Today's workforce is more varied than ever in how, where, and why people work. SHRM and Fidelity Investments created the Shaping the Modern Workplace research series to help HR professionals understand the distinct needs of today’s workers and to equip them with actionable, evidence-based solutions for building smarter talent and total rewards strategies.
The series began with deskless workers, who play critical roles in industries like healthcare, retail, construction, transportation, and hospitality, and explored the unique challenges HR professionals face in supporting employees who work outside traditional office settings. Now, the series turns to younger workers, ages 18 to 26, examining the financial pressures, career uncertainties, and workplace priorities shaping their early careers.
Today’s Younger Workers: Expectations, Pressures, and Priorities
Originally published: October, 2026
Younger workers are entering the workforce amid significant economic and technological change, marked by persistent cost-of-living pressures, constrained financial confidence, and accelerating AI adoption. These conditions inform their expectations of employers, particularly regarding compensation and job security, although their fundamental workplace priorities remain largely consistent with those of more experienced colleagues. Notable misalignments between HR leaders’ perceptions and younger workers’ stated priorities, especially concerning AI adoption, job stability, and core benefits, present risks to engagement and retention. By offering targeted financial wellness support, cultivating AI proficiency through practical, role-specific training, and refining the employee value proposition to reflect younger workers’ actual priorities, organizations may be better positioned to attract, engage, and retain this critical segment of the workforce.
From Turnover to Tenure: Insights for Retaining Deskless Workers
Originally published: March, 2025
Deskless workers form the backbone of many industries critical to our economy, yet retaining this essential workforce presents unique challenges. With higher turnover rates, particularly within the first year of employment, and distinct issues related to scheduling, compensation, and workplace dynamics, these roles demand tailored approaches to improve retention. High turnover among deskless workers isn’t inevitable. By rethinking assumptions, engaging with employees, and adopting evidence-based strategies, organizations can transform retention challenges into opportunities for growth and stability.
Deskless Workers: HR Strategies for Benefits Engagement
Originally published: September, 2024
The diverse work settings and schedules that define deskless roles, coupled with limited computer access during the workday, irregular hours, and lack of face-to-face communication, can make it difficult to effectively reach deskless workers. This can create barriers to ensuring that deskless workers are enrolled in and actively participating in their benefits, which could otherwise serve as a strategic tool for addressing broader challenges such as recruitment, engagement, and retention. By understanding the unique needs of deskless workers, auditing current benefits engagement strategies, simplifying the enrollment process, and raising awareness about available benefits and enrollment procedures, organizations may be able enhance benefits enrollment and utilization among this vital workforce.
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