Just around the corner from Union Square in New York is where 400 Monday.com employees show up to work at least a few times a week. 

It’s a sunlit office with real plants in most corners, a homey feel with recycled furniture and bookshelves, terraces with views of the Chrysler building, and four floors that seamlessly combine work and play. 

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New research from EY reveals a growing cybersecurity anxiety among U.S. employees, with younger generations particularly vulnerable to sophisticated AI-powered attacks. 

Experts emphasize the need for engaging and tailored training programs and a culture of cyber awareness to combat evolving threats.

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Picking what workplace apps to use, keeping them streamlined, training employees on how to use them, and knowing when to introduce a new one is no small responsibility.

Sifting the hundreds of thousands of tech products available to create the best tech stack that makes sense for your workplace and ensuring it’s future-proofed, is time-consuming. And with AI products in particular evolving so quickly – at times, overwhelming.

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If there is one thing that has revolutionized the working world this past year, it’s the surging popularity of generative artificial intelligence. 

Technology like ChatGPT and Microsoft’s CoPilot can take notes for you, draft emails, summarize meetings, write performance reviews, provide tips for tough conversations, and even write you an introduction for your podcast. 

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One of the most common ways workers can find support and camaraderie is through a union. But what if your role doesn’t allow you to be a part of a union?

That’s the case for middle managers. 

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A therapy session and a one-on-one with your manager can be eerily similar.

In fact, managers often have to navigate tough conversations with team members. Those conversations range from figuring out a flexible work schedule so that your team member feels comfortable picking up their child from school instead of attending a 4 p.m. meeting to telling a team member they’re being laid off and will need to turn over their laptop ASAP.

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What does it look like when an organization doesn’t have any middle managers at all?

In our last episode, we spoke to Cary Cooper, a professor of organizational psychology and health at the University of Manchester, about the pitfalls of promoting an “accidental manager.” He doubled down on why the best player doesn’t always make the best coach, why proper management training is crucial, and how the younger generations are changing management. 

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A growing swell of organizations are offering their employees the chance to work abroad for a year or more. Their goal: boost staff retention while providing ample opportunities for dispersed workers to connect in person.

Organizations like car manufacturer Continental and EY are among them. And some of the companies offering this have found themselves placed in LinkedIn’s recently announced 2024 Top Companies list.

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In the sports world, the best players don’t always make the best coaches. 

Wayne Gretsky is called hockey’s “Great One” for a reason. As a player, he won 4 Stanley Cups and 9 MVP awards. But what some people may not know is that he also coached in the NHL. In his four seasons coaching the Phoenix Coyotes, they didn’t make the playoffs once.

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Middle managers have been underwater since the 70s.

The biggest challenges, frustrations and reasons for discontent among this middle layer of the workforce, were prolifically documented by news outlets through the following decades. Fast forward 50 years, and woefully little has changed.

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WorkLife is proud to present season three of The Return, a podcast about the modern workforce, with this limited six-episode series focused on middle management. 

Last season, we heard what it’s like for Gen Z to enter the workforce for the first time in a post-pandemic world. We highlighted themes like why values are so important to Gen Zers, whether or not they are loyal to their employers, how they use TikTok for career advice, what it means to be a young professional who is a boss to older workers, and so much more. 

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How do you prioritize employee development and internal growth at a company against the backdrop of an uncertain economy and people switching jobs more frequently than ever before?

We asked some of the biggest retail and consumer goods conglomerates to tell us how they’re prioritizing talent retention in 2024, and in doing so leaning into the so-called “Big Stay” trend as the “Great Resignation” recedes. The response: companies like Nestlé, Walmart and Procter & Gamble have doubled down on their efforts around employee benefits, stock options, paid time off, while also ensuring offices are welcoming and that each employee has access to internal generative AI tools to help boost their productivity.

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Nina McCollum, 55, was laid off last March from Glassdoor. It was her third career layoff. 

She was able to jump back into freelancing as a professional content writer with more than 20 years of experience, but any dreams of retiring faded fast. It wasn’t a new reality for her though, she had long suspected retirement would be out of reach. For most of her career, she didn’t have access to an employer-sponsored retirement plan, except for the year she was at Glassdoor. Before that, and again today, it is up to her.

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Organizations and business leaders are struggling to win the trust of their workers – and it’s a growing problem. 

What’s worse: it seems that the feeling is mutual. 

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Nate is a Brooklyn-based graphic designer who was laid off from his creative director’s job during the pandemic. Since then, he has managed to carve out a new identity: that of a happy, highly sought after freelancer. 

“Initially when I got laid off, I found myself almost unhirable because of my salary requirements, because I had worked in smaller companies but was paid very well,” he said. “None of the big companies felt I had the experience they wanted, and no small companies felt like they could afford me.”

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