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Equitable & Diverse Workplaces Survey Results This survey examines how employers are tackling pay equity in the workplace.

.; ;High marketplace visibility for layoffs that are taking place, even if they aren’t actually numerous, creating the impression that employers are correcting for post-pandemic over-hiring.; ;Uncertainty about the future impact of artificial intelligence (AI) on the workplace, prompting many organizations and employees to hold the line when it comes to talent movement, even as they establish new skills expectations for existing roles.; ;Organizational flattening and shifts in managerial hierarchies.; ;“Job-hugging” by top leaders in the face of economic and market uncertainty, impeding movement opportunities for high performers directly beneath them.; Some of the same factors inhibiting promotion opportunities may be contributing to high performers’ willingness to stay put, for now — but companies shouldn’t be lulled into complacency by that reality, Schawbel warned.

Camm stated the increased “asking price” will likely force employers to make a decision: increase their pay budgets and offers for top talent who are currently employed and in the sights of recruiters, or keep pay in check and pursue workers who are actively looking for work and who may need a bit more training (to reach the skill level of higher-priced talent).

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Most employers pay for cost of labor, not cost of living and rising wages are one of the key causes of inflation, not the other way around.

The employer can take responsibility there — even if you don’t employ them post-retirement, you can help them think through flex-retirement.”

Access a bonus Workspan Daily Plus+ article on this subject: ;How to Contend with a Job-Hopping Workforce; When comparing positions held by workers after the age of 21 (excluding part-time and short-term work during high school or college), the research revealed the following longevity averages: ;Baby Boomers: 3.6 employers in 27.1 years (7.5 years per job); ;Generation X: 4.2 employers in 19.4 years (4.6 years per job); ;Millennials: 3.9 employers in 9.2 years (2.4 years per job); ;Generation Z: 2.7 employers in 2.8 years (1 year per job); Although the data may exclude some shorter-term, early career jobs not listed by older workers, the gap is more than significant enough to account for those omissions, and it still paints a picture of dramatically increased job-hopping by the workforce’s newest entrants, said Jesse Wheeler, a senior macroeconomic analyst at Revelio Labs.

How Employers Can Help Forward-thinking employers understand the importance of supporting work-life balance to mitigate the effects of increased workplace anxiety, Pokk said.

This survey explores those options, including the types of flexible work arrangements employers offer, the availability of compressed workweek schedules, which teleworking expenses are covered by employers, what kinds of training are offered to managers and flexible workers, employee access to flexible work programs and more.

“Employers want to offer something for their members, but when they see the cost, they can’t afford it