Dana Wilkie

Companies are worried about how to manage Generation Z.

Four decades after the ADEA became law, nearly two-thirds of workers ages 55 to 64 report their age as a barrier to getting a job.

Why creating a “culture of civility” may help to prevent workplace misconduct, inequity and other problems.

There is a growing disconnect between what young adults will learn in college and what their first-time employers will expect them to do. And that means many new graduates will be unemployed, underemployed or struggling professionally, even if they land a job in their chosen profession. Our five-par…

New workers and their employers often find that undergraduate courses didn’t prepare them for or keep them up-to-date on the technical and practical skills they need in their first jobs. Otherwise known as hard skills, these are the knowledge and abili...

Many companies send employees surveys asking how they feel about their work, their boss and their company. They are asked to be candid and assured that their answers will remain anonymous. But how anonymous are those answers, really? And are workers j...

Fewer than half of U.S. workers have “good” jobs, according to a new Gallup study that rated “good,” “mediocre” and “bad” jobs based on 10 dimensions that included pay, benefits, job security and sense of purpose.

Employees in midcareer can feel bored and disengaged without new challenges.

A rash of surveys paints a bleak picture of workers’ mental health amid the coronavirus pandemic. And in many surveys, a managerial trend is evident: Supervisors struggle not only with their own COVID-19-related stress, but also that of their workers.

Managers who refuse to seek support from others—whether a boss, a mentor, a coach or a peer—do so to their detriment.

How managers handled the fallout from acts of racial injustice and a wrenching presidential election

It can be tricky managing two very different workers: You might have a 9-to-5 employee who’s working with an independent contractor--a gig worker--who takes home higher pay and enjoys a more flexible schedule than his counterpart.

As reports of sexual harassment ensnare some of the nation’s most high-profile men, corporate executives and leading political figures seem in a hurry to conduct damage control by denouncing or firing the alleged wrongdoers.

You’ve been promoted into management. And things aren’t going so well. Welcome to the transition from rank-and-file employee to manager—an adjustment that, for many, takes time, patience, self-reflection, mentoring and training.

During the last 12 months, managers learned a lot about themselves, their leadership styles and their employees. They learned to be more flexible. Creative. Patient. Understanding. Empathetic.

Employees may feel loyal, but that doesn’t mean they’ll stay.

A new virtual learning program designed for people managers has won the Society for Human Resource Management (SHRM) two top awards.

A new Society for Human Resource Management survey finds 84 percent of U.S. workers say poorly trained managers create a lot of unnecessary work and stress.

Now that some children have returned to in-person classes after nearly a year of COVID-19 sequestering, working parents have to pivot once again—juggling job duties with family responsibilities.

Today’s CEOs may have the final word, but they collaborate with a host of other executives. Their power is far more tempered by shareholders, boards of directors and even their own employees than in the past. What’s required of executives? What wi