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.
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