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Published by Wellable
Your weekly dose of workplace & HR trends, wellness insights, and practical tips to help your team thrive. For more workplace insights, visit: https://www.wellable.co/
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In this week’s episode, Nick sits down with Barbara Zabawa, founder of the Center for Health and Wellness Law , law professor, and host of the Wellness Law Podcast . A former insurance company attorney who carved out a specialty that barely existed, Barbara brings rare clarity to the legal risks hiding inside employer wellness programs. The conversation covers why tobacco surcharge lawsuits are the new compliance frontier, what AI-generated legal documents actually look like to a practicing attorney, and a new employee benefit concept she believes could address structural barriers to health. Key Takeaways The wave of ADA and GINA lawsuits that hit employers like Honeywell and Yale University in the mid-2010s are no longer the lawsuits employee wellness programs are facing today Over 40 tobacco surcharge lawsuits are currently pending against Fortune 500 companies, alleging that employers are not properly applying the Affordable Care Act’s reasonable alternative standard, specifically by reducing surcharges only going forward when an employee qualifies rather than reimbursing retroactively Without an objective EEOC threshold for what makes an incentive coercive, the best thing employers can do is survey their own workforce: voluntariness is subjective to the employee, not the employer, and a modest reward for a high earner can feel compulsory to someone earning an hourly wage Lawyers are encountering AI slop firsthand when clients present them with AI-generated memos expecting a quick sign-off, but a lawyer still has to verify every line and correct every error, which typically takes longer and costs more than if the client had simply asked their question directly Barbara's academic research focuses on wellness legal partnerships: an employer-sponsored but employer-independent benefit staffed by lawyers, social workers, and health coaches who help employees address the social and structural barriers to health that traditional wellness programs cannot reach
In this week's episode, Nick sits down with Deb Haas, founder of AI Confidential . A former Accenture consultant who built an AI coaching and consulting business from scratch, Deb brings a refreshingly unfiltered perspective on AI fluency, who actually has the advantage in the AI era, and what companies are getting dangerously wrong about adoption. Key Takeaways A PwC survey of nearly 50,000 workers found more than half feel they are falling behind on AI, but Deb argues most people dramatically overestimate how advanced their peers actually are, and that nobody is truly behind in a technology this new PwC's four AI fluency tiers show the Engine Room (workers who don’t have specialized skills and who are also “not far along” in AI learning) makes up 56% of the workforce, creating a structural problem for any organization trying to become AI-forward while simultaneously cutting training budgets Deb considers AI a language tool, not a tech tool, arguing that if you can write or speak plain English, you have everything you need to use it effectively Older workers and women may have a genuine advantage in the AI era because soft skills (e.g., judgment, empathy, reading the room) are exactly what is needed to evaluate AI output and catch what the machine gets wrong AI slop is a judgment problem, not a technology problem: AI generates the statistical middle of everything it was trained on, and without experienced human review, the result is generic, unreliable output that creates real legal and reputational risk
In this week's episode, Nick sits down with Chris Williams, former VP of HR at Microsoft and leadership advisor to senior executives worldwide. Chris joined Microsoft through the acquisition of FoxPro and eventually oversaw HR for 32,000 employees under Steve Ballmer before branching off into leadership coaching and development. The conversation covers why cutting middle management creates problems companies won't feel for years, how AI can genuinely augment managers without replacing them, why most companies handle layoffs badly, and his prediction that we are currently in an AI bubble. Key Takeaways Flattening organizations by eliminating middle management creates hidden career traps, including employees having little room to develop management skills incrementally, which can result in some leaving for organizations that offer a path to grow Chris predicts a retention crisis in three to five years for companies making extreme cuts to create flat orgs today AI cannot replace the interpersonal nuances of management (e.g., writing performance reviews, handling personnel conflicts, recognizing when someone shuts down after a certain type of feedback) but can help managers track communication patterns and manage more people effectively, making 8 to 12 direct reports realistic instead of the traditional 4 to 6 Companies are terrible at communicating layoffs: they focus entirely on the 1% being let go while ignoring the 99% who remain and are left anxious, uncertain, and quietly polishing their resumes without any clear communication about what the layoff means for them Much of what is being attributed to AI-driven layoffs is post-COVID hiring correction: companies that massively over-hired in 2020 through 2022 are now right-sizing, and the AI narrative is a convenient frame for what is also a structural adjustment Chris's prediction: we are in an AI bubble that will correct, similar to the dotcom era—AI is a genuinely powerful tool, but companies making reckless decisions about management layers and headcount will walk many of those back within three to five years
In this week's episode, Nick sits down with Alex Seiler, Chief People Officer and HR expert with 20 years of experience across companies from Blue Shield of California to WeWork. The conversation focuses on two of the most under addressed topics in HR: bereavement leave and caregiving. Alex shares why the standard three-day policy for bereavement leave is a relic of decades-old union contracts, why employees almost never raise caregiving needs with HR, how to build a business case for better policies, and two bold predictions about where workplace grief policies and human-centered culture are heading. Key Takeaways The standard three-day bereavement policy traces back to union contracts from the 1950s (one day for travel, one day for the funeral, one day to drive back) with no input from grief experts or consideration of the actual mourning process The average US company today offers approximately 5.6 days of bereavement leave, while grief experts now recommend a minimum of 20 days for the loss of someone close—a gap that most employers have not meaningfully addressed in decades Only 8% of employees feel comfortable raising caregiving needs with HR, creating a self-sealing cycle: employees don't disclose, data shows no demand, policies don't change, and that outcome confirms to employees that did speak up that it was pointless to do so Alex's prediction: three-day bereavement policies will come to sound as dated as no maternity leave within five to ten years, driven by accumulating state mandates that will force multi-state employers to standardize well above the current floor In an AI world where technology equalizes output, the remaining differentiator between employers will be how they behave when something goes wrong in someone's life—what you do when someone's mother actually passes away is the test of whether human-centered culture is real or just a recruitment talking point
In this week's episode, Nick sits down with the Oracle of Remote Work, Darren Murph. A former journalist with a Guinness World Record in publishing, Darren pioneered the Head of Remote role at GitLab and now coaches organizations globally on distributed work and organizational design. The conversation covers why the remote versus in-office debate is a false binary, how AI is making remote-first knowledge management unavoidable, and two bold predictions about the future of careers. Key Takeaways Every company of scale is a distributed company (multiple offices, floors, and time zones) with the same coordination challenges as remote work, making the remote versus in-office debate a false binary that distracts from the real question: how intentional are you about your work design? The return-to-office wave is best explained by complexity theory: humans revert to their last known state of coherence when exhausted by change, which is why legacy companies with deep in-office culture will likely stay there, and that's okay Remote work failure is almost always a hiring problem: people who lack autonomy and self-direction will underperform in distributed environments regardless of the tools, and building that into your hiring criteria matters more than any policy Meeting hygiene is one of the highest-leverage things distributed teams can invest in; Darren stresses that connection before content, five-minute buffers, and actively seeking disconfirming evidence at the end of every meeting all compound over time Companies that ignored knowledge management during COVID are now paying for it as AI that relies on undocumented or conflicting institutional knowledge with no reliable baseline often hallucinates and ultimately and is forcing the knowledge management conversation that should have happened years ago
In this week's episode, Nick and Geoff cover two timely benefits stories. First, EY announces a $100 million bonus pool for employees who demonstrate human skills, a notable signal from one of the world's largest consulting firms about what it still values in an AI-saturated environment. Then, a Business Group on Health survey reveals that 14% of US employers have dropped or plan to drop GLP-1 coverage from their 2027 benefits. Nick and Geoff debate where employer adoption goes from here. Key Takeaways EY has allocated $100 million in bonuses for employees who demonstrate human or people skills, signaling that in a consulting business built on client relationships, AI cannot replace the value of human judgment and connection Geoff, a former EY employee, notes that consulting is a business where the partner selling the engagement, putting a narrative around data, and building long-term client trust is doing work that AI simply cannot replicate, making the $100 million commitment less surprising than it might appear Healthcare costs are rising well above general inflation, with health insurance costs up approximately 8.5% last year and projected to rise 9.2% for 2027, creating real budget pressure on employer benefits decisions A Business Group on Health survey found that 14% of US employers have or plan to drop GLP-1 coverage from their 2027 benefits, a meaningful difference considering 36% cover the drug for diabetes and weight loss (60% cover it for diabetes only) The key difference between enthusiastic GLP-1 adopters like Bank of America and the 14% walking away is likely not disagreement about the drug's efficacy but workforce profile—high-turnover employers bear the medication cost without capturing the long-term health benefits that justify it
In this week's episode, Nick and Geoff discuss a recent study that finds AI dramatically improves students' homework scores and speed but meaningfully hurts exam performance, creating strong lessons for how employers think about talent development. They also examine new research which links the four-day work week directly to lower obesity rates and discuss what employers who cannot yet make that shift can do to capture similar benefits. Key Takeaways A study of tens of thousands of students found that AI users saw homework scores improve by 18% but exam scores decline by 20%, signaling that AI is helping students complete work without actually learning the underlying material Findings from the study translates directly to talent development risks in the workplace Zynga founder, Mark Pincus, recently spoke on the issue's core risk: AI can get you to a B+, but it will not get you to an A—and if you have never done the foundational work, you cannot even recognize what an A looks like According to the Financial Times, an investment bank made fewer return offers to its 2025 intern class after senior financiers found that interns' initially impressive work seemed shallow once probed further Research across 33 OECD countries found a 1% reduction in annual working hours correlates with a 0.16% decrease in obesity rates A four-day work week represents roughly a 20% reduction in hours, suggesting meaningful population-level health effects Employers who cannot implement a four-day work week can pursue similar benefits by stacking smaller interventions: stress management programs, healthy food access, structured breaks, and flexible scheduling all address the same underlying mechanisms without changing the work arrangement itself
In this week's episode, Nick and Geoff dig into two stories. A National Bureau of Economic Research study identifies "LinkedIn time traveling," where candidates retroactively edit old job entries to stuff AI keywords and exaggerate skills. Then the episode turns to new data showing AI is significantly worsening an already acute workplace loneliness crisis, with 44% of employees now choosing AI over collaborating with a colleague. They dig into practical strategies for what employers can do about it. Key Takeaways One in five LinkedIn users engage in "time traveling" , the term for a newly uncovered practice of retroactively editing past job entries to add AI keywords, remove DEI references, and inflate skills The behavior is being driven in part by candidates attempting to game AI screening tools, stuffing profiles with keywords designed to pass algorithmic filters, and to make them appear more fit for certain roles The US Surgeon General has equated the health impact of chronic loneliness to smoking 15 cigarettes a day, yet most employers are not treating it with anything close to the urgency they would apply to a physical health risk of equivalent scale 44% of employees choose AI over collaborating with a colleague, 75% seek advice from AI rather than a coworker, and 37% use AI for brainstorming out of fear of judgment, a pattern that is accelerating workplace isolation The most effective employer response is intentional collaboration: stack projects with multiple people, use AI in shared team settings rather than in isolation, and reframe AI as a team member rather than a private tool
In this week's episode, Nick and Geoff dig into a single story with wide implications for every employer thinking about GLP-1 coverage. Bank of America CEO Brian Moynihan disclosed that the company spends $250 million annually on GLP-1 medications—one-eighth of its total healthcare spend—and called it a good investment. Nick and Geoff unpack what that means for employers of all sizes, why adoption has quietly plateaued at 36%, and why the direct-to-consumer market may be the most sustainable path forward for companies that can't absorb full coverage. Key Takeaways Bank of America spends $250 million annually on GLP-1s—one-eighth of its $2 billion total healthcare spend—making it the fastest-growing benefits category by a significant margin, up from effectively zero just four or five years ago Moynihan called it a good investment but acknowledged that access is gated through a health coaching program, a guardrail that reduces early dropout and creates accountability on both sides of the investment 29% of employees say they would switch employers to access GLP-1 coverage, making it one of the only pharmaceutical benefits with genuine recruitment power alongside salary and remote work flexibility GLP-1 employer adoption has plateaued at 36% , up only two percentage points from 2024, reflecting real hesitation among companies that haven't yet covered it and quiet anxiety among those that have about cost trajectory and the difficulty of removing the benefit once offered The direct-to-consumer (D2C) subsidy model, where employers contribute a fixed monthly amount toward an employee's own D2C purchase rather than covering the drug outright, may be the most practical and sustainable path forward for mid-size and smaller organizations, since D2C prices tend to decline as scale grows unlike employer-plan drug prices
In this week's episode, Nick and Geoff dig into two surveys that together reveal how Gen Z workers are managing their energy, focus, and mental health at work. New data on "micro joys" shows that short, restorative breaks are already happening with or without employer support—and the data makes a compelling case for getting ahead of the trend. Then, a landmark finding that daily marijuana use has surpassed daily alcohol consumption for the first time raises questions most employers have not answered. Key Takeaways 77% of Gen Z workers are already intentionally building "micro joys" into their workday, and 82% say they have their best ideas away from their desk Breaks are happening with or without employer support, and the case for sanctioning them is both a productivity and a culture argument Gen Z's top workplace perks are healthy snacks and beverages and more time outdoors, both at 43%, far ahead of extra days off at 24%, signaling a generational shift toward making the workday itself more sustainable rather than just maximizing time away from it In a tight labor market, many employees are reluctant to step away without an explicit organizational endorsement, which is why employer-sponsored break tools matter not just for the break itself but for the permission they signal Daily marijuana use in the US has surpassed daily alcohol consumption for the first time, with Gen Z being the only generation where marijuana use now exceeds alcohol use after work 51% of Gen Z workers report using THC during the workday, and 52% of the full workforce across all generations report self-medicating in some form during work hours
In this week's episode, Nick and Geoff take a break from AI headlines to dig into three stories that together paint a troubling picture of the current job market. In Texas, LinkedIn is under investigation for ghost job postings. A new survey finds 72% of employees believe return-to-office mandates are stealth layoffs. Lastly, Glassdoor data shows 57% of recently laid-off workers are considering accepting lower pay, with women bearing a disproportionate share of the cuts. Key Takeaways Texas has opened a consumer protection investigation against LinkedIn under the Deceptive Trade Practices Act, alleging between one-fifth and one-third of job postings are ghost jobs; Nick proposes a practical fix: require employers to periodically verify postings are still active, automatically removing any that go unconfirmed LinkedIn's new AI slop flag for content is its clearest acknowledgment that platform trust is eroding, but no equivalent tool exists for job postings that would solve for the trust problem 72% of employees believe return-to-office mandates are being used as stealth layoffs, with an average trust score of just 59 out of 100 for employer RTO motives—meanwhile, 46% of workers admit to coffee badging, coming in just to swipe a badge before leaving Nick draws a clear distinction between employers who always communicated an in-office expectation and those who hired remotely and are now changing the terms (only the latter represents a genuine breach of the employment social contract) 57% of recently laid-off workers are considering accepting lower salaries, and pay cuts are disproportionately affecting women, backtracking after three decades of progress on narrowing the gender pay gap in a relatively short period
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, 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 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
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
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Observed October 22, 2026. Cached outside the daily freshness window; the positions keep the date they were taken on.
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