For one brief moment workers were empowered

We take for granted the standard 40-hour, 5-day workweek, but this structured schedule was implemented to suit a very different reality than most of us work and live in today. In recent years, the 4-day workweek has gained attention. But that kind of restructuring seems to leave many with more logistical questions than answers: What about parents trying to match a school schedule, or sleep-deprived medical workers, or service workers who usually don’t know their scheduling needs in advance? Is there a way to redesign the workday and workweek to accommodate the needs of both employees and businesses—in a way that’s humane and can also work across industries? It’s a problem that Mark Takano continues address in Congress, as the representative from California’s 39th district. Takano introduced a 32-hour workweek bill in 2021 and is also pushing to restore the Overtime Act, which would increase the threshold for full-time salaried workers nationally.

Leaders have tried to sell work as ‘one big family’ for years. With the proliferation of terms like ‘office besties’ and ‘work spouses,’ many employees have viewed work as a type of family too. But anyone who has been passed over for a promotion they deserved or laid off after years of hard work knows the hard truth: Work isn’t your family. In fact, work can make people feel lonely by preventing them from connecting with their community, and some mental health experts have called loneliness a health epidemic. So, how can we prioritize our mental health and our ambition at the same time? How can we feel less alone at work and foster meaningful relationships while still protecting our ‘real lives’? To dig into these questions for answers, we talked with Ann Shoket, former editor-in-chief of ‘Seventeen’ magazine; author of ‘The Big Life,’ a guide for career-driven young women; and CEO of TheLi.st, a private community of innovators across media, technology, and business.

Even as the nature of work changes and innovations transform our jobs, the hiring process feels stuck in the same biased, ineffective rut. Too often, when companies finds themselves with an open position, they fall back on the same broken methods: mining leadership’s narrow, professional networks, or posting the same ineffective job ads in the same places. So how can we fix a system that’s so ingrained in the traditional corporate psyche? How can we really reach unexpected and underrepresented candidates? If it were possible to, say, burn the whole thing down and start from scratch, what would a new, more effective hiring process look like? We put that question to Kimberly Brown, founder of Manifest Yourself, a consulting company focused on career development for women and people of color. Brown, who sees both companies and job candidates struggling with poor communication and too few resources, believes that a few key changes could start to improve the experience for everyone.

No matter what job you have, you’ve probably felt at various points in your career that you don’t make enough. And because money can be a taboo topic, we rarely reveal what our salaries are—even with the people we’re closest to. In a recent survey, only about half the participants said they share their salary with family members, while just 32% said they share how much they make with close friends. This secrecy helps keep gender, racial, and executive-to-worker pay gaps thriving. Fortunately, the tide has been slowly turning in the past few years. More companies have adopted at least partial-salary-transparency policies, and even some states and cities have introduced laws supporting salary transparency or salary ranges. Hannah Williams, a content creator and host of the TikTok channel, Salary Transparent Street, has a knack for talking to people about salaries. She believes that it’s a conversation we need to have in order to make work a better deal for everyone.

One of the secret problems with work is that hard work alone isn’t enough to get ahead. It’s a tough wake-up call for those of us who spent our school years working to get all As and doing all the things we were told were the key to a successful life. The truth is, work—and the rest of the “real world”—isn’t a meritocracy. The most hard-working, and even the smartest or most-talented, people aren’t always the ones who end up in power. So if hard work alone isn’t what matters, what does? And is there a way to shift what we value to make things more fair? Jill Katz, founder of Assemble HR Consulting, focuses on answering these questions of culture and change in the workplace.

Fifty percent of people say they’ve quit a job because of a bad boss. Why are so many managers unable to effectively manage? And is there a way to learn how to be a better manager? Leadership coach Lia Bosch joins host Kathleen Davis to talk about what companies get wrong about management and how bosses can be better at their jobs.

Welcome back to Season 12 of ‘The New Way We Work’!Even in the best of times, there’s always been an undercurrent of conflict between the priorities of corporate leadership and the needs of employees. But in the last several years, that tension has increased noticeably. Whether it’s the ongoing battles over employees returning to the office (or not), the renewed uproar over executive pay, or missteps in handling layoffs, the conflicts between employees and management only seem to grow. This season on ‘The New Way We Work,’ we’re looking at the problems with work, how we got here, and how to solve them. For this first episode, Work-Life editors Julia Herbst and AJ Hess discuss the most fundamental problem with work: that employees and management don’t see eye to eye.

The New Way We Work is back for a new season next week and we are unpacking the biggest problems with work! Problems like lack of pay transparency, how hard work too often goes unrewarded, how the wrong people end up as managers, and so much more.

The impact of AI on finance departments will be huge.

How artificial intelligence is shaping the product journeys from procurement to end customers.