This public debate has collapsed two separate issues—productivity and physical presence—into one narrative. But the evidence tells a far clearer story.

Well-designed hybrid work consistently improves engagement, retention, and, in many cases, productivity itself. Employees report they are able to work more efficiently, protect focus time, and better manage their energy when given flexibility in where and when they work.

For HR leaders, this disconnect presents both a challenge and an opportunity. The debate isn’t really about where people sit; it’s about how organizations define, measure, and experience productivity. And no one is better positioned to lead that redefinition than HR leaders.

Hybrid Didn’t Create a Productivity Problem—It Revealed a Measurement One

Most anxiety surrounding hybrid work stems from measurement systems built for another era. As the research shows, many organizations still rely on legacy metrics—time in seat, output volume, visible activity—systems built for an in-office world that can’t capture how value is created in a distributed one.

When those signals stop working, leaders understandably look for the most visible cue to latch onto, usually attendance. But visibility is not value. And surveillance is not measurement. Monitoring keystrokes, scanning badge data, or tracking idle time won’t restore productivity; it will erode trust.

Research continues to show that cultures built on trust outperform cultures built on visibility. Stanford researchers found that hybrid employees not only maintained productivity but had one-third higher retention rates, a clear sign of what’s possible when autonomy and clarity reinforce one another. When employees feel trusted, engagement rises and teams bring more energy to their work. Strengthening productivity, in other words, comes from setting clearer expectations and building the alignment people need to do their best work.

This is where HR leadership becomes essential: making productivity transparent by defining clear outcomes and the behaviors that drive them, and doing so with employees at the table.

What HR Leaders Must Do Now to Redefine Productivity

Redefining productivity in a hybrid era starts with transparency—making expectations visible, shared, and grounded in how work actually gets done today. Research from Deloitte and RAND shows that sustainable performance comes from clear outcomes supported by engagement, autonomy, and well-being. To sustain excellence within flexible work arrangements, business leaders must redefine productivity through the following interconnected outcomes:

• Business impact measures the results, quality, and innovation that advance strategic goals.
• Collaboration captures how teams connect, share knowledge, and generate new ideas across locations.
• Engagement reflects the energy, focus, and well-being that enable long-term efficiency and effectiveness.

But transparency only works when it’s grounded in employee experience and input. In one mid-size organization we supported, the CEO wanted to make “Boosting Productivity” a top priority for 2026, driven by a lingering belief that performance had never fully recovered post-COVID, even with new tools, hybrid flexibility, and larger teams.

Before introducing any new expectations, leaders needed to understand how these norms would land and what was actually hindering productivity in the day-to-day. With Seramount’s support, they brought roughly 1,000 senior leaders together for an Employee Voice Session to pressure-test a draft of their new “Ways of Working That Strengthen Performance.” Leaders were asked directly: What feels clear? What feels unclear? And what won’t work, given the reality of how your teams operate today?

Instead of resistance, employees surfaced practical friction points—meeting overload, unclear priorities, inconsistent modeling—that would have quietly derailed the rollout. Their input allowed the company to refine expectations around impact, collaboration, and engagement so the standards were clear, usable, and culturally aligned.

This is the work HR must lead: co-creating outcome-based standards and the everyday behaviors that bring them to life. When employees help build the system, expectations gain credibility, trust strengthens, and productivity becomes something people can meaningfully achieve—not something measured through outdated proxies.

The Enablers of a Modern Productivity System

Once productivity standards are clear and co-created, HR leaders must ensure the rest of the system reinforces them.

Managers must lead with consistency, connection, and fairness.

In hybrid environments, proximity should not determine opportunity. Yet research shows remote employees remain less likely to be promoted or recognized. Managers must support their employees by communicating expectations, mitigating bias, and maintaining meaningful weekly conversations that anchor performance and well-being. These habits are what create equitable, high-performing hybrid teams—not physical visibility.

AI must be implemented in ways that protect human engagement.

AI can accelerate output, but research from Nature and the Harvard Business Review shows it can also dampen employees’ sense of ownership and connection if introduced without intention. HR leaders can guide organizations to adopt AI through structured experimentation, transparent communication, and the reinforcement that AI augments—not replaces—human judgment and creativity.

Well-being must be treated as a performance system, not a perk.

Burnout is one of the most expensive drains on productivity. Gallup estimates global burnout costs $8.9 trillion annually. Seramount research shows burned-out employees are 2.6 times more likely to leave. HR leaders can redesign work to sustain energy, protecting focus time, balancing workloads, and supporting caregivers and historically marginalized groups who benefit most from well-designed hybrid flexibility.

These are not “extras”—they are the conditions that enable people to meet the outcome standards business leaders set.

The Step Leaders Still Underestimate: Listening as Strategic Infrastructure

Even the best-defined standards will fail if employees don’t see their experiences reflected in them. What matters isn’t just listening—it’s structured listening that feeds directly into change management. When organizations gather real insight through voice sessions, focused dialogues, and ongoing feedback, then use those insights to shape decisions, productivity stays grounded in reality and employees trust the process.

Listening shows employees they are partners in shaping how work evolves. It reduces skepticism. It surfaces friction early. And it turns productivity from something policed to something co-owned.

Listening is the system that keeps transparency alive.

Redefining Productivity Is HR’s Leadership Mandate

The future of productivity will not be restored by mandates, monitoring, or nostalgia for pre-pandemic norms. It will be shaped by whether organizations define productivity with clarity, measure it transparently, and refine it continuously with their people.

HR leaders are uniquely positioned to lead that shift—not by choosing sides in the hybrid debate, but by establishing the frameworks that move the conversation beyond presence and toward performance.

Hybrid work can expose fractures or fuel transformation. The difference depends on whether HR leads the redefinition—or lets legacy assumptions write the next chapter.

The post The Productivity Strategy That Actually Boosts Performance: Build It with Your People appeared first on Seramount.

Misreading the Moment Can Be Costly

In this low-hire, low-fire labor market, many employers feel they have the upper hand. Headlines are full of remote work success stories and halted RTO rollouts. So, it’s no surprise that employees are questioning whether companies care more about “butts in seats” than the impact of their work. Some large companies notoriously shut down employee feedback or delayed their transitions multiple times due to ongoing pushback. Meanwhile, Spotify doubled down on its commitment to hybrid flexibility—lowering attrition by 15% and increasing market value.

In the wake of COVID-19, flexible work became a competitive advantage. It attracted top talent, boosted job satisfaction, and helped employees better manage their lives. It also mitigated microaggressions and reduced commuting stress. For caregivers, people with disabilities, and those prioritizing well-being over presenteeism, this shift felt long overdue. These employees—along with top performers who value autonomy—are often the first to leave when flexibility is rolled back. In fact, a University of Pittsburgh study found that 46%, of hybrid and remote workers would be unlikely to stay in their roles if forced to return to the office full-time.

Before You Blame Remote Work, Take a Closer Look

Remote work isn’t causing the friction. Poor implementation, inconsistent policies, and unclear expectations are. When done right, giving employees autonomy over where and how they work leads to stronger productivity, more innovation, and higher retention. HR leaders should take a look at the systems and culture surrounding the work for answers. Here are four areas where the breakdown could be happening:

• Collaboration & Communication: Are employees equally informed and empowered regardless of location?
• Culture & Inclusion: Are remote employees included in mentorship, networking, and decision-making?
• Performance & Productivity: Are managers focused on impact or just visibility?
• Employee Experience & Well-Being: Are hybrid expectations clear—or creating confusion and stress?

Want employees to show up for the business? Start by showing up for them. Organizational success isn’t about in-person attendance—it’s about listening, adapting, and creating an environment where employees feel trusted, heard, and supported. When talent strategies are based on real-time feedback rather than assumptions, leaders gain the clarity to drive better outcomes for both people and the business.

The Bottom Line: You Can’t Fix Culture with a Mandate

Companies enforcing RTO policies without employee input risk alienating the workforce. Returning to the office five days a week won’t solve engagement challenges, because culture isn’t built in conference rooms. It’s built through trust, transparency, and connection.

Before rolling out a one-size-fits-all RTO mandate, take a more strategic, employee-centered approach. With the right insights, HR leaders can create an environment where employees want to stay. The future of work belongs to companies that design it with their people—not for them.

The post RTO: Return to Office or Restrict Talent Options? appeared first on Seramount.

Forage has been working with employers and the talent population, especially students, long enough to see this shift up close. The pandemic didn’t just move classes online; it reshaped learning itself. According to EAB, chronic absenteeism in high school doubled during the pandemic, and students as far back as elementary school ended the 2020–2021 school year with four to five months of “unfinished learning.” This learning gap won’t disappear overnight, and its ripple effects will continue shaping the workforce through the early 2030s.

For talent acquisition (TA) teams, this means that traditional hiring signals (such as GPAs and resumes) won’t capture a candidate’s true potential. That’s why companies are rethinking how they assess talent, turning to skills-based hiring and tools such as Forage’s virtual job simulations to bridge the gap.

Ignoring this shift isn’t an option. The real question is: How will talent teams evolve to identify, invest in, and hire the best?

A Workforce Shaped by Learning Loss

The numbers tell a stark story. Reading scores for US students have dropped to their lowest levels in 30 years. Math scores have suffered even more, with the steepest recorded declines in history. And the impact hasn’t been equal—students from under-resourced schools were hit hardest, widening existing education gaps.

Meanwhile, real-world experience also took a hit. Internships disappeared. Career fairs went virtual. The traditional pathways that helped students and early-career talent develop job readiness simply weren’t available.

For employers, this isn’t just an academic issue—it’s a talent pipeline issue. The pandemic-affected generation is entering the workforce with:

• Weaker traditional academic indicators—Lower GPAs and standardized test scores may not reflect true ability.
• Less real-world work experience—Fewer internships and hands-on opportunities mean fewer polished resumes or an understanding of the roles that align to their skills and interests.
• Higher digital proficiency but lower in-person collaboration skills—Years of remote learning and work left many early-career talent feeling unprepared for office environments.
• A demand for skill-building and mobility—Having grown up amid economic uncertainty, this cohort values flexible, fast-growth career paths over rigid, traditional ones.

If TA teams rely on outdated hiring practices, they’ll struggle to find and retain top talent.

How Employers Must Adapt

1. Redefine Hiring Signals

The best next-gen candidates may not have the polished resumes you’re used to seeing. Instead of relying on GPAs or brand-name universities, look for proof of ability through project-based work, certifications, and real-world experiences. Forage Job simulations, for example, allow candidates to demonstrate their skills in action—giving employers a clearer, more accurate measure of their potential beyond a piece of paper.

2. Focus on What Candidates Can Do, Not Just Where They’ve Been

Those who missed out on internships still have valuable skills to offer. The key is creating opportunities for them to demonstrate their capabilities, whether through job simulations, case challenges, or portfolio work—so recruiters can see their problem-solving abilities and potential firsthand.

3. Strengthen Onboarding and Development

Pandemic learning loss won’t disappear overnight. Employers who invest in pre-skilling, upskilling, mentorship, and structured development programs will gain a competitive edge in retaining and advancing top talent through internal mobility.

4. Adapt to New Candidate Expectations

Next-gen talent craves flexibility, skill-building, and meaningful work. Companies that offer clear career pathways with a focus on internal mobility, mentorship, candidate and employee education, and hybrid work options will win the battle for early- and mid-career talent.

The Future of Hiring: Skills over Signals

At Forage, we’ve seen firsthand how hiring is changing. That’s why we’re helping employers rethink how they identify, invest in, and engage talent. Our virtual job simulations give early- to mid-career talent the hands-on experience they missed while providing recruiters with high-fidelity hiring signals that go beyond a resume.

Instead of relying on outdated proxies for potential, Forage lets employers see real-world skills in action. Companies that embrace this shift, i.e., moving from credential-based hiring to capability-based hiring, will be the ones who build resilient, high-performing teams for the future.

The question isn’t whether COVID changed this generation. It’s how employers will respond.

The post The COVID Generation: How the Pandemic Reshaped the Talent Pipeline appeared first on Seramount.

The pandemic forced an overnight shift to remote work, and in the years since, organizations have grappled with what the future of work should look like. Now, five years later, with the federal government mandating a full return to office (RTO), this conversation is gaining new urgency as companies weigh whether to follow suit.

But instead of rehashing the familiar pros and cons of remote, hybrid, and in-person work, let’s focus on something just as important: how to make these decisions in a way that is inclusive, equitable, and supportive of employees at all levels.

Here are three key considerations for HR and talent leaders as they navigate the path forward.

Consideration #1: The Impact of RTO on Employee Well-Being

For employees who have been working remotely for years, returning to the office, even a few days a week, can be a difficult adjustment. Many may have concerns about work-life balance, fears of maintaining productivity in a new environment, or anxieties about workplace interactions. Without thoughtful planning, an abrupt RTO can erode engagement and create unnecessary stress.

Employees of color, for example, may have experienced fewer microaggressions—like unsolicited comments about their hair or overhearing insensitive political discussions. It has also reduced the pressure of code-switching and given employees more control over their environments.

Beyond inclusion, there’s also the simple reality of time: The average one-way commute in the US is 26.8 minutes—meaning RTO asks employees to give back nearly an hour of their day without necessarily improving productivity or collaboration.

A poll from last year found that three out of four workers say their mental health at work is negative. The stress of RTO—whether due to commute fatigue, social pressures, or a loss of autonomy—can make this even worse, leading to disengagement, burnout, and even higher turnover. If returning to the office feels like an added burden rather than a benefit, employees may start seeking opportunities elsewhere.

Instead of assuming employees will adjust, organizations must take an intentional approach to easing the transition. This could mean rethinking office layouts to accommodate different work styles, offering commuter benefits or free lunches on in-office days, or training managers on psychological safety and civility in the workplace. Employee listening is critical; gathering direct feedback through surveys or focus groups can help organizations understand what’s working and what’s not.

The risk of mishandling this is real. A study of S&P 500 firms found that companies enforcing strict RTO policies saw significantly higher turnover—especially among women, senior employees, and highly skilled workers. By prioritizing flexibility, inclusion, and well-being, organizations can make RTO a smoother transition rather than a breaking point.

Consideration #2: The Disproportionate Impact on HET Groups

RTO policies don’t affect all employees equally. Historically excluded talent (HET) groups—including people with disabilities, working parents, and caregivers—face unique challenges that often go overlooked in these decisions. Without careful planning, a one-size-fits-all approach to in-person work can create barriers that disproportionately impact these employees.

For example, one in five US employees has a disability, yet many workplaces remain ill-equipped to provide adequate accommodation. Research shows that nearly three-quarters of individuals with disabilities who request accommodations have at least one request denied, highlighting a significant gap between policy and practice. For many employees with disabilities, remote or hybrid work is not just a preference but a necessity that enables them to work effectively and equitably.

Similarly, working parents, particularly mothers, often experience a “parenthood penalty.” One study found that mothers were rated 10 percent less competent than equally qualified non-mothers, exposing the deep-seated biases they encounter.

A blanket RTO policy can unintentionally disadvantage employees who rely on remote or hybrid work to perform at their best. Being proactive about accommodations—whether through hybrid options, adaptive workspaces, or schedule flexibility—ensures that no group is disproportionately impacted. The best way to get this right? Engage directly with affected employees to understand their needs and build policies that support them equitably.

Consideration #3: The Potential Backlash of an Unpopular RTO Decision

Not every RTO decision will be well received. Employees may be frustrated, skeptical, or even resentful, and leaders need to prepare for that reality rather than ignore it.

Employee pulse surveys can be a valuable tool, but only if leadership is prepared to act on the results. If feedback won’t influence policy, sending out a survey may do more harm than good. Keeping surveys short (no more than 10 questions, five minutes max) and focused on improving the employee experience—rather than re-debating the decision itself—can help shape effective support strategies.

Leaders also set the tone. When executives share how remote work has impacted their own work-life balance—both positively and negatively—it builds credibility. Acknowledging challenges and demonstrating an authentic commitment to finding balance moving forward fosters psychological safety and trust. Role modeling from leadership, including following the same in-person requirements they mandate for their teams, can go a long way in helping employees navigate the transition.

Another critical partner in this process? DEI teams and ERGs. As discussed earlier, RTO disproportionately affects HET groups. Leveraging DEI leaders and ERGs allows organizations to better understand these challenges and design inclusive, flexible support for employees. ERGs can also help leadership stay connected to employees at all levels and provide valuable insights on how to smooth the transition.

Striving for a More Inclusive Workplace

Whether your approach is in-person, remote, or somewhere in between, the goal is to create a workplace ecosystem rather than a monolith that encourages a human-first culture, including flexibility and relationship-building in a new workplace landscape. Companies that build a reputation for supporting work-life integration and flexibility gain a competitive edge in today’s talent market.

Seramount has helped hundreds of companies and talent leaders navigate evolving workplace expectations. Our expertise can support your organization in building a more inclusive, adaptable, and future-ready work environment. Contact us to connect with an expert.

The post Federal RTO Mandate Sparking Debate? Key Considerations for an Inclusive Return to Office appeared first on Seramount.

Gen Z, the current generation of early-stage talent, has a lot to share beyond the work they put in at the office (or hybrid or remote work). Their feedback and examples can also help define what recruiting could look like for future generations of digital-native talent. Technology will lead the way forward for this generation and the next, especially with recruiting. Tools such as Forage can help talent acquisition teams scale their candidate searches and target the best-fit people for open roles.

Forage bridges the gap between education and career success by offering job simulations designed by leading companies. These simulations highlight real-world skills needed for specific roles, giving participants a glimpse into the company and an understanding of daily responsibilities. By incorporating technology such as Forage into early talent recruitment plans, organizations can better prepare the next generation of talent for success in their careers.

Companies are struggling with an expectation gap between what early-stage employees need to know at work and the skills they have when coming into their new roles. Early-stage talent faces their own confusion as they enter the workforce: college courses don’t always offer the practical, hands-on career skills they’re expected to demonstrate in their new roles, and up to 85% of students will switch majors before they graduate, according to an EAB report. It’s difficult for employers to get the most out of their recruiting strategies and programs with so much uncertainty clouding every step for employers finding and developing the best talent.                                    

Here, we answer three of the most commonly asked questions about Gen Z that can guide organizations as they attempt to bridge the great disconnect between college and career for the next generation of talent.

What motivates Gen Z to work hard?                             

Thirty-five percent say they want to further develop their skills.  

“Wanting to perform well for their direct supervisor” is one of the biggest workplace motivators for Gen Z, second only to earning a raise or a bonus and ahead of the desire for advancement, at 44%. Another frequent answer to this question is “wanting to further develop my skills”—35% of respondents listed this as key.

In a recent Business Insider article, Tim Paradis shared his experience participating in a Forage job simulation with BCG, a leading consulting group in the United States. He pointed out that while his two-part brainstorm task (a portion of the simulation) didn’t produce the same results as someone with typical experience at a consulting company, he enjoyed the exercise.

The job simulation provided more value for Tim beyond just a pass/fail assessment of his current skills. Forage also offered the option to share the results of the job simulation with BCG to signal his interest to recruiters, suggested text to add to his résumé about completing the strategy consulting job simulation, and shared tips for using the simulation experience to help answer the question “Why are you interested in this role?”

Job simulations through Forage are a low-risk, entirely free way for students to explore career options that are right for each individual job seeker. Developing skills and learning new things require vulnerability on the part of the learner, and companies can help reduce uncertainty about future career decisions by offering this glimpse into what a day in the life at a consulting company like BCG really looks like.

What are Gen Z’s biggest career goals?           

One-third say they want to advance to senior and leadership positions.

Our results found that most professional Gen Z employees want to stay in those roles and even ascend to the top of the organizational ladder. Gen Z not only wants to make their career dreams happen, but they also believe it will happen. Thirty-six percent believe they will reach a more senior level at their company, and 33% believe they will advance to a leadership position.

The drive to climb the corporate ladder comes with a big caveat: Gen Z is willing to put in the work to get to the top but not at the expense of their work/life balance. The boundaries between being on the clock and off the clock rank as the second most important factor when looking for a job for both Gen Z and non-Gen Z participants, behind only salary. One Gen Z participant wrote, “The work can be challenging, but the culture should support work/life balance to prevent burnout.” Another wrote: “People have a life outside of work and things come up. Being supportive is key.”

How much longer does Gen Z intend to work at their current company?   

Thirty-four percent intend to stay for less than three years.  

Is Gen Z truly a flight risk? It depends on whom you ask. We found that while an equal percentage (9%) of Gen Z and non-Gen Z plan to stay at their current organizations for less than one year, a larger percentage (34%) of Gen Z plans to stay for one to less than three years, and the inverse is true for the five or more years option. Only 28% of Gen Z employees see themselves staying at their organizations for five or more years, compared with 57% of non-Gen Z employees.

Building loyalty with Gen Z employees starts at the cultural level. Gen Z participants in our study were aware of their cohort’s “job hopper” stereotype: One wrote about being perceived as having “no loyalty since we would leave if not treated right.” But as this comment suggests, many Gen Z employees see changing jobs as a necessary step to maintain their own professional satisfaction and mental health. Another shared, “We switch jobs a lot because we can’t stay in one place, but many times it might be due to a toxic workplace or bad manager.”                 

Discover a fresh approach to help Gen Z thrive and grow their skills

Despite some key differences, Gen Z employees desire from the workplace many of the same things that their older peers want. Skills development, flexible work arrangements, authenticity at work, and advancement opportunities are key to retaining employees of all ages.

Bridging the gap for early-stage employees is a tough task. Companies can help prep their best-fit candidates for a successful career path through job simulations, such as the ones offered by Forage. These job simulations are designed to give college students and others who are just starting out in their careers a sense of what they would be doing if they landed a job in an industry such as consulting, manufacturing, or finance. Job simulations are also a great way to explore hands-on skills in coding or laboratory research.

Contact us via our Forage Solutions webpage to learn more about Forage and to learn how job simulations can help connect your organization to a wider network of next-generation talent.

Methodology

Seramount’s Research team held eight one-hour Employee Voice Sessions between September and December 2023, including four sessions specifically designated for Gen Z employees (defined as those born in 1997 or later) and four sessions designated for older, non-Gen Z employees.

Twenty-one companies that were members of Seramount’s Chief Diversity Officer Collaborative participated, from industries including consumer products, education, financial services, health care, media, pharmaceutical, professional services, and science and technology. These employees represent a mix of gender, race/ethnicity, tenure, job level, and other demographics.

The post Gen Z Expectations in the Workplace Reflect Important Trends                                   appeared first on Seramount.

What appears to be happening is that organizations are attempting to return their employees to the office as their CEOs and executive teams are arguing that it is “more productive” or “needed for them to grow.” It also seems that this push to hybrid is more beneficial to companies for investment reasons and to respond to mayors’ requests. On top of this, moving back to a more in-person work model would allow companies to maintain their current processes and strategies on how to manage their workforce, which is more suited to managing an in-person employee. This is signaling that they are perhaps unwilling to rewrite their manuals as suggested by experts or would rather do so on their own terms. Also, companies conduct “performance evaluations” for remote work, they reportedly aren’t complete, for example only considering specific departments or certain pieces of an employee’s lifecycle, but concerningly applying the findings with broad strokes to all aspects of an employee’s potential performance outcomes to determine that some level of in-person work on a consistent basis for employees is “better.” 

However, if we take a step back and take a more academic approach to this issue, what does more than a decade of research on remote work tell us? 

Numerous studies have been conducted to better understand the positive and negative effects of remote work. A meta-analysis by Gajendran and Harrison (2007) found that telecommuting has a positive effect on employee job satisfaction, while Bailey and Kurland (2002) found that teleworkers tend to experience greater autonomy and control over their work. However, some studies have also found negative effects of remote work, such as increased feelings of isolation and difficulty with collaboration (Cramton & Hinds, 2005; Olson-Buchanan & Boswell, 2006). 

While this may seem confusing, this conflict of findings only shows that there are some aspects that thrive in a remote environment, while others might need some additional support or unique solutions. For example, a recent opinion study by Citrix found that the right technology will ensure team cohesion and equalize performance between employees working in a remote or hybrid environment. Another recent survey by Gallup showed that simply switching everyone to a hybrid model can elicit feelings of mistrust between the employee and the organization. A more nuanced, well-researched approach is needed to resolve these issues in each organization. 

The goal of this article is to serve as a more rigorous source/review of research information about remote work. We’ll first look at what current research says about the positives and negatives of remote work, followed by the types of work that have been observed to work well or not so well. Finally, we’ll round it out with what research is indicating will happen to remote work moving forward, as well as some key information on how to use the information presented in this article and involve your employees in the process. 

What the research says: Positives and Negatives of Remote Work 

The foremost advantage of remote work lies in its flexibility as employees can operate from any location, easing commuting concerns and enhancing their overall equilibrium between professional and personal responsibilities. Furthermore, working remotely can result in heightened productivity due to better time management skills that allow them considerable autonomy over scheduling (Allen et al., 2015). It also bears mentioning how this flexible arrangement aids environmental causes by minimizing carbon emissions resulting from commuting (Hammer et al., 2019). 

However, remote work can also have negative effects on employees’ well-being. Research has shown that remote workers may experience increased feelings of isolation and loneliness, which can lead to decreased job satisfaction and productivity (Golden, 2007). Additionally, remote workers may find it difficult to establish boundaries between work and personal life, leading to increased stress and burnout (Bakker et al., 2020). Moreover, remote workers may face difficulties with technological issues and face-to-face communication, which may require a learning curve (Dabbagh, 2019). The good news is that a lot of these negative effects can be remedied with the appropriate technology education, as well as practices such as dedicated meetups or “in days” focused on socialization and team building. 

However, it’s important to keep in mind that remote work isn’t a solution for every employee. The effectiveness of remote work is highly dependent on individual and organizational factors. For example, some individuals may thrive in a remote work environment, while others may struggle with the lack of structure and social interaction. Therefore, organizations must provide adequate resources and support for remote workers, such as technology and communication tools, to ensure their success (Peters et al., 2004). Moreover, remote work requires effective communication, trust, and collaboration among team members, and this can be achieved through regular communication and training (Foss et al., 2011). 

What the research says: Types of work suited for remote work vs work that is not currently suited for remote work 

Investigations have also been carried out on the kinds of tasks that are most appropriate for remote employment arrangements. Furst and colleagues (1999, 2003) determined that certain virtual teams function optimally when engaging in cognitively demanding work, such as research endeavors and development projects; meanwhile, routine activities like inputting data might be able to be done within a conventional office setting or remote setting, with overall productivity heavily dependent on how teams are being measured and evaluated. Furthermore, Golden et. al (2006) found evidence supporting how telecommuting can lessen conflicts between employees’ professional duties with familial obligations—this effect is especially pronounced for those who demonstrate high job involvement. 

The outbreak of COVID-19 resulted in a distinctive circumstance where countless workers were obliged to work from home irrespective of their job tasks or personal inclinations. A relatively new set of published research articles (De Vincenzi et al. 2022, Galanti et al. 2021) revealed that remote work during the pandemic had an adverse impact on employee morale and welfare, underscoring the crucial need for adequate support systems and resources for those working remotely. Some other empirical studies have discovered positive implications associated with remote labor during this crisis period such as amplified job satisfaction levels alongside elevated productivity rates (Gupta et al., 2020; Kalyani et al., 2021). 

A study by Vander Elst et al. (2017) and Yang et al. (2022) found that telecommuting is most beneficial for jobs that involve complex problem-solving, knowledge work, and creativity. On the other hand, jobs that require face-to-face interaction, physical presence, or direct teamwork are less suitable for remote work. 

Stevens and Campion (1994) identified knowledge, skills, and abilities required for effective teamwork, which can help organizations determine which jobs are most suitable for remote work. They found that effective teamwork required individual expertise, knowledge sharing, coordination, communication, and interpersonal skills. Jobs that require frequent interaction, coordination, and communication between team members may not be as effective in a remote work setting. 

Another factor that impacts the effectiveness of remote work is the level of autonomy and control employees have over their work. Moen et al. (2011) found that giving employees greater control over their work schedules and flexibility reduces turnover rates. Similarly, Lam et al. (2020) found that empowering leadership, which involves giving employees autonomy and control over their work, increases employee engagement. 

What the research says: Looking into the future 

With the growing popularity of remote work, there is a pressing need for deeper research to gain full comprehension of its impact on individuals, organizations, and societies. It’s crucial that people and companies thoughtfully assess both positive outcomes as well as negative aspects related to having employees work from afar. Necessary measures must be taken in order to guarantee successful integration such as providing sufficient resources and support for remote staff members and setting up transparent communication processes while promoting sound balance between professional responsibilities and personal lives. 

It is crucial to consider the legal consequences of remote work, including but not limited to possible breaches in wage and hour regulations and workers’ compensation assertions, as well as concerns around safeguarding personal information (Rosenblum & Talmud, 2020). To ensure compliance with relevant laws and directives employers must be vigilant about their policies regarding employees working from home. 

Moreover, remote work has the potential to change the nature of work and employment. Some researchers have predicted that remote work may lead to a shift toward a gig economy, where workers are hired on a project-by-project basis (Katz & Krueger, 2016). This could have significant implications for job security and benefits for workers. 

Conclusion: Read through these sources, but don’t forget to hear from your employees 

Overall, the research on remote work highlights the need for careful consideration and planning when implementing remote work arrangements. While remote work offers several benefits, it also has its drawbacks, and its effectiveness depends on individual and organizational factors. 

The best remote work solution for your company isn’t what others are doing, and it isn’t even what all this research necessarily says; it is what your unique employees need. 

It is crucial that you give your employees an opportunity to communicate to you what they need. Giving them a safe space to communicate what working arrangement will work best for them will keep them engaged, will keep them motivated, and will keep them loyal to your company. This is the strongest course of action you can take—not just on this topic but with any other issue you are currently facing in your organization. 

All the research in the world cannot replace the voices of the current employees who are working diligently in your company. Therefore, conducting anonymous sessions such as those we conduct for our Assess360 partners here at Seramount will equip you with the final pieces of information you need to best serve your employee population. 

If you are interested in learning more about how Assess360 can help you advance your talent strategy by using the voice of your employees as a guide, contact us by emailing hello@seramount.com.  

The post Are Broad Sweeping Hybrid Work Mandates the Right Approach? Here’s What Research Says. appeared first on Seramount.

Key Recommendations

We need to stop calling it “return to work” and instead opt for “return to office.” Your employees have worked hard for your company, have demonstrated their commitment, and have provided deliverables in a timely manner whether operating at home or at the office. Employees or teams whose performance suffered outside the office should not be weaponized as a reason to say “hybrid/remote isn’t working; we need to bring everyone back into the office.” Rather, managers need to reevaluate if that particular individual or team needs more support or in-person time, based on research for that particular type of team or job category.

Implementing return-to-office mandates without sharing the proper data or listening to employees (as we do in our employee voice sessions) is an effort to stiff-arm employees into outdated ways of working or hyper-monitoring practices. Such practices only further generate feelings of distrust between your company and employees.

Companies should address the needs of their shareholders and other interests as well as those of their employees. You need to give employees an opportunity to express their needs, and then work together to build solutions. Interested in learning more about how Seramount can help you strategize based on employee feedback through our Assess360 solution? Contact us.

The post The Current Return-to-Office Mandate Landscape: Risks Abound for Those Who Do Not Prioritize Employee Listening appeared first on Seramount.

Women and other underrepresented groups have been disproportionately affected by tech layoffs, which does not bode well for an industry where these groups were already severely underrepresented. Before the layoffs, Black and Latine Americans held 7 percent and 8 percent of tech jobs, respectively. Some companies began making noticeable progress in representation after 2020.  for example, increased their Black representation from 6.9 percent to 9.4 percent and Latine representation from 5.5 percent to 8 percent in 2022 before the recent leadership changes. Organizations including Apple, Microsoft, and Alphabet pledged tens of millions of dollars to support their DEI commitments, but the layoffs are undoing the strides these organizations have made in recent years, and it will likely take years to recover from these developments.

An estimated 45 percent of people who lost their jobs in layoffs this year were women, despite the fact that they make up a much smaller portion of the industry. A study conducted by Paychex revealed that almost 75 percent of women in tech fear being targeted by layoffs. In 2022, Black and Latine workers accounted for 7.42 percent and 11.49 percent of laid-off tech workers. One reason for this is that companies often take the “last in, first out” approach when determining who is going to be laid off. Although this policy was adopted to encourage “neutrality” during layoffs as a response to age, gender, and ethnicity discrimination lawsuits, it does not consider who is more likely to be the “last in,” i.e., underrepresented employees. After being shut out from tech for years and with companies focusing on diversity recruitment more recently, women and underrepresented groups are statistically more likely to be new hires. This permeates all levels of an organization, from entry level to the C-suite.

These layoffs have drastic implications for the state of diversity and inclusion in tech but also offer an opportunity for other industries such as financial services, health care, and insurance to attract the top tech talent that has evaded them for so long and to strengthen their own DEI efforts in the process. With the right strategy and company culture, organizations can recruit and retain tech talent looking to escape the increasing volatility of their industry.

The job market’s hostility to tech employees is mostly concentrated within that industry—IT is still a fulfilling and lucrative career path in the United States if workers are willing to work technical jobs outside of what has long been their preferred industry. As recently laid-off workers are now given the time to reset and reevaluate what they are looking for in a job, the stability offered by other industries may be a qualification that they never had to consider before. However, stability alone is not going to attract and retain these workers. The tech industry can rebound just as quickly as it collapses.

So, what attracts these workers to the tech industry to begin with, and what can be adopted in your own organization? Here are five key areas to keep in mind as you evaluate how attractive your organization is to these workers:

Hybrid and Remote Work Flexibility

Hybrid workplaces and flexibility were the standard in the tech industry long before the pandemic and will likely continue to be. In order to remain competitive for top tech talent, flexibility is a must-have. When employees are given the opportunity to prioritize getting their tasks done over working a certain number of hours, through flex hours and remote working opportunities, they experience a much higher level of work-life balance and job satisfaction. According to the Harvard Business Review, two-thirds of employees say they want to keep a mix of remote and in-office work, and 46 percent said they would consider leaving a company that stopped offering the flexibility to work remotely, so companies have an incentive to embrace flexibility as they try to attract new employees.

Talent Development and Career Growth

The spirit of innovation and a desire to be on a continuous learning path are main points of attraction for the tech industry. McKinsey research revealed that the lack of professional development is a top reason why employees have left or will leave their employers. This is especially important when it comes to technology, because what’s best-in-class is constantly changing. Employees (and their employers) don’t want to be left behind. Consider building internal development programs, partnering with local technology institutions to ensure your employees are consistently in tune with the progression of the industry and have the skills they will need to be successful. Once employees hit a wall where they feel like they can no longer progress and grow, attrition begins. Eighty-five percent of 2022 Seramount Inclusion Index Companies offer formal one-on-one mentoring, and 66 percent offer formal sponsorship programs. Mentorship and sponsorship are an excellent way to upskill employees across cross-functional lines. Eighty-five percent of 2022 Seramount Inclusion Index Companies offer formal one-on-one mentoring, and 66 percent offer formal sponsorship programs.

Purpose

Increasingly, workers are looking for job opportunities that are more purpose-based than their previous roles. Tech Jobs for Good, a job board that focuses on mission-driven employers, saw a 40 percent increase in new job seeker profiles in May of 2022 and continues to see large growth in new profiles after major layoffs. Purpose is critical when trying to remain competitive for younger tech workers. A February 2023 survey from Carhartt showed that 44 percent of Millennials and Gen-Zers reported that finding a job that aligned with their values was their top challenge in the job market. Furthermore, companies with the most attractive image to young employees have ESG scores 25 percent higher than the global average. Social impact should be a cornerstone of your recruitment and communications strategy. In fact, 96 percent of CEOs on Seramount’s 2022 Inclusion Index communicate support for DEI on their company’s website, and 87 percent communicate support through social media channels. Are your strengths highlighted on your website? Are recruiters equipped to talk about it to potential candidates?

Creative Benefits Packages

It’s no secret that perks and benefits were a main draw to the tech industry. In a moment where big companies are pulling back, the playing field is being leveled for other industries. Companies do not need to add every trendy perk to keep up, but a refresh in your offerings will go a long way toward attracting new employees and retaining current ones. For example, PTO designated for social impact work, professional development funding, pet insurance, and mental health resources are all ways companies can have a positive impact on their employees’ lives. Additionally, helping employees pay down their student loans is becoming a more common benefit among both Fortune 500 and smaller organizations. Consider what your employees want and need and what your organization can afford in order to remain competitive in the benefits space.

Commitment to DEI Progress

Bringing underrepresented tech employees into your workplace requires a strong commitment to DEI. According to Seramount’s From Pledge to Progress report, 85 percent of employees are committed to helping their company fight racism and injustice within the organization. Similar to purpose, DEI is especially important to young employees. A recent study from Quantilope reported that 80 percent of Gen-Zers said it’s important for brands to address diversity, equity, and inclusion. New employees from the tech industry can give new life into Employee Resource Groups and other inclusive programming and initiatives. DEI should be another selling point of your organization during the recruitment process. However, it should remain honest to the culture of your company. If the current state of DEI in your organization isn’t advanced enough to be a highlight of recruitment, be sure to explain what your commitments are and the strides you are making to get there.

Interested in learning more about how the talent experts at Seramount can help your organization’s recruitment and retention strategies? Contact us.

The post 5 Ways to Attract Tech Talent Amid Industry Layoffs appeared first on Seramount.

What programs and initiatives have helped support parent or caregiving employees at your company? Why have they specifically been so successful?

At UBS, we are proud to support our working parents and caregivers by offering access to , supportive employee networks and a substantial gender-neutral parental leave policy. These programs, along with our inclusive culture, help ensure that our working parents can continue to grow and develop to ensure they have successful careers.

In 2016, we developed the Career Comeback Program, an award-winning, direct hire program that provides professionals who have taken a 2+ year career break– and their line managers – with transition coaching, onboarding resources and connection to a global cohort. At UBS, we see a career break or change as a transferable skill that can bring professionals back to the corporate world stronger than ever. Diversity of experience, background, and thought are especially important to us.

Our firm has a number of Employee Networks, which build community, celebrate differences and similarities among members, educate colleagues, create opportunities for collaboration, enhance member visibility across the firm and support career development and internal mobility. Every network is open to all employees and we encourage those who do not identify with a certain community to join a network to learn more and become allies.

The Family Connections Network was originally established to serve as a discussion forum and support group for working parents to increase their retention and advancement by addressing work-life issues. Since its establishment, the network has grown to embrace all family members, including biological, adoptive, foster, stepparents, grandparents, single parents, partners, children, siblings and caretakers.

Our gender-focused network, All Bar None, engages, educates and empowers employees to promote the professional advancement of women at UBS and to champion the firm’s vision, values, and strategies. These networks offer support and allyship to women, caretakers, and parents, and they are an essential part of our DE&I strategy and culture of belonging.

We also offer traditional, virtual and reverse mentoring for employees, as well as sponsorship opportunities. For example, our Asset Management division leverages a virtual mentoring platform, which provides employees with the ability to anonymously voice opinions and seek advice from senior leaders. On this platform, employees can ask about a variety of topics, including navigating the workplace as a working parent. In 2022, we implemented a senior sponsorship program across the firm to support the advancement of diverse talent into senior roles and will be expanding the program throughout the region in 2023. 

The last two years have been far from easy for caregivers. What programs and initiatives have helped retain caregiving employees successfully? Why have they specifically been so successful?

UBS has always been committed to our employees’ health and well-being. Specifically, over the past two years, we’ve expanded existing mental health and well-being benefits and programming to support employees during the pandemic.

To support employees with pandemic-related stress, our Family Connections Network created a series of events called “Thriving in the New Normal.” These events provided a forum for employees to share their experiences and help them navigate resources for caregivers.

To enhance awareness and support for mental health, our Mental Health Network launched the Mental Health Champions program – colleagues who volunteered to attend specialist training delivered by Mental Health First Aid (or a regional equivalent). These individuals are not therapists or counselors, but have been trained to listen, reassure, and respond to help guide UBS employees toward the various pathways that exist in relation to mental health or emotional issues. This could range from a one-off conversation to encouraging and signposting the individual to get appropriate professional help. In addition, UBS partnered with Headspace to provide employees with free access to a premium Headspace account, which offers thousands of hours of meditation and mindfulness content that can help reduce stress, increase happiness and improve sleep. 

During the pandemic, we performed regular “pulse” surveys to understand employees’ perspectives on remote work, stress, communication and other aspects of their work/life balance. The firm offered several resources to promote holistic well-being among employees, including a bespoke eLearning curriculum, physical and mental health initiatives, volunteering opportunities, increased local benefits offerings and financial education. Our health coverage was expanded to include enhanced fertility coverage for women, access to WINFertility and Ovia Health resources, milk storage through Milk Stork for working mothers and transgender support, including surgery coverage.

Back in 2019, we found that 90% of people who took parental leave ended up staying at the firm 12 months after returning from leave. In 2020, we introduced gender-neutral parental leave in the United States. This enables employees of any gender to take up to 20 weeks of paid leave in the year following the birth, adoption, or foster care placement of the employee’s (or domestic partner’s) child. Upon returning to work, employees are provided with flexible working options to ease their transition, and can choose to work three days a week (at full pay) for the first two weeks before resuming their full work week schedule.

Why is it so important to support caregiving employees within your company, especially as we look toward a post-COVID world?

At UBS, we understand that a healthy work/life balance is critical to our employees’ overall well-being and job satisfaction, and ultimately impacts their productivity. That’s why we work hard to ensure our employees—whatever their needs—are supported throughout the employee lifecycle. Our employee benefits, award-winning programs, and desire to further evolve into a more agile organization through flexible working enable us to do just that.

We empower our line managers and employees to work together to find the best flexible working solution for each team member and the broader team. This could include job sharing, which allows employees to work part-time for a role that requires full-time coverage by sharing the role with another employee.

Hybrid working opportunities are also available in many of our work locations, and 35,000 employees (and counting) have visited our “Ways of Working” page for tips and virtual sessions to help us all stay healthy and connected while working from home.

We know that working parents come from different backgrounds and as the needs of our employees evolve in a post-COVID world, so should our support, resources and programming.

What values are your organization founded on that help to create a more inclusive, equitable workplace for all?

At UBS, we have a defined purpose: “Reimagining the power of investing. Connecting people for a better world.” We know that by doing what we do best—offering insight and advice to inspire, connect, and empower people—we’re creating better outcomes, not only for today but for generations to come.

We firmly believe that diversity, equity, and inclusion are fundamental to achieving our purpose. To reimagine the power of investing, we need to dismantle outdated assumptions about what it means to be an investor. To connect people for a better world, we need to foster the growth and success of those whose experiences and backgrounds accurately reflect the world around us. To succeed, we need to enable UBS to deliver the greatest possible impact for our stakeholders.

How has your company as a whole improved by helping parents and caregiving employees progress from within?

When we create an inclusive culture where everyone feels like they belong people feel empowered to do their best work and deliver for their clients. When all employees succeed, including parents and caregivers, our firm succeeds. There is no greater testament to the power of inclusion than the success of our leaders who are working parents.

For the past 14 years that UBS has been named one of the 100 Best Companies for Working Parents, we have been honored to nominate a “UBS Working Parent of the Year” – an exemplary working parent who not only excels and contributes as a leader in their respective team, but also balances family life. Honorees could be working parents who are great mentors, have made significant contributions to their community or company, or have overcome personal or professional obstacles.

We’re proud to announce that this year, Dawn Whitacre (pictured above), Branch Manager of UBS’s Dayton Office and Co-chair for the Ohio Indy Chapter of our women’s network, All Bar None, has been named as UBS’s “Working Parent of the Year” for 2022.

“I am proud to work for a company that puts family and working parents as a top priority,” said Dawn. “The generous benefits UBS offers, including flexible work arrangements, give working parents the opportunity to balance work and family. In addition, our Family Connections Network has been a great support system that helps working parents navigate the joys and challenges of parenthood. The supportive culture at UBS makes me, as a working mother, feel truly valued!”

Dawn is among the many working parents at the firm who contribute to our culture and deliver for our clients, communities, and society.

What are some future initiatives that you are planning in order to ensure the workplace remains an inclusive environment for parents and caregiving employees?

In the United States, UBS offers a variety of benefits and resources to support families and we continue to look for ways to grow and enhance our offerings. As part of our 2023 benefits, we are expanding our adoption and surrogacy reimbursement benefit to include expenses related to any unsuccessful adoption and surrogacy attempts.

We will be offering a new service from Milk Stork to help parents identify the right breast pump for them and receive assistance with ordering and its assembly once received.

Employees and their family members can now also access support from Ovia Health, spanning the full spectrum of women’s and family health, including menopausal support.

In the future, we will continue to review and enhance our offerings for working parents across the globe based on employee feedback from our annual employee survey, as well as from industry best practices and research.

The post How UBS Is Supporting Parents and Caregivers appeared first on Seramount.

As employers across the United States are experiencing labor shortages due to the Great Resignation and older employees retiring from the workforce, Gen-Z is becoming critical in filling in the gaps. Zoomers, known for being digital natives, diverse, and highly educated, are entering the workforce with their own unique expectations of their employers.

Recent research from LinkedIn is showing that if these expectations aren’t met, Gen-Zers have no issue with quitting their jobs in search of better work. Gen-Z is changing jobs at a rate 134 percent higher than in 2019, which is significantly higher than millennials, who are switching jobs only at a rate of 24 percent higher, and baby boomers, who are actually switching jobs at a slower rate than in 2019. Gen-Zers are not planning on slowing down their job-hopping either. About 25 percent of Gen-Zers say they hope or plan to leave their jobs within the next six months, and 75 percent of Gen-Zers are willing to switch their career paths entirely and look for jobs in new industries. While these numbers may be attributed to Gen-Z being early in their careers and the overall culture of employees of all ages being more willing to leave their jobs, there are takeaways about the way Gen-Z navigates the workplace and possible implications for the future.

Implications for DEI

In only eight years, Gen-Z is set to make up a third of the workforce, so it’s critical that companies implement cultural changes that will help them be successful in the war for talent. With Gen-Z’s willingness to change not only their jobs but entire career paths, it will be a challenge for employers to retain all young employees—but especially underrepresented ones. Organizations have started developing internal talent pipelines with underrepresented employees to help advance representation and inclusion at senior levels as a best practice for Diversity, Equity, and Inclusion (DEI). If companies become a revolving door for talent, it is going to be nearly impossible to maintain a pipeline. Employers already have a hard enough time retaining their underrepresented employees, and it’s going to become a bigger issue if this new generation is more willing to leave a job than any generation before them.

“The current research about Gen-Z’s behavior in the workforce is solidifying what we have known to be true for some time now. The relationship between employees and employers has significantly changed from when our parents (and now grandparents) were working,” noted Megan Pierouchakos, Senior Director of Diversity Best Practices at Seramount. “No longer are companies offering pensions rewarding long tenures, nor are workers expecting to spend their entire career working in one company, let alone profession.” With the projection that by 2027 86.5 million people (approximately 50 percent of the US workforce) will be freelancers or contractors (Gen-Z represents nearly half of that population), companies will need to continue to be innovative in how they meet talent where it is, as well as provide opportunities for re-skilling. Companies should ask themselves: What is our value proposition? How do we attract all demographics to our organization in authentic ways? Do we offer hybrid, remote, and technologically savvy ways for employees to interact and add value? Is our culture inclusive on all fronts: in person, hybrid, and remote? “Adopting these best practices for next-gen talent is often a windfall for existing employees within organizations. Seramount’s Assess360 tool can help organizations get ahead of the curve so that they are ready to welcome more Gen-Z employees as they continue to enter into the labor market,” added Pierouchakos.

Here are four things new recruits want from their companies:

1. Diversity, Equity, and Inclusion and Value-Driven Companies

Gen-Z is the most racially and ethnically diverse generation in US history, so an emphasis on DEI is an absolute must. A reported 80 percent of Gen-Zers think it is important for brands to address DEI, and 53 percent want to see increased diversity in senior leadership of corporations. Furthermore, Gen-Z’s expectations in the workplace are values-driven and aligned with their personal morals. Fifty-four percent of Gen-Zers would refuse to work for a company that did not share their values. Seramount’s most recent Insights Paper, “ESG and DEI: The New Indicator of Employee, Stakeholder Satisfaction,” provides detailed analysis on why and how companies should develop strong social responsibility policies and practices.

2. Flexibility

Many Gen-Z employees started their careers during the COVID-19 pandemic, working from home. At this point, younger employees have seen what companies are able to do, so it is not likely that Gen-Z is going to want to give up flexibility. The job search company Handshake, which connects college students with potential employers, reported that while only 7 percent of all full-time jobs posted through their app were remote, they generated 17 percent of all applications. The company also found that “remote” was the top keyword search in 2021, with the runner-up keyword searched only half as many times.

3. Fair Wages

A reported 81 percent of Gen-Z adults considered money to be their biggest stressor, according to the American Psychological Association. As a result of the pandemic, younger employees have been pushed further into financial insecurity, since many were working in high-risk service sector industries that were shut down. Gen-Z was the  generation hardest hit by job losses in 2020, losing about 11 percent of their jobs, which was almost twice the national average. This is critical when thinking about the cost of education. Gen-Z is attending college at higher rates than any other generation, but with that comes student loan debt. Three out of four Gen-Zers will have to pay for student loans, with most owing between $25,000 and $50,000. Consider financial benefits your company should implement or expand, such as tuition reimbursement or student loan assistance, which can ease the financial burden on young employees.

4. Employee Well-Being

More than ever, there is a business imperative for employers to ensure the mental health and well-being of their employees. This includes attracting young talent. Forty-six percent of Gen-Z employees say their mental well-being worsened during the pandemic, and 46 percent of Gen-Zers feel anxious or stressed all of the time but are hesitant to vocalize these issues in their workplaces. Young employees are much more willing to stay at a job where they feel their employers care about them. Eighty-six percent of employees aged 18 to 29 agreed they would be more likely to stay at a company that provides high-quality resources for them to care for their mental health.

As more Zoomers enter the workforce, it is critical that companies examine their culture and benefit offerings to meet their needs. Creating a workplace for the next generation will not only help attract and retain future workers but also foster DEI and social impact both within and outside of the organization.

Interested in assessing your company culture?

Seramount’s Assess360 solution and Employee Voice Sessions combine the power of focus groups, quantitative surveys, and interview methodologies in a highly engaging, safe, anonymous, and solutions-oriented forum. Click here to learn more.

Interested in engaging right-fit Gen Z candidates?

Forage job simulations can help your company target the best-fit talent and streamline your recruiting cycles. Visit our Forage Solutions webpage to see how job simulations can help connect your organization to a wider network of next-generation talent.

The post 4 Things Gen-Z Wants from Their Employers appeared first on Seramount.