What Employees Really Want

I was recently interviewed on a podcast and was asked to comment on organizational and talent trends now and in the future. As usual, I dove into the research, including a visit to ChatGPT. I wanted to see what it came up with and see how AI is impacting what we want and need at work.

I found that what employees want now, and in their future workplace, doesn't change very much.

What surprised me is the overwhelming desire for more people-focused leadership and company cultures. Likely because of AI, how we communicate on social media, changes in how communities connect, and our ever-busy lives...we are craving a human-centered approach more than ever.

Here are the top 5 things that employees want now and in the future (not necessarily in order):

1. Flexibility - There are well-documented benefits for both employees and employers.
   • For employees - better work-life balance, less stress, saves time, and improved focus.
   • For employers - higher worker output, staff retention, lower absenteeism, and stronger loyalty.
2. Psychological Safety and Belonging - Though they work closely together, these two concepts focus on different human needs in a group or workplace.
   • Psychological Safety - Coined by researcher Amy Edmondson, this focuses on actions and voice. It means you feel safe to share raw ideas, ask basic questions, or admit a mistake without fear of a bad reaction.
   • Belonging - This focuses on identity and acceptance. It is the feeling that you fit in naturally and do not have to hide your true self to be welcomed by the group.
   • Purpose or Meaning - A sense of purpose in our jobs is deeply and directly related to psychological safety and belonging. Human needs at work follow a sequential hierarchy: employees generally need to feel safe, included, and accepted before they can fully connect with a deeper sense of meaning and purpose in their tasks.
   • Note - We are creatures of inclusion and belonging going back to our early hunter-gatherer tribes. Both then and now, we crave connection with other people!
3. Authentic DEI, not Performative - Diversity, Equity & Inclusion are organizational frameworks designed to promote the fair treatment and full participation of ALL people.
   • We are all aware of the war on DEI from both the first and second Trump administrations.
   • Most of us know what performative DEI looks like...
     • A company says they hire diverse employees, but that is not reflected in their workforce.
     • Saying they value equity, but not all employees have the same fair access, opportunities, and advancement.
     • Or saying they have an inclusive culture, but not all individuals feel welcomed, respected, supported, and valued as active participants.
   • People today want inclusive cultures and inclusive leadership that are authentic.
   • Employees stay when they feel Valued, Respected & Connected! Retention is all about the employee's experience at work.
4. Professional Development & Career Growth - Continuously building your skills, knowledge, and network to advance your career and adapt to new workplace challenges.
   • Hard Skills - Learn technical tasks, software, or tools specific to your industry.
   • Soft Skills - Practice communication, emotional intelligence, and leadership.
   • Network - Connect with mentors, peers, and industry groups.
   • Note - This also includes coaching, mentoring, sponsorship, and allyship (topic of my most recent book!)
5. EQ skills in the Age of AI - Emotional Intelligence is becoming the most valuable professional asset as AI automates routine technical tasks.
   • AI Limits - Machines process data and mimic patterns, but they cannot feel empathy, sit with uncertainty, or repair broken trust.
   • Human Connection - Customers and coworkers prefer authentic human interaction over automated systems during complex or emotional moments.
   • Collaboration - True synergy and innovation come from diverse people working together, which requires strong interpersonal skills.

Why I'm Invested in These Topics

In 2010, I had just started my doctoral program in education and leadership at Pepperdine University. We were asked early on to think about the topic for our dissertation research, which was at least 2 years away. Most of my classmates had no idea what they were going to study, but I did.

At the time, McKinsey & Company had just published their annual Women in the Workplace report. When I read it, like many others, I was shocked by the statistics. Women have been in the workplace in large numbers for more than 40 years, yet we have barely moved the needle on gender parity, especially in leadership positions.

I thought we were much further along in our quest for equality. This moved me to research these topics to learn more about the underlying causes of gender disparities at work. My dissertation research led to my first book, The Power of Perception: Leadership, Emotional Intelligence, and the Gender Divide.​

Over the next few years, I was busy giving talks and leading workshops focused on my research topics. But, like the McKinsey report showed 10 years before, I wasn’t seeing much progress. Women were experiencing the same old barriers year after year, they shared stories about gender and racial bias they had encountered, and they were having difficulty finding senior men willing to mentor and sponsor them.

This is when I realized an undeniable fact:

We will not get anywhere close to gender or racial parity in our lifetimes without men. Period.

Men are a key piece of the inclusion puzzle, and we will not close any type of leadership gaps without men on board.

This is what inspired me and my co-author Michael O'Brien to write our new book, The 5 Levels of Male Allyship: A Guide to Building Better Teams Through Real Inclusion.​

Data shows that many men want to be better allies but just don’t know what to do, don’t know where to look, or don’t have the support they need.

This book provides a new framework that charts the path from passive awareness to courageous advocacy. From the resistant Traditionalist to the fully engaged Champion, it addresses the fears, pressures, and cultural forces that hold men back from meaningful support and offers tools to overcome them.

It also provides tools and strategies for women in identifying more male allies, and for HR/culture leaders in creating more inclusive cultures built around allyship.

Next Steps

As luck would have it, my passion and interests align well with what employees really want in today's organizations.

I have extensively studied and spoken about all 5 of these topics through my dissertation research, books, teaching, consulting, and speaking.

If you'd like to learn more, you can check out my website below. Or better yet, contact me directly so we can discuss your specific needs.

I am here to support you.

Dr. Shawn

​drshawnandrews.com​

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