A Microsoft report highlights the emergence of the "infinite workday," where knowledge workers face constant interruptions and work extends beyond traditional hours. The report, based on data from Microsoft 365 users, shows that workers are interrupted every 1.75 minutes and often work late into the night and on weekends. Full Story: Axios (6/17)
Employers should support working fathers by providing benefits such as paternity leave and flexible work arrangements, according to advocates such as Fathering Together and Mother Honestly, which emphasize the importance of including fathers in caregiving discussions to promote gender equality. "Employers should create opportunities for fathers in the workplace to flourish in their responsibilities at home," adds Mother Honestly CEO Blessing Adesiyan. Full Story: Employee Benefit News (free registration) (6/13)
Newton Cheng, director of health and performance at Google, says he embraced vulnerability and empowerment at work after experiencing burnout during the pandemic. Cheng shared his struggle with depression and anxiety, which prompted him to take a leave of absence and seek professional help. Upon returning, he focused on altering the narrative on workplace mental health, encouraging employees to use benefits and normalizing the conversation about mental health challenges. Full Story: Employee Benefit News (free registration) (6/18)
The First Tee of Greater Houston has launched the Par + Pi program that teaches geometry through golf. Over several sessions, students learned about golf's history and fundamentals before delving into the mathematical aspects of equipment and course design, says Nick Narcisse, program manager. In the final session, students design their own golf hole, which helps make abstract math concepts more tangible and relevant. Full Story: SpiritNow (ConocoPhillips) (6/11)
The HR Leader
Survey: Workers say connections outweigh credentials A Resume Now survey finds 70% of US workers believe connections are more important than credentials in the hiring process, but many are hesitant to network. The survey found that 42% of workers have never sent a cold message for professional opportunities, and additional barriers include the fear of being a nuisance, rejection and uncertainty about whom to contact or what to say. Full Story: HR Dive (6/17)
Editor's Note
SmartBrief closed June 19, 2025 In observance of Juneteenth, SmartBrief will be closed Thursday, June 19.
About the Editor
Reflections
(Kanoe Namahoe)
I met earlier today with a university marketing communications manager. She’s developing blog content for an executive education program and wanted my input on trends in leadership and the workforce. “The human has never been more important than he or she is right now,” I answered. She cocked her head and nodded, inviting me to continue. “I know that sounds like a platitude, but it’s not,” I said. “The leaders and organizations that truly practice this know it matters. They have learned. They pay attention to people. They have real conversations. And they have seen the benefits. Hiring is better. Turnover is lower. People are motivated. Culture is solid.” It’s true. Wise organizations know their employees are people with lives -- kids, spouses, activities, hobbies. These are the reasons people have jobs. So you can imagine how I feel about the concept of the infinite workday, profiled in our top story today. Smart employers don’t support it. They know this is a recipe for burnout. And they know that employees working nutty schedules like this are not necessarily their most productive workers or highest achievers. Smart employers are also opening up conversations about mental health. Some are going slower than others, but that’s okay. What matters is that they’re taking it seriously. Like Newton Cheng, director of health and performance at Google, who is actively changing the narrative about workplace mental health. He doesn’t just encourage people to be honest about their struggles. He’s practical. He talks about how workers can tap into their benefits to get the help that they need -- before they hit a breaking point. Cheng knows firsthand why this is important. He had his own run-in with overwork and anxiety that got so bad he couldn’t get out of bed. He wound up taking a leave of absence. Cheng returned to Google six months later, recharged and determined to help others in similar battles. That is what it means to prioritize the human -- it means seeing folks as individuals and not just revenue-generating cogs in the vast machinery of your organization. Employers who do this will (and are!) soaring. That’s not editor spin. That's reality. Do you enjoy this brief? Share it with others. Want different stories? Something about it bug you? Tell me. In the words of Frasier Crane, “I’m listening.”
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