News Spotlight

Interviews fail to assess needed skills. Although interviews may cover the skills listed in job descriptions, they often do not truly assess those abilities—especially in technical or emerging areas like AI—because discussions frequently retrace the same ground instead of probing candidates' relevant competencies in depth (HBR).

AI drives companies to reinstate in-person. Faced with the rising risks of candidate cheating and identity fraud enabled by AI during virtual technical interviews, companies such as Google, Cisco, and McKinsey are reintroducing in-person rounds to verify authenticity and ensure that applicants truly possess the required skills (Wall Street Journal).

Companies increasingly monitor and enforce attendance. In response to hybrid work challenges, many U.S. companies have stepped up monitoring and enforcement of in-office attendance—which now averages just over three days per week—to ensure employees meet presence expectations (CNBC).

Stat of the Week

A new study finds that one-third of Gen Zers accepted a new job and didn’t show up on day one.

This finding signals a need for HR to revisit how early-stage hiring experiences are structured. To counter this, HR leaders can create more transparent, respectful onboarding and recruitment processes: sending timely confirmations, setting clear expectations, and maintaining open communication from offer to Day One. Establishing a follow-up protocol—such as quick motivational check-ins, pre-boarding materials, or a trusted point of contact—can help reinforce commitment and reduce no-show rates. Encouraging candidates to professionally withdraw if their circumstances change fosters mutual respect and helps uphold your employer brand.

Deep Dive Article
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How to Create an Engaging Culture in Today’s Economy

The nature of work has been rewritten in the past few years, and the pace of change shows no signs of slowing down. Between economic uncertainty, technological disruption, and shifting workforce expectations, employees are experiencing a workplace that often feels unstable. For leaders, this means that building and sustaining an engaging culture is not just a priority—it is essential for long-term performance and retention. An engaging culture doesn’t eliminate uncertainty, but it creates the environment where employees feel secure, connected, and motivated to do their best work.

At the same time, employees’ expectations have evolved. They want more than just competitive pay; they’re seeking belonging, growth opportunities, and a sense that their contributions matter. In today’s economy, where inflation pressures, rapid AI adoption, and global competition shape everyday decisions, the organizations that thrive will be those that understand engagement as a strategic driver. Culture is no longer a “soft” issue—it is directly tied to innovation, customer satisfaction, and financial outcomes.

The challenge is that building engagement requires intentionality. Leaders can’t simply rely on annual surveys or one-time perks to foster commitment. Employees quickly see through surface-level gestures. Instead, culture must be nurtured through consistent actions, transparent communication, and policies that align with employee values. By focusing on recognition, growth, flexibility, leadership development, and shared purpose, companies can create an engaging culture even in turbulent economic times.

Prioritize meaningful recognition

Recognition remains one of the most powerful tools for creating engagement, especially when economic pressures limit other forms of reward. Employees want to know that their work is valued and that their efforts are contributing to something larger than themselves. In practice, this means moving beyond generic “good job” comments to specific, timely, and authentic acknowledgment of contributions. When leaders highlight the impact of an employee’s actions, it reinforces not only performance but also belonging.

Recognition should be democratized, not reserved for top performers or managers alone. Peer-to-peer programs, where colleagues can acknowledge each other’s efforts, extend appreciation across teams and strengthen community bonds. Celebrations of milestones, small wins, and collaborative achievements all contribute to a culture where people feel seen. In today’s economy, where stress and uncertainty run high, recognition serves as both a motivational tool and a stabilizing force.

Offer growth opportunities that match changing needs

Engagement thrives when employees believe they are growing. With automation and artificial intelligence reshaping jobs, the need for continuous skill development has never been greater. Organizations that invest in learning—through reskilling programs, stretch assignments, and accessible training—send a strong signal that they are committed to employee futures. This investment not only improves performance but also builds loyalty, as workers see a path forward for themselves even in unpredictable times.

Growth opportunities should be personalized. Not every employee aspires to climb the corporate ladder; some want to deepen expertise, explore cross-functional roles, or balance professional development with personal responsibilities. Providing multiple paths for advancement helps employees stay engaged on their own terms. When growth is embedded into daily work—through mentoring, feedback, and knowledge sharing—it becomes part of the culture, not a side initiative.

Support flexibility and well-being

The modern workforce has redefined what engagement looks like, and flexibility is at the center of the equation. Employees who feel trusted to manage when, where, and how they work are more likely to remain committed and productive. Flexibility doesn’t always mean full remote work; it can take the form of hybrid arrangements, flexible hours, or autonomy in decision-making. The key is listening to employees and adapting practices to balance organizational needs with individual preferences.

Equally important is well-being. Burnout and stress are top concerns in today’s economy, and ignoring them undermines engagement. Employers who normalize conversations about mental health, offer meaningful benefits that address physical and financial wellness, and reduce unnecessary workload pressures build cultures where employees can thrive. By integrating well-being into the employee experience—not treating it as an add-on—leaders demonstrate genuine care, which strengthens trust and commitment.

Develop leaders as cultural role models

Managers play an outsized role in shaping engagement. Employees often experience company culture most directly through their immediate supervisors, so leadership development is critical. In an economy where employees have more visibility into leadership behaviors, managers must embody the values and practices the organization seeks to promote. This includes transparency, empathy, and consistency.

Training leaders to give effective feedback, foster collaboration, and address conflicts with fairness is an investment in culture. Just as important is holding leaders accountable for engagement outcomes, not only operational performance. Organizations that reward managers for developing people, not just hitting targets, send a powerful signal about what they value. When leadership and culture are aligned, employees feel supported and engaged.

Align culture with purpose

An engaging culture is rooted in purpose. Employees want to know how their daily efforts connect to a larger mission, whether that’s improving communities, advancing sustainability, or delivering products that make lives better. In today’s economy, where workers face uncertainty and rising demands, clarity of purpose provides a north star that motivates beyond paycheck or promotion.

Purpose must be lived, not just stated. Organizations that demonstrate values in their decisions—such as ethical supply chains, investment in sustainability, or fair labor practices—create credibility with employees. Leaders can reinforce purpose by storytelling: sharing examples of how employees’ work directly impacts customers or communities. When purpose and practice align, engagement becomes natural because employees feel part of something meaningful.

Foster inclusivity and belonging

Engagement is not sustainable without inclusivity. A culture where only a portion of the workforce feels valued cannot thrive. Inclusivity goes beyond representation; it’s about ensuring all voices are heard, respected, and given opportunities to contribute. Belonging emerges when employees feel comfortable being themselves and trust that differences are strengths, not liabilities.

Creating belonging requires systemic effort. Inclusive hiring practices, equitable recognition programs, and transparent career paths all reduce barriers that undermine engagement. Leaders should also encourage open dialogue, where diverse perspectives are welcomed in decision-making. In a diverse economy with a multigenerational workforce, inclusivity is no longer optional—it is a cornerstone of an engaging culture.

Encourage collaboration and community

Engagement is often strengthened through connection with peers. In hybrid or remote environments, building community requires intentional effort. Organizations can promote collaboration through cross-functional projects, digital platforms for knowledge-sharing, and in-person events that strengthen bonds. Informal moments—like team lunches, virtual coffee chats, or recognition rituals—also foster a sense of camaraderie.

Strong community ties reduce turnover and increase resilience during difficult times. When employees know they have allies and support, they are more willing to invest effort and creativity in their work. By prioritizing community, leaders not only build engagement but also cultivate the collective strength needed to navigate economic challenges.

Measure and act on feedback

Finally, an engaging culture requires listening. Surveys, focus groups, and one-on-one conversations give leaders insight into what employees truly need. But listening without action erodes trust. Organizations must demonstrate that feedback leads to tangible improvements—whether in benefits, workloads, or recognition practices.

Continuous listening creates a culture of dialogue, not a one-time transaction. When employees see that their voices shape decisions, engagement grows naturally. Especially in today’s economy, where trust in institutions can feel fragile, responsiveness is a competitive advantage.

Engagement is a strategy, not a perk

In today’s uncertain economy, creating an engaging culture is not about adding perks or launching one-off initiatives—it is about embedding practices that make employees feel valued, supported, and connected. By prioritizing recognition, growth, flexibility, strong leadership, inclusivity, purpose, and feedback, organizations can build cultures that sustain both performance and well-being. Engagement is not just about keeping people happy; it is about unlocking their full potential in service of the organization’s goals. Leaders who invest in culture now will not only weather economic turbulence but will also position their organizations for long-term success.

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Quote of the Week

“Some people want it to happen, some wish it would happen, others make it happen.”
​Michael Jordan