As their valuations skyrocket on the back of the AI boom, so do pay packages for employees whose compensation is tied to stock price. Some are anticipating paydays worth millions of dollars.
In today's evolving workplace, leaders have a powerful opportunity to attract and inspire the next generation of talent by embracing a strategy that's both timeless and essential: mentorship. Once relegated to the realm of "nice-to-have" Corporate Social Responsibility initiatives, mentorship has emerged as a core business strategy and a lever for growth, employee retention, and technological innovation. When done right, it doesn't just change lives, it drives organizational ROI.
That's according to recent research from LinkedIn. In a survey of over 10,000 LinkedIn users, nearly 7 in 10 said they would leave their job if they had a bad manager. But only 30% said they want to become a people manager within the next few years. So, why the change? Why doesn't anyone want to be the boss anymore? We could sum up the answer in seven words: Nobody showed them how to lead effectively.
In tough economic times, employee experience tends to take a backseat to productivity. Companies slip into old habits, reducing workforce investments and pushing people to "do more with less." After all, employees should just be grateful to have jobs, right? People end up tolerating less-than-great environments to keep their paychecks. It's an unfortunate cycle that keeps repeating. The deskless perspective This cycle plays out differently on the frontline. Turnover is a constant reality-in good times and bad-in industries like retail, food service, healthcare, and hospitality.
For Synechron, this meant celebrating its $1 billion annual revenue milestone by making every employee a part owner. The private AI and tech consultancy recently announced its offering a universal equity grant to all 16,000 employees worldwide-each will receive $1,000 in restricted stock units (RSUs). Unlike typical performance- or tenure-based models, this RSU grant is equal for all employees, regardless of location or role. There's no minimum tenure requirement for the award, which is granted to current employees only.
JPMorgan's new 270 Park Avenue headquarters, opening this year, includes a wellness hub with medical clinics, meditation rooms, and a fitness center run by a company known for training professional athletes. One detail has already stirred grumbling: Employees will have to pay for gym access.
Performance management is the first area where urgency is essential. In the UK, only two in ten employees say their performance is managed in a way that truly motivates them to excel. This lack of focus costs dearly. Gallup calculates that disengagement drains £257 billion annually from the UK economy through lost productivity. Urgent leadership means sharper goal-setting, measurable outcomes, and a pace that demands accountability. Clarity and speed, rather than relaxed timelines, inspire performance.
even with the most generous of the options, we would still be paid on average $20,000 less than our counterparts in the County Attorney and District Attorney's offices. We are doing the same work, and we are making 60 percent less than these people. And if you look at other big cities in the state, and Harris County and Dallas County, these public defense investigators are also making $30,000 more than us on average, and they don't have disparity with their prosecutorial counterparts.
Walmart is expanding its 10% employee discount to nearly all of its grocery items, including dairy and meat, through the year, the company's chief people officer told its staff in a letter on Wednesday.
Amodei stated, "It's like a mixture of true belief in the mission and belief in the upside of the equity. I think Anthropic has developed a reputation for doing what it says it will do."
According to a survey by HR Brain, only 10% of companies have a strategy to retain mature workers, despite the number of workers age 65 and older in the U.S. nearly quadrupling since the 1980s.
Employees spend significantly more time in collaboration spaces (21.1%) and conference rooms (21.7%) than at individual desks (14.8%) when they're on site, indicating that the office is a hub for connection, culture, and co-creation.
"The best people have other opportunities elsewhere and who wants to be on an unstable ship, right? So that's exactly the right question," says Deborah Lovich, a Future of Work fellow at BCG Henderson Institute, Boston Consulting Group's think tank.
Employee turnover surged to unprecedented levels during the Great Resignation, with younger employees showing a higher propensity to consider leaving their roles. Retention is increasingly focused on purpose, progression, and aligned values, rather than solely on salary.
