Staff and leadership of the nation's largest media companies -- Gannett, The New York Times and NPR -- remain predominantly white, with diversity efforts, at best, incremental. The companies cite hiring freezes, layoffs and budget restraints for the lack of movement for newsroom diversity.

Driven by skepticism about the costs and value of four-year degrees, Generation Z is increasingly turning to careers in the skill trades, such as plumbing and electrical work. Social media influencers play a key role in reshaping perceptions of blue-collar jobs, showcasing their economic benefits and job satisfaction, sometimes in partnership with companies like Klein Tools and Carhartt.

As destabilizing events continue to disrupt work environments, companies can help employees develop collaborative intelligence skills to work toward common goals. By intentionally assessing current collaboration, reflecting on collaborative values and skills, and periodically assessing and refining them, a company can build teams focused on fulfilling its mission.

Mazda Toyota Manufacturing in Greenbrier, Ala., is providing a generous package of workplace benefits, including a payment of up to $250 a month toward child care costs, to its workforce. The program is available to new employees on their first day and has been credited with a 20% drop in turnover among women workers since its inception.

Leaders can avoid "carewashing" -- giving lip service to well-being in the workplace but doing little to truly help their employees thrive -- by asking workers what they need, admitting leadership doesn't have all the answers and putting policies and practices in place that promote well-being, write Resiliti's Debra Sabatini Hennelly and Maren Gube with Cynthia Mathieu, a professor of at the University of Quebec in Trois-Rivieres. "In a true culture of care, leaders create a well-tuned sense of trust that allows employees to share their struggles, needs, and aspirations in a safe environment," they write.