Workplace Wellbeing: Real Human Perspectives Behind the Data
The following contribution comes from the Indeed portal, which defines itself as follows: Indeed is the world’s number 1 job platform[1] and a global leader in job search and recruitment, with a presence in more than 60 countries. More people find jobs on Indeed than anywhere else because we prioritize job seekers: we offer powerful tools to search for jobs, post resumes, research companies, and much more.
Powered by AI and an extensive proprietary database of jobs and recruitment, Indeed is transforming the way people and employers connect. Every day, we help tens of millions of job seekers discover new opportunities and empower millions of employers to find the right talent through innovative AI-powered solutions that simplify and accelerate the hiring process. Indeed is a subsidiary of Recruit Holdings, a global leader in HR technology and enterprise solutions that simplifies recruitment and transforms the world of work.
The article is by Taylor Haynes, a freelance writer passionate about supporting job seekers and employees in their career journeys. With a background in journalism and political science, she has a particular interest in current events, technology, and policies impacting the modern workforce.
What does it mean to thrive at work?
Indeed’s 2025 Workplace Wellbeing Report revealed that workers seek purpose, support, and the opportunity to thrive.
Of course, this is unique to each individual.
But the report also revealed that, regardless of the definition, only 26% of employees report thriving.
Many cited low morale, high stress, and low job satisfaction. This can have serious consequences not only for individual workers but for the entire organization. Employees with lower workplace wellbeing are almost seven times more likely to experience stress at work.
Productivity and retention decline, while stress increases the risk of injury and illness.
Sean Holloway, a software engineer, experienced firsthand the serious physical impact of stress.
“In one of my roles, I had a lot of hard deadlines that kept me up all night,” Holloway says. “I noticed a spot in my vision. It turned out to be central serous retinopathy from accumulated stress.”
This condition can lead to permanent vision loss if left untreated, and Holloway describes her diagnosis as a “breaking point.” She quit to focus on her health and now works for a tech company with a better work-life balance, thanks in large part to having a manager who supports their direct reports.
“He’s established a culture,” Holloway says, “that if someone messages you on the weekend, we’ll respond and say, ‘You shouldn’t be online right now.’ The same goes if someone’s on vacation.”
Not all companies or managers prioritize well-being, especially in this era of “hardcore work culture.”
This approach prioritizes performance above all else and is often characterized by long hours, constant availability, little flexibility, and strict metrics. Silicon Valley made headlines recently when companies adopted the «9-9-6» model, a shortened version of the 9:00 a.m. to 9:00 p.m. workweek, six days a week. Popularized in China, it reflects a «work-hard culture» that values long hours.
«The work-life balance isn’t a concern for bosses these days,» Jeffrey Sonnenfeld, a Yale management professor, told Business Insider. «It’s not the time to talk about what makes your comforts so different from everyone else’s, or that the company should somehow adapt to your needs.»
Some employees might accept such intensity. But others don’t and lack the leverage to speak up or fight back.
«When an industry shrinks, the first thing to go is formality,» says Holloway. «There’s pressure to do more with the same resources, especially among employees who don’t really have a choice.»
Well-being is no longer a «good» thing.
Despite rigid work cultures and the 996 trend, Indeed’s report shows that supporting employees’ mental and physical health is not just a perk, but a business metric linked to performance. People with high levels of well-being achieve their work goals 1.5 times more often than those with low levels. And nearly half of workers, particularly millennials and Gen Z, say their expectations for workplace well-being have increased since last year.
Having a life outside the office.
Matthew Vaughn, a project analyst at a wealth management firm, believes that thriving at work starts with being seen as someone with a life outside the office.
«I’ve had managers who were interested in me as a person, and I really felt supported,» Vaughn says. «That kind of support inspired me to go further. On the other hand, I’ve also had managers who treated me like a machine, where the only thing that mattered was the outcome.» I was frustrated and stuck in a «come in, go out» mentality while looking for another job.
Workplace well-being also influences career choice.
Indeed found that 97% of job seekers want to see data on well-being when evaluating companies and often look for clues in interviews, such as mentions of work-life balance or signs that teams provide genuine support.
For Zac Zamora, a recent PhD graduate seeking a postdoctoral position in biotechnology or research, those clues are often missing. «When I think about my field, I generally feel that well-being isn’t a priority,» he says. «It often seems like scientists are constantly being asked to sacrifice themselves for the greater good.»
That expectation of putting job responsibilities or the greater good before work-life balance isn’t unique to research.
Mackenzie Nichols, a psychologist at a public high school, describes similar pressures in education,
where excessive workloads and understaffed teams strain well-being across the field.
«I’m often told, ‘What’s your why? Reconnect with your why,'» Nichols says. «Sometimes, having a strong purpose is seen as a substitute for genuine job satisfaction. People need to be motivated by something bigger than themselves to accept the extreme demands of the workload.»
Some of that pressure, she admits, comes from herself. «Putting myself through a lot and having a heavy workload has caused me a lot of stress,» she says. «I think about work outside of work. I’m obsessed with my job. Sometimes, it affects my ability to socialize or keep up with household chores.»
However, camaraderie has been a lifeline. «There’s definitely a ‘We’re all in this together’ mentality. If I’m overworked, at least I know others are in the same boat.»
Rethinking What Drives Performance
The irony of rigid work cultures is that they often undermine the very outcomes they are designed to maximize.
“It might boost productivity in the short term, but it almost always leads to burnout, frustration, and lower satisfaction,” says Vaughn, the project analyst. “In the long run, that hurts both employees and the company.” In fact, the data shows something different: In an Oxford analysis, a simulated portfolio of the top 100 publicly traded companies with high workplace well-being scores outperformed stock market benchmarks. Furthermore, the World Economic Forum’s Thriving Workplaces report notes that investing in employee well-being could boost the global economy by $11.7 trillion.
In other words, workplaces that prioritize well-being benefit employees, organizations, and entire economies.
Real people share this sentiment in their daily lives. For Holloway, the software engineer, a sticky note on his monitor reads, “It can wait until tomorrow.” She has learned to question the urgency of deadlines, asking her team, “What if we miss this deadline?” Often, she says, the answer isn’t as dire as people assume.
For Nichols, the school psychologist, the lesson has been about control. “Worry about what you can control,” she says. “Just focus on the direct impact, like, ‘Supporting students today will motivate and inspire me.’”
These reflections underscore a common truth across all sectors: the path to sustainable success isn’t about constant effort, but about balance, trust, and purpose.
Employees thrive when their work motivates them, they feel part of something meaningful, and they know their well-being is as important as their performance. The data shows this. And the human stories behind it remind us that the future of work must be built on more than just performance metrics.
Report: What Workers Want to Thrive
The following contribution comes from the Talent Solutions portal, which defines itself as follows: About Talent Solutions
Your talent lifecycle is at the heart of your business, and Talent Solutions offers you the expertise you need to keep up with constantly evolving markets: flexibility and agility in hiring, transitions, and talent retention.
Authorship by the team.
People don’t just want to survive, they want to thrive, and as we’ve seen with the Great Quit, they’re willing to vote with their feet. Workers demand more: more choices, more flexibility, more autonomy, more well-being.
What does it mean to thrive at work?
According to today’s workforce, it means empowering themselves to grow, cultivating mental and physical health, finding meaning and purpose in their work, and defining their own success.
Here are 5 key findings for surviving and thriving at work:
- Expanding the Flexibility Frontier
Employees across all sectors and levels demand more choices and autonomy over when they work; Being able to choose the start and end times of their workday and selecting shifts that best suit their needs.
FLEXIBILITY DRIVES BUSINESS SUCCESS: Organizations that offer flexibility regarding when, where, and how much their employees work define 55% of their workforce as high performers, compared to only 36% in organizations with a standard 40-hour workweek.
FLEXIBILITY IS SOUGHT BY MANY, NOT JUST A FEW: 60% of the workforce has worked in person for the past two years, while many knowledge workers have experimented with remote and hybrid models. Fairness, equity, and inclusion are increasingly important to business leaders. To avoid further polarization of an already polarized workforce, we need to explore flexible opportunities for everyone, such as the ability to choose shifts, preferred equipment, and work schedules.
IT’S TIME TO SHIFT TO A HUMAN-CENTERED WORKFORCE: Abandoning past workplace-centric models will increasingly determine business success. Incorporating flexibility, empathy, and collaboration will improve the employee experience and boost productivity.
EMPLOYERS MUST MEASURE PERFORMANCE BY OUTPUT, NOT HOURS. Presenteeism is not synonymous with business success. Setting clear performance goals, offering professional development opportunities, and establishing a supportive work culture will yield greater benefits.
- Rewriting the Rules of Leadership
Employees’ expectations of what they want from their jobs and lives have changed dramatically. This is transforming the relationship between employees and business leaders. People demand meaningful and purposeful work while questioning conventional workplace norms. Companies with a defined purpose and open to supporting employee needs, fostering individuality at work, will lead the way.
What do employees expect from their leaders?
To ensure that work is positive for their employees, leaders must offer more: flexibility; autonomy; support for physical and mental well-being; trust; coaching and development.
Trust and Support: Leadership Begins at the Center for a Thriving Workforce
Success in addressing the needs of workers will be closely linked to managers. Formerly known as the «frozen middle,» managers are the glue that holds an organization together.
The role of the middle manager has been tested to the limit over the past two years, requiring empathy, well-being support, and coaching, often remotely and during times of stress and uncertainty.
Forced to adopt new working models at a breakneck pace,
managers were expected to maintain productivity while overseeing (virtual) attendance and delivering business results.
- Thrive: How to Do It
Both men and women experienced challenges during the pandemic, but they were markedly different, and their specific demands on employers continue to evolve.
A thriving workforce is a diverse workforce.
Women represent 39% of the global workforce and now make up the majority of graduates. However, they are still unable to reach their full potential, as less than a third of managerial and leadership positions are held by women.
Since February 2020, in the US alone, nearly 1.1 million women have left the workforce, demonstrating the pandemic’s impact on women’s working lives, as women also report higher levels of burnout than men. Gender diversity has a strong business rationale. Gender-diverse teams generate higher revenues, offer better opportunities to a broader talent pool, and outperform their less diverse counterparts by 25%. Companies with more women in leadership positions also achieve better results.
For organizations to succeed in a time of labor shortages, employers must commit to closing the gender representation gap at all levels. By offering both men and women the flexibility they need to thrive, employers will have access to the greatest number of options for finding and retaining top talent.
- Building a Family Future
After juggling work, studies, and family life over the past two years, many have reassessed their lives and priorities and are demanding a change. In recent months, parents have left their jobs in greater numbers than non-parents.
Caring Parents
Flexibility is the top demand from parents, and choosing when to start and finish work is a key factor, but parents want more. In the wake of the pandemic, many are more aware of the importance of work-life balance, well-being, acceptance, and belonging, as well as the need for employer support for mental and physical health.
Parents are requesting employer support to better balance work and family life so they can thrive. It’s no longer just about hiring the right person; employers must address what workers want for themselves and their families. A thriving workforce means providing parents with the support they need to navigate uncertain times with less stress. Creating solutions that foster sustainable employment and empower parents requires strong leadership, innovative thinking, and close collaboration with them.
- Combat burnout and build mental health
The crisis has placed mental health high on public and corporate agendas, and workers now expect employers to support their mental well-being and provide opportunities to build mental health. The focus is on prevention, not cure.
Helping workers thrive
People don’t just want to survive; they want to thrive, and as we saw with the Great Quit, they are willing to vote with their feet. Workers are demanding more: more choice, more flexibility, more autonomy, more well-being.
The legacy of workers’ needs and the changing dynamics of the workplace will endure beyond the pandemic recovery. Employers who are willing to pause, listen, and act to attract, nurture, and retain top talent will succeed in the most competitive job market in living memory.
Indeed: Employees can thrive, but 23% don’t reach their full potential due to poor well-being.
The following contribution comes from the Unleash portal, which describes itself as follows: UNLEASH is a global digital media and events company that delivers the latest news, analysis, and market trends for leaders in HR, technology, training, and recruitment.
Since 2011, UNLEASH has served as a driver of strategic transformation for HR, designed to inspire, connect, and empower HR leaders worldwide to thrive in the changing world of work.
UNLEASH Conferences & Exhibitions, formerly known as HR Tech Europe and HR Tech World, are market-leading international HR events organized by UNLEASH Holding Ltd. The company is a global leader in event management, business journalism, and publishing, with a strong focus on creating comprehensive business reports, prestigious awards, and dynamic professional communities.
The article is authored by Lucy Buchholz, a senior journalist at UNLEASH. She is a Senior Journalist at UNLEASH. She is an experienced business journalist.
A new Indeed study highlights the three key factors for employee well-being. And no, neither flexible work nor higher salaries are on the list!
Employees aren’t «thriving» at work, but they have the potential to, according to new data from Indeed’s 2025 Report: How Workplace Well-being Drives Performance.
But is well-being at work the key to driving success for both employees and the company?
With data showing that work is one of the top stressors for employees, UNLEASH spoke with Matt Burney, Senior Strategic Advisor at Indeed, to get insider insights on how HR can improve employee well-being.
Employees have an optimistic view of the work environment. Nearly all (94%) of candidates in Indeed’s new well-being report say they believe employees can consistently be happy at work.
That said, employees also believe that a job can offer more than just a paycheck (87%), and nearly 9 out of 10 (89%) expect their employer to care about how they feel.
Employee well-being expectations are also higher than they were 12 months ago (49%), with Generation Z setting the highest expectations (66%), followed by Millennials (53%), Generation X (40%), and Baby Boomers (28%).
To better understand the state of well-being in the workplace, UNLEASH spoke exclusively with Matt Burney, Senior Strategic Advisor at Indeed.
The three factors driving workplace stress: Workplace well-being remains a top priority for employees. Data shows that work (52%) is the leading stressor, followed by economic and political changes (36%), family (31%), health and safety (29%), and relationship stress (17%).
In fact, job satisfaction can directly affect your mood at home, as 87% say it affects their mood outside of working hours.
As a result, 46% report lower energy levels, 45% have trouble sleeping, 44% have physical health problems, and 40% have noticed a decline in their mental health.
Consequently, employees are not thriving at work. In fact, on average, only 23% are, meaning that 77% are not living up to expectations.
Globally, this pattern is similar across different countries, with Canada (20%) having the lowest satisfaction rate, followed by Germany (21%), the UK (23%), Australia (25%), France (25%), the US (26%), and the Netherlands (35%).
“The results show a clear disconnect between what people believe is possible at work and how they actually feel on a daily basis,” Burney told UNLEASH.
Most employees still consider happiness at work to be attainable, but very few actually experience it. This gap is significant because when well-being declines, stress and employee turnover increase, and productivity and a sense of purpose decrease.
Furthermore, the report highlights three key areas that drive well-being:
– Feeling motivated by work
– Sense of belonging
– Achieving work goals. These three aspects represent a clear barrier to achieving workplace well-being, as almost half of those surveyed reported feeling unmotivated, lacking a sense of belonging, and lacking trust in their colleagues.
Burney adds: “The good news is that well-being can be measured, and taking action on the three main factors—energy, belonging, and achievement—makes a real difference.”
The challenge now is for leaders to transform well-being from something they talk about into something they actively incorporate into how their teams work.
The positive impact of a workplace with a thriving well-being culture not only improves individual employee performance but can also be used to attract new talent, as 95% of candidates look for well-being metrics.
In fact, every More and more job seekers are using Glassdoor or Indeed (48%), former employers (42%), company websites (42%), LinkedIn (35%), social media (32%), or apps (5%) to better understand the wellness culture of their prospective employers.
While workplace wellness is largely the responsibility of the individual (36%), the company they work for also plays a crucial role (64%).
Generally speaking, this responsibility falls on direct managers (23%), executives (15%), HR (13%), and the CEO (10%).
Given that two-thirds of the responsibility lies with employers, what is your organization doing to promote wellness?
Global Talent Barometer: Workers are more confident than ever, but job satisfaction lags behind as companies struggle to meet employee ambitions
The following contribution comes from the ManpowerGroup portal, which describes itself as follows: As a global expert on labor market trends and employment, ManpowerGroup is frequently consulted by national and international media for its expert perspective on the forces transforming the world of work. Below are some recent examples of articles and interviews that present ManpowerGroup’s unique perspective.
Authorship by the team.
Workers believe in themselves, but not in their employers: Trust reaches 76%, while job security falls to 65%
Workers around the world are more skilled and confident than ever, but that confidence is not translating into job satisfaction or loyalty.
According to the ManpowerGroup Global Talent Barometer 2025, Volume 1, 89% of workers are confident in their skills and experience to perform their jobs, but only 62% are satisfied with their positions. Even more revealing: a third say they don’t have enough opportunities to achieve their career goals at their current employer.
This widening gap reflects the fact that workers are rapidly developing new skills, including in emerging areas like artificial intelligence (AI), while many employers struggle to keep up.
A new ManpowerGroup study on AI in the workplace shows that 81% of technology leaders say their companies are still in the testing or pilot phases of AI adoption, and only 10% have fully integrated it into their operations. This disconnect leaves many workers feeling underutilized, undervalued, and unsupported.
Becky Frankiewicz, President and Chief Strategy Officer of ManpowerGroup.
«The advancement of AI means that all businesses are transforming to survive and thrive. But digital transformation is as much about people as it is about technology,» says Becky Frankiewicz, President and Chief Strategy Officer of ManpowerGroup. “The future of work isn’t about control, it’s about collaboration. When companies invest in people, people invest in return. And right now, people want more: more balance, more flexibility, more humanity, and, most importantly, more development.”
Workforce Overview: Trust Rises, But So Does Stress
The Barometer, now at 68% overall, up one point from 67% last year, reflects responses from more than 13,700 workers in 19 countries. The results reveal a constantly evolving global workforce:
82% say their work is meaningful (up 2% from 2024).
Overall trust rose to 76% (up 2 percentage points).
Job satisfaction fell to 62% (down 1 point), highlighting the widening gap between workers’ skills and their work experience.
Only 65% feel secure in their jobs over the next six months (6 percentage points lower than the 71%).
49% report moderate to high daily stress, with middle managers reporting the highest levels (82%), followed by Generation Z (56%).
Three critical challenges employers cannot ignore:
- The connection between stress and retention.
Even though 82% of workers find meaning in their jobs, 49% report daily stress, a figure that continues to rise. Generation Z continues to experience the highest levels of daily stress (56%), despite feeling more supported, while middle managers remain the most stressed group, at 82%. On the other hand, essential workers report the lowest alignment of values, increasing the pressure on frontline positions.
This disconnect helps explain why secure workers are leaving. Meaningful work can’t compensate for burnout, especially when growth is limited and support is scarce.
- Stuck in the Middle
Middle managers face widespread pressure. While 34% fear losing their jobs in the next six months due to restructuring or AI disruption, nearly eight in ten (77%) cite economic instability, restructuring, and AI as their top career concerns. At the same time, more workers now trust leadership (+4% since 2024), creating tension for those responsible for developing others while grappling with their own uncertainty.
Millennials experienced the largest drop in satisfaction (11% year-over-year),
with women in this group reporting the lowest levels overall. On the other hand, those who require full in-person attendance without flexibility are less likely to leave their jobs (63%) than those who work remotely (43%), even though in-person employees report lower well-being (63% on the Well-being Index versus 72% in the hybrid model) and higher stress. This suggests that employees with inflexible agreements feel trapped in unsatisfying roles, while remote workers, despite higher satisfaction, take advantage of their flexibility to leave their positions.
- Development as a Currency of Trust
The data shows a clear correlation between investment in development and retention. Workers who report professional development opportunities show 77% trust (4 percentage points higher than in 2024), while those with clear career paths report 62% satisfaction (5 percentage points higher). Hybrid workers lead in all trust indicators. Even so, the quality of development is important. While roughly a third of employers acknowledge that AI cannot replace human-centric skills, such as ethical judgment (33%), customer service (31%), and team management (30%), many are struggling to provide the AI training that workers currently expect.
In short: Invest in people or pay the price.
With employee turnover currently costing an average of $18,591 per employee and only 55% satisfied and unlikely to leave voluntarily, the gap between trust and satisfaction is more than a moral issue—it’s a business imperative. Companies that don’t invest in their people risk losing them to competitors who do.
To explore the full findings of the 2025 Global Talent Barometer, Volume 1, including regional and national insights and industry breakdowns, visit manpowergroup.com/en/insights/talent-barometer
ABOUT THE GLOBAL TALENT BAROMETER
The ManpowerGroup Global Talent Barometer measures the well-being, job satisfaction, and confidence of workers worldwide. This comprehensive tool leverages best practices from independent surveys and statistically significant samples to create an effective instrument for better understanding the needs of workers globally. The research aims to improve the future of work by gaining a deeper understanding of the key factors influencing current job perceptions.
METHODOLOGY
Survey responses were collected from 13,771 workers in 19 countries between March 14 and April 11, 2025. All data are weighted to match each country’s working population by gender, age, and region, and all countries are weighted equally.
COUNTRIES SURVEYED
Australia, Canada, France, Germany, India, Israel, Italy, Japan, Malaysia, Mexico, Netherlands, Norway, Poland, Singapore, Spain, Sweden, Switzerland, United Kingdom (UK), and United States (USA).
ABOUT MANPOWERGROUP
ManpowerGroup® (NYSE: MAN), the world’s leading workforce solutions company, helps organizations transform in a constantly changing world of work by finding, assessing, developing, and managing the talent that enables them to succeed. We develop innovative solutions for hundreds of thousands of organizations each year, delivering skilled talent and finding meaningful, sustainable employment for millions of people across a wide range of industries and skill sets. Our expert family of brands—Manpower, Experis, and Talent Solutions—delivers significantly greater value for candidates and customers in more than 70 countries and territories, and has done so for over 75 years. We are consistently recognized for our diversity: as the best place to work for women, inclusion, equality, and disability, and in 2025, ManpowerGroup was named one of the World’s Most Ethical Companies for the sixteenth time. This confirms our position as the preferred brand for the most sought-after talent.
FORWARD-LOOKING STATEMENTS
This report contains forward-looking statements, including statements regarding labor demand in certain regions, countries, and industries, economic uncertainty, and the use and impact of AI. Actual events or results may differ materially from those contained in the forward-looking statements due to risks, uncertainties, and assumptions. These factors include those found in the Company’s reports filed with the U.S. Securities and Exchange Commission (SEC), including the information under the heading “Risk Factors” in its Annual Report on Form 10-K for the year ended December 31, 2024, which is incorporated herein by reference. ManpowerGroup assumes no obligation to update forward-looking or other statements contained in this release, except as required by law.
Living a fulfilling work life requires more than meeting basic needs. It requires flexibility and growth.
The following contribution comes from the O.C. Tanner portal, which defines itself as follows: We develop strategic employee recognition and reward solutions that help people achieve and value great work.
Author: Team.
Perspective: Bridging the gap between employee needs and organizational offerings creates tremendous possibilities for everyone involved.
According to our research this year, when employers focus on meeting needs such as adequate compensation and robust healthcare, they open the door for people to thrive through growth and development, work flexibility, and a greater sense of purpose.
At the same time, greater investments in employee well-being unlock significant untapped potential for organizations, including increased productivity, innovation, and loyalty.
If we can look beyond employment as a business transaction and adopt a broader, more human-centered perspective, we will achieve far greater mutual success.
The likelihood of employees thriving at work increases 68-fold when organizations prioritize flexibility, skills development, and professional growth.
Introduction
According to a recent Gallup poll, only half (52%) of people in the U.S. consider themselves prosperous in life.
And, according to our global research, other nationalities feel similarly. This decline from previous years is due, at least in part, to increased daily stress and worry, along with a sense of discouragement regarding personal finances.
Given the significant role work plays in most of our lives (and the amount of time and energy it consumes), it’s easy to see how work pressures spill over into our personal lives and prevent us from thriving. This is especially true for frontline and offline workers, who often feel disconnected from their organizational cultures.² Conversely, cultures that foster connection, support, security, and belonging can help us feel successful in our lives.
So, what does it mean to thrive at work? It’s characterized by a sense of fulfillment and security about the future. Thrive occurs when employees have their basic needs met (adequate salary, health benefits, etc.) and can enjoy opportunities for growth, flexibility, and recognition.
When employees feel they are thriving at work, the likelihood of achieving several important outcomes improves significantly:
Retention (6x)
Promotion within the organization (7x)
Excellent work (8x)
Overall satisfaction with the employee experience (14x)
Unfortunately, simply having a long list of Total Rewards offers doesn’t help people thrive. Organizations must evolve their approach to these offerings, and the most effective strategies clearly convey to employees that they are understood, cared for, and valued.
Our research reveals that employees with Total Rewards programs that convey long-term security are five times more likely to feel they are thriving at work. That said, organizations have much progress to make, as while employees consistently prioritize offerings like professional development, only 20% of global companies have the infrastructure to develop skills or chart career paths.
And even organizations that offer development opportunities should take a closer look at their motives. Offers and efforts to help employees thrive are most effective when they are people-centered and purpose-driven. For example, the likelihood of above-average prosperity is eight times higher when employees feel their Total Rewards package meets their needs (rather than their employer’s). Make no mistake, employees know when their organization truly cares about them.
“Companies have been in an arms race to offer the best benefits. But once basic needs are met, people are motivated more by feelings than by material features. Today, employees want to be treated as people, not just as workers. When HR leaders succeed in generating these emotions in employees, both the organizations and the people who make them up benefit.”
—Carolina Valencia, Vice President and Team Manager, Gartner
The Three Key Elements to Thrive
According to our research, once basic needs are met, three key elements increase an employee’s sense of prosperity in the workplace: flexibility, skills development, and professional development.
Three Components of the Prosperity Index: Career Development, Skills Development, and Flexibility
Figure 4. Prosperity Index
The three components of a prosperity mindset in the workplace.
These three factors convey that the organization invests in employees and their long-term well-being. And, as the table below shows, when they are part of a Total Rewards strategy, each of these levers improves the likelihood of belonging, satisfaction, and job prosperity.
Chart showing the increased likelihood of positive outcomes with the three key elements:
“When I think about thriving at work, I also think about the future. I enjoy my current role, I do a good job, but do I have a career path with this company? Or do I have to leave to find it elsewhere?”
—Focus group participant, Technology Operations Professional
The Importance of Focusing on People
Flexibility, skills development, and career development all have characteristics that make them people-centered and purposeful.
First, let’s look at flexibility. Organizations can (and should) clarify what flexibility means for all employees and empower leaders to work with their teams to determine the best ways to implement such policies.
Employees crave, and respond to, flexibility that allows them to manage their own time, better balance their lives, achieve greater job satisfaction, and ultimately thrive.
Figure 5. Flexibility Factors
Elements that constitute flexibility in the workplace.
For skills development and professional development, a people-centered approach involves allowing employees to choose which skills they want to develop and how to do so. Alternatively, it could involve offering diverse opportunities and providing a clear development path with tangible steps.
Figures 6 and 7. Skills Development and Career Development Factors
The various elements that constitute skills development and career development in the workplace.
Experiment
How important is the difference with people-centered strategies?
We conducted an experiment to better understand the impact of skills development on various positive outcomes, such as loyalty, commitment, and belonging.
Situation
You have just started working at a new organization. Although the organization offers good compensation and benefits, you are unfamiliar with its culture. During the interview, you hear that the organization emphasizes skills development for employees.
We observed that when organizations adopt a people-centered and purpose-oriented approach to skills development, self-reported levels of loyalty, belonging, and commitment increase significantly. It is important to note that, as this is a survey experiment, participants are randomly assigned to a treatment. This methodology allows us to examine causality, and this experiment demonstrates that a people-centered approach to skills development has a causal impact on positive outcomes.
An experiment with professional development yielded similar results.
Final note: Our experiments indicate that it’s not just the presence of offerings like skills development or professional development that makes a difference for employees. It’s also about whether they feel supported in a people-centered way. Clearly communicating the offering, providing leader and organizational support for using it, and giving employees resources and options to participate all make people feel more loyal, engaged, and valued. Half-measures don’t produce the same results.
If implemented correctly, a Total Rewards package that includes flexibility, skills development, and professional development can strengthen feelings of belonging and inclusion, reinforcing a sense of future security that allows employees to thrive. Statistically speaking, when employees feel a sense of long-term job security, they are more likely to thrive (2x), be more engaged (3x), more satisfied (3x), and more retained (5x).
Thriving Employees Create a Thriving Business
The following contribution comes from the Gallup Workplace portal, a leading global survey and research firm that defines itself as follows: We help people be heard.
We help our clients in many ways. But it all starts with a single goal: We use our understanding of the human experience to help our clients solve their biggest challenges and capitalize on their greatest opportunities.
This article is authored by Jim Harter, the lead researcher and author of the first large-scale, multi-organizational study investigating the relationship between employee engagement in work units and business outcomes, including profitability, productivity, turnover, customer interaction, safety, and health. This regularly updated study currently covers more than 112,000 business units and includes 2.7 million employees in 276 organizations across 54 industries and 96 countries. He is the author of the Wall Street Journal bestsellers Culture Shock (published in 2023) and Wellbeing at Work (published in 2021). He is also the author of the #1 Wall Street Journal/Washington Post bestseller It’s the Manager (published in 2019). Jim’s work has appeared in Harvard Business Review, The New York Times, The Wall Street Journal, Fast Company, and Time magazine.
Key Points
Reporting on workplace wellbeing metrics will soon be a requirement.
Workers who are not thriving experience increased anxiety, anger, and burnout.
Employee engagement lays the foundation for employee wellbeing.
Like a financial audit, reporting on employee engagement or Net Promoter Scores for clients has become a requirement for boards of directors and institutional investors over the past two decades.
While employee engagement has been on the rise over the past 10 years, at the time of writing, only 36% of U.S. workers and just 22% globally are engaged. Engaged employees produce far better and more far-reaching results.
More Vulnerable Workers
However, Gallup recently found that engaged workers who are not thriving in their lives are much more vulnerable and pose an additional risk to your organization.
For example, when comparing engaged but not thriving employees to those who are engaged and thriving, the former group reports the following risks:
61% more likely to experience frequent or constant burnout
48% more likely to experience daily stress
66% more likely to experience daily worry
Twice as High Rate of Daily Sadness and Anger
Gallup recently found that engaged workers who are not thriving in their lives are much more vulnerable and pose a risk to your organization.
Thriveting employees have 53% fewer sick days. Employees who are suffering and struggling have a substantially higher burden of illness due to diagnoses of depression and anxiety, among other things. This translates into significant differences in productivity.
Reporting on employee mental health and well-being will soon become a requirement for all organizations.
How many of your company’s employees are suffering, struggling, or thriving?
If you want to understand your employees’ well-being, this two-part question, called the Best Possible Life Scale, is the best Gallup Analytics has found for measuring what we call Gallup Net Thriving, as it encompasses all aspects of individual well-being:
Q1: Where on the ladder do you think you are currently? (0-10)
Q2: Where on the ladder do you think you will be in five years? (0-10)
Employees who score high on both parts of the Best Possible Life Scale (their current life and their projected well-being for the next five years) are «thriving.» Your organization will need to know how your employees, collectively, respond to the Best Possible Life Scale questions to effectively meet the new demand for managing the whole person. Just as stock prices are an indicator of current and future earnings, Gallup Net Thriving assesses the current and future resilience of your workforce.
Even before COVID-19, work and personal life had become intertwined. Remote work and flexible schedules were booming. And then, when many employees were ordered to work from home to flatten the coronavirus curve, work and personal life became fully integrated for most.
Even with a vaccine and economic recovery, work and life will never be as separate as they once were.
How does Gallup define «thriving»?
Gallup uses the Best Possible Life Scale as the global standard for measuring Gallup Net Thriving in 160 countries.
In anyone’s answers to these two simple questions lies virtually everything in their life: from basic needs like food and shelter to personal safety, a good job, social status, money, and health.
Employees who thrive have 53% fewer sick days.
Employees who suffer and struggle have a substantially higher burden of illness due to diagnoses of depression and anxiety, among other things. This translates into significant differences in productivity.
Let’s call the two parts of the Best Possible Life Scale «best present life» and «best future life.» Both are important because one reveals your current state, which influences your decisions right now, and the other reveals your hope for the future. Even people in a negative state can persevere if they have hope that things will improve. Gallup tracked well-being in 2020, during the onset of the COVID-19 pandemic, and the percentage of people who rated their lives highly on the best present life scale declined at a historic rate, while the best future life scale improved slightly. People believed there was a way out. According to current estimates, the best present life scale is slowly recovering.
Gallup analyzed how Best Present Life and Best Future Life predict happiness, health, and negative consequences such as stress, depression, and burnout. The Best Present Life and Best Future Life data together provide indicators of whether people are suffering, struggling, or thriving—an index of a culture’s resilience.
We determined the categories of thriving, struggling, and suffering based on analyses of more than one million respondents in 160 countries.
Thriveting: These respondents have a positive view of their current life situation (Best Present Life score of 7 or higher) and a positive view of the next five years (Best Future Life score of 8 or higher). They report significantly fewer health problems and less worry, stress, sadness, depression, and anger. They report greater hope, happiness, energy, interest, and respect. Across all countries, the percentage of successful employees ranges from 8% to 87%.
Facing difficulties: These respondents are struggling in their current life situation and have an uncertain or negative view of their future. They report greater daily stress and financial worries than successful respondents. Across all countries, the percentage of employees facing difficulties ranges from 12% to 77%.
Suffering: These respondents report that their lives are miserable (score of 4 or lower on their current best life) and have a negative outlook for the next five years (score of 4 or lower on their future best life). They are more likely to report lacking basic necessities such as food and shelter, and more likely to experience physical pain, stress, worry, sadness, and anger. They have less access to health insurance and healthcare, and their burden of disease is more than double that of thriving respondents. In different countries, the percentage of employees who suffer ranges from 0% to 35%.
How can employers improve net well-being?
The first step in improving net well-being is to engage your employees. Engaged workers are more likely to participate in their organizations’ well-being initiatives. Managers who engage their employees build trust, making them receptive to well-being initiatives that address the whole person and issues related to suffering, hardship, and progress.
Work should be a stabilizing force in people’s lives. This is especially true in psychologically brutal times like those the world experienced in 2020. And employers play a vital role in the holistic development of the individual. They can focus each person’s strengths on what Gallup identified as the five essential elements of well-being: professional, social, financial, physical, and community.
*The Best Possible Life Scale originated with pioneering social researcher Dr. Hadley Cantril in his 1965 book «The Pattern of Human Concerns.»
George Gallup included this item in his classic 1977 book «Human Needs and Satisfactions: A Global Survey,» and it has been monitored in the Gallup World Poll since 2005 in more than 160 countries, representing 98% of the world’s population.
Help your employees thrive at work and in all other aspects of life:
Read our new book, «Wellbeing at Work,» to discover how to build resilient and thriving teams.
Partner with Gallup to identify areas where your employees’ wellbeing may be at risk. Explore our wellbeing resources and discover why employees need wellbeing for high performance.
Hybrid Inclusion and Purpose in the Workplace: HR Trends to Watch in 2026
The following contribution comes from the People Management portal and is authored by Kelly Tucker, founder and CEO of HR Star.
Organizations that thrive next year will be those that prioritize humanity at work, says Kelly Tucker.
Looking ahead to 2026, the HR agenda will be defined less by the pace of technological change and more by how organizations choose to treat their employees.
Meaning, Equity, and Flexibility
After years of disruption, employees are increasingly clear about what they expect from work: meaning, equity, flexibility, and being recognized as individuals, not resources. Organizations that thrive will be those that prioritize humanity at work.
Artificial intelligence is already deeply embedded in HR operations, but its role will shift from a novelty to an infrastructure. If used correctly, AI can free HR professionals from administrative burdens, creating space for more meaningful conversations, better training, and stronger relationships. The real opportunity lies in how organizations use technology to understand their workforce more holistically: detecting early signs of burnout, identifying development needs, and personalizing support. However, trust will be paramount. Transparency in data use, combined with strong ethical governance, will be essential to ensure employees feel supported rather than monitored.
Wellbeing will shift from a standalone initiative to a defining feature of organizational culture.
Next year, employees will expect their employer to actively protect their energy, not just their performance. This means setting realistic workloads, prioritizing psychological safety, and encouraging leaders to model healthy behaviors. Mental Health and Prevention
Mental health support will increasingly focus on prevention rather than crisis response, with managers trained to have open and trusting conversations, and policies designed to adapt to people’s realities. Investing in good managerial training will be worthwhile. Well-being will no longer be measured by program participation, but by sustained engagement, retention, and trust.
Purpose will also become more important.
In a more automated and uncertain world, people want to understand why their work matters and how it contributes to something bigger. HR will play a critical role in helping organizations articulate a clear purpose and embody it in everyday experiences, from how performance is measured to how success is celebrated.
Feeling valued at work will involve recognizing both effort and results, valuing different work styles, and creating spaces for employees to fully thrive in their roles.
Less on location, more on belonging.
Hybrid work will remain the norm, but over the next 12 months, the conversation will focus less on location and more on belonging. Inclusive hybrid cultures will prioritize connection, equity, and access to opportunities, regardless of the workplace.
Performance-based results will continue to replace presenteeism, reinforcing trust and autonomy. Organizations that achieve this will see stronger collaboration and higher levels of engagement, while those that fail to do so risk disengagement and silent isolation.
Finally, learning and development will become more people-centric.
As roles continue to evolve, employees will expect support that fosters confidence and capability. Coaching, mentoring, and continuous feedback will be complemented by digital learning, helping people navigate change and envision their future within the organization. Investing in growth will be as much about demonstrating trust in people as it is about closing the skills gap.
By 2026, the most successful organizations will be those that recognize that performance and well-being are not conflicting priorities. By helping people feel valued, purposeful, and genuinely supported, HR can create work environments where both individuals and businesses can thrive.
Hey bosses!: Here’s what Generation Z really wants at work
The following contribution comes from the Deloitte Digital portal, which defines itself as follows: We integrate elements to generate a big impact. We combine Deloitte’s discipline with the power of creativity. We connect people, ideas, technology, and capabilities in innovative ways to create new solutions to some of the world’s biggest problems.
Authors: Amelia Dunlop and Michael Pankowski
Amelia Dunlop is Chief Experience Officer at Deloitte Digital, where she helps companies tackle their most complex problems and develop winning strategies that combine innovation, creativity, and digital strategy. Amelia is also the author of «Elevating the Human Experience: Three Paths to Love and Worth at Work» and co-author of «The Four Factors of Trust: How Organizations Can Earn Lifelong Loyalty,» both bestsellers. She received the 2020 Consulting Magazine Innovation Excellence Award for Best Women in Technology.
Michael Pankowski is an analyst at Deloitte Digital. He is a leading expert on Generation Z and co-author of the book «Engaging Generation Z: Lessons for Effectively Engaging Generation Z Across Marketing, Social Media, Retail, Work, and School.» He has presented on Generation Z at global and national conferences, including PRWeek Connect, PRDecoded, and the SportsPro OTT Summit USA, and his thought leadership on this topic can be found in Ad Age, PRWeek, Forbes, Insider, and Money.com.
A new study reveals a discrepancy between what Generation Z actually wants at work and what their bosses think they want. As Generation Z increasingly enters the workforce, these are the key challenges and gaps that leaders must address to support the next generation of workers.
Who is Generation Z?
Generation Z is one of the main drivers of change in today’s workplace. Defined as the generation of people born between 1997 and 2012 (who in 2023 would be between 10 and 25 years old), Generation Z grew up with smartphones and social media, along with the perks and downsides that come with them. They are often the trendsetters, the trendsetters, the influencers, and the influencers.
Generation Z is no stranger to using their voice and the technology at their fingertips to shape the world around them. But as Generation Z enters a workforce drastically altered by the pandemic, how does their impact translate to the workplace, and how can their bosses create a space where they can thrive?
We surveyed Generation Z to better understand their perspectives. Do they really want it all? What can we learn from this generation about the future of work? A new study by Deloitte Digital explores just that.
As the saying goes, «You don’t quit a job; you quit your boss.» If you work with Generation Z, we encourage you to keep reading and learn how to create a healthy and successful work experience for yourself, your employees, and your clients.
In what areas are Generation Z and their bosses not aligned?
Our study revealed several areas where Generation Z workers and their bosses share priorities and others where they differ. Both groups, for example, value cultivating working relationships, workplace flexibility, and more. Despite these points of convergence, the survey data also reveals challenges between Generation Z and other generations. This understanding offers a significant opportunity for improvement and lays the foundation for developing fruitful relationships.
3 KEY CHALLENGES FOR GENERATION Z AND THEIR BOSSES
- DIFFERING VIEWS ON THE IMPORTANCE OF EMPATHY
Gen Z workers highly value empathy from their bosses and consider it a prerequisite for engagement at work, but bosses don’t seem to prioritize demonstrating it.
According to our research, Gen Z ranked empathy as the second most important trait in a boss, while bosses, on average, ranked it a distant fifth.
We heard from Clara, a shift supervisor in Illinois, who echoed our survey findings as she described her experience working for a large wholesale retail chain. “Our employee survey asks a question like, ‘Do you feel respected?’ and I thought, ‘No!’ I’ve never received that respect since management adopted more of a ‘Just do your job and take care of it’ mentality,” she said. She felt the focus was more on productivity metrics than on her as a person.
- DIVERGENT VIEWS ON THE IMPACT OF WORK ON MENTAL HEALTH
Gen Z workers feel they aren’t receiving the mental health support they need in the workplace and believe their views on how work impacts their mental health differ from those of their managers.
Our survey revealed that less than half of Gen Zers say their manager helps them maintain a healthy workload, and 28% report experiencing mental health issues because of their manager.
We spoke with Alexa, a technical account manager, who shared how easy it is for work to become overwhelming, especially when working from home. “I want to leave work at work and not feel like I have to think about it; I don’t want to feel overwhelmed,” Alexa said. Workload impacts mental health, and Alexa believes managers can help Gen Z maintain a healthy workload by providing support and engaging in meaningful conversations about their careers, interests, and skills.
- DISPARATE VIEWS ON THE IMPORTANCE OF WORK TO PERSONAL IDENTITY
Gen Z workers and their managers value work differently as part of their identities.
Our research revealed that 61% of working Gen Zers consider work an important part of their identity, while 86% of managers say work is an important part of their identity.
Steve, a sales development representative, told us that the transition to the workforce not only affects how he spends his time but also fundamental aspects of his identity. “I find it really hard to accept the idea that ‘you are not your job,’ because if I work so many hours a week at my job, what place does my job have in my life? At first, I thought it was just a paycheck, but now it can be something more,” he commented. Like Steve, many members of Generation Z question the role of work in their overall identity, while for their bosses it’s much clearer that work is, in fact, an important part of their identity.
Other areas where alignment is lacking include rewards, recognition, and training.
Without a concerted effort to understand the needs and motivations of Generation Z workers like Clara, Alexa, and Steve, bosses risk disengaging employees and increasing turnover. Addressing these challenges is essential to helping Generation Z employees stay productive, engaged, and connected to their roles and teams.
We heard from Steve, a sales development representative, who shared that the transition to the workforce not only affects how he spends his time but also fundamental aspects of his identity. “I struggle to accept the idea of ‘you are not your job,’ because if I work so many hours a week at my job, what place does my job have in my life? At first, I thought it was just a paycheck, but now it can be something more,” he shared. Like Steve, many members of Generation Z question the role of work in their overall identity, while for their bosses, it’s much clearer that work is, in fact, an important part of their identity.
Other areas where alignment is lacking include rewards, recognition, and training.
Without a concerted effort to understand the needs and motivations of Generation Z workers like Clara, Alexa, and Steve, bosses risk disengaging employees and increasing turnover. Addressing these challenges is essential to helping the Gen Z workforce remain productive, engaged, and connected to their roles and teams.
What can leaders do to bridge the gap with Gen Z? The gap between a leader and their Gen Z employee can be categorized into three types: knowledge, alignment, and execution. The knowledge gap refers to managers who don’t fully understand what Gen Z wants. The alignment gap refers to managers who understand what Gen Z wants but disagree with it. The execution gap refers to both groups agreeing on the need for change but lacking clarity on how to implement it.
Each of these gaps has different implications for what Gen Z leaders and employees can do to address them.
Our research reveals that more than 7 out of 10 managers are excited about how the workplace will change as Gen Z makes up an increasingly larger share of the workforce. So, what can a leader do to close these gaps?
Awaken your curiosity. Explore a similar line of research with your team to understand what would improve their experiences and build trust with Generation Z, specifically.
Connect. Create opportunities for connection between Generation Z and other generations.
Co-create. More than other generations, Generation Z wants their voice to be heard. They seek autonomy to create a future that is meaningful to them. Harness their energy and problem-solving skills.
Create a reverse mentoring culture. Many organizations have older employees who mentor Generation Z. Similarly, leaders can foster a culture where Generation Z reverse mentors their mentors, helping these more senior employees better understand Generation Z.
Ask influencers. Connect with influential members of Generation Z, both inside and outside your organization, to help you test ideas and shape the future culture of the workforce. What’s next?
Every challenge and gap represents an opportunity to forge connections—a chance to create the workplace of the future together. Above all, we can’t say that Generation Z wants it all, but we can say that they want to be seen for who they truly are, heard, supported, and given the space and opportunity to thrive while developing their personal and professional identities. To learn more about how managers can take steps to improve the Generation Z experience at work and how to apply this research to enhance their intergenerational professional relationships, see the full report below.
9 People Who Found Jobs They Love: How You Can Too
The following article comes from the prestigious Forbes magazine and is written by Julia Korn, a contributor specializing in leadership and professional development.
Returning to work after a luxurious vacation can often stir up unresolved feelings of dissatisfaction with your current role, your team, or your company. Do you feel that anxiety after your vacation? You’re not alone. A 2023 survey revealed that a staggering 85% of people are dissatisfied with their jobs, and only 15% report feeling truly engaged. But the fact is, not everyone shares this view.
Professionals from all sectors were invited to share why they truly love what they do. They shared what distinguishes their current positions from previous ones and their advice for those seeking a fulfilling career. Their perspectives offer a clear insight. Those who thrive at work have roles that align with their strengths, a work-life balance that goes beyond words, and a manager who provides unwavering support both inside and outside the workplace. In short, the right environment, team, and fit not only make work enjoyable but also make it worthwhile to be involved day after day.
Ashley Strahm, Director of Content at The Lactation Network
I tell the stories of breastfeeding families and caregivers to create equitable access to breastfeeding care.
My company asks me, “What do you need to be your best?” And then they listen to my answer. They invest resources to ensure I get what I ask for. I’ve never worked for a company as willing to create innovative policies, remove leadership barriers, and create unique opportunities for life-changing resources as The Lactation Network does. My best work is when I can explore and invest in global communities and my organization, no matter where I live.
I firmly believe that companies want to do the right thing by offering unique benefits and solutions to meet employee needs. However, some leaders are hesitant to ask what might work. The Lactation Network is by far the best in its class, thanks to our CEO’s focused efforts on building, leading, and supporting strong, effective teams.
Megan Scache, Senior Executive Assistant at Censora
Tip for job seekers: Stand up for yourself strongly during job interviews.
I manage my executives’ schedules, book travel, and handle logistics to help them thrive in their work.
The company values every employee, and this is reflected in our daily work. The work-life balance is also exceptional. As a working mother of two daughters, this is crucial for me. Censora also fully supports your career development should you decide to leave your executive assistant role for another position within the company.
When you feel valued, seen, and heard, you want to give your best for your company. In previous roles, I was micromanaged, with little to no flexibility or work-life balance. It was a recipe for resentment and burnout. I felt constantly unhappy and tired. A good fit with the company is essential.
Advice for those looking for a job they love: Analyze thoroughly and reflect on what you truly value in a role and a company.
Josh Cohen, Director of MBA Entrepreneurship Programs and Startup Selection at Duke University
Coaching and supporting entrepreneurial MBA students or those who want to work in startups.
My work aligns with my strengths. This doesn’t mean every day is a bed of roses, but it does mean that my core responsibilities don’t feel overwhelming because I leverage my natural way of thinking, feeling, and acting. Being in an environment where the default setting is growth, potential, and optimism is exhilarating for me.
In previous roles, I put less effort into leveraging my strengths or finding an environment where I could thrive. With this job search, I’ve put much more effort into achieving that alignment.
Advice for those looking for a job they love: Take the time to define your values, understand your strengths, and chart the course you want for your life and career.
Beryl Rabindran, Senior Business Technical Development Manager at Amazon Web Services
I build relationships with researchers around the world who want to make their valuable datasets publicly available through the AWS Open Data Program.
In this role, I can utilize both my science and business backgrounds. I find it very meaningful to contribute to democratizing access to data for researchers worldwide.
This is the first role where I’ve been able to combine science and business, which is exciting. The team also values me for the unique combination of skills I bring.
Advice for job seekers: Don’t overlook an industry that doesn’t seem entirely related to your background.
Deborah Rose, Programming Director at Start Lighthouse
I create the curriculum for the mission-driven weekly lessons that each class receives at our Literacy Centers in New York City public schools.
I love creating magical experiences for students in New York City’s Title I public schools. There’s nothing better than seeing children learn the power of a good story and find the joy of reading books.
I love teaching and learning from all children, but in my current role, I feel I’m reaching and benefiting the students who most need the experiences we offer, especially given the state of reading in American schools.
Advice for those looking for a job you love: Finding the right job can take time and some courage.
Claire Li, Program Manager, Revenue Strategy and Operations at Google
I lead projects that help Google’s advertising business generate billions in revenue. This involves improving how we sell ads, tracking our performance, and supporting our customers.
At Google, we genuinely care about and monitor our well-being through employee surveys. Our leaders listen carefully, share the results transparently, and take concrete steps to address areas for improvement. I also feel empowered to take ownership of the projects I lead and feel comfortable expressing my opinions.
«Employee well-being» often seemed like an afterthought or something to tick off. Work-life balance was more of a buzzword. Here, it’s built into the company structure. Before, I felt like I had to «manage from the top» and carefully manage office policies. At Google, I take real ownership and voice my opinions to senior management.
Tip for job seekers: Define your strengths. Knowing what truly matters to you makes the job search much easier.
Will Ratliff, Innovation Project Manager at the Duke Institute for Healthcare Innovation
I design and implement innovations for the Duke Health System to address the challenges faced by patients and healthcare professionals.
I love being able to make a meaningful impact on my community. I can combine my healthcare and electronic health record knowledge with my programming skills to create something entirely new and measure its impact.
While I’ve had opportunities to use technology to streamline clinical workflows, none of my previous roles involved building something from scratch, and none allowed me to be as creative in applying technology to solve a problem.
Tip for those seeking a job they love: Reflect on the aspects of your current and past roles that motivate you, bring you joy, and make you feel proud and fulfilled.
Greg Ciccarelli, Chief of Staff, Research and Development, Organon
I lead the Research and Development strategy in support of Organon’s mission of a better, healthier day for every woman.
I am driven to advance Organon’s mission of a better, healthier day for every woman. Making an impact in areas with significant unmet needs is a key factor for me that motivates me to give my all. I feel valued and empowered to drive decisions and maintain open and stimulating conversations at every level of the organization to do my best to advance the mission.
These attributes are great motivators for a fulfilling career. We spend more time at work than in any other aspect of life, so it is essential for me that what I do makes a difference, that I feel respected, and that I enjoy it.
Advice for those looking for a job they love: Reflect on what brings you personal and professional happiness, stay true to it, and research companies that could be a good fit.
Mariana Pacheco, Senior Global Vice President, Group Account Director at Monks
I lead a global team of over 100 people and am the primary point of contact for our key clients within the portfolio I manage, ensuring everything runs smoothly for them, no matter where they are located.
I am passionate about storytelling and the entertainment industry. I am fortunate to work for a company and clients that allow me to take that passion to the next level. I am passionate about solving problems and connecting the dots for my clients, and I am excited every day to leverage the diverse capabilities and tools my company offers to create impactful solutions.
I have never worked for a company that is at the forefront of innovation, driving so many groundbreaking initiatives in marketing and technology. It is truly inspiring.
Advice for those seeking a job they are passionate about: The better you understand your values, strengths, and interests, the more likely you are to find a company that fits your needs. Finding a job that truly fulfills you can seem like a daunting task. Ultimately, priorities can change over time. But for those who love their current roles, some key factors consistently stand out. It’s about more than just a paycheck. They value companies that offer work-life balance and flexible environments, allowing them to prioritize what matters most at each stage of their lives. They thrive in roles that align with their skills, enable them to contribute to their communities, and provide a sense of purpose. They are motivated by leaders and team members who listen attentively, challenge them, and take their creativity to new heights. And most importantly, they value roles that bring them joy, both on and off the job. While no single role can fulfill every need, taking the time to reflect on what truly motivates you can transform work from a daily grind into a rewarding experience.