Talent Archives - The Future of Work Exchange

The Future of Contingent Workforce Management Is Orchestration

Artificial Intelligence Contingent Workforce Talent Acquisition Technology and Innovation by John Yuva on 09/10/2026

The contingent workforce has become too important to manage as a collection of isolated transactions. Organizations are balancing fluctuating demand, specialized skills, constrained budgets, supplier relationships, compliance requirements, and growing expectations around workforce flexibility. As a result, contingent workforce leaders are increasingly being asked to do more than fill openings. They are being asked to orchestrate talent, technology, suppliers, and business requirements around broader workforce outcomes.

That shift was a central theme during a recent Future of Work Exchange (FOWX) Podcast, featuring Cristin Monnich, Head of Services for Worksuite. Monnich highlighted a fundamental change in how organizations should think about external talent: not simply as labor to procure when internal capacity falls short, but as a strategic source of skills, relationships, flexibility, and competitive advantage.

The rest of this article is available by subscription only.

Introducing a New Subscription Model

To continue providing valuable insights and resources on the future of work and extended workforce management, we’re transitioning our site to a paid subscription model. While some posts will remain free, subscribing will grant you exclusive access to in-depth analysis, market research, expert interviews, and actionable strategies that will help improve your business. Solution providers and practitioners are invited to join today and gain a competitive edge by tracking the industry’s important innovations, emerging trends, and best practices.

Click here to learn more.

Skills, Systems, and Strategy: How AI Is Redefining the Future of Talent Acquisition

Artificial Intelligence Business Leadership Talent Talent Acquisition Technology and Innovation by John Yuva on 01/29/2026

In a wide-ranging conversation on the Future of Work Exchange podcast, Lori Hock, CEO of Opptly, brings a practitioner’s perspective to where talent acquisition is headed, exploring how direct sourcing is evolving, how AI is reshaping workforce strategies, and why human judgment will remain essential as technology accelerates, all while offering a forward-looking view of what 2026 holds for talent and workforce leaders based on her extensive experience across staffing, MSP, and RPO models.

The talent industry has spent years discussing transformation, yet true structural change has often lagged behind the conversation. Artificial intelligence (AI) is now forcing that change, not through incremental efficiency gains, but by challenging the underlying operating models that govern how organizations find, engage, and deploy talent. At the center of this shift is a growing recognition that skills, not job titles or worker classifications, must become the primary currency of work.

AI is accelerating this transition by making skills visible, measurable, and actionable at scale. Historically, skills-based hiring was constrained by incomplete data, inconsistent taxonomies, and manual processes that limited its practical application. Today, AI enables the creation of living skills frameworks that reflect real-time market demand and evolve continuously. This capability is not a feature. It is a foundational requirement for modern talent strategy.

A skills taxonomy is only valuable if it drives decisions. AI makes this possible by connecting skills data to sourcing, matching, and workforce planning in ways previously unattainable. However, organizations must move beyond the excitement of creating taxonomies and focus on the harder question of how those insights are operationalized. Skills-based hiring is not a standalone process. It is an operating model that reshapes how work is designed and how talent is deployed.

Total Talent and the Mindset of Ecosystems

This shift has profound implications for the concept of total talent. For years, total talent management has been discussed as an aspirational framework, often dismissed as too complex to execute. AI is changing that calculus. By acting as an intelligence layer that evaluates skills independent of worker classification, AI enables organizations to connect work to talent across full-time, contingent, and independent labor pools. Systems of record no longer define opportunity. Skills do.

This evolution aligns with broader trends toward project-based and skills-focused work. As AI reduces friction in matching talent to tasks, organizations gain the ability to assemble teams dynamically based on capability rather than headcount models. This flexibility is becoming essential in a labor market defined by rapid change and uneven demand. It also creates new expectations for talent leaders, who must now think in terms of ecosystems rather than pipelines.

At the same time, the expansion of AI raises legitimate concerns around bias, compliance, and trust. These issues cannot be treated as afterthoughts. Bias auditing, transparency, and governance are becoming table stakes for any AI-enabled talent solution. Organizations that fail to address these requirements will face increasing scrutiny from regulators, employees, and candidates alike. Responsible AI is not just a legal necessity. It is a strategic differentiator.

AI Amplifies Broken Workflows

One of the most overlooked prerequisites for effective AI adoption is process maturity. AI does not fix broken workflows. It amplifies them. Before organizations embed AI across recruiting and talent processes, they must ensure that their underlying business processes are current, intentional, and aligned with how work actually gets done. This requires a pause that many organizations are reluctant to take, but it is essential for long-term success.

Once that foundation is in place, AI can automate large portions of the front end of recruiting. Screening, matching, scheduling, and initial engagement are all becoming increasingly autonomous. This automation does not eliminate the human role. It elevates it. Talent professionals are freed to focus on candidate experience, relationship management, and strategic workforce planning. The result is a more human talent function, not a less human one.

Leadership plays a critical role in navigating this transition. Skills-based hiring and AI-driven talent models require tone at the top. Leaders must articulate not only what is changing, but why it is changing and how employees fit into the future state. Without that clarity, uncertainty fills the gap. People create their own narratives, and those narratives are rarely optimistic. Transparency and intentional communication are essential to maintaining trust.

Looking toward 2026, the convergence of AI, skills intelligence, and total talent models represents one of the most significant shifts the industry has ever experienced. This is not a matter of adopting new tools. It is about redefining how organizations think about work, talent, and value creation. Companies that embrace this shift thoughtfully will move faster, adapt better, and attract talent more effectively. Those that hesitate risk falling behind in ways that will be difficult to recover from. The future of talent is not defined solely by technology. It is powered by AI, but shaped by people who are willing to lead through change with clarity, courage, and conviction.

Access the full podcast here: https://futureofworkexchange.com/2025/12/23/the-future-of-work-exchange-podcast-episode-813-a-conversation-with-lori-hock-ceo-of-opptly/.

Progressive Leadership Reshaping Talent Through AI

Artificial Intelligence Business Leadership Talent Talent Acquisition Technology and Innovation by John Yuva on 01/22/2026

Lori Hock, CEO of Opptly, joined the Future of Work Exchange podcast to share her perspective on the evolving state of talent acquisition, the future of direct sourcing, and why the next era of work depends on a powerful partnership between artificial intelligence and human judgment, drawing on her deep experience across MSP, staffing, and RPO to outline what talent and workforce leaders should expect in 2026.

A Nonlinear Career in the Talent Ecosystem

Careers in the talent ecosystem rarely follow a straight line, and that reality is one of the defining strengths of the industry itself. Many of today’s most influential leaders did not plan to build decades-long careers in staffing, recruitment, or workforce solutions. Instead, they arrived unexpectedly, discovered the breadth and impact of the space, and stayed because of the opportunity to influence nearly every industry through talent. This nonlinear path has produced a generation of leaders who understand talent not as a function, but as the foundation of enterprise value.

Few executives embody this journey more clearly than Lori Hock. With experience spanning staffing, MSP, RPO, shared services, and now AI-driven talent technology, her career reflects a consistent willingness to build, to challenge convention, and to embrace discomfort in pursuit of progress. Rather than making safe lateral moves, Hock has gravitated toward transformation. That mindset has become increasingly rare among senior leaders, many of whom focus on optimization rather than reinvention.

What distinguishes progressive leadership today is not tenure or experience, but the willingness to confront what is next. Artificial intelligence has become the most disruptive force the talent industry has faced, and it has introduced both opportunity and anxiety in equal measure. Hock’s transition into AI was not accidental. It was an extension of a career defined by building new models before they were widely understood. Her view is that AI is not a passing phase or a technology trend to monitor from a distance. It is a foundational capability that leaders must engage with directly, even before they feel fully prepared.

AI and Organizational Intent

One of the most important insights emerging from this perspective is the need to reframe how organizations think about AI adoption. Many companies remain frozen by the fear of choosing the wrong tool or moving too quickly. This hesitation creates a widening gap between leaders and laggards that will soon become impossible to close. The most successful organizations are not those that wait for perfection, but those that prioritize progress. They begin with small, specific use cases, learn through experience, and build confidence over time.

This approach also challenges the prevailing narrative around generative AI. While large language models offer powerful capabilities, they are not the answer to every problem. Purpose-built AI that is designed to solve specific talent challenges plays an equally important role. Understanding which type of AI to apply, and when, requires education, clarity, and a deep understanding of the business problem at hand. AI strategy, in this sense, becomes less about technology selection and more about organizational intent.

Direct Sourcing as a Leadership Initiative

The evolution of direct sourcing offers a parallel lesson. Originally positioned as a cost-saving channel for high-volume roles, direct sourcing has matured into a strategic lever for workforce planning. When aligned with the right talent communities and supported by advisory expertise, it enables organizations to access skills with greater precision and flexibility. However, success depends on clarity of purpose. Without a clear understanding of the problem being solved, even the most advanced technology will fall short.

This is where leadership matters most. Direct sourcing, like AI, cannot be treated as just another tool in the talent acquisition stack. It requires executive-level ownership, outcome-based measurement, and continuous iteration. Organizations that approach it transactionally miss its strategic potential. Those that approach it as a leadership initiative unlock new ways to align talent supply with business demand.

AI Reshaping Future of Talent Leadership

The broader implication is that talent strategy itself is undergoing a shift. Skills-based hiring is no longer a conceptual ideal. It is becoming an operational necessity. AI enables organizations to build dynamic, market-relevant skills taxonomies that reflect real demand rather than static job descriptions. These taxonomies form the foundation for everything that follows, from workforce planning to internal mobility to external hiring.

Yet technology alone does not create transformation. The human role in talent strategy is becoming more important, not less. As AI automates repeatable processes at the front end of recruiting, people are freed to focus on relationships, experience, and strategic alignment. This elevation of the human role is one of the most underappreciated benefits of AI adoption. It allows talent leaders to move closer to the business, rather than being consumed by transactional work.

Looking ahead, the leaders who succeed will be those who embrace change openly and communicate it transparently. Silence breeds uncertainty, and uncertainty breeds resistance. Employees want to work for organizations that are modern, progressive, and honest about where they are going. AI is not just reshaping how work gets done. It is reshaping what leadership looks like in the future of talent.

Access the full podcast here: https://futureofworkexchange.com/2025/12/23/the-future-of-work-exchange-podcast-episode-813-a-conversation-with-lori-hock-ceo-of-opptly/.

AI, Total Talent, and the Road to 2026 — What the Next Generation of Workforce Programs Will Demand

Contingent Workforce Talent Talent Acquisition Technology and Innovation by John Yuva on 01/15/2026

During a recent FOWX podcast, Christopher Dwyer, senior vice president of research and managing director of the Future of Work Exchange for Ardent Partners, spoke to Orli Becker, executive vice president and managing director of contingent workforce solutions for AMS, Orli Becker, on the impact of direct sourcing, the power of skills-based hiring, how AI is transforming extended workforce management, and more

In part three of our three-part series, we highlight the major discussion points and a link to the full event.

As artificial intelligence reshapes nearly every corner of the enterprise, the contingent workforce industry finds itself both energized and challenged by its potential. AI, combined with emerging workforce models like total talent management, will fundamentally redefine how organizations plan, deploy, and manage labor in the years ahead. Yet, despite the excitement, the path forward remains complex.

AI adoption in workforce solutions is accelerating rapidly. Technologies leveraging generative, predictive, and agentic AI are already enhancing sourcing, screening, workforce analytics, and program automation. These tools promise to reduce administrative burden, surface insights faster, and improve decision-making. For service-heavy industries like workforce management, AI has the potential to amplify human expertise rather than replace it, particularly when deployed with a “human-in-the-loop” approach.

AI Fragmentation and Risk Shape AI Adoption

However, the industry remains highly fragmented. Vendor management systems, MSP platforms, direct sourcing tools, freelancer management systems, SOW solutions, and contractor compliance platforms often operate in isolation. There is currently no single AI orchestrator capable of unifying these systems into a seamless user experience. This fragmentation limits AI’s impact, creating friction rather than simplicity for program stakeholders.

At the same time, organizations are approaching AI with caution. Concerns around bias, ethics, data privacy, and regulatory compliance are prompting rigorous scrutiny of AI-enabled solutions. While enterprises want innovation, they also demand assurance that these technologies are safe, transparent, and aligned with evolving legislation. This tension between opportunity and risk will likely shape AI adoption curves well into 2026.

Total Talent Management and Hybrid MSP Models Align Talent Strategies

Beyond technology, the future of workforce management will be defined by broader structural shifts. One of the most significant is the growing movement toward total talent management. Long discussed but rarely executed at scale, total talent seeks to unify internal and external workforce strategies under a single framework. This approach enables shared talent pools, consolidated analytics, and holistic workforce planning that spans full-time, contingent, freelance, and project-based labor.

The benefits of total talent are substantial. Organizations gain visibility into skills across the entire workforce, enabling more effective deployment, upskilling, and mobility. Skills-based hiring becomes exponentially more powerful when applied across all worker types, allowing enterprises to focus on capabilities rather than headcount categories. Over time, this creates a more agile and resilient workforce capable of adapting to rapid market change.

Another notable trend is the growing shift toward in-house program management. Dissatisfaction with transactional MSP models is driving many organizations to bring contingent workforce oversight internally. Increasingly, former MSP professionals are joining client-side teams, enabling enterprises to replicate cost-saving tactics without outsourcing execution. However, this does not signal the end of service providers. Instead, hybrid models are emerging, where organizations retain strategic control while leveraging external expertise for design, stabilization, or specialized services.

This evolution reflects a broader mindset shift. Talent is no longer viewed solely as a cost center but as a strategic asset tied directly to revenue, innovation, and risk management. Workforce planning, once an afterthought for contingent labor, is becoming a core discipline. Organizations that succeed in this next phase will be those that align talent strategy with long-term business outcomes rather than short-term savings.

Looking toward 2026, the message is clear. Becker remarked that the future of workforce management will demand integrated thinking, talent-centric design, and thoughtful adoption of technology. AI will play a critical role, but only when paired with human expertise and holistic strategy. Direct sourcing, skills-based hiring, total talent management, and hybrid operating models will define the next generation of programs. For organizations willing to embrace this complexity, the reward will be a workforce built not just for efficiency, but for enduring competitive advantage.

Direct Sourcing and Talent-Centric MSPs — Redefining How Organizations Access Skills

Contingent Workforce Talent Talent Acquisition by John Yuva on 01/08/2026

In part two of our three-part series, we highlight the major discussion points and a link to the full event.

Direct sourcing has long been discussed as the future of contingent workforce strategy, yet only recently has it begun to gain meaningful traction in the U.S. market. This momentum reflects a broader shift in how organizations think about talent, ownership, and workforce engagement. Direct sourcing is no longer just an efficiency play; it is emerging as a foundational pillar of talent-centric workforce models.

For years, direct sourcing struggled to move beyond theory. While organizations recognized the potential of direct sourcing to reduce costs and improve talent quality, adoption remained slow. A key reason was ownership. Contingent workforce programs traditionally sat within procurement, where the primary focus was compliance and cost control. While these priorities are critical, they often leave little room for strategies centered on candidate experience, employer branding, or long-term talent communities.

That dynamic is changing. Increasingly, HR and talent acquisition leaders are becoming influencers (and in many cases owners) of contingent workforce programs. Recent data suggests that more than half of these programs are now human resources- or talent acquisition-led, a dramatic shift from historical norms. This evolution is helping organizations better understand the true value of direct sourcing, not merely as a cost lever, but as a means of accessing higher-quality, more engaged talent.

Staffing-Aligned vs. Vendor-Neutral Direct Sourcing

At its core, direct sourcing enables organizations to leverage their employer brand to build and nurture talent pools aligned to their specific needs. These pools can include former employees, silver-medalist candidates, interns, retirees, referrals, redeployed workers nearing assignment completion, and even candidates initially considered for full-time roles. When curated effectively, these communities create a self-reinforcing talent ecosystem that reduces reliance on third-party suppliers while improving fit and engagement.

However, direct sourcing is frequently misunderstood. Many organizations equate it with simple referral management or pre-identified worker tracking, underestimating the operational complexity involved. Successful direct sourcing requires both enabling technology and experienced recruiting services. Technology alone cannot curate talent pools, nurture relationships, or deploy multi-channel attraction strategies. Without skilled recruiters and sourcers who understand how to activate a brand in the market, programs often stall or underperform. This is where the distinction between staffing-aligned and vendor-neutral direct sourcing providers becomes critical. Staffing-affiliated providers face inherent conflicts of interest, as expanding client-branded talent pools can reduce placements from their own candidate queues. Vendor-neutral models, by contrast, are incentivized to prioritize talent outcomes regardless of source, making them better suited to deliver on the full promise of direct sourcing.

Equally important, direct sourcing reframes how organizations think about ROI. While cost savings are significant (often driven by reduced markups and improved retention) the broader value lies in workforce agility. Candidates sourced directly are typically more engaged, onboard faster, and demonstrate better alignment with organizational culture. Over time, these benefits compound, improving productivity and reducing program leakage. Direct sourcing also serves as a bridge between contingent and full-time hiring strategies. Rather than operating in silos, organizations can leverage shared talent pools to support multiple workforce needs. This convergence sets the stage for more advanced workforce models, including total talent management and skills-based hiring, where the focus shifts from job titles to capabilities.

Ultimately, direct sourcing represents a philosophical shift as much as an operational one. It requires organizations to place talent (not transactions) at the center of their workforce strategy. Those that approach it as merely another cost-cutting tactic will miss its transformative potential. But for organizations willing to invest in the right technology, services, and governance, direct sourcing offers a powerful path toward a more resilient, engaged, and future-ready workforce.

Guest Article: As Agentic AI Advances, Executive Assistants Emerge as Strategic Safeguards

Business Leadership General Insights Solution Providers Talent by John Yuva on 08/28/2025

[Editor’s Note: Today’s article is a guest post from Jaime Starcheski, Director of Elite Client Services for Urbanride, providing luxury ground transportation for high-net-worth individuals, business leaders, and executive assistants. If you or someone you know would like to make a guest contribution to the Future of Work Exchange (FOWX), please contact us at info at ardentpartners dot com. Thanks!]

Executive assistants (EAs) have long kept the machinery of corporate life running – scheduling, coordinating, and shielding executives from distractions. Essential, yes, but not always strategic. Agentic AI is changing this.

Unlike typical generative AI chatbots, which require step-by-step prompts, agentic AI completes objectives with minimal human input – interpreting intent, collaborating with other systems, and operating independently across complex workflows.

Because agentic AI operates effectively without a ‘human in the loop,’ oversight is critical. Inserting a human only at the start or end of a workflow is no longer enough. Someone needs to monitor, contextualize, and override what autonomous systems are doing in real time.

And increasingly, that someone is the EA.

The EA’s Expanding Command

As AI systems become more autonomous, executive assistants are stepping into a new kind of leadership – one better described as a strategic safeguard than an administrative backbone. IT and security teams manage data and infrastructure, but it’s the EA who brings contextual judgment, discretion, and influence.

Long trusted to protect executive bandwidth and curb reputational risk, today’s EAs now serve as the connective tissue between leadership intent and corporate execution.

AI can automate routine tasks like scheduling, reminders, and pulling data, but it cannot properly align its own outputs with company priorities and risk tolerance. And while AI can act, it cannot read a room or navigate power dynamics. As automation scales, so does the need for discernment, making the EA all the more indispensable.

For Strategic Leverage, Start Here

In the age of autonomous agents, founders and executives should ask not just, “How productive is my EA?” but, “Is my EA in a position to operate strategically?”

If you want your EA to operate at a higher level, you need to create the conditions for strategic judgment to emerge. Grant them access to planning sessions, offsites, and high-level conversations. This access lets them absorb strategic intent and steer execution with maximum leverage.

In many organizations, the EA is the final human checkpoint before capital moves or brand risk emerges. Deciding who gets in the room and how critical information is surfaced requires a level of trust that doesn’t appear on an org chart. As agentic AI embeds into workflows, that discernment becomes even more vital.

In an automated world, the strategic EA is central to risk mitigation, reputational stewardship, and operational resilience. Leaders who recognize this will move faster, execute smarter, and protect better. And their EAs won’t just support the future – they’ll shape it.

Examining the Leading Workforce Management Priorities in 2025

Contingent Workforce Direct Sourcing General Insights HR Talent Acquisition Technology and Innovation by John Yuva on 06/12/2025

Ardent Partners and Future of Work Exchange (FOWX) conduct a variety of workplace and Future of Work research. In this new series, we’re taking a deep dive into a chart from a recent research effort and providing analysis to bring you the latest technology trends impacting today’s workforce.

This week, we’re looking at 2025 workforce management priorities, with a chart (see below) that offers a compelling snapshot of how enterprises are reshaping their workforce strategies to thrive in a fast-changing, increasingly digitized economy. At the heart of these priorities lies a clear and deliberate shift: enterprises are placing greater emphasis on agility, innovation, and value creation through a more strategic use of external talent, automation, and direct sourcing. Each of the top three priorities — optimizing utilization of external talent (92%), amplifying digitization, AI, and automation (89%), and implementing direct sourcing strategies (81%) — reflects not only a response to near-term workforce pressures but also a broader, long-term transformation in how work gets done.

The rest of this article is available by subscription only.

Introducing a New Subscription Model

Click here to learn more.

Enterprises Prioritize Total Talent Management Investment

Contingent Workforce Direct Sourcing General Insights Procurement Talent Technology and Innovation Uncategorized by John Yuva on 06/05/2025

This week, we’re looking at the level of automation and technology support across several workforce domain areas. When looking at those areas currently automated or supported via technology, it reveals a fragmented landscape where a couple domains are much more digitized than others. However, when comparing planned automation and tech support over the next 18 to 24 months, it’s clear most organizations are prioritizing automation in the near future.

The rest of this article is available by subscription only.

Introducing a New Subscription Model

To continue providing valuable insights and resources on the Future of Work and extended workforce management, we’re transitioning our site to a paid subscription model. While some posts will remain free, subscribing will grant you exclusive access to in-depth analysis, market research, expert interviews, and actionable strategies that will help improve your business. Solution providers and practitioners are invited to join today and gain a competitive edge by tracking the industry’s important innovations, emerging trends, and best practices.

Click here to learn more.

Millennials and Gen Z Transforming Frontline Work, Part 3

Contingent Workforce Events Talent Talent Acquisition Technology and Innovation by John Yuva on 03/27/2025

Did you miss Ardent Partners’ recent webinar, Shifting Expectations: How Younger Generations are Transforming Frontline Work, that shed light on how the frontline workforce is undergoing a dramatic transformation as Gen Z and Millennials become the dominant demographic, creating new challenges for procurement and talent acquisition leaders managing their flexible workforce.

Moderated by Ardent Partners’ Andrew Bartolini, the session featured industry experts, Christopher Dwyer, SVP of Research at Ardent Partners, and JB Nussbaum, VP of Enterprise Sales for Network, who explored the evolving demographics of frontline workforces and the external workforce strategies to optimize shift fulfillment.

In this three-part series, we provide some of the webcast highlights and a link to the full event.

Let’s explore Part Three and the key takeaways around how businesses navigate the evolving workforce management landscape, two major themes emerge: the role of artificial intelligence (AI) in automation and the generational shift in workplace expectations. Organizations must assess their tolerance for AI and adapt their strategies to align with the needs and motivations of a younger workforce while leveraging mobile-first solutions to drive efficiency.

Establishing AI Tolerances in Workforce Automation

The increasing role of AI in workforce automation has prompted organizations to define their tolerance levels for integrating artificial intelligence into their operations. Different companies exhibit varying degrees of comfort with AI adoption, influencing how they implement automation in sourcing and talent management. Organizations must establish clear guidelines to ensure AI-driven processes align with company values and operational goals.

The rest of this article is available by subscription only.

Introducing a New Subscription Model

Click here to learn more.

Millennials and Gen Z Transforming Frontline Work, Part 2

Contingent Workforce Events Talent Talent Acquisition Technology and Innovation by John Yuva on 03/20/2025

In this three-part series, we provide some of the webcast highlights and a link to the full event.

Let’s explore Part Two and the key takeaways around how the pandemic significantly reshaped the business world, placing a heightened emphasis on workplace culture. Companies were compelled to re-evaluate their environments and consider the impact on employees’ well-being. The discussion around workplace culture has grown increasingly complex, encompassing everything from high-pressure environments to creating meaningful connections between employees and their work. A fundamental question emerged: does workplace culture support employees in feeling valued and engaged, or does it drive them toward burnout?

Burnout and Changing Workforce Expectations

One of the most alarming statistics regarding workplace well-being is that 83% of Gen Z frontline workers report experiencing burnout. This figure underscores the immense pressure placed on frontline employees due to factors such as customer interactions, production schedules, and workplace demands. Generational insights further illustrate a shift in workforce expectations. Surveys comparing Millennials, Gen X, and Baby Boomers indicate that younger generations prioritize job factors such as work-life balance, job security, flexible schedules, and career growth significantly more than previous generations. Millennials and Gen Z rated these elements at 90% or higher in importance, whereas Baby Boomers rated them between 62% and 73%. This suggests that younger employees have higher expectations for their employers and workplace environments.

The rest of this article is available by subscription only.

Introducing a New Subscription Model

Click here to learn more.