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Each month, the U.S. Bureau of Labor Statistics (BLS), which describes itself as “the principal fact-finding agency for the Federal Government in the broad field of labor economic and statistics,” releases their “Employment Situation Summary,” or what many of us in the industry refer to as the “Jobs Report.” It’s a detailed report which analyzes job growth or losses and other labor force statistics across many industries.And each month, largely to spare you from having to sift through the lengthy report to glean everything you need, we provide you with a high-level overview consisting of leading and lagging professional industries, geographic highlights, and more. We also provide you with some timely and relevant economic and workforce management news not included in the Jobs Report.

As hard as it is to imagine, business news outlets are rushing to at least ask the question about whether Musk – the billionaire who bought Twitter this fall, laid off half of its employees and pressed remaining staff to go “hardcore” or just go – had somehow become a role model for the modern CEO.

Employers are continuing to adapt to the changes brought about by what is hopefully a waning global pandemic including remote and hybrid work, a shortage of talent, conflicting economic headwinds and the potential for a recession. Here are some tips to help your organization remain competitive.

As skilled employees continue to look at whether the grass is greener in a new organization, they are leaving huge voids in their former organizations.

5 strategies to retain your talent

A career story goes way beyond your resume, degrees, or certifications. It’s a narrative that’s unique to you, where you have come from, and where you want to go.

Organizations need to not only encourage leaders to undertake wellness conversations, but also train them in the best practices needed to help people to open up about their physical and mental wellbeing.

Our new global study, Resetting Normal: Defining a New Era of Work, revealed that exacerbating the problem of burnout is what appears to be an inability of leaders to identify employees who were burned out.

The Adecco Group “Resetting Normal” survey results show very clearly that while the turnover tsunami has not quite manifested, many working people are actively reassessing their current jobs and – in some cases – seriously considering changes to position themselves for future career satisfaction.

Our new research found that while 68 percent of all respondents – leaders, frontline managers, and non-managers – believe that upskilling is important, 42 percent are concerned about not having skills that are relevant to the future of work. That’s largely because people are not getting access to skills and career development opportunity.

It would not be an understatement to say that employees have high expectations around career development. However, it’s equally true that their current employers are not doing enough to meet those expectations.

According to a ground-breaking global research survey conducted by The Adecco Group, senior business leaders are profoundly disconnected from their employees on most major workplace issues, including career development, mental health and wellness and plans for a full or partial return to the office.