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Source: https://hrviews.com/feed/

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<title>Mercer Report: 2025 Raises Lag Behind Employer Projections</title>
<link>https://hrviews.com/2025/05/20/mercer-report-2025-raises-lag-behind-employer-projections/</link>
<comments>https://hrviews.com/2025/05/20/mercer-report-2025-raises-lag-behind-employer-projections/#respond</comments>
<dc:creator><![CDATA[Tanmay hashbugs]]></dc:creator>
<pubDate>Tue, 20 May 2025 12:59:50 +0000</pubDate>
<category><![CDATA[Compensation Management]]></category>
<category><![CDATA[News]]></category>
<guid isPermaLink="false">https://hrviews.com/?p=2445</guid>
<description><![CDATA[In 2025, employers provided an average merit increase of 3.2% and an average total salary bump of 3.5%, according to Mercer’s March 2025 QuickPulse® US Compensation Planning Survey. These figures fell slightly below the 3.3% merit increase and 3.7% total raise expected in November 2024, and also below the 2024 numbers. Mercer suggests this drop […]]]></description>
<content:encoded><![CDATA[In 2025, employers provided an average merit increase of 3.2% and an average total salary bump of 3.5%, according to Mercer’s March 2025 QuickPulse® US Compensation Planning Survey. These figures fell slightly below the 3.3% merit increase and 3.7% total raise expected in November 2024, and also below the 2024 numbers. Mercer suggests this drop signals a return to pre-pandemic compensation norms due to a softening labor market.
Despite tighter budgets, employers are still focusing on targeted compensation strategies. A survey of over 800 U.S. companies showed that about 10% of employees are expected to be promoted in 2025, up from 8% the previous year, with an average promotion raise of 8.5%. Among organizations using a five-tier performance rating system, top performers received 5.6% raises, while average performers saw 3.3%.
To improve job satisfaction, especially among hourly workers, Mercer recommends a holistic rewards strategy, which goes beyond base pay. This could include affordable benefits, a positive work environment, and clear career growth opportunities. Such measures can enhance pay progression, financial well-being, and employee engagement.
However, compensation remains a contentious issue. Payscale’s 2025 Compensation Best Practices Report found that employers view compensation as a bigger challenge than recruiting or retention, with nearly one-third citing unfair pay as the main reason for losing talent. As economic uncertainty continues, tensions between budget-conscious employers and pay-seeking employees are likely to grow.
Graduates are also feeling the impact. According to an April ZipRecruiter report, 42% of recent graduates said they didn’t receive their expected salary. While soon-to-be graduates expected to earn an average of $101,500, the actual starting salary for recent graduates was around $68,400. This disconnect between expectations and reality adds to the pressure on employers trying to balance competitive pay with budget constraints.
Overall, as the labor market adjusts and companies navigate economic challenges, compensation strategies must become more precise and adaptable. Employers who balance performance-based pay with clear development opportunities are more likely to maintain a motivated and loyal workforce.
]]></content:encoded>
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<title>Report: Employee Mobility Key to Closing Talent Gaps</title>
<link>https://hrviews.com/2025/05/20/report-employee-mobility-key-to-closing-talent-gaps/</link>
<comments>https://hrviews.com/2025/05/20/report-employee-mobility-key-to-closing-talent-gaps/#respond</comments>
<dc:creator><![CDATA[Tanmay hashbugs]]></dc:creator>
<pubDate>Tue, 20 May 2025 12:40:38 +0000</pubDate>
<category><![CDATA[News]]></category>
<category><![CDATA[Talent Acquisition]]></category>
<guid isPermaLink="false">https://hrviews.com/?p=2442</guid>
<description><![CDATA[Employee mobility is emerging as a powerful tool for addressing talent shortages and managing costs, according to an EY report. Companies with advanced mobility programs are more than twice as likely to achieve 10% revenue growth, highlighting the value of mobility as a strategic asset. Talent shortages are a serious challenge—48% of employers report difficulty […]]]></description>
<content:encoded><![CDATA[Employee mobility is emerging as a powerful tool for addressing talent shortages and managing costs, according to an EY report. Companies with advanced mobility programs are more than twice as likely to achieve 10% revenue growth, highlighting the value of mobility as a strategic asset.
Talent shortages are a serious challenge—48% of employers report difficulty finding the talent they need, and 74% say it takes over a year to fill senior positions. But effective mobility can change that. EY’s survey of over 1,000 mobility professionals revealed that 85% believe mobility assignments can be transformative, and 48% said such experiences make employees more likely to stay with their employer.
Companies with well-developed mobility functions excel at tracking key metrics like performance ratings (68%), revenue impact (63%), promotion rates post-assignment (59%), and speed to fill vacancies (53%). These organizations also tend to explore twice as many cost-saving measures and automate or outsource processes more frequently.
Beyond global mobility, internal mobility can also boost retention. A LinkedIn report shows that employers who focus on skill building and personalized career development see a 15% increase in internal mobility. For example, in a company with 5,000 employees, this approach could lead to 200 more internal moves annually. Yet, most transitions are still concentrated among mid-level employees and above.
Creating a more inclusive mobility culture can help close this gap. Companies can do this by improving visibility of internal job openings, supporting cross-functional collaboration, encouraging mentorship, and focusing on skill development. As internal mobility becomes a priority, CHROs are taking on strategic roles, guiding C-suites on retention strategies. According to an iCIMS report, 86% of CHROs say internal mobility is a priority, and 37% are investing in technology to support these efforts.
Employee mobility, whether global or internal, is more than just a talent management tactic—it is a strategic lever for business growth. Organizations that embrace it can not only retain talent but also drive performance and resilience in a competitive market.
]]></content:encoded>
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<title>L&D Budgets Often Neglect Performance Enhancement, Study Finds</title>
<link>https://hrviews.com/2025/05/20/ld-budgets-often-neglect-performance-enhancement-study-finds/</link>
<comments>https://hrviews.com/2025/05/20/ld-budgets-often-neglect-performance-enhancement-study-finds/#respond</comments>
<dc:creator><![CDATA[Tanmay hashbugs]]></dc:creator>
<pubDate>Tue, 20 May 2025 12:33:36 +0000</pubDate>
<category><![CDATA[Labour Management]]></category>
<category><![CDATA[News]]></category>
<guid isPermaLink="false">https://hrviews.com/?p=2438</guid>
<description><![CDATA[A recent report by RedThread Research, commissioned by Schoox, highlights a growing issue: employers are struggling to invest in training programs that go beyond just keeping the business running. The research, which included interviews with 17 L&D and HR leaders, found that organizations are heavily invested in what they call “license-to-operate” training—such as safety and […]]]></description>
<content:encoded><![CDATA[A recent report by RedThread Research, commissioned by Schoox, highlights a growing issue: employers are struggling to invest in training programs that go beyond just keeping the business running. The research, which included interviews with 17 L&D and HR leaders, found that organizations are heavily invested in what they call “license-to-operate” training—such as safety and compliance. While this is necessary, the focus on these areas leaves little room for developing workers’ current skills or preparing for the future.
The report breaks down front-line worker development into three categories: keeping the lights on, improving the work, and planning for the future. The challenge, according to RedThread, is that many companies are out of balance, focusing too much on the immediate needs and not enough on long-term growth or enhancing present-day performance.
For businesses to thrive, RedThread suggests that leaders must find balance—not necessarily equal investment across all categories, but a strategic focus on the most critical areas. For instance, “license-to-operate” efforts should be streamlined to cover only the essentials. Tightening up proficiency standards or ensuring consistency in training content can help make these programs more efficient and effective.
To improve current performance, organizations must focus on filling gaps in skills and knowledge that provide the greatest return. This could involve improving onboarding processes, offering more targeted development opportunities, cross-training employees, and equipping supervisors with better tools to lead.
Looking ahead, companies should also invest in future-proofing their workforce. This could include building clear career frameworks, offering coaching, and ensuring workers have a roadmap for growth.
The shift in focus from recruitment to internal talent development is echoed in a SHRM report released earlier this year. However, companies are facing a significant barrier—high turnover and burnout—which hinders the ability to fully implement these development plans. As noted by the Association for Talent Development, turnover is a major roadblock to effective on-the-job training, particularly for front-line workers. A separate report from Axonify further suggests that improving staffing levels may have a more significant impact on front-line workers than many forms of professional development.
Ultimately, companies must recognize the value of investing in training that not only addresses immediate compliance needs but also enhances day-to-day performance and prepares workers for the future. Without this broader focus, businesses risk falling short in developing the talent they need to succeed in an increasingly competitive market.
]]></content:encoded>
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<title>Companies Favor Cultural Fit Over Skills in Hiring Decisions</title>
<link>https://hrviews.com/2025/05/20/companies-favor-cultural-fit-over-skills-in-hiring-decisions/</link>
<comments>https://hrviews.com/2025/05/20/companies-favor-cultural-fit-over-skills-in-hiring-decisions/#respond</comments>
<dc:creator><![CDATA[Tanmay hashbugs]]></dc:creator>
<pubDate>Tue, 20 May 2025 12:19:13 +0000</pubDate>
<category><![CDATA[Hiring]]></category>
<category><![CDATA[News]]></category>
<guid isPermaLink="false">https://hrviews.com/?p=2435</guid>
<description><![CDATA[Despite all the buzz around skills-based hiring, many companies are still making decisions based on vibes, not qualifications. A new report from Textio reveals that hiring teams are often swayed by personality and gut feelings rather than actual skills or experience. The analysis of over 10,000 interview assessments found that candidates who landed job offers […]]]></description>
<content:encoded><![CDATA[Despite all the buzz around skills-based hiring, many companies are still making decisions based on vibes, not qualifications. A new report from Textio reveals that hiring teams are often swayed by personality and gut feelings rather than actual skills or experience. The analysis of over 10,000 interview assessments found that candidates who landed job offers were twelve times more likely to be described as having a “great personality” compared to those who were passed over.
This trend—dubbed “vibe hiring”—suggests that likability is trumping competence in many hiring decisions. Instead of structured evaluations, some teams rely on memory or offhand impressions, which can lead to inconsistent and biased outcomes. While this may feel more natural, it also risks hiring the wrong people for the job, undermining team performance and business success in the long run.
The report also highlights a gender bias in the way candidates are described. Women are more frequently labeled as “bubbly” or “pleasant,” while men are more often described as “confident” or “level-headed.” This kind of language can influence hiring decisions subtly but powerfully, reinforcing stereotypes and steering outcomes based on personality impressions rather than capabilities.
Interestingly, the report found that feedback plays a big role too. Candidates who received constructive feedback—often those who were eventually hired—tended to perform better. On the flip side, most rejected candidates never heard why they didn’t make the cut. That lack of transparency does a disservice not only to the applicant but to the hiring process itself.
Another layer to all of this comes from Gallup, which points out that candidates judge companies based on how they’re treated during interviews. A well-structured, respectful, and values-driven hiring process makes an impression—and it can influence whether a candidate says yes to an offer.
In the end, companies that want to hire the best talent need to get serious about their approach. That means building structured interviews that focus on necessary skills, using inclusive and intentional language in job descriptions, and moving away from vague, subjective qualifications. Skipping these steps sends the wrong message—not just about the role, but about the company’s values. Skills-based hiring isn’t just a trend; it’s a smarter way to build strong teams and more equitable workplaces.
]]></content:encoded>
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<item>
<title>Report: $100K Income Falls Short in 25 Major Metros</title>
<link>https://hrviews.com/2025/05/20/report-100k-income-falls-short-in-25-major-metros/</link>
<comments>https://hrviews.com/2025/05/20/report-100k-income-falls-short-in-25-major-metros/#respond</comments>
<dc:creator><![CDATA[Tanmay hashbugs]]></dc:creator>
<pubDate>Tue, 20 May 2025 12:13:15 +0000</pubDate>
<category><![CDATA[News]]></category>
<category><![CDATA[Payroll]]></category>
<guid isPermaLink="false">https://hrviews.com/?p=2431</guid>
<description><![CDATA[A recent LendingTree report reveals a sobering reality: in 25 of the largest U.S. metros, a $100,000 household income is no longer enough to cover basic expenses for a family of three. In San Jose, for example, such a family would be $2,207 in the red monthly, underscoring the area’s status as the least affordable. […]]]></description>
<content:encoded><![CDATA[A recent LendingTree report reveals a sobering reality: in 25 of the largest U.S. metros, a $100,000 household income is no longer enough to cover basic expenses for a family of three. In San Jose, for example, such a family would be $2,207 in the red monthly, underscoring the area’s status as the least affordable.
The idea that “$100,000 means you’ve made it” is fading fast. While still meaningful in some regions, the number no longer guarantees financial security in many urban areas, especially once housing, childcare, and transportation are factored in. The LendingTree report didn’t even include debt payments, which means the financial squeeze is likely even tighter for many.
According to the U.S. Census Bureau, the median household income in 2023 was $80,610, showing growth over the past decade but not enough to match rising costs. That mismatch is showing up in real-life struggles:
<ul>
<li>73% of workers say they struggle to afford anything beyond basic living expenses, per a Resume Now report.</li>
<li>12% say they can’t consistently cover even their essentials.</li>
<li>In a Zety survey, 50% of workers said they can’t afford to start or grow a family, and 40% aren’t saving for retirement.</li>
</ul>
This data suggests a growing disconnect between income expectations and cost-of-living realities, especially in high-cost metro areas. The takeaway? Six figures isn’t the financial safety net it used to be, and both households and policymakers may need to recalibrate what “financially stable” really means today.
]]></content:encoded>
<wfw:commentRss>https://hrviews.com/2025/05/20/report-100k-income-falls-short-in-25-major-metros/feed/</wfw:commentRss>
<slash:comments>0</slash:comments>
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<item>
<title>Target CEO and Rev. Al Sharpton Discuss DEI Policy Rollbacks</title>
<link>https://hrviews.com/2025/05/20/target-ceo-and-rev-al-sharpton-discuss-dei-policy-rollbacks/</link>
<comments>https://hrviews.com/2025/05/20/target-ceo-and-rev-al-sharpton-discuss-dei-policy-rollbacks/#respond</comments>
<dc:creator><![CDATA[Tanmay hashbugs]]></dc:creator>
<pubDate>Tue, 20 May 2025 12:09:33 +0000</pubDate>
<category><![CDATA[Diversity and Inclusion Management]]></category>
<category><![CDATA[News]]></category>
<guid isPermaLink="false">https://hrviews.com/?p=2428</guid>
<description><![CDATA[Target is under increasing scrutiny for scaling back its diversity, equity, and inclusion (DEI) efforts, leading to significant backlash from civil rights leaders and its customer base. This week, at Target’s request, Rev. Al Sharpton is set to meet with CEO Brian Cornell—a response to growing criticism and a possible boycott being considered by Sharpton’s […]]]></description>
<content:encoded><![CDATA[Target is under increasing scrutiny for scaling back its diversity, equity, and inclusion (DEI) efforts, leading to significant backlash from civil rights leaders and its customer base. This week, at Target’s request, Rev. Al Sharpton is set to meet with CEO Brian Cornell—a response to growing criticism and a possible boycott being considered by Sharpton’s National Action Network.
Meanwhile, Rev. Jamal Bryant’s 40-day “fast” from Target spending is wrapping up with a community event in Atlanta that highlights Black-owned businesses and will include a town hall next week to map out future action.
The controversy follows a period of DEI pullbacks by many major companies, often in response to political or public pressure. Target, once known for championing progressive causes and promoting diverse suppliers, has struggled to maintain its stance amid backlash. In contrast to companies like Costco that have stood firmly behind DEI initiatives, Target has taken a more cautious tone—one that many loyal customers and observers now view as retreat.
Store foot traffic data from Placer.ai shows a notable decline for Target following its policy changes, especially compared to competitors like Costco and Walmart. Analysts have linked this drop in part to consumer disillusionment over Target’s perceived DEI retreat.
NYU professor Alison Taylor points out that Target’s history of vocal support for DEI has made its recent quiet shifts more jarring, especially to supporters who once viewed the brand as a leader in social responsibility. She suggests the company is now trying to recover from a misstep, but regaining lost trust may require more than behind-the-scenes substance—it may need bold, public recommitment.
In parallel, Sharpton’s group is broadening its focus, recently meeting with PepsiCo to discuss concerns over their own DEI rollback. These actions signal a potential wave of accountability efforts targeting corporations that appear to waver on diversity commitments.
]]></content:encoded>
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<slash:comments>0</slash:comments>
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<item>
<title>Study Finds Cohorts Boost Retention, Especially for Gen Z</title>
<link>https://hrviews.com/2025/04/18/study-finds-cohorts-boost-retention-especially-for-gen-z/</link>
<comments>https://hrviews.com/2025/04/18/study-finds-cohorts-boost-retention-especially-for-gen-z/#respond</comments>
<dc:creator><![CDATA[Tanmay hashbugs]]></dc:creator>
<pubDate>Fri, 18 Apr 2025 12:12:10 +0000</pubDate>
<category><![CDATA[Employee Engagement]]></category>
<category><![CDATA[News]]></category>
<guid isPermaLink="false">https://hrviews.com/?p=2057</guid>
<description><![CDATA[New research suggests that forming cohorts of new hires who undergo training together can significantly reduce employee turnover and improve team cohesion. The study, published in the Journal of General Management, highlights the effectiveness of this approach, particularly for Generation Z workers. With 65% of Gen Z employees leaving their jobs within their first year, […]]]></description>
<content:encoded><![CDATA[New research suggests that forming cohorts of new hires who undergo training together can significantly reduce employee turnover and improve team cohesion. The study, published in the Journal of General Management, highlights the effectiveness of this approach, particularly for Generation Z workers. With 65% of Gen Z employees leaving their jobs within their first year, creating strong, connected cohorts could help retain them longer, according to researchers from the University of South Florida and the University of Cincinnati.
The study, which surveyed 650 new employees across 32 cohorts at a global IT services firm, revealed a “contagion effect.” When one member of a cohort started looking for a new job, others were more likely to follow suit. This suggests that social dynamics within cohorts are crucial; positive connections can anchor employees to a company, while negative ones can speed up their departure. The researchers argue that companies should rethink how they manage their cohorts by treating them as social groups, not just as collections of employees.
A key strategy for improving retention is strategic cohort management. Leaders and hiring managers can help new employees feel more connected to the company by paying attention to their geographic preferences during hiring and fostering a positive cohort experience. This sense of belonging and purpose is particularly vital for Gen Z workers, who often struggle to adjust to workplace environments. Experts recommend an extended onboarding process, spanning 12 to 18 months, that includes shadowing and upskilling to support their integration and development.
As employers focus on attracting and retaining Gen Z talent, they recognize that these workers bring valuable skills in emerging technologies and a strong desire for continuous learning. By tailoring onboarding and fostering strong cohort connections, companies can not only improve retention rates but also unlock the potential of their youngest workforce, ensuring they stay engaged and productive in the long term.
]]></content:encoded>
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<slash:comments>0</slash:comments>
<post-id xmlns="com-wordpress:feed-additions:1">2057</post-id> </item>
<item>
<title>Court Rules Nonprofit Employer Association Must Face Data Breach Lawsuit</title>
<link>https://hrviews.com/2025/04/18/court-rules-nonprofit-employer-association-must-face-data-breach-lawsuit/</link>
<comments>https://hrviews.com/2025/04/18/court-rules-nonprofit-employer-association-must-face-data-breach-lawsuit/#respond</comments>
<dc:creator><![CDATA[Tanmay hashbugs]]></dc:creator>
<pubDate>Fri, 18 Apr 2025 12:03:39 +0000</pubDate>
<category><![CDATA[Employment Law]]></category>
<category><![CDATA[News]]></category>
<guid isPermaLink="false">https://hrviews.com/?p=2054</guid>
<description><![CDATA[The Management Association (MRA) is facing a proposed class-action lawsuit after a data breach allegedly compromised the sensitive personal information of thousands. According to court filings, a Wisconsin worker sued the nonprofit after her personal and health-related data was exposed and potentially ended up on the dark web. She claims her information was shared with […]]]></description>
<content:encoded><![CDATA[The Management Association (MRA) is facing a proposed class-action lawsuit after a data breach allegedly compromised the sensitive personal information of thousands. According to court filings, a Wisconsin worker sued the nonprofit after her personal and health-related data was exposed and potentially ended up on the dark web. She claims her information was shared with MRA through her employer, who is or was a member of the organization. The lawsuit alleges MRA failed to follow basic cybersecurity standards and waited over nine months before notifying affected individuals about the breach. A federal district court recently ruled that the lawsuit can proceed.
This case is part of a growing trend where companies — and especially third-party service providers — are being held accountable for not adequately protecting personal data. MRA stores highly sensitive employee data for its member organizations, so when its systems were hacked, it impacted over 3,400 people. The exposed data reportedly included names, birthdates, bank account details, medical info, and Social Security numbers. While MRA did eventually offer one year of credit monitoring and identity protection services, critics argue the damage was already done.
The broader issue here is the rising number of cyberattacks and the growing risks for businesses that handle employee data, especially through outsourced services. In 2023 alone, more than 134 million people were affected by large data breaches in the healthcare sector — a sharp rise from the previous year. And just recently, DISA Global Solutions, a background screening provider, reported a breach that impacted more than 3.3 million people.
At the heart of these lawsuits is the argument that companies have a responsibility to protect the data they collect — and when they don’t, they can be liable. The FTC has long warned businesses to be selective about the data they collect, limit access, and build strong internal protections. That includes ensuring only those who truly need access have it, constantly monitoring for intrusions, and properly vetting third-party vendors. Contracts with those vendors should include clear security expectations.
As the lawsuit moves forward, MRA must now answer to claims of negligence, violation of federal guidance, and unjust enrichment. It’s a stark reminder that safeguarding data isn’t optional anymore — it’s part of doing business. For companies, the takeaway is simple: treat data like gold, or risk paying the price.
]]></content:encoded>
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<item>
<title>Researchers Say People-First Workplaces Are Fading</title>
<link>https://hrviews.com/2025/04/18/researchers-say-people-first-workplaces-are-fading/</link>
<comments>https://hrviews.com/2025/04/18/researchers-say-people-first-workplaces-are-fading/#respond</comments>
<dc:creator><![CDATA[Tanmay hashbugs]]></dc:creator>
<pubDate>Fri, 18 Apr 2025 11:55:55 +0000</pubDate>
<category><![CDATA[News]]></category>
<category><![CDATA[Organizational Behavior]]></category>
<guid isPermaLink="false">https://hrviews.com/?p=2050</guid>
<description><![CDATA[The era of “people-first” HR — focused on inclusion, well-being, and flexibility — may be losing steam as AI reshapes the workplace, according to new research from Leapsome and Opinium. About 75% of leaders say they’re actively restructuring roles to integrate AI, and 85% of HR heads expect sweeping changes in 2025. But here’s the […]]]></description>
<content:encoded><![CDATA[The era of “people-first” HR — focused on inclusion, well-being, and flexibility — may be losing steam as AI reshapes the workplace, according to new research from Leapsome and Opinium. About 75% of leaders say they’re actively restructuring roles to integrate AI, and 85% of HR heads expect sweeping changes in 2025. But here’s the kicker: 92% of HR leaders report facing resistance when advocating for people-focused policies like DEI, flexibility, and wellness.
It paints a clear picture of HR being stuck in the middle of a growing ideological tug-of-war — between employers pushing for efficiency and automation, and employees pushing back in defense of workplace values, representation, and support.
The Reality in 2025: As predicted by many HR analysts, the defining themes of 2025 have become AI adoption and the future of DEI. HR teams are expected to implement company-wide shifts, from return-to-office policies to AI restructuring — often without having a real say in the direction those policies take.
The Leapsome report spotlights this growing friction. For example, 56% of HR pros feel pressure to enforce return-to-office mandates, even though 81% believe hybrid or flexible models are actually better for collaboration. That disconnect between executive vision and HR insight continues to widen — and it’s threatening workplace cohesion.
Why It Matters: These tensions go deeper than logistics. Poorly executed AI rollouts can undermine employee trust, and backpedaling on DEI risks alienating top-tier, diverse talent. For companies trying to attract and retain skilled workers in an increasingly values-driven labor market, that’s a big red flag.
Lisa Highfield of McLean & Co. emphasizes the need for C-suite and HR collaboration, especially when it comes to AI. She warns that without alignment, organizations face competing agendas, friction, and stalled progress.
The DEI Backslide: Meanwhile, DEI has entered a period of uncertainty. Fortune 500 companies have been quietly scaling back diversity commitments, and evolving legal and political landscapes are making compliance more complex. But the human side of HR still matters — especially to employees who expect companies to stand for something meaningful.
The Bottom Line: HR isn’t just a policy enforcer. It should be a strategic partner. As the workplace shifts under the dual pressure of tech innovation and political polarization, companies need to give HR a real seat at the decision-making table. Without it, they risk losing the very trust, culture, and talent they’re trying to protect.
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<title>Most Workers Say Trump Policies Will Impact Them Personally</title>
<link>https://hrviews.com/2025/04/18/most-workers-say-trump-policies-will-impact-them-personally/</link>
<comments>https://hrviews.com/2025/04/18/most-workers-say-trump-policies-will-impact-them-personally/#respond</comments>
<dc:creator><![CDATA[Tanmay hashbugs]]></dc:creator>
<pubDate>Fri, 18 Apr 2025 11:49:10 +0000</pubDate>
<category><![CDATA[Employment Law]]></category>
<category><![CDATA[News]]></category>
<guid isPermaLink="false">https://hrviews.com/?p=2047</guid>
<description><![CDATA[Most working Americans today believe that changes in federal policy will affect their lives more than new tech innovations like AI, according to a recent survey from Justworks and The Harris Poll. In fact, three out of five U.S. workers think government policy shifts will hit closer to home in the coming year than the […]]]></description>
<content:encoded><![CDATA[Most working Americans today believe that changes in federal policy will affect their lives more than new tech innovations like AI, according to a recent survey from Justworks and The Harris Poll. In fact, three out of five U.S. workers think government policy shifts will hit closer to home in the coming year than the rise of artificial intelligence. That sentiment stretches across industries and roles, from startups to big corporations.
At the same time, a large portion of the workforce is turning to their HR departments for help. Around 45% say they want HR to help break down the latest policy updates—everything from tax law adjustments to tariff changes. But the reality is, most workers are feeling pretty overwhelmed. Over half admitted they can’t keep up with what’s going on in Washington, and many are uncertain about what it all means for their jobs and paychecks. This confusion is especially common in small businesses, where 46% of employees said they don’t feel informed about policy changes.
Employees aren’t just worried about legislation—they’re also bracing for possible cutbacks, layoffs, and shifts in workplace culture. There’s still some concern about inflation and economic downturns, though those fears have eased a bit compared to last year. Despite that, people are playing it safe: saving more, launching side gigs, and staying on the lookout for better opportunities. Job-seeking habits like updating resumes and researching salary ranges haven’t slowed down.
HR teams are under pressure. They’re being asked to do more, especially when it comes to navigating a maze of compliance and regulation while keeping employees informed and confident. The upside? This also gives HR leaders a real shot at building more transparent, resilient workplaces.
Mental health is another area where employees are looking for more support. More than half of the workforce feels they have to push through burnout or stress without taking time off. Reports from Modern Health show workers are increasingly interested in mental health programs, burnout management tools, and crisis response training.
The bottom line is simple: change is coming from multiple directions—policy, technology, and global events. Employees want clarity, support, and resources. For businesses, that means stepping up communication, investing in HR, and meeting people where they are. Doing so won’t just keep teams afloat—it’ll help them thrive.
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