Oklahoma WorkTrends 2026

2026 VOICE OF THE WORKFORCE Oklahoma WorkTrends

A comprehensive overview of workforce development and trends in Oklahoma.

Table of Contents

RESEARCH TEAM ABOUT THE STUDY

EXECUTIVE SUMMARY - GENERAL OVERVIEW DEFINING WORKFORCE DEVELOPMENT

08 10

SURVEY OVERVIEW

12 13 14 16

Areas of Strength Areas of Continued Focus Areas of Opportunity

COMPARATIVE BRIEF: EMPLOYER INSIGHTS (2025) VS. VOICE OF THE WORKFORCE (2026)

SURVEY DEMOGRAPHIC OVERVIEW ECONOMIC & DEMOGRAPHIC OVERVIEW

22 23 24

Areas of Strength Areas of Continued Focus Areas of Opportunity

INTERACTIVE DATA DASHBOARD TURNING INSIGHTS INTO ACTION

SURVEY APPENDIX

27 33 34

CENTER FOR THE FUTURE OF WORK CITATIONS & EDUCATION REFORM INITIATIVES

Research Team

Stephanie Phipps, Ph.D. Principal Investigator

Dr. Stephanie Phipps is an Assistant Professor of Professional Practice within the Spears School of Business at Oklahoma State University.

Team Members

Bryan Edwards, Ph.D. Methodological Advisor

Maci Inselman Project Manager

Congcong Fei Research Assistant

Grant Redwine Research Assistant

Dashboard Development Team

Evan Davis Faculty Lead

Kim Strom Faculty Lead

Zach Cleveland

Seth Taylor Developer

Kendall Shields

Developer

About the Study

The WorkTrends study was initiated in 2022 with a dual survey of employers and the workforce. The annual study intends to gain insights into the state of the workforce from both an employer/industry and workforce perspective.

These findings have practical implications: Assist employers in finding talent Provide data to assist legislators in setting policy Guide educational programs in universities and career centers

In 2024, the study transitioned into two distinct studies that occur in alternating years. The employer survey, Employer Insights, is published in odd years, and the workforce study, Voice of the Workforce, is published in even years. The 2026 Oklahoma WorkTrends – Voice of the Workforce study provides a workforce-centered view of employee experiences across the state, highlighting both organizational strengths and emerging risks to retention and workforce stability. WorkTrends was conducted as an online survey and received 2,537 responses. To encourage participation, respondents could enter a drawing for one of twenty $50 gift cards. After removing automated bot submissions, 1,537 responses were verified as valid and included in the final analysis. The survey was distributed via social media, university communications, direct outreach, and partnerships with state and local organizations that engage Oklahoma’s workforce. As an online survey, participation from some industries may be lower due to limited digital access or usage.

KEY FINDINGS

The findings indicate that Oklahoma’s workforce remains engaged and supported by strong organizational culture and employee attraction. Challenges center on reducing burnout and strengthening education and career advancement to better retain talent and align workforce skills with employer demand.

Oklahoma WorkTrends

EXECUTIVE SUMMARY

Executive Summary

General Overview

Top Reasons Employees Stay:

Employee attraction and organizational culture remain key strengths. Nearly 77% of employees report their organization attracts talent moderately well or better, and a majority report enjoying their work and feeling aligned with their employer. These findings reinforce results from the 2025 employer-focused study, where most organizations expressed confidence in their ability to attract and retain employees. However, the 2026 workforce perspective suggests retention risk may be higher than employers realize. More than 50% of employees report they are somewhat or extremely likely to leave their current job within the next six months, signaling increased mobility risk compared to employer expectations in 2025. Employee Attraction Strengths Amid Rising Retention Risk

The information to the left summarizes responses across several related questions. The graph shown here represents one of those questions.

Top Reasons Employees Leave:

Turnover Driven by Pay, Advancement, Flexibility, and Burnout Gaps

*The primary reasons employees consider leaving their jobs are better pay (55%), stress or burnout (45%), limited advancement opportunities (42%), and desire for greater flexibility (40%). The emphasis on higher pay and job security likely reflects broader economic pressures, including inflation-driven increases in the cost of goods and a moderating job market that has heightened worker sensitivity to financial stability and long-term security. In a slower hiring environment, employees appear more focused on compensation strength and organizational stability when evaluating new opportunities.

The information to the right summarizes responses across several related questions. The graph shown here represents one of those questions.

Use of AI

Technology readiness and workforce capability remain ongoing challenges. Many employees say their workplace technology does not fully meet their needs, and adoption of emerging tools like artificial intelligence is slowed by limited training and time to build new skills. At the same time, hiring slowed in 2025 despite strong labor force participation. This makes it even more important to ensure workforce growth leads to high- quality, good-paying jobs that support long-term economic mobility. Technology Readiness and Job Quality Shape Future Workforce Competitiveness

*This information is derived from multiple survey questions; the associated graph represents only one of those items.

General Overview Executive Summary

*Workforce mobility is a statewide concern. About 40% of employees report they would consider leaving Oklahoma for a new job, most frequently citing better career opportunities, advancement potential, and compensation elsewhere. This level of outward mobility risk suggests that retention challenges extend beyond individual employers and reflect broader perceptions about opportunity within the state. At the same time, employers continue to report difficulty filling specialized and professional roles, particularly in high-demand fields requiring advanced credentials (Employer Insights, 2025). This dynamic points to a structural talent alignment challenge: although population growth and domestic in-migration have expanded the overall labor pool, the incoming and existing workforce are not consistently aligned with industry-specific skill needs. Without stronger alignment between education pipelines, workforce training, and high-growth sectors, Oklahoma risks losing both current talent and future competitive advantage. Workforce Mobility and Talent Alignment Threaten Talent Retention

How likely are you to leave your current job?

Education and workforce pipeline trends highlight both challenges and opportunities. Oklahoma continues to rank near the bottom nationally in Pre-K–12 education, reflecting long-standing challenges in early academic preparation and college readiness. However, Oklahoma’s higher education system ranks mid-tier nationally, and enrollment trends at major public universities, including Oklahoma State University, the University of Oklahoma, and the University of Central Oklahoma, remain at record levels. This is possibly due to the influx of students from Texas. The state’s CareerTech system continues to play a critical role in workforce development. CareerTech’s expansion, along with growing university enrollment, represents a significant opportunity to strengthen Oklahoma’s talent pipeline. Education Challenges & Workforce Pipeline Opportunities

Key Findings Overall, the 2026 WorkTrends findings suggest Oklahoma’s workforce remains engaged and supported by strong institutional workforce assets, but faces increasing pressure related to stress, advancement opportunities, and career mobility. Compared with employer perspectives in 2025, employees report higher retention risk and greater concern about long-term career growth. Addressing these challenges will require strengthening K–12 preparation, expanding higher education and CareerTech pathways, aligning training with industry needs, and ensuring that job growth provides meaningful career advancement.

*This information is derived from multiple survey questions; the associated graph represents only one of those items.

Defining Workforce Development Workforce development is an important topic in Oklahoma, frequently discussed at chamber luncheons and business roundtables, particularly concerning talent attraction, retention and development. While there is a consensus on the need to enhance Oklahoma's workforce and address the challenges in finding qualified talent, the term 'workforce development' is often used broadly. This report aims to clarify the concept by detailing its specific components, implementation strategies, and the parties responsible. In 2009, scholars Jacobs and Hawley defined workforce development as: "The coordination of public and private sector policies and programs that provide individuals with the opportunity for a sustainable livelihood and helps organizations achieve exemplary goals, consistent with the societal context." This definition emphasizes that workforce development is a shared responsibility that highlights the roles of government, schools, and employers. Jacobs and Hawley identify four key focus areas within workforce development:

Preparation for Workforce Entry or Re-entry This involves how educational institutions and agencies prepare individuals for the workforce, encompassing traditional education (vocational and technical programs, apprenticeships, professional degrees) and other educational forms aimed at adult learners and disadvantaged groups. Employee Development and Workplace Performance Enhancement This pertains to how organizations offer learning opportunities to foster employee growth and boost performance, including access to lifelong learning through internal training or financial support for external education. Organizational Adaptation to Workforce Changes This includes how organizations respond to factors affecting workforce effectiveness, such as adopting new technologies and implementing organizational development strategies beyond standard training. Support During Workforce Participation Transitions This relates to assisting individuals through life transitions affecting their workforce involvement, addressing needs at various life stages, from childcare to accommodation for an aging workforce.

The objective of this report is to assess Oklahoma's performance in these areas and identify opportunities for policymakers, educators and employers to develop solutions. While numerous valuable workforce reports exist, this report seeks to utilize and cite local information sources, aiming to provide a comprehensive analysis of the factors influencing workforce development in Oklahoma, beyond traditional workforce readiness metrics.

Defining Workforce Development, Cont.

The following pages are structured around the five key focus areas of a workforce survey and demographics:

1 2

Workforce/Skillset Needs (Attract/Retain) Attracting and keeping skilled employees is vital for a company's success. Attracting Employees means making your company appeal to potential hires. Understanding the needs of your organization and attracting the skillset necessary to be successful. Retaining Employees involves keeping your current staff engaged so they choose to stay.

Employee Training and Development Enables employees to acquire and enhance the skills necessary for their current roles and future career progression. Organizations employ various methods to facilitate this growth while aligning it with the organization’s needs.

remote setups. It will also look at some of the benefits and challenges from these arrangements 3

Flexibility in the Workplace This section examines the various work arrangements your employees utilize, including on-site, hybrid, and

the development of new skills among employees to effectively work with new systems. 4

Technology In response to ongoing workforce challenges and labor shortages, organizations are increasingly leveraging technology to automate various work activities. This shift not only streamlines operations but also necessitates

employees. 5

Benefits Non-wage compensations provided to employees in addition to their regular salaries or wages. These benefits can include health insurance, retirement plans, paid time off, and other perks designed to attract and retain

Oklahoma WorkTrends

SURVEY OVERVIEW

Survey Overview This section provides a summary of the 2026 Oklahoma WorkTrends – Voice of the Workforce study conducted by the Center for the Future of Work at the Oklahoma State University Spears School of Business. The goal of this study was to better understand the experiences, priorities, and challenges facing Oklahoma’s workforce as they relate to attraction, retention, flexibility, development, technology, and well-being. Findings are summarized as areas of strength, areas of continued focus, and areas of opportunity, highlighting where organizations are meeting workforce needs and where targeted action is required to attract, retain, and engage talent across the state.

AREAS OF STRENGTH Employee Attraction Organization/Person Alignment Organizational Culture

AREAS OF CONTINUED FOCUS Flexibility in the Workplace Employee Development and Leadership Psychological Safety

AREAS OF OPPORTUNITY Work-Related Stress and Burnout Technology/AI and Future Skill Readiness Retention Risk and Mobility

Key Takeaways Together, the studies show a shift from employer confidence to employee caution. While tools such as culture and flexibility exist, uneven access and execution drive risk. Closing these gaps will require clearer strategies, stronger leadership alignment, and more equitable implementation across the workforce.

Survey Overview AREAS OF STRENGTH

How well do organizations attract employees?

Employee Attraction Employee attraction remains strong across Oklahoma workplaces. About *77% of respondents say their organization attracts employees moderately well or better, and **45% of those describe their efforts as very or extremely effective.

I enjoy my work:

Organization/Employee Alignment More than half of employees report positive attitudes about their work and workplace. About 59% say they enjoy their work, feel aligned with their organization, and feel accepted for who they are.

More than 60% rank a positive organizational culture among their top criteria.

Organizational Culture

Most important benefits at work:

Workplace culture remains a key strength. When considering future job opportunities, more than 60% of respondents rank a positive organizational culture among their top criteria. Flexibility (47%) and promotion opportunities (42%) also rank highly. While organizations may have limited control over flexibility and advancement opportunities due to job structure or resource constraints, culture represents a relatively low-cost, high-impact way to attract and retain employees.

*77% found by adding together extremely well, moderately well, very well. **45% found by adding together extremely well and very well.

Survey Overview

AREAS OF CONTINUED FOCUS

Flexible schedule?

Having a flexible schedule is important to me:

Flexibility in the Workplace Flexibility remains important to employees, but it is not offered consistently. Nearly *68% of employees say workplace flexibility is important to them, yet only **49% report that their employer offers flexible work arrangements, often depending on role. Among organizations that do provide flexibility, hybrid work (32%) and flexible start times (21%) are the most common options. This gap between employee expectations and organizational practices positions flexibility as a continued opportunity for employers looking to strengthen attraction, retention, and overall workforce satisfaction.

I receive actionable feedback:

Employee Development and Leadership Approximately ***54% of employees say they consistently receive helpful feedback and development support through both formal processes, such as performance evaluations, and informal conversations. Among those who report having access to training and development, more than 77% say employees or managers request training, while only 12% is driven by organizational needs or data. While employee and manager input is important, organizations may benefit from aligning training investments more closely with future business goals and skill needs to ensure time and resources are used as effectively as possible.

Does your work environment support psychological safety?

Psychological Safety Psychological safety emerges as an area to watch across many Oklahoma workplaces. A majority of employees (51%) agree or strongly agree that their work environment supports psychological safety, including clear job expectations, respect for contributions, and the ability to ask for help, with 27% of the 51% strongly agreeing. These findings suggest a good foundation of trust and support however, employers must continue to build on to strengthen engagement, collaboration, and overall workforce well- being.

19%

51%

30%

*68% found by adding together strongly agree and somewhat agree. **49% found by adding together the percentage of those who said flexible work is offered. ***54% found by adding together strongly agree and somewhat agree.

Survey Overview

AREAS OF OPPORTUNITY

Work-Related Stress and Burnout Work-related stress and burnout remain significant challenges for Oklahoma’s workforce. According to respondents, more than half of employees report experiencing stress or burnout at work, with nearly 20% strongly agreeing. This indicates a substantial share of the workforce is operating under sustained pressure, which can negatively impact productivity, engagement, and retention if unaddressed. Stress is not limited to traditional work structures. Among employees in flexible or hybrid arrangements, 36% report increased stress or burnout after adopting these schedules, suggesting flexibility alone does not reduce strain. Without clear expectations, supportive management, and attention to workload and boundaries, flexible models may inadvertently contribute to burnout.

Flexible Work Arrangements & Burn Out

These findings highlight the importance of pairing flexibility initiatives with strong leadership support, role clarity, and proactive well-being strategies to effectively reduce stress and sustain performance.

More than 50% of employees report experiencing stress or burnout at work.

Technology/Artificial Intelligence and Future Skill Readiness Technology gaps remain a significant area of opportunity. Sixty-six percent of employees say their current technology does not meet their needs. Twenty-five percent believe additional tools would improve productivity, and 22% report using outdated systems.

AI Readiness

AI awareness is rising, but workplace adoption is inconsistent. Twenty- two percent say their organization has its own AI tools, while others report limited or conditional use. Fifteen percent say AI is not allowed at all. Training access is uneven, with just over half of employees receiving technology training and 26% unsure if it’s available, despite nearly 40% identifying AI skills as critical for future success. The biggest barriers to AI adoption are organizational, not financial. Employees most frequently cited lack of leadership support (87%), limited training (85%), and insufficient time to learn new tools (86%). Thirty-six percent of employees say technology has already strongly impacted their performance, and 33% expect it to shape the skills they’ll need in the next 12–24 months. Without clear AI strategies, leadership support, and structured upskilling, organizations risk leaving their workforce unprepared for rapid change.

66% of employees say their current technology does not meet their needs.

Survey Overview

AREAS OF OPPORTUNITY, CONT.

Retention Risk and Mobility

How likely are you to leave your current job?

WorkTrends data reveal elevated retention risk across Oklahoma’s workforce, with more than *50% of respondents indicating they are somewhat or extremely likely to leave their current job within six months. The primary drivers include stress or burnout (45%), lack of advancement opportunities (42%), and desire for greater flexibility (40%), followed by workplace culture (24%) and benefits (18%). These findings highlight a persistent gap between employee expectations and organizational practices. While pay and flexibility may be limited by role or resources, organizations can have greater impact through career development, advancement pathways, workload management, and workplace culture. Focusing on these areas can reduce turnover and boost long-term engagement. Mobility pressures go beyond individual employers: 42% of respondents would consider leaving Oklahoma for a new job, with 86% citing better opportunities elsewhere. Overall, these findings highlight the need to improve job quality, career growth, and workforce competitiveness to retain talent within both organizations and the state.

Over 50% of respondents say they are likely to leave their current job within the next six months.

Why are you considering leaving your current job?

*50.59% found by adding together extremely likely and somewhat likely.

Oklahoma WorkTrends

COMPARATIVE BRIEF

Comparative Brief Employer Insights (2025) vs. Voice of the Workforce (2026) The Oklahoma WorkTrends initiative offers a comprehensive view of the state’s workforce by examining both employer perspectives and employee experiences. The 2025 WorkTrends study captured employer insights on attraction, retention, flexibility, development, and technology, while the 2026 WorkTrends reflects the lived experiences, expectations, and career intentions of Oklahoma workers. Together, these studies show where employer strategies and employee realities align and where important gaps remain that require attention from employers, educators, and policymakers. Attraction and Retention: Confidence vs. Risk In the 2025 study, employers expressed strong confidence in their ability to attract and retain talent, with 90% saying they could retain employees at least moderately well. However, 2026 workforce data shows a higher retention risk. While 77% of employees agree their organization attracts talent moderately well or better, more than half say they are likely to leave their job within the next six months, pointing to a gap between employer perception and employee intent. Organizational Culture and Psychological Safety Both studies point to organizational culture as a key strength. Employers rank culture as a leading non-wage retention tool, and employees also cite a positive culture as a top factor when considering future job opportunities. Psychological safety is another area of strength, with most employees reporting supportive work environments. However, culture alone may not outweigh concerns about stress, workload, or career advancement. Flexibility: Availability vs. Access In 2025, 66% of employers reported offering flexible work arrangements, but only 49% of employees said flexibility is available to them, often depending on their role. This gap shows that flexibility is unevenly applied, limiting its effectiveness as a universal retention and attraction strategy. Technology and Artificial Intelligence Employers expect technology to play a growing role, but workforce data shows readiness gaps. Sixty-six percent of employees say their current technology does not meet their needs, and just over 50% say their organization allows the use of AI tools. Training and practical application on the job remain inconsistent. The main barriers to adopting new technology are a lack of time, limited leadership support, and challenges with implementation. Cost does not appear to be a primary factor. Stress, Burnout, and Workload Expectations Work-related stress appears in both studies. Employers report signs of burnout, and employees confirm this experience, with 44% saying they feel stressed or burned out. Notably, flexibility without clear boundaries may increase strain, highlighting the need for stronger managerial support. Mobility and Talent Outmigration The 2026 study adds a broader perspective on mobility: 40% of employees would consider leaving Oklahoma for a new job, primarily for better opportunities elsewhere. This shows that retaining employees is important not only for individual organizations but also for Oklahoma’s overall competitiveness.

Oklahoma WorkTrends

SURVEY DEMOGRAPHIC OVERVIEW

Survey Demographic Overview

The 2026 Oklahoma WorkTrends – Voice of the Workforce survey gathered input from a broad cross-section of the state’s workforce.

Employee Status

Employment Status

Most respondents are employed full-time (75%), with 21% working part-time by choice, alongside smaller groups of entrepreneurs, students, retirees, and individuals with disabilities who are working or seeking work. The survey also included perspectives from individuals with military service, justice- involved backgrounds, caregiving responsibilities, students, retirees, and the self-employed. While smaller in number, these groups offer important insight into workforce participation, mobility, and access to opportunity across Oklahoma.

The sample includes employees at all levels, from individual contributors (41%) to managers (37%) and senior leaders (14%). They represent a wide range of industries, with education, government, professional services, manufacturing, energy, healthcare, financial services, and technology among the most common. Respondents work in organizations of all sizes, from fewer than 50 employees to more than 1,500, with nearly 90% employed by Oklahoma-based organizations. Type of Employees & Organizations

Type of Employee

Gender

Women make up a slight majority of respondents (61%), with participants representing all major working-age groups, including nearly half aged 25–44 and about one-third 45 or older.

Educational attainment is high: more than 50% hold a four-year or graduate degree, with meaningful representation from those with some college, career technology training, or two-year degrees. Education

Race

Racial and ethnic representation broadly reflects Oklahoma’s workforce: 63% identify as White, 21% as Black or African American, and 6% as Native American.

Oklahoma WorkTrends

ECONOMIC OVERVIEW

Economic & Demographic Overview

The economic and demographic data included in this report provide essential context for interpreting the survey findings. Workforce sentiment does not exist in isolation; it is shaped by broader conditions such as labor force participation, hiring trends, population growth, education pipelines, and capital investment. By pairing survey responses with objective economic indicators, the study offers a more complete picture of why employees feel the way they do, particularly regarding retention risk, job security, advancement opportunities, and mobility. This integrated view strengthens the analysis and supports more informed workforce and policy decisions.

AREAS OF STRENGTH Population Growth Labor Force Participation Rate Major Capital Investment for Better Jobs

AREAS OF CONTINUED FOCUS Labor Market Dynamics: Hiring Trends in Oklahoma Workforce Development and the Career Tech System Higher Education

AREAS OF OPPORTUNITY Aging Workforce / Projected Labor Shortage Brain Drain and Talent Alignment Education: K–12 Performance

Economic & Demographic Overview AREAS OF STRENGTH Population Growth

Oklahoma’s population continues to grow steadily, reaching about 4,123,288 residents as of July 1, 2025, an increase of roughly 160,000 (4.1%) since the 2020 Census (U.S. Census Bureau, 2025). Recent growth has been driven mainly by people moving into the state rather than natural population increase. Between the third quarter of 2022 and the third quarter of 2024, Oklahoma saw net in-migration from 29 other states, and only nine states have seen higher domestic migration since the start of COVID-19 (Farha & Wilkerson, 2024; Carter, 2024). These migration trends remain a key factor in the state’s population growth and workforce dynamics.

Labor Force Participation Rate Oklahoma’s labor force participation remains a strength. The state reached 63.1% in August 2024, exceeding the national rate of 62.7% for the first sustained period in over 30 years (U.S. Bureau of Labor Statistics [BLS], 2024; Federal Reserve Bank of Kansas City, 2024). As of late 2025, participation holds near 63.0%, compared with about 62.5% nationally, showing stronger workforce engagement than the U.S. average (BLS via FRED, 2025).

Major Capital Investment for Better Jobs Significant capital investment in 2025 (nearly $13.7 billion) reflects confidence in Oklahoma’s economy and supports expanded job creation across sectors like advanced manufacturing, aerospace, and technology (Oklahoma Business Voice, 2025). This surge in investment not only drives workforce demand but also underscores the importance of aligning training and skill development systems to ensure residents can access these higher-quality employment opportunities.

Economic & Demographic Overview

AREAS OF CONTINUED FOCUS

Labor Market Dynamics: Hiring Trends in Oklahoma Findings from the Federal Reserve Bank of Kansas City show that Oklahoma’s labor market remains stable, with low unemployment and strong workforce participation, but hiring in 2025 slowed to historically low levels. The

decline is mostly due to weaker sales forecasts and economic uncertainty, not a lack of skills or automation. Most companies are keeping their current employees, but reducing new hires shows they are cautious about expanding. Even with high workforce participation, slower hiring can make it harder for employees to change jobs or advance in their careers, especially for early-career workers, and may limit wage growth (Federal Reserve Bank of Kansas City, 2025).

Workforce Development and the Career Tech System

Workforce preparation in Oklahoma extends beyond universities. Oklahoma CareerTech delivers employer-aligned technical training, recording more than 517,000 enrollments in FY2025 and a 94% positive placement rate (Oklahoma CareerTech, 2025). Fifth-grade career exploration participation has increased 84%, strengthening early talent pipeline development. As investments expand, success should be measured not only by placement rates but by whether participants secure higher-wage, higher-quality jobs with long-term advancement potential. Ensuring training translates into economic mobility will be critical to workforce competitiveness and return on investment (OK State Regents for Higher Education, 2025; OK State Chamber Research Foundation, 2024). Higher Education Oklahoma’s higher education system performs relatively well. In the 2025 U.S. News & World Report Best States rankings, the state ranked 26th nationally in Higher Education, reflecting strengths in two-year college graduation rates, affordability, and degree attainment. Most students enrolled at Oklahoma universities are from Oklahoma; Texas is the largest source of out-of-state enrollment, which has affected the overall national ranking. While enrollment growth and workforce-aligned programs are strong, improving college readiness, particularly through

stronger K–12 preparation, remains key to boosting postsecondary success and long-term workforce competitiveness.

Economic & Demographic Overview AREAS OF OPPORTUNITY Aging Workforce / Projected Labor Shortage

The state’s 65+ population continues to grow, increasing retirements and shrinking the pool of prime-age workers (U.S. Census Bureau, 2025). Without higher participation, targeted reskilling, and continued in-migration of working- age adults, these trends could limit long-term economic growth.

Brain Drain and Talent Alignment Although population growth and in-migration have expanded Oklahoma’s overall labor pool, employers continue to struggle to fill positions requiring specialized or advanced credentials. This reflects not only a skills mismatch in high-demand fields such as engineering, healthcare, advanced manufacturing, and technology, but also elements of brain drain, as highly trained professionals leave the state in search of stronger compensation, advancement opportunities, or industry depth elsewhere. The challenge, therefore, is not a broad labor shortage, but a targeted shortage of specialized talent. With relatively few workers employed remotely, migration alone is unlikely to close these gaps. Closing these gaps will require stronger alignment between education and industry needs, expanded opportunities for reskilling and credentialing, and focused efforts to retain specialized professionals in Oklahoma. Successfully confronting both the skills mismatch and brain drain will be essential to sustaining economic growth and fully leveraging the state’s population gains. Education: K–12 Performance Oklahoma continues to face challenges in K–12 education. In the 2025 U.S. News & World Report Best States rankings, the state ranked 50th nationally in Pre-K–12 education, reflecting gaps in academic outcomes and college readiness. National assessment data also shows below- average reading and math proficiency among Oklahoma students (NAEP, 2025). Policymakers and education leaders are pursuing reforms to address these challenges. One key effort focuses on ensuring students who are not reading at grade level receive intensive support and remain in early grades until proficiency is achieved, building on existing literacy laws (OCPathink, 2026). Other initiatives: Math Achievement: Early-grade math screening and expanded teacher training to strengthen foundational numeracy. Academic Standards: Continued review and updates to Oklahoma Academic Standards, including core subjects like social studies. Teacher Workforce: Legislative action to improve educator recruitment, preparation, and retention. Explore each initiative in more detail by visiting the links provided on the Education & Policy Reform page.

Interactive Data Dashboard

Go deeper into the WorkTrends 2026 data with our interactive data dashboard. Explore key insights, trends and visualizations in detail.

CLICK/TAP HERE TO EXPLORE THE DASHBOARD

Turning Insights into Action Now is the time to build on what is working and take action where it matters most. While Oklahoma’s workforce remains engaged, continued success depends on reducing burnout, strengthening career pathways, and aligning skills with business needs. We are here to help. Whether you are looking to schedule a focused, one-time course or design a multi-day custom program that addresses several priorities, our masterclasses equip your leaders and teams with practical tools to build culture, sustain engagement, develop talent, and plan for the future.

The following courses would be a good fit to address the areas of focus identified in the WorkTrends survey. Contact us today to create a customized program to fit your team and organization!

Culture

Unleashing the Power of Organizational Culture

Reducing Burnout

Mental Wellness: Creating Mental Wellness Literacy

Stregngthening Education

Project MBA, Leadership Essentials

Engaging Employees

Accessing and Engaging Employees Strategic Planning Strategic Planning AI Literacy Demystifying AI: Enhancing Efficiency and Decision-Making

Oklahoma WorkTrends

2026 VOICE OF THE WORKFORCE SURVEY APPENDIX

Appendix

Attraction and Retention

How well is your company able to retain employees?

Slightly well 14%

Extrememely well 18%

Moderately Well 32%

Not well at all 9%

Very well 27%

What are the biggest reasons employees stay with your company? (Select all that apply)

Other 14%

Advancement Opp. 27%

Job stability 41%

Benefits 50%

Culture 34%

Community Impact 27%

Flexible Scheduling 35%

What are the biggest reasons employees leave? (Select all that apply)

Other 17%

Benefits 18%

Lack of advancement 68%

Stress / Burnout 45%

Schedule inflexibility 51%

Culture 24%

The following questions are related to my feelings about mywork - In general, I am satisfied with my job.

Strongly agree 37%

Somewhat agree 31%

Neither agree / disagree 13%

Somewhat disagree 10% Somewhat disagree 10% Somewhat disagree 10% Somewhat disagree 9% Somewhat disagree 11% Somewhat disagree 13%

Strongly disagree 9% Strongly disagree 9% Strongly disagree 7% Strongly disagree 10% Strongly disagree 10% Strongly disagree 10%

All in all, I enjoy the job I currentlyhave.

Strongly agree 42%

Somewhat agree 27%

Neither agree / disagree 12% Neither agree / disagree 14% Neither agree / disagree 13% Neither agree / disagree 15% Neither agree / disagree 14%

I enjoy my work.

Strongly agree 41% Strongly agree 42%

Somewhat agree 28% Somewhat agree 26% Somewhat agree 28% Somewhat agree 32%

I find my work meaningful.

My work is rewarding because it challenges me to do my best.

Strongly agree 36%

My interests align with my job tasks.

Strongly agree 31%

If I make a mistake at work, it isn’t held against me.

Strongly agree

Neither agree / disagree

Somewhat disagree

Strongly disagree

Somewhat agree

31%

28%

14%

13%

I can bring up problems and tough issues at work.

Strongly agree 33%

Somewhat agree 30% Somewhat agree 26%

Neither agree / disagree 14% Neither agree / disagree 14% Neither agree / disagree 19% Neither agree / disagree 13% Neither agree / disagree 17% Neither agree / disagree 13%

Somewhat disagree 12% Somewhat disagree 9% Somewhat disagree 13% Somewhat disagree 10% Somewhat disagree 15% Somewhat disagree 11%

Strongly disagree 11% Strongly disagree 9% Strongly disagree 12% Strongly disagree 10% Strongly disagree 10% Strongly disagree 11%

I am accepted for who I am at work.

Strongly agree 41%

It is safe for me to take risks at work.

Strongly agree 26%

Somewhat agree 30%

The following questions are related to my experience at work - It is easy for me to ask others for help at work.

Strongly agree 41%

Somewhat agree 26%

No one undermines my efforts at work.

Strongly agree 30%

Somewhat agree 28%

My unique skills and talents are valued at work.

Strongly agree 34%

Somewhat agree 30%

Appendix

Attraction and Retention, Cont.

I feel comfortable speaking up at work if something is wrong.

Neither agree / disagree 14%

Strongly agree 36%

Somewhat agree 28%

Somewhat disagree 12% Somewhat disagree 13% Somewhat disagree 13% Somewhat disagree 12% Somewhat disagree 12% Somewhat disagree 12% Somewhat disagree 12% Somewhat disagree 17% Somewhat disagree 18% Somewhat disagree 22% Somewhat disagree 19% Somewhat disagree 14% Somewhat disagree 18%

Strongly disagree 0% Strongly disagree 11% Strongly disagree 10% Strongly disagree 9% Strongly disagree 10% Strongly disagree 10% Strongly disagree 10% Strongly disagree 16% Strongly disagree 12% Strongly disagree 15% Strongly disagree 19% Strongly disagree 22% Strongly disagree 16%

My company provides a positive and supportive work environment.

Strongly agree 34%

Somewhat agree 28%

Neither agree / disagree 14% Neither agree / disagree 14% Neither agree / disagree 15% Neither agree / disagree 14%

My job responsibilities are clearly defined.

Strongly agree 31%

Somewhat agree 32%

I am allowed to do my work in my own way.

Strongly agree 34%

Somewhat agree 30%

I am able to determine the way my work is done.

Strongly agree 34%

Somewhat agree 30%

I can make my own decisions at work.

Strongly agree 30%

Somewhat agree 33%

Neither agree / disagree 15%

I am provided with tools and resources to do my job well.

Strongly agree 34%

Somewhat agree 30%

Neither agree / disagree 14%

I feel that my company is adequately staffed for the work we are asked to do.

Strongly agree 26%

Somewhat agree 26%

Neither agree / disagree 15% Neither agree / disagree 19% Neither agree / disagree 21% Neither agree / disagree 17% Neither agree / disagree 15%

The following questions are related to your stress at work. - I often feel stressed at work.

Strongly agree 19%

Somewhat agree 32%

Stress has impacted my ability to perform well on my job at times.

Strongly agree 16%

Somewhat agree 26%

I have experienced feelings of burnout over the past two weeks.

Strongly agree 20%

Somewhat agree 25%

I am expected to respond to work demands outside of regular working hours, including nights and weekends (if needed)

Strongly agree 23%

Somewhat agree 25%

I feel symptoms of stress or burnout at work.

Strongly agree 19%

Somewhat agree 29%

Neither agree / disagree 18%

Have you noticed an increase in stress or burnout following new flexible/hybrid schedules?

No Increase 64%

Yes, there is an increase 36%

Does your company have programs or initiatives in place to address employee stress or burnout?

Yes 30%

No 70%

What programs or initiatives are in place to address employee stress or burnout? (Select all that apply) Assistance program 71% Employee requests 56% Manager requests 37% Other 8%

Appendix

Employee Development/Management

The following questions are related to my experience with my supervisor. - I receive actionable feedback from my supervisor on a regular basis. Strongly agree 28% Somewhat agree 27% Neitheragree / disagree 16% Somewhat disagree 16% Strongly disagree 13%

My supervisor communicates with me regularly about my job performance.

Strongly agree 27% Strongly agree 32% Strongly agree 37% Strongly agree 41% Strongly agree 35% Strongly agree 32% Strongly agree 26% Strongly agree 23%

Somewhat agree 24% Somewhat agree 27% Somewhat agree 28% Somewhat agree 22% Somewhat agree 25% Somewhat agree 26% Somewhat agree 26% Somewhat agree 25% Manager Discretion 39%

Neitheragree / disagree 18% Neitheragree / disagree 15% Neitheragree / disagree 13% Neither agree / disagree 15% Neitheragree / disagree 18% Neitheragree / disagree 17% Neitheragree / disagree 18% Neither agree / disagree 21%

Somewhat disagree 16% Somewhat disagree 13% Somewhat disagree 14% Somewhat disagree 10% Somewhat disagree 12% Somewhat disagree 13% Somewhat disagree 17% Somewhat disagree 17%

Strongly disagree 15% Strongly disagree 12% Strongly disagree 12% Strongly disagree 11% Strongly disagree 10% Strongly disagree 11% Strongly disagree 13% Strongly disagree 14%

My supervisor provides me with what I need to be successful in my job.

My supervisor has the skills and experience needed to lead.

I can tell that my supervisor strives to be a good leader.

My manager shows an interest in my professional development.

I’m provided with enough training opportunities to be successful.

I have and clearly understand my development path at my company.

I am given opportunities for advancement at my company.

How does your organization determine what training is provided? (Select the best answer)

Employee requests 38%

Skill gap analysis/data 12%

Other 11%

What criteria are you looking for in a company in your search for a new job? (Select the top three)

Healthcare 44%

Flexible schedule 63%

Culture 69%

Remote work 44%

Promotion opportunities 37%

Education assistance 13%

Appendix

Technology

I have access to the technology needed to do my job well.

Strongly agree 40%

Somewhat agree 29%

Neither agree / disagree 12%

Somewhat disagree 9%

Strongly disagree 10%

In general, does the technology you’re using today meet your current work needs?

No, need for more tech 25%

No, outdated technology 22%

Somewhat 19%

Yes, my company adapts 19%

Yes, recent upgrade 15%

What stands in the way of getting the technology you need? (Select all that apply)

Cost 9%

Time 86%

Leadership Buy-In 87%

Training 89%

Other 4%

What is your organization’s approach to incorporating artificial intelligence (AI) tools at your workplace?

Allow open-source AI 29%

Internal AI 22%

As needed 33%

Restrict use 16%

How much have technological advances impacted your organization over the past 12-24 months?

An extreme amount 14%

A lot 22%

Moderately 29%

A little 21%

Not at all 14%

How much has changing technology impacted thet ypes of skills employees at your company need to perform their jobs over the past 12-24 months?

An extreme amount 13%

A lot 17%

Moderately 28%

A little 25%

Not at all 17%

Do you feel that you have access to the training you will need to utilize new technology in your role?

Yes 50%

No 23%

Unsure 27%

What technical skills do you feel would improve your chances at obtaining the job you are looking for? A Itools 39% Leadership 38% Productivity software 23%

Flexibility

Does your current employer offer a flexible work schedule? The following questions are related to flexibility in your work place. - Having a flexible work schedule is very important to me. Stronglyagree 44% Somewhatagree 24% Stronglyagree 21% Somewhatagree 24% Stronglyagree 21% Somewhatagree 22% Stronglyagree 37% Somewhatagree 27% No 51% Yes,dependsonposition 25% I would consider a lower wage in favor of a flexible or hybrid work schedule. I would eliminate a new job offer if it did not include flexible or hybrid work. I have flexibility in my work schedule to help meet personal commitments outside of work. Neitheragree / disagree 15% Neitheragree / disagree 19% Neitheragree / disagree 20% Neitheragree / disagree 15% Yes 24% Somewhat disagree 10% Somewhat disagree 17% Somewhat disagree 19% Somewhat disagree 10% Strongly disagree 7% Strongly disagree 19% Strongly disagree 18% Strongly disagree 11%

How does your employer offer flexibility? What form does it take?

Flexible start times 21%

Hybrid 33%

Fully Remote 14%

Other 19%

9/80Schedule

1/2dayFridays 7%

EveryotherFriday off 3%

Appendix

Benefits /Potential to Leave

What is most important benefit to you in a job? Select up to 3.

Supportive environment 45%

Access to childcare 2%

Culture 61%

Remote work 32%

Promotions 42%

Education assistance 25%

Healthcare 33%

Flexible Schedule 47%

My company offers educational assistance for tuition reimbursement.

Unsure 20%

Yes 51%

No 29%

How likely are you to leave your current job within 6 months?

Neither likely / unlikely 10%

Extremely likely 25%

Somewhat likely 26%

Somewhat unlikely 14%

Extremely unlikely 25%

Why are you considering leaving? (Check all that apply)

Promotions 42%

Job interests 11%

Better pay 49%

Virtual Work 38%

Flexible schedule 40%

Better benefits 37%

Leaving the workforce 37%

Other 10%

If you leave your current job, what is the likelihood that you would seek employment outside of the state of Oklahoma?

Neither likely / unlikely 21%

Extremely likely 18%

Somewhat likely 24%

Somewhat unlikely 16%

Extremely unlikely 21%

Would you consider looking for employment in another state?

Yes 100%

No 0%

Why would you consider leaving the state? (Check all that apply)

Better job 100%

New experience 20%

Family 0%

Lifestyle 20%

Political reasons 0%

Other 10%

Center for the Future of Work

The Center for the Future of Work is a division of the Spears School of Business at Oklahoma State University. Its mission is to empower organizations and individuals to navigate change and thrive in the evolving world of work. The Center delivers on this mission through professional and leadership development offerings that include customized training, industry conferences and certificate programs, executive coaching, and consulting services.

We partner with corporate and Tribal organizations to build more productive workforces, strengthen leadership pipelines, and cultivate high-performing organizational cultures.

This work is reinforced by the Center’s annual WorkTrends research study, which examines Oklahoma employers and the workforce. Findings from the study inform our programs and services while also providing valuable insights to employers across the state on emerging workforce needs, trends, and priorities to help them better prepare for the workplace of tomorrow.

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