Karina Ochis

In the midst of an unpredictable economic climate, workforce reductions and the complexities surrounding the implementation of return-to-office strategies, organizations are confronted with an additional and arguably more significant obstacle: the task of effectively engaging with and overseeing the emerging cohort of Generation-Z employees. In the present work environment, managers must ensure the engagement of

Leaders matter greatly. But in searching so zealously for better leaders, we tend to lose sight of the people these leaders will lead. Without his armies, after all, Napoleon was just a man with grandiose ambition. As a professor to leaders, I’m seeing firsthand the shift in leadership theory. As a consequence, the way we

Young employees struggle most with their mental health across generations. More than 50% of the global population of young employees expressed crippling anxiety about their future. They are also the least engaged generational group within their work and have the highest turnover company rate. Managers are distrustful of their own ability to meet the unique mental needs of

Disengagement among employees is costing trillions of dollars in lost productivity, high turnover and the potential loss of future professionals. Managers have reacted to disengagement with complex integration schemes and traditional motivation strategies. These panaceas have enjoyed little success. “Ghosting,” “quiet quitting” and actual defection continue. What these young workers want, as my research has revealed, is