One view is that in relationships, differences in personality are adaptive because people can complement each other. For example, one might assume that someone who is very messy could function better in a relationship with a tidy partner than with another person who is also very messy. On the other hand, a contrasting view is that personality similarity is more adaptive. Indeed, it is not difficult to imagine that a messy person may feel more at ease with like-minded messy persons.
There is growing evidence that religion is increasingly visible in Western culture, including in workplaces where leaders and managers explicitly reference their faith and values. Additionally, analyses of workplace dynamics in the U.S. suggest that religious identity and accommodation are becoming more prominent in HR policy, legal claims and corporate diversity frameworks, thereby signaling that many managers are navigating faith elements in organisational life.
CEO departures across corporate America remain at record levels, while many everyday workers are clinging to their roles as they face a cooling job market, anxiety over AI, and a resurgent no-nonsense management style. The result is a corporate split screen: CEOs can generally roll out and land on their feet, while workers feel stuck, said Richard Smith, a professor at the Johns Hopkins Carey Business School. Unlike many rank-and-file employees who rely on regular paychecks and fear layoffs, erstwhile CEOs often have a financial cushion. That means they don't have to worry if they go a year or two without working, he said.
Kyan Health is an AI-powered enterprise solution that connects employee well-being with measurable business impact. Using predictive analytics, Kyan helps companies monitor and reduce risks like absenteeism, turnover, and presenteeism. We believe in harmonizing work and life, fostering a positive environment that champions performance and personal growth and well-being at the same time. Our culture thrives on innovation, collaboration, and the well-being of every team member.
Managers are often spinning several plates: leading by example, setting and exceeding goals for your team, keeping workflow moving, providing support, and keeping employees motivated, engaged, and productive . . . all while adhering to your company's objectives. If you haven't done it before, it can be overwhelming. It's almost like having to activate an entirely new part of your brain. Luckily, experts say creating "boss brain" is within anyone's reach, regardless of leadership experience . . . or lack thereof.
One survey of business leaders in the U.S. found that 2 out of 3 say that after cutting DEI, their company suffered customer boycotts (as did Target) and diminished employee morale. The Catalyst/Meltzer 2025 survey reports that U.S. employees are displeased with the DEI retreat by companies, and more than 2 out of 5 say they'd quit if their employer stopped supporting DEI. In fact, 1 in 3 leaders who rolled back DEI policies reported later reinstating them.
The landscape of employee well-being has undergone a dramatic transformation in recent years, with 2025 marking a pivotal moment where organizations are recognizing that workforce wellness is no longer a nice-to-have benefit but a fundamental business imperative. As companies navigate the post-pandemic world, understanding and prioritizing employee well-being has become essential for maintaining competitive advantage, ensuring productivity, and creating sustainable business growth.
AT&T CEO John Stankey recently sent a headline-making memo to employees, doubling down on the organization's return to office (RTO) policy and highlighting a transition away from a "familial" employer-employee relationship rooted in loyalty and tenure toward a culture of performance metrics and contribution. The memo also acknowledged a drop in overall employee engagement, despite a high percentage of workers who said they felt committed to their work. This memo brings up two important points leaders must consider.
A lot of research seems to show that pay-for-performance does improve performance. But what this research has not taken into consideration is that more complex jobs (for example, demand expertise knowledge, the processing of a lot of information, and problem solving) and that offer more autonomy in decision making (for example, managerial roles) are remunerated at higher levels and tend to be remunerated based on meeting performance targets (for example, bonuses).
A newly released report from ezCater surveyed 1,000 U.S. employees who work in an office setting and remotely. It found that 80% of employees feel more engaged at work when they have friends at the office.
EA's upcoming Battlefield title has faced serious challenges including culture clashes, escalating budgets, and major disruptions, causing employee stress and fears of not meeting launch expectations.
Master's Transportation is actively hiring for a variety of manufacturing and automotive service roles, including Mechanical Engineers, Automotive Manufacturing Technicians, Quality Control Technicians, Production Supervisors, Automotive Technicians, Transportation Coordinators and Maintenance and Grounds Technicians.
