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Forbes
6 days ago
- General
- Forbes
How To Prevent Toxic Co-Workers From Ruining Team Morale
Toxic co-workers undermine team morale, leading to stress and burnout in the workplace. You know the type—the colleague whose negativity, gossip or constant complaints drain the energy from every project. But toxic co-workers are more than just a workplace headache. According to a recent FlexJobs survey, 84% of employees say they've worked with at least one toxic co-worker and nearly one in four have responded by quietly disengaging or leaving their job altogether. With workplace culture and retention at stake, knowing how to prevent toxic co-workers from ruining team morale has become a must-have skill for every professional. Here are five ways to protect your team's energy and maintain productivity despite difficult co-workers. 1. Master Strategic Communication Tactics The key to dealing with toxic co-workers lies in communication that maintains professionalism while protecting your interests. When facing someone who consistently takes credit for your work, documentation becomes your best friend. However, the way you communicate about your contributions also matters. Instead of saying: "That was my idea" or "I already suggested that last week." Try this approach: "I wanted to follow up on the project we discussed yesterday. As I mentioned in my email last week, I've been developing this strategy since early March. I'm excited to present the final recommendations to the leadership team next Tuesday." This approach establishes ownership without creating confrontation. When dealing with a colleague who constantly complains or creates drama, redirect the conversation toward solutions: Instead of saying: "You're always complaining" or "That's not my problem." Try this approach: "I can see this situation is frustrating for you. What specific steps do you think we could take to improve it?" or "That sounds challenging. Have you considered discussing this directly with [relevant person] to find a resolution?" This way, you acknowledge their concerns while refusing to get pulled into the negativity spiral. For passive-aggressive colleagues who agree to commitments but don't follow through, create accountability through clear, documented expectations. Instead of saying: "You never follow through on anything," or "I guess I'll just do it myself." Try this approach: "Just to confirm our discussion, you'll have the budget analysis completed by Thursday at 2 PM, and I'll send you the client feedback by Wednesday morning. I'll send a follow-up email summarizing these deadlines so we're both clear on the timeline." This method creates accountability without accusations and gives you documentation if issues persist. 2. Build Bulletproof Professional Boundaries Successful professionals understand that setting boundaries at work isn't about being unfriendly; it's about maintaining focus and protecting their energy for meaningful work. When toxic co-workers try to pull you into gossip or complaints, you can politely redirect: Instead of saying: "I don't want to hear about this," or "Stop gossiping." Try this approach: "I prefer not to discuss co-workers who aren't here to share their perspective. Is there something specific about the project I can help you with?" This approach maintains professionalism while steering the conversation toward productive topics. If someone consistently interrupts your work with non-urgent matters, establish clear communication windows: Instead of saying: "You're always interrupting me" or "Can't you see I'm busy?" Try this approach: "I'm in deep focus mode until 3 PM today, but I'd be happy to discuss this during my office hours tomorrow morning. Would 10 AM work for you?" This approach maintains a friendly atmosphere while protecting your productivity. For colleagues who try to delegate their responsibilities to you, a firm but professional response works well: Instead of saying: "That's not my job" or "Do it yourself." Try this approach: "I understand you're feeling overwhelmed, but I'm fully committed to my current projects. You might want to discuss workload priorities with [manager's name] to find the best solution." This method acknowledges their situation while firmly maintaining your boundaries and suggesting appropriate alternatives. 3. Champion Positive Team Dynamics While managing toxic individuals is important, the most effective strategy involves actively cultivating positive team dynamics that make negative behavior less influential. This means consistently modeling the behavior you want to see, celebrating others' successes and creating opportunities for collaborative problem-solving. When you notice a colleague doing excellent work, recognize their efforts: Instead of saying: Nothing at all, or keeping observations to yourself Try this approach: "Sarah's analysis in yesterday's meeting really helped clarify our strategy. Her insights about customer behavior patterns were exactly what we needed to move forward." Recognition and rewards create a culture where positive contributions are valued and noticed. During team meetings, you can help maintain focus by redirecting unproductive conversations: Instead of saying: "We're getting off track" or "That's not relevant." Try this approach: "That's an interesting point about the challenges we're facing. Let's brainstorm some potential solutions and identify who might be best positioned to implement them." This keeps discussions solution-oriented rather than problem-focused. 4. Navigate Workplace Politics Like a Pro Sometimes, protecting team morale requires strategic communication with leadership. When toxic behavior is affecting team performance, document specific impacts rather than making personal complaints. Instead of saying: "John is impossible to work with" or "Sarah never does her share." Try this approach: "I've noticed that our project timelines have been affected by communication gaps. I'd like to suggest implementing weekly check-ins to ensure everyone stays aligned on deliverables and deadlines." This approach focuses on solutions and team success rather than individual blame, making it more likely that leadership will take constructive action. If you need to address a colleague's behavior directly, frame it in terms of team effectiveness: Instead of saying: "You're confusing everyone" or "You need to be clearer." Try this approach: "I've noticed we sometimes have different understandings of project requirements. Would it help if we created a shared document to track decisions and next steps?" This method addresses the issue constructively while offering a collaborative solution. 5. Protect Your Mental Energy And Focus Most importantly, preserving team morale starts with protecting your own mental and emotional well-being. This means recognizing that you can't change other people's behavior, but you can control your response to it. Rise Above Toxic Co-Workers Ultimately, toxic co-workers reveal themselves over time, and organizations that value results and a positive culture will eventually address persistent problems. Your job is to maintain your professionalism, protect your contributions and continue delivering excellent work regardless of the drama around you. Every interaction gives you a chance to model the kind of company culture you want to be part of. By consistently choosing professionalism, solution-focused thinking and collaboration, you not only protect yourself from toxic co-workers but also contribute to stronger team morale. In the end, the best defense against workplace toxicity is creating something better to take its place.
Yahoo
11-07-2025
- Business
- Yahoo
Most job switchers are making a change in career: Top 5 fields they're leaving.
Nowadays, when Americans switch jobs, they're not just making changes around the edges. Sixty-four percent of workers who switched jobs from 2022 to 2024 also changed careers, according to an Indeed study of 35 million profiles on the leading job site. Among the fields workers left at the highest rates: hospitality, and arts and entertainment. Those fostering the most loyalty: nursing and software development, Experts largely attribute the trend to shifts that took root during the COVID-19 pandemic, which triggered 22 million layoffs as well as new perspectives about work. On a practical level, the health crisis spawned unprecedented labor shortages that allowed workers to hop among jobs for better pay, benefits and less tangible rewards. 'People could really change jobs if they wanted to,' said Allison Shrivastava, an economist with the Indeed Hiring Lab, the job site's research arm. As a result, she said, 'There was a lot more opportunity for people to change careers.' COVID-19 also sparked deeper transformations. During the crisis, many workers burned out as they toiled long hours to fill in for idled colleagues or grew more aware of life's fragility. That spurred a desire among many Americans for better work-life balance, remote or hybrid work set-ups and greater job fulfilment. 'People really started wanting to align their careers with their personal visions and values,' said Toni Frana, a career expert with FlexJobs, a job search site specializing in remote and hybrid jobs and roles with flexible hours. While the job-hopping frenzy known as the Great Resignation has faded along with the pandemic, the fresh attitudes about career fulfilment and work-life balance seem to have endured. According to a FlexJobs survey for USA TODAY in February, 24% of Americans said they tried to change occupations the previous year, 6% did so and another 39% said they're looking to make a switch this year. That's nearly 70% of workers changing careers, according to the online survey of 2,293 respondents, conducted by SurveyMonkey. The top reason: to work remotely, cited by 67% of respondents, followed by better work-life balance (52%), more meaningful or fulfilling career (48%) and higher pay (48%), the FlexJobs poll revealed. Neither Indeed nor FlexJobs has previous data on the share of career switchers years ago. But Labor Department figures suggest the practice was less common. In January 2024, workers had been with their current employer a median of 3.9 years, down from 4.1 years in January 2022 and the shortest median tenure since January 2002. Generally, the fewest workers switch from and to occupations that require formal credentials, licenses, training and specialized skills, according to Indeed. And there's more turnover in fields with lower entry barriers and, typically, lower salaries. Here are the top five occupations Americans left from 2022 to 2024, according to the Indeed survey: Share of workers leaving in the two-year period: 91%. Key reason: There's not much upward mobility in the field, Indeed's Shrivastava said. Do you work for a great organization? Nominate it as one of America's Top Workplaces. And many workers are in lower-wage positions that have long hours and unpredictable schedules, according to Payactiv, a financial services company. Share of workers leaving in the two-year period: 86% Key reason: Jobs such as actors and authors are appealing but the chances of success are low. 'A lot of people may try their hand at it' but then leave for more stable occupations, Shrivastava said. Share of workers leaving in the two-year period: 86% Key reason: The field can be rewarding. But, 'It's a lot of work for not a lot of pay,' Shrivastava said. During the pandemic, the sector laid off or furloughed 373,000 employees, or 36% of its workforce. Share of workers leaving in the two-year period: 86% Key reason: Supply chain troubles during the pandemic led many logistics workers to quit for better pay and less stress, according to Intelligent Audit, a logistics company. Share of workers leaving in the two-year period: 86% Key reason: While the job can be rewarding, many people leave because of low pay, long hours and inconsistent schedules, according to CareVoyant, which makes software for the industry. Here are the bottom five fields workers left from 2022 to 2024: Share of workers leaving in the two-year period: 28% Key reason: There's lots of demand for nurses, wages have risen and few nurses leave once they've invested the time and money to earn nursing degrees, Shrivastava said. Share of workers leaving in the two-year period: 37% Key reason: Software developers have relatively high salaries and job satisfaction levels, Shrivastava said. It's also a low-stress job with good work-life balance, according to U.S. News rankings. Share of workers leaving in the two-year period: 38% Key reason: The pay is good, the investment in schooling is significant and skills aren't transferable to other occupations, Shrivastava said. Share of workers leaving in the two-year period: 51% Key reason: Occupational therapists and speech pathologists earn a comfortable living and have high job satisfaction levels, Shrivastava said. Share of workers leaving in the two-year period: 52% Key reason: Accountants have specialized skills, stable work environments and good work-life balance, Shrivastava said. This article originally appeared on USA TODAY: Most workers who switch jobs are making a career change
Forbes
10-07-2025
- Business
- Forbes
7 Companies Now Hiring Remote Jobs In 2025
Remote job opportunities spiked by 8% last quarter Remote work is far from dead. In fact, remote job listings grew by 8% in Q2 2025, compared to the first quarter, according to FlexJobs data. FlexJobs latest report, its Remote Work Index, reveals the companies at the forefront of hiring for work-from-home jobs based on hiring patterns from April to June of this year. Regardless of your career goals or specialism, you'll be sure to find a wide scope for opportunity here with these employers. What Are The Top Companies Hiring Remote Jobs In 2025? Below is an extracted list of who's hiring across a broad spectrum of industries, some example roles they're now hiring for, and how to apply. What Are The Benefits Of Working For These Remote Companies? The employers listed in FlexJobs report offer: How To Get A Remote Job In 2025 Remote-first and remote-friendly companies typically look for skills and competency over degrees, with many accepting a proven track record of solid experience in lieu of educational requirements or in combination, with the years of experience requirement being reduced. This means your focus should be on ensuring that your resume and application highlight how your skills are the perfect match for their requirements. You also need to evidence your skills through quantifiable examples. In a time when the supply of remote jobs is still far behind the demand, it's even more essential to tailor your resume so you can stand out. Here's how to accomplish that in three easy steps: Finally, use a combination of platforms in your remote job search strategy, such as: These remote-friendly employers offer strong career progression and wellbeing benefits The opportunities are out there. Literally hundreds of remote jobs are represented in the companies above alone. You just need to know where to look, and what to do so you don't spoil your opportunities when the chance arises. Learn more about what skills to include in your resume for remote jobs in this article.
Newsweek
03-07-2025
- Business
- Newsweek
More Than Half Remote Staff Work a Side Hustle While on the Clock
Based on facts, either observed and verified firsthand by the reporter, or reported and verified from knowledgeable sources. Newsweek AI is in beta. Translations may contain inaccuracies—please refer to the original content. Companies have long held concerns about remote work, fearing productivity declines, disconnected workforces and worsened team culture. However, a new study reveals there might be another problem for employers: the majority of remote employees are using their time on the clock to earn extra income on the side, according to a new study. The LendingTree study discovered that 51 percent of remote workers are earning additional income while working their primary job, and 58 percent have considered doing so. Male remote workers were significantly more likely to work for additional income while at their remote jobs, at 58 percent versus 42 percent. Why It Matters The survey's revelations add to a growing body of research documenting how economic pressures, changing job structures, and evolving expectations are reshaping how and when Americans work. With many employees facing distractions, juggling caregiving, and saving money on commuting costs, remote work continues to redefine the boundaries of productivity and accountability. Remote work has become increasingly popular since the coronavirus pandemic. While it was first seen as a necessity to curb the spread of the virus, it now has a strong hold on the larger workforce, and many top talent will not consider a job without remote work as an option. Nearly all, or 95 percent, of working professionals want some type of remote work, and 63 percent said it is the most important aspect of their job, even more important than salary, according to a recent FlexJobs report. However, employers continue to have looming concerns regarding productivity. File photo of a remote employee working from his bedroom. File photo of a remote employee working from his bedroom. ANDREW CABALLERO-REYNOLDS/AFP via Getty Images What To Know The LendingTree survey of 2,000 Americans, which included 450 remote workers, found there were many benefits to remote work on the employees' side. "One of the greatest appeals of remote work is the ability to have more flexibility within your own home," Alex Beene, a financial literacy instructor for the University of Tennessee at Martin, told Newsweek. "However, that autonomy can lead some to go down the road of doing additional work, even for completely different professions, on the clock of their primary employer." Roughly 70 percent of remote workers reported getting more sleep, 66 percent felt more productive, and 90 percent said they had an improved work-life balance, according to the survey. However, remote workers were also likely to fear being let go if their company underwent layoffs, with 47 percent saying they were concerned about this. This may reflect the reality of today's workforce, as fully remote workers were 35 percent more likely to be laid off than in-office employees, according to a 2023 study by Live Data Technologies Inc. Even amid these fears, 45 percent of remote workers said they were opposed to returning to the office full-time, and 42 percent relocated after securing a remote job. What People Are Saying LendingTree chief consumer finance analyst Matt Schulz said in the report: "It can be tempting to try to generate some extra income while working remotely, but it comes with real risk, too. Splitting your focus that way can make you less productive. That's dangerous any time, but especially in a time of significant economic uncertainty in which many companies are already looking for ways to get leaner and more efficient. The last thing you should do is keep secrets from your employer." Alex Beene, a financial literacy instructor for the University of Tennessee at Martin, told Newsweek: "As appealing as the notion may be, it's important to understand the ramifications could be dire and include you losing your current role and potentially dooming other employees to return to the office if the employer feels like violations of their policies may be widespread." What Happens Next Beene said that if more employees take advantage of their employers' offering remote work, it could lead to these types of positions being less available in the future. "Remote work is a job feature many employees would love to have," Beene said. "Trying to take advantage of it ensures there will be fewer of those opportunities in the future." A previous national survey collected by found that 33 percent of remote employees are working two or more jobs. The reasons cited include the rising cost of living and the relative ease of managing remote roles. "Remote workers are increasingly working multiple jobs due to the rising cost of living in recent years. Additionally, many remote roles are relatively easy to manage, allowing workers to take on additional jobs without a noticeable drop in productivity," Kevin Thompson, CEO of 9i Capital Group, previously told Newsweek.
The Hill
01-07-2025
- Business
- The Hill
Workers want flexibility, even if it lowers their pay, hurts their careers
Talent shortages are the consequence of a hard-core push to a return to office, as we can see from Randstad's latest 'Workmonitor Pulse' report. The survey of 5,250 employees shows that 33 percent, a full third, rank remote work even above 'employability' — meaning ongoing relevance, skills and job security — when forced to choose. Seventy-three percent of fully remote workers would surrender a pay bump to preserve flexibility, and 70 percent would forgo promotions. Among fully remote respondents, half would not surrender location freedom for employability. The same can be said for 37 percent for hybrid workers and 29 percent for those permanently on-site. The latter figure for on-site workers shows how many people are liable to be tempted by lower-salary flexible work, if given the chance. External evidence confirms this. FlexJobs's Q1 2025 'Remote Work Economy Index' demonstrates that remote jobs remain an irresistible lure: 37 percent of job seekers rank location flexibility as the top factor in career decisions — above pay, advancement and culture. A January 2025 Pew Research Center survey of U.S. remote-capable employees found that 46 percent would likely quit if the option to work from home vanished outright, with 26 percent 'very unlikely' to stay. When remote workers refuse to return, the cost of replacement and lost knowledge climbs fast. This year's numbers from Randstad capture the new calculus employees run before signing an offer letter. The siren song of autonomy and improved well-being is proving irresistible for a growing segment of the workforce, particularly when pitted against conventional career advancement. Workers are not just dreaming of less stress; they are actively making financial and career sacrifices to achieve it. According to the Randstad research, a remarkable 40 percent have accepted lower-paying roles specifically to reduce stress, and 43 percent have embraced positions with limited progression opportunities in exchange for a better work-life balance. These figures paint a vivid picture of a workforce yearning for an existence where professional demands do not steamroll personal peace. Supporting this, a study by Owl Labs found remote workers report being happier, further fueling this quest for work arrangements that prioritize individual well-being. This craving for control extends powerfully to the structure of the workday itself. A clear majority, 59 percent of those surveyed by Randstad, stated they would prefer the autonomy to determine their working hours over a higher salary. This desire for temporal freedom even eclipses the preference for location, with 56 percent saying they would rather have control of their working hours than their working location. It's a profound statement: time, and the power to manage it, is becoming the ultimate currency. Younger generations are unequivocally leading this charge. Randstad found that 61 percent of millennials and 60 percent of Gen Zers prefer time autonomy over increased pay, figures that stand in contrast to 57 percent of Gen Xers and 54 percent of baby boomers. These are not abstract preferences; they are translating into tangible actions. Nearly half of Gen Zers (49 percent) and 43 percent of millennials have already accepted lower pay for greater time flexibility, a commitment far exceeding that of their Gen X (33 percent) and baby boomer (27 percent) colleagues. This generational divergence underscores a seismic shift in how flexibility is defined, valued and pursued. Yet the LinkedIn 'Workplace Learning Report 2025' highlights other forces pulling employees, such as skill-building opportunities. Ninety-one percent of learning-and-development professionals believe continuous learning now determines career success, and 88 percent of companies list learning opportunities as their No.1 retention lever. Employees internalize that message: LinkedIn's platform data shows career-development 'champion' firms — those that invest heavily in internal mobility and coaching — outperform peers on profitability, retention and AI adoption. Skill growth, in other words, drives hard business outcomes as well as personal security. The World Economic Forum's 'Future of Jobs 2025' update reports that 85 percent of employers intend to prioritize 'reskilling' or retraining their workers for new roles this decade. Sixty percent expect expanded digital access to redefine their business models by 2030. The same article cites Microsoft-LinkedIn research showing 66 percent of executives will not hire candidates lacking artificial-intelligence skills, while only 25 percent of companies provide that training in-house. Thus, the delta between leadership expectations and organizational investment leaves employees uneasy and hungry for proven upskilling paths. Remote work does not inherently hinder that growth, but poorly designed virtual environments can. Gallup's May 2025 analysis found that while fully remote employees report higher engagement than on-site peers, they experience greater loneliness and stress, symptoms that erode the stamina needed to learn new skills. Hybrid arrangements, by contrast, post the healthiest well-being scores in the study, suggesting a middle path where workers keep autonomy yet maintain the social networks essential for development. If you employ knowledge workers, the message is unambiguous: treat upskilling as a non-negotiable benefit, and pair it with genuine flexibility to win both halves of the talent market. Start with transparent training pathways. The World Economic Forum notes a yawning gap between leaders' AI hiring standards and corporate training budgets; closing it requires explicit curricula, stipends for external certificates, and milestones employees can see. Companies such as Accenture and Verizon now guarantee every employee a fixed number of paid learning hours per quarter and publish dashboards showing uptake by team, turning skill development into a shared metric rather than a private struggle. Next, bake schedule autonomy into performance systems instead of describing it as a perk. Atlassian's 'Team Anywhere' framework, for example, tracks outputs on asynchronous dashboards, allowing software engineers in Ohio to collaborate seamlessly with product owners in Sydney without synchronous daily meetings. That clarity relaxed attendance rules while sharpening accountability, raising code-deployment velocity 12 percent year over year — a hard result that wins boardroom support. For workers who prize location flexibility above all else, pursue 'remote-plus' models: occasional retreats, local coworking stipends, and structured digital communities. GitLab's handbook, publicly available, codifies rituals such as 'coffee chats' and 'pair-learning sessions' to combat isolation; Pew's data suggests such measures could persuade at-risk employees to stay even if corporate policy evolves. Workers no longer chase a single prize. One cohort craves sustained employability and upskilling, another vows never to relinquish remote freedom. Overlap exists, and wise employers exploit it by fusing rigorous learning infrastructures with authentic flexibility. Ignore either side and you risk watching your best people scroll LinkedIn for greener pastures. Embrace both and you build a workforce that stays sharp, stays loyal and stays exactly where you need them — whether that seat is at home, in a hub or wherever tomorrow's market demands. Gleb Tsipursky, Ph.D., serves as the CEO of the hybrid work consultancy Disaster Avoidance Experts and authored the best-seller 'Returning to the Office and Leading Hybrid and Remote Teams.'
