For decades, work was designed around a fiction, that of the 'neutral' worker, an abstract individual assumed to be fully available, consistent, rational, and unaffected by bodily constraints. But this neutrality was never real.
Most company policies are written for a hypothetical, 'best-case' employee: rational, attentive, well-rested, and operating in a low-pressure environment. They assume employees will read the rules carefully, remember them, and apply them consistently at the point of purchase. As appealing as this assumption may be, it bears little resemblance to how real workplaces operate.
Resume Builder reported last October that 30% of companies will eliminate remote work in 2026. According to a survey of business leaders by Vena Solutions , a private financial software company, 83% of CEOs globally anticipate a return to full-time office work in 2027. But what if there's a better way to frame this conversation? What if the focus shifts away from where employees are working to when employees are working?
U.S. worker engagement has stagnated for decades, with more than two-thirds of workers feeling detached or disengaged. To reverse the trend, many executives have strived to build an "ownership culture," hoping personal responsibility will drive productivity. Yet most omit the most vital ingredient, actual ownership. We spent the past four years studying companies that committed to this missing piece, extending equity to all employees.
Just because someone is highly qualified, great at what they do and has impressive experience, doesn't mean they are a good fit for your organization or your culture. If you want your business to thrive in the marketplace, you need to filter out potential employees who may not be a great fit for your organization and attract those who are the most likely to thrive.
We have this combination of what we want to achieve, but also how we achieve it," Daniela Seabrook, Adecco Group's CHRO, told Business Insider. "The behavioral aspect is really important for us." She said that driving the change is the company's intent to have "a continuous exchange between an employee and a leader" - not just a formal review once or twice a year. More frequent feedback is necessary, Seabrook, to keep up with the pace of change in business. "It's very important that the people know, 'Where am I? How am I doing? How am I developing?'" she said.
