helene was in September 2024, but people are still displaced. Helene absolutely devastated the infrastructure and economy in the heart of Appalachia. My son lives in Asheville, and we frequently vacation there. It has a special place in our hearts.
Whether you are an AI Enthusiast, a Druid Luddite, or something in between, I encourage you to give your time, talent, and treasure this season to make a difference in people’s lives.
Love. Conquers. All.
Warren
December 2024
Companies considering an AI Santa for their office Christmas party should exercise caution. Not only may their Santa have the incorrect amount of fingers, but he may promise gifts he cannot deliver, use conversation to steal private information, or even be rude. While AI Santa personas have the potential to spread holiday cheer, you better watch out, else you may end up with a lump of coal. (Forbes)
It is a time of reckoning for U.S. healthcare leaders, and health insurance employees are feeling unjustly vilified despite putting forth their best efforts to operate in a flawed system. Leaders in the healthcare industry can help assuage employees’ fears by emphasizing that systemic frustration does not equate to individual dedication to one’s job. (The New York Times)
Whispers of the Great Resignation 2.0 are abound as 51% of Gen Z and 47% of millennials say they will quit if not given a raise in 2025. Although this sentiment is nothing new, the shift in how people are treating employment is no less significant. Younger workers focus on the transactional nature of their job and employers might meet their needs by prioritizing value-driven goals, competitive pay, and onboarding that instills a sense of belonging. (Newsweek)
Workplace holiday parties are seeing a resurgence as the effects of the pandemic wear off, and Gen Z may be benefiting from them. As long as they are thoughtful, inclusive, and fun, these festive events can help provide the critical face-to-face time and networking opportunities that young employees need. (Business Insider)
DEI at work faced significant setbacks in 2024 following the Supreme Court’s ruling against affirmative action college admissions. This decision spurred rollbacks on corporate DEI policies and conversations on “MEI” (Merit, Equity, and Inclusion). Moving forward, organizations may face potential challenges by embedding inclusive practices into their core values. (Worklife)
The public sector is in need of younger employees. While Gen X—who comprise 42% of government workers—consider retirement, only 8% of the public sector is covered by those under 30. In 2023, states like Colorado saw up to 23% of their government positions vacant. Governments can attract Gen Z by modernizing workplace culture and putting an emphasis on meaningful community service. (Stanford Social Innovation Review)
Largely focused on financial stability and professional growth, only 25% of millennials prioritize daily enjoyment of their job, compared to 45% of boomers. Millennials are also 12% more likely than their Gen Z counterparts to prioritize salary. Leaders can invest in meaningful, collaborative initiatives to mitigate the “work is work” mentality prevalent in younger generations. (Fortune)
One company’s experiment suggests that collective paid time off may be a solution for preventing burnout around the holidays. While the onus of scheduling and managing a period of minimal staff falls on managers’ shoulders, it otherwise eliminates the burden of employees covering for their colleagues, as well as adjusts expectations regarding the output leading up to and immediately after a holiday break. (CNBC)
A Message from Our CEO – November 2024
"Man's mind, once stretched by a new idea, never regains its original dimensions."
– Oliver Wendell Holmes, Jr.
We can’t pretend that there isn’t a profound transformation going on in the U.S. and around the world. The level of testosterone is peaking. Strongman leaders are digging trenches and building fortresses to guard against perceived threats. Everybody, it seems, is itching for a fight.
The workplace will not be immune to it. Journalists are frantically speculating about the demise of DEI and worker’s rights, child and healthcare benefits, lack of workers from mass deportations. They are asking the slippery question, “what changes are in store for the future of work?” But this is the wrong question to ask because the outcome is too uncertain. When the world is churning, instead, we should be asking, “How can we prepare our company for the inevitability of change?”
As consultants in change management, we’ve learned working with our clients some universal truths: 1) Change happens, 2) Companies with flexible mindsets expect and embrace change, and 3) the pillars of resilience in a changing environment are authentic communication from leaders, worker autonomy, and short feedback loops where employees are ‘not afraid to fail’.
Think of it this way: If a category 5 storm is coming, would you rather be in a brittle command-and-control hierarchy with high competency and low trust, or in a learning environment with empowered innovation that views change like an old friend? An old friend, or even an unpredictable uncle at the Thanksgiving dinner table. You never know what is going to come out of his mouth. But you are relaxed and ready for it. Martial arts can teach us in this moment to “keep calm and carry on.” That can be your super power among the maelstrom.
Besides, it's near Thanksgiving, the fireplace is dancing in a warm glow, the turkey and fixins’ smell mouthwatering, football is on the tube, and a cocktail is on its way.
This is a great time to not think too hard about work and enjoy time with friends and family. Even the unpredictable uncle.
Expect. The. Unexpected.
Warren
November 2024
Experts are weighing in on how another Trump presidency will affect the workplace, predicting that DEI efforts, health and childcare benefits, and workers rights are all on the line. These leaders suggest organizations be proactive in protecting inclusive workplaces by demonstrating the measurable benefits of their practices, whether federal support wanes or not. (Time)
The majority of Americans want job ads to be more transparent about their salaries, but 26% of Gen Z hopefuls will not bother applying if the pay is not made clear in advance. While some argue that revealing the pay range sets expectations too high, many believe that the transparency motivates trust and sets a positive tone for the application experience. (Newsweek)
Federal employees are already exhausted by the reality of another Trump administration, considering the President-elect may reinstitute Schedule F, an executive order which effectively removes job protection for civil servants. Employers should encourage transparent communication to find methods of boosting morale in the face of changing policies. (The New York Times)
“Trust your gut” is not necessarily advice that Gen Z wants to follow. Gen Z workers rely on their instinct 60% less than former generations, preferring collaboration and transparency. Employers should practice thorough onboarding processes, encourage conversation, and view this as an opportunity to collaborate instead of “spoon feeding” young employees. (Worklife)
Millennials and Gen Z workers in the UK are losing one day per work week due to mental health challenges, almost twice the amount of Gen X and boomers. Despite many employers offering mental health resources, only a quarter of employees use them, though 85% of those who do report finding them helpful. Organizations would do well to better promote these services to their employees. (Fortune)
Desk jobs and commutes are factors that contribute to a new finding that millennials spend over 60 hours a week sitting. Those surveyed were aged 28 to 49, with an average age of 33. Since workers spend half of their day at their job and are likely to sit at home, employers can promote activity with fitness-related benefits, wellness initiatives, and encouraging frequent breaks. (StudyFinds)
Stress and uncertainty has dominated much of the post-election workplace climate. Key concerns are potential changes to DEI efforts and how the proposed tariffs and deportations could impact job availability differently across borders. This may be a time of opportunity for global hiring platforms like Oyster, which emphasize a shift toward an interconnected job market. (Forbes)
The election was likely heavily influenced by non-voters, many of whom belong to Gen Z’s blue-collar workforce and the “vibecession.” These young workers’ financial concerns result in disillusionment with the government, among other factors. Employers should provide blue-collar workers with accessible career development opportunities and foster a supportive culture that helps alleviate financial concerns. (USA Today)
A Message from Our CEO – October 2024
“Be the weird you want to see in the world”
– Wein Benlick
Not much phases me. Weird stuff comes across my desk daily. This week I learned that employees now prize benefits over pay bumps. OK, I get that. Health insurance and retirement benefits are an imperative for employees today—the meat and potatoes (and falafels) of work, if you will. But then we have paid time off for dating (i.e—“Tinder leave”), pet insurance, and diaper and wipes allowance. Oh, wow. That’s new.
The vast array of benefits offered by creative employers is propagating, and increasingly meeting people where they are. Direct hit. This trend may have staying power—moving away from the one-size-fits-all benefits to a more personalized approach. This seems to be exactly what they want. In moments like this I think of Walt Disney, the greatest marketer of all time who said, “Find out what people want and give it to them.” So, start opening your Tinder accounts and stock up on baby wipes.
Now to corporate girlies. This is a new term used by 20-somethings corporate employees on TikTok of any gender that boast about the perks of their cubicle culture. There is a renewed appreciation for the stability of a good job at a reputable employer. Much of this has to do with the job market and relative “buyers market” where positions can easily be replaced. But there is something about the comfort of stability in a shifting, unstable world that attracts young employees to the workplace today. So, humdrum is the new wild ride. Gen Z is staying at their jobs 18% longer than Millennials did for their first 7-years on the job. We’ll take the wins where we can.
Do. What. Works.
Warren
October 2024
As prospective workers prize benefits over pay bumps, companies are getting creative with their offerings. Some include pet insurance, meditation workshops, and smoking-cessation programs. One bold employer in Thailand has implemented “Tinder leave” (i.e. paid time off for dating). Tailoring benefits to employees’ personal interests rather than offering a blanket provision can improve employee satisfaction and increase retention. (Worklife)
“Corporate girlies”—that is, white collar Gen Z workers—are staying at their jobs 18% longer than millennials. Twenty-somethings are boasting about the perks of cubicle culture on TikTok, demonstrating an attraction to routine jobs that come with fair benefits and predictable work hours. Recruiters could appeal to the young generation by selling the advantages of settling on a career. (The Wall Street Journal)
Universities are scrambling to create artificial intelligence related curriculum to foster a new generation of workers, though budget constraints, uncertainty about the technology, and dropping enrollment numbers pose significant challenges. Schools that are finding success are honing in on specific applications of AI, for areas such as medical imaging or semiconductor engineering. (Boston Consulting Group)
Boomers have Bezos, Gen X has the founder of SpaceX, and Millennials have Mark (Zuckerberg), but Gen Z lacks a world-dominating tech disruptor. While this can be chalked up to the slowing down of technological innovation, it also cannot be discounted that Gen Z opts for value-driven, sustainable approaches to work that prioritize ethical considerations. (Business Insider)
As a result of a confluence of rising costs of living, a lack of financial advice, and a desire for financial freedom that is life-long instead of just in old age, only one out of every five Gen Zers are saving for retirement. Most Gen Zers rely on their parents for financial tips, and many rely on social media “finfluencers.” Employers can implement retirement workshops to educate younger employees on the benefits of saving over time (PR Newswire)
Gen Z is the first generation to complete their college education entirely within the No Child Left Behind / Every Student Succeeds era, and it may have inhibited their work efficacy by forgoing critical thinking in favor of test scores. A recent study shows that six in ten companies fired recent Gen Z graduates that they had just hired. Employers may consider offering more professional development opportunities to mitigate the readiness gap in recent graduates. (Forbes)
Over half of millennial workers say that debt has impacted their career choices, and 37% of workers ages 18 to 43 are anxious about being laid off by the end of the year. Mortgage payments and credit card debt both play a large role in millennials and Gen Zers changing or adding jobs. Supporting career mobility and skill development may help organizations retain employees. (FastCompany)
The annual cost of entertainment at work may be around $8,241 per employee, as Gen Z spends an hour of every work day watching TV. This does not equate to a deprioritization of work tasks, but rather demonstrates a rejection of hustle culture and a focus on well-being. It is up to managers to decide whether their employees are engaged or not, but this behavior may be just another portent of shorter work days (or at least longer lunch breaks). (Newsweek)
A Message from Our CEO – September 2024
"Remind me to invite you to every party I don’t want to enjoy."
—unknown
The punchbowl is empty. The last balloon has popped. The herb has left the building. This week, the grinch-meister, Prick-in-Chief CEO Andy Jassy announced that all Amazon employees must report to work 5-days per week. Reddit is vibrating with contempt from Amazon employees. Just as the rest of the work world is settling into a remote work groove, Amazon is doubling down. A Reddit contributor posits: “Who cares where an engineer sits?” The parade of tears to the office begins January 2nd, and many won’t be making that trip.
But is Jassy just ahead of the curve? It is entirely possible that in 5 years, most companies will make the 5-day in office work week the norm. A more likely outcome is that many valuable employees will never go back to 5-days… they will just find a company that provides the flexibility. I believe what will determine the fate of remote work will have more to do with the macro-forces of supply and demand of talent. If it’s a seller’s market (more positions than employees), then remote work flourishes. If, on the other hand, employers have the upper hand, they’ll want people where they need them… and then downsize now and then.
But the crystal ball is cloudy and no one really knows. What is the future of remote work? If you’ve made it this far reading my missive I’d love to hear from you. What do you think? Just respond to this email. How will this all pan out and what does work look like in 5 years?
Fun. Times. For Everyone.
Warren
September 2024
While many companies around the world have solidified remote work policies and even tested the 4-day work week, Amazon workers will be required to be in-office five days per week, starting in 2025. While the decision is hugely unpopular with employees—many of whom protested a partial return-to-office policy last year—the omnipresence of the tech giant may influence other organizations to follow suit. (Reuters)
Gen Z’s attitude towards sick days is contagious. Since 2019, the amount of sick leave taken among those under 36 has increased 29%, and increased 16% for those over 36. While the pandemic put workers’ mental health under the spotlight, a major survey also showed that 93% of workers are swayed by coworkers in their twenties, suggesting that Gen Z has a large influence in workplace habits. (Fortune)
While both Gen Z and millennials value work-life balance, flexibility, and professional growth, their motivations differ. Gen Z prioritizes autonomy, community, and learning opportunities over job security and salary, while millennials focus on career progression, independence, and financial stability. Employers who recognize these nuances can tailor their approaches to motivate both groups effectively. (FastCompany)
The appeal of unlimited paid time off is declining. While initially seen as flexible, employees often hesitate to take time off due to a lack of clear guidelines and the potential for burnout upon their return. Leaders need to set an example and encourage conscientious choices that will not affect the PTO takers or their colleagues at work. (Worklife)
Worker satisfaction remains elusive, with recent data indicating a four-year low in job contentment. As companies struggle with this moving target, they are increasingly focusing on employee “engagement” rather than “satisfaction” as a productive metric. Ultimately, workers and managers alike must balance their own pursuit of happiness with workplace demands, with some suggesting that fulfillment may come more from within than from the job itself. (Psychology Today)
Recruiters are finding that many job seekers are using AI to complete their applications, resulting in an unwieldy number of prospective employees and a lack of individuality in the applicant pool. At the same time, companies have automated various aspects of hiring, causing an AI-driven stalemate. Emphasizing human interaction and judgment could benefit both sides by providing applicants with a fair chance and companies with real prospects. (The Wall Street Journal)
Gen Z parents are most likely to prioritize family over their careers due to the rising cost of child care. With 51% of Gen Z parents considering pausing their careers for parenting—higher than Millennials (43%) and Gen X (35%)—child care benefits are one of the top reasons they remain at their jobs. Employers should consider offering robust child care support to address this growing concern among younger parents. (PR Newswire)
Students at elite schools like Harvard often succumb to a "herd mentality," believing that if they're not pursuing finance or tech, they’re missing out on lucrative opportunities. This feeling is attributed in part to rising tuition and the desire for financial security. Career counselors could use this as an opportunity to broaden students’ horizons before they are recruited into a field with which they may have a moral dilemma. (The New York Times)