CHRO Avery Morgan shares how EduBirdie is adapting its workforce model to the evolving nature of work.

By Debbie Bolla

HRO Today: What’s the biggest challenge you are currently facing and what are your plans to overcome it? 

Avery Morgan: Adapting to the future of work in a way that meets the needs of young generations and maintains high engagement and retention. EduBirdie’s recent survey shows that nearly half of Gen Zers (49%) are considering quitting soon, and trends like quiet or “revenge” quitting reflect workplaces that are falling behind. 

Key pain points that will be critical tomorrow include the following. 

• Flexibility (and it’s not just about remote work): Nearly three-quarters (73%) of Gen Z would trade part of their salary for an extra day off. Several countries and regions are experimenting with four-day workweeks, and we need to explore ways to offer such kind of flexibility without compromising productivity. 

• Hustle culture: Salaries lag behind the cost of living, pushing 39% of Gen Zers to juggle multiple jobs. About 11% even keep it quiet from their main employer. The consequences aren’t surprising: burnout, a sense of disconnection, and sometimes just quiet frustration. The fix isn’t only about higher pay, though that matters. It’s about policies that cover the basics while also offering something people can actually hold on to, like health insurance or retirement plans. 

• Workplace alienation: Traditional workplaces are still shaped by individualism, and remote work has, in some ways, amplified this. Yet 60% of Gen Z thrive on collaboration. Generic team-buildings don’t work so well; we need to redesign our culture to foster authentic teamwork and cross-functional collaboration, regardless of whether employees are in the office or at home. 

HROT: What are some ways for organizations to determine what workforce model is best for them?  

Morgan: A workforce model should really be grounded in data, roles, and company DNA, not just assumptions. It sounds obvious, but in practice, many organizations still skip that step. They can start by auditing hiring pipelines. If roles stay open for months, or if top candidates quietly walk away, then maybe those strict in-office rules are doing more harm than good. Hybrid or remote setups can widen the pool, even open doors to talent you wouldn’t reach otherwise. Surveying the team matters, too. Not just once, but consistently. Ask about caregiving duties, neurodiversity, commute times — things leadership often guesses at but rarely measures. Anonymous feedback helps here.

Then there’s the business model itself. A company built on asynchronous work, or one spread across time zones, thrives on autonomy. For them, rigid RTO simply clashes with reality. But early-stage or fast-growing teams might lean the other way. In-person onboarding, mentoring, and knowledge transfer can make all the difference.
 

Finally, map collaboration needs. If a business depends on fast, spontaneous interaction (say in marketing or architecture), then being in the same room carries weight. If not, focus less on office hours and more on deliberate, well-timed touchpoints. 

At EduBirdie, we follow a remote-first approach. Our team spans the U.S. and Europe, and our surveys show that autonomy and flexibility matter more than office hours. 

HROT: What metrics can you use to measure the success? 

Morgan: First of all, it’s employee engagement scores (tracked through surveys, pulse checks, and eNPS) and retention and turnover rates. Basically, you want to watch who’s leaving and why: frustration with flexibility, benefits, or just the culture in general? 

Then there’s workload and burnout. Keep an eye on overtime, multiple-job disclosures, sick leave, or wellness survey results to catch stress before it snowballs. 

I’m also convinced that productivity metrics should focus on results over hours (task completion, quality, collaboration effectiveness). We also take DEI indicators seriously — it’s a win-win for any company, because a more diverse talent pool drives outcomes and engagement. And finally, internal mobility and development: track promotions, lateral moves, and participation in learning programs. A thriving team is one that grows from within. 

HROT: What are you currently binging, reading or doing in your free time?  

Morgan: Honestly, my professional deformation never really switches off. Even when I read fiction, it somehow ends up connected to work life in America. This summer, I picked up “Drayton and Mackenzie” by Alexander Starritt, a nice reminder that work shapes our lives more than we like to admit, but the really important things, like friendship, aren’t in the job description. 

On the workplace side, one of my go-to authors is Bryan Robinson. I’m currently reading “Chained to the Desk in a Hybrid World,” and it’s painfully accurate about workaholism and hybrid burnout — had me nodding more times than I can count.