Explorez tous les épisodes du podcast Wellable Weekly

In this week's episode, Nick and Geoff dig into two landmark AI employment lawsuits every HR leader should be following, and a new workforce sentiment story. Meta employees are suing over an AI-driven layoff process they claim targeted workers on protected leave. The Workday class action advances on the question of whether AI vendors or their employer clients bear liability for hiring bias. Lastly, a survey shows younger workers increasingly describe their relationship with their employer as a "situationship" with no long-term commitment on either side.

Key Takeaways

• Twenty-six current and former Meta employees allege the company used AI to score, rank, and select employees for termination without neutralizing protected leave as an input
• Meta's spokesperson categorically denies AI made those decisions, creating a stark factual divide at the center of the case
• Mobley v. Workday is advancing through the courts on the argument that AI hiring tools that replace functions normally performed by employers carry commensurate liability
• Workday's defense—that its tools only screen candidates and final decisions rest with employers—may be valid but puts its own customers on notice that they bear the liability for how AI outputs are used
• HR and IT leaders should be asking vendors directly how their tools handle protected class attributes, what bias testing has been conducted, and where liability sits before using AI in any consequential hiring or termination process
• 59% of workers report no clear long-term path at their current employer, and the resulting "situationship" is partly a job market story
• Employees cannot afford to leave but see no investment in their development either, a dynamic compounded by the hollowing out of middle management and the redirection of organizational energy toward AI over people

In this week's episode, Nick and Geoff reunite after Nick's summer hiatus to break down three recent headlines. Tesla caps employee AI token spending at $200 a week, a dramatic reversal from the gamified leaderboards of just six months ago. Starbucks bets it can replace $400 million in enterprise software spend by rebuilding tools in-house with AI. Lastly, Gartner projects one in five companies will cut more than half their middle managers by year-end, a structural efficiency trend with consequences that are only starting to show up.

Key Takeaways

• Tesla now requires manager approval for AI token spend above $200 per week, and Uber blew through its entire 2026 token budget by March
• Caps might be signaling negative ROI, not just cost management, since companies with these resources would keep spending if the returns were there
• Starbucks is attempting to replace roughly $400 million in annual enterprise software contracts by rebuilding tools in-house with AI and internal engineers
• If Starbucks succeeds, it could mark a meaningful shift in the build-versus-buy calculus for enterprise software and accelerate the so-called SaaSpocalypse for software vendors
• Gartner projects one in five companies will eliminate more than half their middle managers by the end of the year, but a cautionary case study shows a VP of engineering with 47 direct reports approving decisions in Slack with no context or coaching until their best engineer quietly quit
• Only 6% of Gen Z aspires to senior leadership according to Deloitte research, a rational response to watching middle management disappear and remaining managers stretched to unsustainable spans of control

In this week's episode, Nick and Geoff break down two headlines. First, they dig into the Fitbit Air, Google and Fitbit's new screenless wearable that's being called the Whoop killer. Then they tackle tokenmaxxing, the emerging workplace behavior of inflating AI usage to impress managers, and what Goodhart's Law tells us about tying performance metrics to AI usage. 

Key Takeaways

• The Fitbit Air mirrors Whoop's screenless form factor but doesn't require a paid subscription, offering a one-time purchase with an optional $10/month Google Gemini-powered health coaching upgrade and making it a potentially more accessible entry point for consumers and employers
• The Fitbit Air's consistent design, lower price point, and no required subscription make it a stronger candidate for employer bulk purchasing than past devices like the Apple Watch
• Consumer health products that gain mainstream buzz—like wearables did a decade ago—tend to eventually work their way into employee wellness program conversations, whether HR teams plan for it or not
• AI-powered personal health coaching at the individual level raises a longer-term question: could hyper-personalized consumer devices eventually fragment the traditional employer wellness program model?
• Tokenmaxxing—employees deliberately overusing AI tools to signal productivity rather than accomplish meaningful work—has emerged at Amazon and reflects a predictable response to ambiguous performance expectations around AI
• Goodhart's Law applies directly to AI adoption: when token usage becomes the target metric, employees optimize for usage rather than outcomes, driving up costs without improving results
• HR leaders designing AI performance frameworks now have an opportunity to anchor expectations to outcomes and treat AI usage as context, not the measure itself

 https://youtu.be/v4xrW2FVEq4?si=7WOiBjObH85YBXr5

In this week's episode, Geoff sits down with Chase Sterling, founder and executive director of Wellbeing Think Tank, to explore what it truly takes to build a healthy workplace in today's environment. Chase brings over 20 years of workplace wellness expertise to a candid conversation about how organizations can build a healthy, resilient workplace even in uncertain times.

 Key Takeaways

• Wellbeing Think Tank started as a side passion project to break down silos in workplace wellness and has grown into a full-time nonprofit organization offering free events, evidence-based resources, memberships, and trainings
• As AI reshapes the way we work, the organizations best positioned for the future are those treating it as a tool to automate tasks and reduce mental load, not a replacement for human connection and creativity
• There's no such thing as survey fatigue. It's inaction fatigue; employees are eager to share feedback when they trust that their organization will listen and respond meaningfully
• Organizations often invest in programs based on assumptions rather than actual employee needs, leading to well-intentioned but misaligned spending that frustrates both employers and employees
• The healthiest workplaces focus on the fundamentals (making employees feel seen, heard, and valued) and let core mission, vision, and values genuinely guide policy and decision-making
• Organizations that embrace the art of listening and have strong, healthy cultures can weather major disruption without major well-being declines



In this week’s episode, Nick and Geoff explore how companies are reallocating resources to fund AI projects and what that means for employees. From layoffs and voluntary buyouts to reductions in parental leave and other core benefits, they unpack the different strategies organizations are using to cut costs to fund token use, data centers, and other AI investments. The conversation also dives into how these shifts are influencing employee experience, talent retention, and even the growing popularity of health fairs as a way to communicate difficult benefits changes.

Key Takeaways

• Companies are shifting significant dollars toward AI investments, including infrastructure, compute, and tokens, which are affecting the balance between human and technological capital while forcing difficult trade-offs in workforce spending

• Layoffs remain the most visible cost-cutting strategy, but organizations are also using quieter approaches like benefit reductions, return-to-office mandates, and voluntary buyouts to manage headcount

• Zoom and Deloitte have made notable cuts to parental leave and other core benefits, signaling a broader trend of scaling back high-value employee perks introduced during the pandemic

• Voluntary buyouts, like Microsoft’s program, may unintentionally push out top talent, since employees with the strongest external opportunities are often the most likely to opt in

• The labor market has shifted in favor of employers, giving companies more leverage to make unpopular changes while expecting many employees to stay

• Health fairs and similar engagement initiatives may be rising in popularity as organizations look for more positive, engaging ways to communicate benefit reductions

In this guest episode, Nick sits down with Al Lewis, founder of Quizzify and the Validation Institute, to challenge long-held assumptions about workplace wellness. From his dramatic reversal on health screenings to a deep dive into GLP-1 education strategies, Al shares candid insights on what works and what does not in employee health. The conversation explores how a new, low-cost screening technology could reshape population health strategies, why most wellness ROI claims fall short, and how employers can better manage the surge in demand for weight loss drugs.

Key Takeaways

• Al Lewis has reversed his stance on biometric screenings after investing in a new, non-invasive technology that delivers similar insights at a much lower cost and with greater accessibility
• Traditional screenings often fail due to high costs, administrative burden, and false positives, making them inefficient at scale
• Many wellness ROI claims should be viewed critically, as they often rely on self-reported outcomes and selective data that do not accurately reflect true behavior change or cost savings
• GLP-1 drugs are growing in popularity, but high dropout rates highlight the need for better education and expectation setting
• Educational content can help employers guide employees through GLP-1 decisions and improve long-term success

In this week's episode, Nick and Geoff dig into Mark Zuckerberg's effort to build a digital clone of himself for Meta's 80,000 employees—and what it reveals about where management is really heading. They explore Jack Dorsey's bold prediction that middle management will effectively go extinct and why a week-long trial period during the hiring process might be the antidote to an application process flooded with AI-generated resumes and cover letters.

Key Takeaways

• Mark Zuckerberg is building an AI digital clone of himself so employees can interact with his thinking, strategies, and feedback at scale, raising questions about where AI-assisted leadership adds value and where it falls short
• AI clones may excel at repeating and clarifying strategic communication but struggle to replicate the nuance, candor, and two-way iteration that make leadership conversations meaningful
• Jack Dorsey predicted the extinction of middle management, with AI enabling manager-to-employee ratios that would have been unthinkable even five years ago
• AI is transforming both sides of hiring: Employers use it to filter candidates, while job seekers use it to generate highly customized applications at scale, making the traditional resume process increasingly unreliable
• Week-long trial periods are emerging as a compelling alternative to traditional interviews, giving both employers and candidates a more honest, real-world window into fit

In this week's episode, Nick and Geoff dig into a BCG study of 1,500 U.S. workers that puts a name to something many employees are quietly experiencing: "AI brain fry". They unpack how the push to use more AI agents is driving cognitive overload, decision fatigue, and real productivity losses—and why tying compensation to AI usage metrics may be making things worse. They close with a striking real-world illustration: a solo founder who built a $1.8 billion business with AI says his only reason to hire now is loneliness.

Key Takeaways

• A new BCG study coins the term "AI brain fry"—acute cognitive overload distinct from burnout—affecting employees increasingly pushed to manage multiple AI agents simultaneously
• Productivity gains from AI peak at two to three tools and actually decline beyond that, challenging the assumption that more AI use always means more output
• Marketing and HR are among the hardest-hit functions, with nearly one in five employees in those departments reporting "AI brain fry"
• Workers whose managers actively answer AI-related questions report 15% lower mental fatigue scores, making manager involvement one of the most practical interventions available
• Tying compensation to AI usage metrics—like token consumption or lines of AI-generated code—drives behavior that prioritizes activity over impact, accelerating brain fry rather than reducing it

In this week's episode, Nick and Geoff dig into a WallStreet Journal article about why working in America has become so joyless. They unpack the two forces driving workplace dissatisfaction—shrinking perks and the rise of AI—and explore the "AI engagement paradox," a concept gainingtraction that links AI use to lower social connection at work. They also share a practical example of how collaborative AI use can preserve the social element of work while still delivering the efficiency gains companies are chasing.

Key Takeaways:

• Shrinking perks and AI-driven changes are combining to make the workplace feel increasingly less enjoyable, according to a new Wall Street Journal report
• CFOs mentioned "efficiency" on over 300 earnings calls in Q1—up 40% year over year and the highest level since 2020—signaling a top-down squeeze employees are feeling daily
• The more employees interact with AI instead of colleagues, the more they are isolated and the lower their overall connection to work, risking burnout
• Collaborative AI use, where teams work together on AI-driven projects rather than solo, can preserve the social element of work while still capturing meaningful efficiency gains

In this week’s episode, Nick and Geoff explore how shifting social behaviors among Gen Z—particularly reduced in-person interactions—are impacting workplace readiness. They dive into how employers can rethink development through in-person experiences and skill-building and how broader economic uncertainty is shaping employee sentiment, job mobility, and the need for continuous upskilling.

 Key Takeaways:

• Only about 56% of Gen Z enter adulthood having engaged in a romantic relationship, versus 75% of older generations, signaling reduced exposure to experiences that build communication and interpersonal skills
• Gen Z is socializing less overall, contributing to underdeveloped skills that are critical for workplace success
• In-person work environments can accelerate the development of communication and collaboration skills that are harder to build in remote settings
• 27% of employees who changed jobs recently took a pay cut, highlighting a shift in job market dynamics and reduced bargaining power
• Only 28% of employees report feeling secure in their current job, reflecting widespread economic uncertainty and anxiety
• Job growth remains stagnant, with effectively zero net new jobs created in recent data, reinforcing concerns about labor market stability
• More employees are “struggling” than “thriving” for the first time in Gallup’s tracking, with implications for engagement, productivity, and well-being
• Upskilling, especially in response to AI and evolving job requirements, is increasingly critical for job security and career advancement

In this episode, Nick sits down with Dave Kerrigan of BenefitPitch for the podcast's first ever guest appearance. Dave shares insights from 20,000 benefit professionals based on their search activity in BenefitPitch, revealing what employers and brokers are actually looking for, what's surprisingly popular, and what categories may be ripe for disruption.

Key Takeaways:

• Pet insurance and pet services ranked 4th among all benefit searches on BenefitPitch, signaling it's approaching must-have status
• EAP services topped the list and COBRA and tax-advantage health accounts (e.g., HSAs, FSAs) rounded out the top three, suggesting these are "staple" categories
• Categories like COBRA, ACA compliance, and benefits administration keep getting searched year after year, which signals an opportunity for disruption rather than satisfaction with existing solutions
• GLP-1s are likely to expand well beyond weight loss into addiction, behavioral health, and other categories that employers aren't yet fully accounting for in their benefits strategy
• Dave is bearish on ICHRA enrollment projections, arguing that adverse risk selection could cause individual market premiums to outpace employer contributions over time

Resources:

• BenefitpitchBenefitPitch Trend Report | Super Benefits Bowl: The 2025 Recap
• Linkedinlinkedin.com/in/djk74

Key Takeaways:

• Nearly one third of employees would switch employers for GLP-1 coverage, making it one of the first drug classes to factor meaningfully into recruitment and retention
• Nearly half of employees are already using third-party apps to find GLP-1 drugs at lower prices
• Adding GLP-1 coverage for weight loss could increase employer health insurance premiums by 5.3% to 13.8%
• 51% of employers now cite GLP-1s as the top driver of prescription cost growth
• Clinical support and lifestyle management programs can serve as meaningful gatekeepers, helping manage costs while ensuring employees get the most out of the drug
• HR leaders should ground coverage decisions in a clear understanding of their company's size, industry, and culture because the right benefits strategy looks very different depending on the company and value proposition they are offering employees

In this week's episode, Geoff sits down with Kat Kibben, keynote speaker, bestselling author, and one of LinkedIn's top voices on hiring. Drawing on 15 years working across HR technology, employer brand strategy, and recruiting education, Kat shares a no-nonsense playbook for key stages of the hiring funnel, from writing job postings that actually attract the right candidates to using AI screening tools without embedding bias.

Key Takeaways

• The real reason you are getting too many unqualified applicants is almost always the lack of specificity in job posting, not the volume of candidates in the market
• Candidates should apply if they meet 60% or more of a job posting's requirements, because recruiters rarely expect 100% fit and most postings significantly overstate what is actually needed
• AI screening tools should be limited to clear yes-or-no questions at the initial stage and used to clarify ambiguous criteria in the maybe pile—machines should gather information, not make hiring decisions
• When companies use AI or bot-driven screening, candidates often are not told they are talking to a bot and do not know how to adjust, so these interviews reward the most confident performers rather than the best-fit candidates
• Bank of America's AI upskilling framework centers on one principle—never trust the yes—reflecting a shift from teaching prompt skills to building the human judgment needed to evaluate AI outputs critically

In this episode, Nick and Geoff review the fictional post-mortem report from Citrini Research that evaluates how we got to a June 2028 economy characterized by higher unemployment and lower stock valuations (hint: rapid AI advancement outpaces workforce adaptation). They explore the short-term and long-term implications for the workforce and corporate strategies.

Key Takeaways:

• The Citrini scenario imagines unemployment surpassing 10% by 2028, driven largely by white-collar layoffs as AI boosts efficiency and reduces the need for human labor
• Block’s 40% workforce reduction illustrates a “rip the bandage off” strategy: accelerating AI adoption immediately rather than managing gradual layoffs that could erode morale
• Companies like Meta and Accenture are tying AI usage to performance reviews and promotions, signaling that AI fluency may become a core competency
• Organizations that educate, evangelize, and share AI success stories may see productivity gains without immediate workforce disruption but long-term structural risks remain

In this episode, Nick and Geoff discuss the rapid adoption of GLP-1 drugs; recent FDA crackdowns on compound pharmacies; and the implications for employers, consumers, and the healthcare industry. They explore market dynamics, regulatory challenges, and the potential economic impact of GLP-1s.

Takeaways:

• 1 in 5 employers cover GLP-1s for weight loss, 12% of US adults report currently using the medication
• FDA crackdown on compound pharmacies and active ingredients will affect GLP-1 supply, as compound versions surged amid shortages
• Market demand is strong, and employers will continue to face decisions on eligibility for coverage as supply tightens
• Broader economic impact of GLP-1s is only beginning to unfold, with early ripple effects already appearing in industries like airlines and food as consumer behavior and health trends shift

In this episode, Nick and Geoff discuss the recent market reaction to AI disruptions in the insurance industry. They explore the implications of AI for insurance brokers, the historical context of other seemingly disruptive technologies, and what future innovation could mean for the industry. The conversation emphasizes the long-term perspectives on the impact of technology and the evolving needs of businesses.Takeaways:

• Insurance shopping platform Insurify sparked fears after launching AI insurance comparison tool, resulting in a significant drop in stock prices for US insurance brokers
• History lesson: Zenefits, once seen as a major threat to traditional health insurance brokers, didn't have significant impact on the industry
• ICHRAs is gaining traction as a flexible health insurance option
• Small businesses have been incubation markets for innovation in the broker industry
• Insurance brokers must adapt to changing market dynamics
• AI will likely play a role in the future of insurance procurement, but the complexity of health insurance requires expert guidance

In this episode, Geoff and Nick have some post-Super Bowl fun by discussing Anthropic's commercial that humorously critiques the potential for ads in AI tools. They focus on the reality of AI at work and the challenges businesses face when implementing AI, emphasizing the need for commitment and workflow changes to achieve success. They also highlight the importance of understanding AI limitations and the human element in AI interactions.

 Takeaways:

• Super Bowl Monday sees a significant number of absences in the workplace
• Anthropic's ad cleverly critiques the potential for ads in AI tools
• 95% of AI implementations deliver zero return on investment, according to an MIT study
• Successful AI projects require commitment and workflow changes
• AI tools need to be integrated thoughtfully into existing processes, while considering their limitations

In this episode, Nick Patel (CEO at Wellable) and Geoff Geredien (CGO at Wellable) discuss the implications of a lawsuit filed by former Google employee Jeff Sklarin, who claims he faced discrimination after disclosing his mental health challenges. The conversation explores the responsibilities companies have to respond appropriately when encouraging mental health discussions, the role of HR in addressing employee concerns, and the importance of training for managers to handle sensitive topics effectively. They also share insights on the need for clear company policies and the potential outcomes of the lawsuit.

Article Link: ⁠https://www.hcamag.com/us/specialization/employment-law/ex-employee-sues-google-claims-manager-weaponized-mental-health-disclosure/563154

Takeaways:

• Any publicity is not always good publicity: Google is in the spotlight for a lawsuit
• Case raises questions about mental health disclosures at work
• Encouraging openness about mental health carries responsibility
• Training for managers is essential in handling sensitive topics
• Clear company policies should be the priority, because they can be applied uniformly
• Examples include better documentation around disclosures, straightforward support like built-in mental health days, and healthcare that covers mental health providers

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In this episode, Nick Patel (CEO at Wellable) and Geoff Geredien (CGO at Wellable) unpack Amazon’s latest RTO push—a new tracking dashboard that monitors employee attendance and time in the office. They discuss how and why the company is cracking down, and what it might mean for the future of their workforce. The conversation then turns to Amazon’s growing reliance on warehouse automation and what replacing 600,000 potential roles with robots means for the company.

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In this episode, Nick Patel (CEO at Wellable) and Geoff Geredien (CGO at Wellable) unpack the revamped food pyramid—how it builds on the familiar MyPlate guidance, what’s new, and what it means for workplace wellness initiatives. They also examine early buzz around Trump’s proposed healthcare plan. While details remain unclear, the potential impact on employer-sponsored benefits and HR strategies could be significant. Tune in for key takeaways and what HR leaders should watch for next.

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In this episode of Wellable Weekly, Nick Patel (CEO at Wellable) and Geoff Geredien (CGO at Wellable) discuss the evolution of workplace socialization, particularly the decline of happy hours. They explore the reasons behind this trend, including remote work and changing drinking habits among younger generations. The conversation emphasizes the need for organizations to rethink social events to foster connections and combat isolation in the workplace.

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Glassdoor named “fatigue” its Word of the Year, highlighting just how widespread workplace burnout has become. This week, we look at four stories that reveal what employers can do to promote rest, reduce financial stress, and support long-term well-being. 

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A founder’s public meltdown, stalled progress on gender equity, and growing fears about AI  reveal how leadership decisions can ripple through culture, confidence, and the future of work. We explore what happens when leaders fall out of sync with the values they promote, and how to rebuild trust in uncertain times.

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In this week's episode, Geoff sits down with Greg Hawks, keynote speaker, corporate culture expert, and bestselling author of Act Like an Owner. Drawing on 25 years of leadership experience and a framework born from running a nonprofit and managing rental properties simultaneously, Greg shares why most engagement strategies target the wrong employees, what it actually takes to build culture that sticks, and how leaders can maintain trust through layoffs and AI uncertainty.

 Key Takeaways

• Greg's owner-renter-vandal framework identifies three archetypes in every organization: (i) owners who take genuine initiative, (ii) renters who do their job transactionally, and (iii) vandals whose active disengagement undermines everyone around them
• Most engagement strategies focus on converting disengaged employees to engaged, but the real leverage is in addressing the actively disengaged—when vandals are dealt with, the disengaged re-engage on their own
• Vandals persist for four predictable reasons: they (i) generate significant revenue, (ii) have long tenure, (ii) benefit from nepotism, or (iv) they're in a position of power (e.g., the founder of the company)
• Culture is built through consistent leadership habits, not values recitations—Greg's most effective tool is leaders sharing weekly personal challenges they faced in living out company values, which creates the thick trust that makes honest communication possible
• Transparent, proactive communication is the only mechanism that preserves trust through layoffs
• AI should be treated as a partner to experiment with openly rather than a threat to stay quiet about

This week on Wellable Weekly, we explore what happens when culture fails to support well-being. From a high-profile discrimination case against SHRM to data revealing just how few employees feel appreciated, each story offers a wake-up call on the emotional and financial costs of misalignment. We’ll dive into the root causes of the “Sunday Scaries,” the dangers of tone-deaf benefits, and how small cultural shifts can prevent big morale problems. 

Plus, stay tuned for a practical tip to help you surface hidden culture gaps before they turn into talent losses. 

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In this bonus episode, hosts Nick Patel and Geoff Geredien launch a new conversation series that breaks down the trends reshaping workplace well-being. They explore the rise of “forever layoffs,” a shift toward smaller, rolling staff reductions, and what this means for culture and engagement. The discussion also dives into the impact of artificial intelligence on workforce transformation, from evolving job roles to new hiring strategies. It’s a candid, insightful conversation designed to help leaders navigate disruption with clarity, care, and confidence.

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This week we dive into two fast-growing trends threatening team morale: “revenge quitting” and “ghost growth.” Plus, we’ll explore why holiday parties are making a strategic comeback, and how forward-thinking office design is being reimagined for comfort, flexibility, and connection. 

Don’t miss this week’s practical tip on recognizing the signs of disengagement—and taking action before talent walks out the door. 

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In this episode of Wellable Weekly, we explore how small wellness practices and shifting workforce dynamics are shaping the modern workplace. Learn how just 12 days of gratitude journaling can enhance focus and engagement, why Zillennials are relying on AI for benefits decisions, and what new research reveals about the hidden risks of poor sleep.

Plus, hear how the majority of employed caregivers are now men—and what that really means for workplace equity. Don’t miss this week’s practical tip on fostering gratitude at work. 

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What happens when well-being takes a back seat? In this episode, we explore how rolling back wellness perks, tightening culture, and prolonged layoffs are impacting employee trust, morale, and performance. From Nike ending its annual “Wellness Week” to the rise of “forever layoffs” and new research on the power of purpose, we unpack what these shifts mean for today’s workplace, and how HR leaders can respond with clarity and care.

Plus, don’t miss this week’s practical tip for assessing your culture signals and identifying what employees really need.

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In this week’s episode of Wellable Weekly, we dive into the hidden gaps quietly eroding workplace well-being, and what employers can do to close them. We unpack why wellness isn’t always a shared priority across leadership levels, how chronic conditions like diabetes create additional strain in the workplace, and why rising healthcare costs are pushing small businesses to the brink. Plus, we explore how the rapid acceleration of AI is fueling growing pressure on employees to upskill, even as the cost of learning remains a major barrier. Tune in for actionable insights and a fresh perspective on creating a healthier, more resilient workplace.

Even the best workplace tools and policies can miss the mark. In this episode, we explore how technology and well-intentioned benefits can sometimes backfire, and what leaders can do to rebuild trust, foster equity, and truly support employee well-being.

We’ll unpack why fitness apps often demotivate more than they inspire, how AI is fueling expense fraud, the growing equity gap in GLP-1 coverage, and the viral “five-minute rule” that sparked backlash against remote work micromanagement.

Plus, stay tuned for this week’s Practical Well-Being Tip: a simple question that can uncover hidden friction points in your team’s daily work experience.

Join us as we dive into what it really takes to build a culture of trust, care, and sustainable wellness at work.

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This week, we look at new research on how different generations view promotions, dive into Microsoft Team’s new location-detecting feature, discuss the latest trends in workplace flexibility, and uncover how social media may be impacting employee performance.

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In this week's episode, Nick and Geoff dig into two studies that challenge the dominant narratives around remote work and Gen Z in the workplace. New research shows remote work has plateaued at 26% of paid full-time days, while a survey of 18,000 US adults reveals that one in four Gen Z workers are depressed and quietly self-managing rather than seeking formal treatment.

Key Takeaways

• Remote work has plateaued at roughly 26% of paid full-time days, down only marginally from 27% two years ago and far above the pre-COVID baseline of 7%, suggesting most employers have settled into hybrid arrangements and are staying there
• Stanford economist Nicholas Bloom predicts hybrid work will increase as younger, more flexible CEOs replace older executives, while JP Morgan's Jamie Dimon argues one recession would be enough to push on-site requirements significantly higher
• Approximately 25% of Gen Z workers are experiencing depression, and many have quietly abandoned formal treatment after financially draining and unsuccessful experiences with antidepressants
• Half of depressed Gen Z workers are using marijuana as a coping mechanism and 70% of Gen Z CBD users are using it specifically for mental wellness, though similar patterns exist among millennials
• Manager training focused on mental health awareness is the most actionable employer response, and in-person work gives managers meaningfully better visibility into employees who may be quietly struggling

In this week's episode, Nick and Geoff dig into a ⁠landmark Stanford study⁠, which revealed that the AI tools many employers use to screen job applicants are introducing racial bias and locking the same candidates out of opportunities across multiple companies. They also discuss ⁠Uber's announcement that it's cutting 23% of its HR workforce⁠. While the company claims AI has nothing to do with it, it may be hard to take at face value.

Key Takeaways

• 90% of US employers use AI screening tools to rank applicants, and most rely on the same few third-party models, creating what researchers call "algorithmic monoculture," where a single rejection can cascade into rejection everywhere
• A Stanford HAI study covering 3.4 million applicants and 4 million job applications found AI hiring tools are producing significant racial bias and correlated rejections across employers using the same model
• AI hiring tools differ from human recruiters in four critical ways: pervasive adoption across employers, persistent memory across applications, high-stakes consequences, and opacity—properties that create systemic risks candidates cannot see or contest
• Application volumes have tripled as AI makes it easier than ever to apply for jobs, creating a capacity crisis that pushes HR teams toward AI screening even as the risks emerge
• Uber is cutting 23% of its HR team while denying it is AI-driven, but the timeline—aggressive AI spending, a blown Q1 AI budget, and an admission of unclear ROI—makes that explanation difficult to accept

In this week's episode, Geoff sits down with Jamie Jackson, co-host of the #1 HR podcast, HR Besties, and founder of Humorous Misery Media. Drawing on over 20 years in HR leadership roles and a community of hundreds of thousands of HR professionals, Jamie shares why HR is so often misunderstood, what the current wave of benefit cuts signals about employer priorities, and how to navigate a politically charged era in the workplace.

Key Takeaways

• HR's reputation takes a hit when organizations use it as the messenger for decisions that were made by the C-suite, and the gap between what HR recommends and what leadership decides often goes unseen by employees
• The best companies Jamie has worked for are ones where HR has a genuine seat at the table and leadership actually listens—those organizations build measurably stronger cultures as a result
• Benefit erosion—including 401k match suspensions, shrinking health coverage, and elimination of EAPs — is accelerating in the current labor market, and companies cutting now may be making a long-term brand mistake they'll feel when the talent market shifts
• Navigating politics in the workplace requires proactive, clearly communicated policies rather than reactive ones, especially as social media increasingly blurs the line between personal and professional identity
• The four-day work week is more achievable than most people believe, with international pilots consistently showing equal or higher productivity—and AI-driven efficiency gains may finally make it a realistic conversation in the US

In this week's episode, Nick and Geoff dig into a single story with big implications for HR and workforce strategy. New research from the Federal Reserve Bank of New York challenges the narrative that AI is behind the Gen Z hiring crisis, pointing instead to remote work as the primary culprit.

Key Takeaways

• 64% of the rise in youth unemployment traces back to remote-eligible fields, directly challenging the AI displacement narrative that has dominated headlines
• Unemployment for college graduates under 29 rose from 3.1% to 3.7% over the last nine years, while unemployment for those over 29 stayed flat or declined, a split that points to remote work rather than AI as the driver
• Published National Bureau of Economic Research findings describe the impact of remote work on early-career employees as having "scarring effects," with feedback on coding work increasing 18.3% when engineers were in the office
• Companies with distributed workforces are increasingly choosing experienced hires over younger candidates who require more feedback and development than a remote environment can reliably deliver
• Stanford remote work researcher Nick Bloom, when asked what he would advise his own daughter, said find a company that is in the office five days a week—a telling signal from someone who has spent his career studying both sides of the debate

In this week's episode, Nick and Geoff tackle the question every HR leader dreads: when a layoff is coming, what is the right way to communicate it? A World Cup roster cut gone sideways offers an unexpected lesson in delivering bad news. They also discuss two new surveys that reveal just how wide the gap has grown between what employees expect to earn and what they are actually getting.

Key Takeaways

• There is no good answer to layoff communication, only tradeoffs, and the WARN Act sets the legal floor
• Advance notice creates transparency but also triggers productivity loss, politicking, and security risks
• US Soccer coach Pochettino cut 29 World Cup hopefuls via email, a reminder that efficiency in delivering bad news often comes at the expense of the human element
• More than half of overemployed workers say they would need a 21% to 50% raise to give up their second job, and the average US worker expects roughly $33,000 more than they are currently earning
• Return to office has an underappreciated side effect: requiring in-person attendance a few days a week makes holding two full-time jobs significantly harder to sustain

In this week's episode, Nick and Geoff start by breaking down two stories about how AI is affecting the modern workforce. They dig into why Gen Z graduates are booing commencement speakers who tout AI's promise and discuss a company that suspended its 401k match mid-year to fund AI investment. They also unpack the Bolt CEO's headline-making decision to fire his entire HR team.

Key Takeaways

• Gen Z graduates are booing commencement speakers who frame AI as an exciting opportunity, reflecting their real anxiety about entering the current labor market in light of all the AI-driven layoffs
• TTEC suspended its 401k employer match mid-year and redirected those funds toward AI tools and infrastructure, signaling a troubling new willingness to treat previously untouchable compensation benefits as variable costs
• Once a few prominent companies adjust benefits previously considered off-limits, it lowers the bar for others to follow, a pattern already playing out across parental leave and other benefits
• Few CEOs have publicly committed to distributing AI gains to employees, and profit-sharing or bonus contingency plans tied to AI-driven growth would meaningfully change how workforce cuts are received
• ClickUp offers a rare counterexample, cutting 22% of its workforce while introducing $1 million salary bands for remaining staff, connecting the restructuring to a tangible upside for those who stay
• Bolt CEO Ryan Breslow fired his entire HR team, but the core functions didn't disappear—they were redistributed to a People Ops team, making the move less radical than advertised