Horizon Point Consulting

Category: Next Generation Workforce and Workplace

We help individuals, organizations, and communities think innovatively about the next generation workforce and workplace. Read these forward-thinking stories and best practices from our work and lives.

Driving Workforce Excellence in a Changing World
Highlights from Mary Ila Ward’s keynote at the 2025 Southern Automotive Conference

At the 2025 Southern Automotive Conference, our very own Mary Ila Ward took the stage to explore a question that’s top of mind for every business leader today: How do we drive workforce excellence in a world that’s changing faster than ever?

Drawing from more than 20 years of experience in workforce strategy, Mary Ila shared an engaging, thought-provoking keynote that connected history, data, and humanity to the future of work, especially in the automotive and manufacturing sectors that keep the South moving.

Where We’ve Been

Mary Ila began by taking the audience back to 1926, when Henry Ford introduced the 40-hour, five-day workweek—a radical change that reshaped the modern workplace. Nearly a century later, she challenged the crowd to consider whether that model still works in today’s “always-on” digital world.

“We’re living with a 24/7/365 mindset,” she noted, “and it’s taking a toll on our health, relationships, and overall performance.”

From there, she painted a picture of the societal shifts shaping our current reality (all of which she’s talked about before on The Point Blog): the decline of play-based childhood and the rise of phone-based childhood, falling birth rates, fewer working-age males, and shifting immigration patterns. “We simply aren’t replacing ourselves,” she said, in a wake-up call for industries already struggling to find and keep skilled workers.

Where We Are

The current landscape, as Mary Ila described it, demands both individual and organizational adaptability. Excellence starts with small, intentional habits, like these “three small habits” for personal excellence as described on The Mel Robbins Podcast:

Move. Physical activity boosts focus, health, and resilience.

Put the phone down. Disconnection fosters creativity, presence, and balance.

Build relationships. Genuine human connection drives collaboration and engagement.

Each of these habits was paired with a simple challenge, like doing daily push-ups, spending a set time “phoneless,” or writing gratitude notes, to illustrate how small shifts create lasting change.

Modeling Excellence for Others

Beyond personal habits, Mary Ila emphasized the responsibility leaders have to model excellence for their teams. That starts with living in alignment with one’s values and setting clear boundaries between work and personal life.

“Don’t make people work outside of work hours, and don’t do it yourself,” she urged.

She also encouraged leaders to have regular one-on-one meetings with their direct reports and to focus less on solving problems and more on developing people. Recommending our friends at Mind Your Culture and the Integrity Coaching® framework, she outlined a leadership approach built on recognition, trust, and accountability. “We develop excellence by helping others find their own,” she said.

Where We’re Going

Looking ahead, Mary Ila challenged organizations to expand the labor pool and rethink traditional work models. Solutions she highlighted included:

Considering the “Success Sequence” as one path to help more men enter and stay in the workforce.

Improving childcare availability, affordability, and access.

Supporting immigration reform that bolsters the labor force.

Investing in second chance programs (like Onin Flex) to reengage people returning to work.

Rethinking shift structures and flexible work arrangements to meet modern expectations.

“Our workplaces need a paradigm shift,” she said. “Just like Henry Ford changed the model 100 years ago, it’s time for us to do the same.”

Moving Forward

Mary Ila closed her keynote with an invitation to lead differently, by starting small, focusing on people, and building communities of excellence across departments, organizations, and industries.

The message resonated with attendees who left inspired to take practical steps toward stronger, healthier, more human-centered workplaces.

Because as Mary Ila reminded the audience, “Driving workforce excellence starts with driving personal excellence—together.”
October 14, 2025
Side Gigs as a Path to Purpose, Growth and Motivation
In our first post in this series, Should I Let My Employees Have Side Gigs? we explored whether leaders should encourage or discourage employees who want to work outside of their full-time role. We looked at the benefits and the risks, both for employees and organizations. (We’re not the only ones, by the way. See: Forbes.)

Now let’s turn the focus to why side gigs matter to so many people on a personal level. Some individuals will never find complete fulfillment in a single, full-time job. Stability and a paycheck may be there, but motivation and meaning may be missing. Side gigs often fill that gap.

Why full-time jobs sometimes fall short

Herzberg’s Theory of Motivation, which we covered in What Really Motivates Employees, provides insight into why this happens. He separates job factors into two categories:

Hygiene factors like pay, job security, company policies and working conditions. These prevent dissatisfaction but do not inspire true motivation.

Motivators like achievement, growth, recognition, responsibility and the work itself. These create satisfaction and engagement.

Most full-time jobs deliver hygiene fairly well. Where they often fall short is in the motivators. Employees may have a steady salary and benefits but little opportunity for growth or recognition. They may feel disconnected from the work itself.

Daniel Pink’s DRIVE model highlights three elements that lead to lasting motivation:

Autonomy: The freedom to choose what you work on, how you do it and when.

Mastery: The desire to get better at something that matters.

Purpose: The sense that your work contributes to something larger than yourself.

When we look at side gigs through this lens, it is easy to see why they are so fulfilling.

How side gigs meet the need for autonomy, mastery and purpose

Side gigs can provide the motivators that full-time roles may lack.

Autonomy: With a side gig, you decide what to pursue. You choose your projects, your schedule and your approach. That freedom can feel refreshing compared to the structure of a 9-to-5.

Mastery: Side gigs often require you to stretch, learn new skills and grow. Progress is easier to see, and small wins build confidence.

Purpose: Most side gigs start with passion. People choose to spend extra time on something that matters to them, whether that is serving others, creating something new or pursuing a hobby that brings joy.

This combination is powerful. It explains why someone may be energized by work on nights and weekends even when their main job leaves them drained. Tip: Take the DRIVE Self-Survey here!

Things to keep in mind

Herzberg reminds us that hygiene factors still matter. If a side gig causes stress, burnout or financial instability, the motivators lose their power. A few important reminders:

Protect your time and energy so your side gig enhances life instead of overwhelming it.

Be realistic about money. Side income can be inconsistent, so it should supplement rather than replace financial security unless carefully planned.

Stay aware of employer policies. Transparency can help avoid conflicts of interest.

Choose quality over quantity. One meaningful side gig is better than several that do not bring growth or purpose.

For those who will never be fully satisfied with one job

The truth is that some people simply need more than one role to feel whole. A single job, no matter how good, may never meet their need for autonomy, mastery and purpose. Side gigs are not just “extra work” for them. They are the work that makes life feel meaningful.

Take-away tips

If you are considering a side gig, or already have one, here are a few ways to make sure it adds to your fulfillment:

Choose something that aligns with your values and interests.

Set aside time so you can build skill and see progress.

Create boundaries so the side gig supports, rather than drains, your well-being.

Share your work and seek feedback so recognition and growth are part of the journey.

Revisit your goals regularly to be sure the work is still meaningful.

Side gigs give people an outlet to find the motivation and satisfaction that full-time jobs may not deliver. They create space for autonomy, mastery and purpose, and they often provide the true motivators Herzberg described. For many, that makes side gigs not optional, but essential.

Stay tuned for the next post in this series, where Taylor will work through a Start, Stop, Stay activity related to side gigs.
September 23, 2025
Immigration and the Workforce: What History Tells Us and Why It Matters Now
The debate over immigration is far from new. While its political profile has intensified in recent years, immigration policy has shaped the American workforce since the country’s founding. For businesses today, whether in manufacturing, healthcare, technology, or the service sector, understanding this history isn’t just interesting context. It’s key to making sense of labor market dynamics, talent access, and long-term operational resilience.

A Brief History of U.S. Immigration Policy

Naturalization Act of 1790
This first federal law to define citizenship limited it to “free white persons” of good moral character who had been in the country for at least two years and pledged allegiance to the U.S. Children under 21 gained citizenship through their parents.

1800s: Expansion, Exclusion, and Labor Demand
As the U.S. expanded westward and industrialized, demand for labor grew. Immigration policy reflected this, welcoming those deemed “morally fit” and economically useful. At the same time, exclusionary laws were enacted, particularly targeting Chinese immigrants, reflecting both racial prejudice and economic anxiety.

Early 1900s: Quotas and Cultural Clashes
Immigration began to shift from Northern and Western Europe to regions like Southern and Eastern Europe, prompting cultural tension. The Great Depression further fueled anti-immigrant sentiment, and the U.S. moved toward a quota-based system, limiting both the number and origin of immigrants.

Post-War Adjustments and the 1965 Immigration and Nationality Act
Mid-century reforms allowed for exceptions like war brides, refugees, and family reunification. The 1965 Act marked a major shift, prioritizing family-based and employment-based immigration, and officially ending race-based quotas.

Modern Era: Enforcement and Employer Accountability
Since 1965, immigration policy has focused on regulating entry through family ties and job sponsorship, while increasingly emphasizing border control and employer accountability through programs like E-Verify, H-1B caps, and DACA.

The Workforce Today: How Immigration Policy Shapes Business Reality

Fast-forward to the present, and immigration continues to play a pivotal role in workforce strategy. But today’s policies present significant challenges across industries and regions.

Labor Shortages: A Structural Workforce Problem

Today’s labor shortages aren’t a short-term post-pandemic hiccup. They reflect deep, long-term trends. Businesses across the economy are contending with:
1. An Aging Population and Declining Birth Rates
Over 10,000 baby boomers reach retirement age daily, but the next generation of workers isn’t large enough to replace them. Decades of declining birth rates have compounded the issue, shrinking the overall working-age population. This imbalance is especially painful in sectors that rely on experience and tenure, such as healthcare, education, and the skilled trades.
1. Low Labor Force Participation
Even with job openings at record highs, many prime-age adults (25–54) have exited the workforce due to caregiving responsibilities, health issues, or lack of training. As of mid-2025, labor force participation still trails pre-2008 levels, an economic signal that the problem is structural, rooted in long-term demographic and economic shifts, not cyclical fluctuations tied to short-term economic ups and downs.
1. A Shortage of Specialized Skills
The U.S. education and training pipeline is failing to keep pace with demand in tech and automation, emerging sectors like AI, cybersecurity, and clean energy, and trades and vocational fields (electricians, machinists, nurses). Immigration used to serve as a release valve, allowing companies to source specialized talent globally. But now, employers face caps, processing backlogs, and legal uncertainty, often losing talent mid-process.

Policy Uncertainty and Compliance Pressures

Immigration policy in the U.S. is often reactive and politically charged. Frequent shifts—executive orders, court rulings, and congressional stalemates—make it difficult for businesses to plan ahead or invest confidently in global talent strategies.

Even companies that don’t sponsor visas are affected by I-9 audits, E-Verify mandates, and enforcement crackdowns. These increase compliance costs and risks, especially for small and mid-sized businesses, diverting attention from growth and innovation.

Why This Matters Now: Economic Growth at Stake

The U.S. has always relied on immigrants to build, grow, and adapt its economy. Immigrants are not only vital contributors to the workforce, they are entrepreneurs, innovators, and consumers. Restrictive and outdated immigration policies don’t just block workers, they block progress.

Without strategic reform, industries will continue to struggle with talent shortages, wage inflation, and stalled innovation. Immigration policy must align with workforce realities, not hinder them.

It’s critical that we reframe immigration not as a political flashpoint, but as a business and economic necessity. Employers, industry leaders, and policymakers must recognize that global talent is not a threat—it’s a competitive advantage. Immigration policy must reflect the real needs of the modern workforce.

How are today’s immigration policies limiting your organization’s ability to grow, compete, and innovate?
July 29, 2025
Are We Paying Attention to Workforce Trends in 2025?
If there’s one thing we know for sure about the workforce in 2025, it’s this: the pace of change isn’t slowing down. Between economic shifts, evolving employee expectations, and new technologies reshaping how we work, HR professionals and business leaders alike are rethinking what it means to build, develop, and retain a successful workforce.

At Horizon Point Consulting, we work with employers across the Southeast, especially in Alabama, to navigate the practical realities of today’s talent landscape. From workforce development planning to leadership training and retention strategy, we’re seeing some key macro trends rise to the top. Here’s what you need to know about workforce trends in 2025.

1. The talent shortage is still real but priorities are shifting

According to SHRM’s 2025 State of the Workplace report, recruiting remained a major challenge in 2024, with 75% of organizations struggling to fill full-time roles. Burnout increased as existing employees picked up the slack, and while job openings have started to level out nationally, talent attraction still tops many HR priority lists.

But in 2025, there’s a noticeable shift happening: organizations are pivoting from focusing solely on recruitment to prioritizing employee development and engagement. Leadership and manager development, learning and development, and employee experience are now top priorities for HR professionals and U.S. workers alike.

This trend aligns with what we’re hearing in our work with manufacturing clients, school systems, and nonprofits across Alabama: once you get good people, you need to keep them—and help them grow.

2. Employee development is now a business imperative

ATD’s 2025 State of the Industry report confirms this shift. While learning hours per employee have decreased (down to 13.7 hours on average in 2024), investment in learning remains strong, with organizations spending an average of $1,254 per employee on direct learning costs. Coaching and mentoring are on the rise as preferred methods of development, especially in larger organizations.

This focus on learning isn’t just about ticking a training box. It’s about preparing for the future of work, where adaptability, problem-solving, and leadership at every level are essential.

If you’re not investing in your people, you’re falling behind.

Looking for ways to boost employee development at your organization? Check out our blog post on 4 Ways to Get Unstuck with Professional Development.

3. HR tech and analytics are essential to staying competitive

Both SHRM and ATD highlight the growing importance of HR technology in driving talent strategies. When HR tech is effective, workers are more likely to view their HR departments as effective and they’re more likely to be engaged, productive, and satisfied.

From applicant tracking systems and performance management tools to learning platforms and DEI dashboards, technology is enabling smarter, faster decisions. And in 2025, that data-driven approach is no longer optional, it’s essential.

4. Job openings in Alabama are ticking upward again

Here in Alabama, we’re seeing localized workforce shifts that mirror the national data. According to the U.S. Bureau of Labor Statistics, Alabama’s job openings rate rose from 4.6% to 4.9% between March and April 2025, indicating renewed demand for talent across industries.

While our state has traditionally lagged behind the national average in some workforce metrics, the current labor market presents an opportunity for employers who are ready to adapt.

Want to know how your compensation and benefits compare across the region? Read about the latest North Alabama Wage and Benefit Survey.

5. A new era of leadership is needed

Finally, as remote work stabilizes, AI tools evolve, and generational shifts accelerate, we’re seeing an increased demand for human-centered leadership. According to SHRM, poor management was cited by one-third of workers as a major reason for disengagement or intent to leave their job.

Leadership development isn’t just a “nice to have”. It’s a must-have for organizational stability and culture in 2025. Leaders at all levels must know how to communicate, coach, and connect.

Explore our approach to leadership development to learn how we help leaders build the skills needed for today and tomorrow.

Moving Forward: What Should Employers Do?

In the face of these evolving workforce trends in 2025, employers need to take a proactive approach. That means:
- Investing in development: Create a culture of continuous learning through coaching, mentoring, and targeted upskilling.
- Listening to employees: Employee experience and engagement are directly tied to retention. Don’t wait until your best people leave.
- Getting strategic with HR tech: Use data and automation to improve efficiency, equity, and outcomes.
- Developing your managers: They’re the glue that holds teams together and often the reason people stay or go.
The bottom line? Workforce trends in 2025 are about much more than filling positions. They’re about creating environments where people want to stay, grow, and contribute.

Let’s build those workplaces together.

Need help navigating your workforce strategy in 2025? Reach out to us! We’re here to help you build a brighter future for your team.
July 22, 2025
Why Fewer Men Are Working and What Policy Can Do About It

We’ve written before about the decline in prime-age males in the workforce—and how this and other demographic trends are impacting overall labor force participation. We’ve also explored the research behind why fewer men in the U.S. are working today, a trend that’s been building for decades.

This graph pretty much sums the issue up:

So, what do we do about it?

In a 2023 post, we shared a few ideas for what employers can do. But what about at the macro level? From a policy perspective, what might actually move the needle?

Brad Wilcox, a professor at the University of Virginia, has a couple of ideas:

1. Promote the Success Sequence

We discussed this in our last post. Read all about it here.

2. Defund College, Refund Vocational Education

In his book Get Married, Wilcox writes:

“Not enough male teachers, too little recess, books that don’t speak to the male imagination, and intolerance for the boisterous spirit of boys in our nation’s schools are among many factors driving ‘the growing epidemic of unmotivated boys and underachieving young men’ in the education sector.”

He continues:

“Big education has also focused its spending and attention overwhelmingly on serving students on the ‘college track,’ a track now dominated by girls and young women. The Department of Education, for instance, spends about seventy-nine times as much money on colleges and universities as it does on vocational education in high schools and community colleges.”

In short, our system is failing to equip many young men—especially those from poor or working-class backgrounds—with the skills, confidence, and purpose that come from learning a trade. This isn’t just about economics. It’s also about dignity, direction, and a clear path toward a stable, decent-paying job. Even some affluent young men would benefit more from hands-on work than from a traditional college path, as I’ve written about previously.

Wilcox’s recommendation? Shift investment and prestige toward vocational and technical education.

“Career Academies—high school programs that offer struggling students rigorous, career-oriented courses—have succeeded in boosting the earnings and marriage prospects of young men who succeed in them. Policymakers should lean into the success of Career Academies and other CTE models in high schools and community colleges by increasing funding and prestige for these programs.”

Local Progress, National Opportunity

I’m encouraged to see progress in this area locally—through both funding and community focus. But more is needed.

We also need to engage strong, positive male role models earlier in boys’ lives. As Wilcox points out, there are far fewer male teachers than female teachers—especially in early education. Many boys are raised by single mothers, taught mostly by women, and rarely see men working in trades or industries that might spark their interest—if only they were exposed to them.

The decline in male workforce participation has been slow and steady. Climbing out of it won’t be quick, but with thoughtful, long-term policy, it’s possible.

And it’s not just a workforce issue—it’s a societal one. As poverty expert Ruby Payne has said, “If men aren’t employed, they are usually one or both of two things: lovers and fighters.”

That reality runs counter to the success sequence—and leaves too many men incarcerated or disengaged rather than contributing meaningfully to their families, communities, and economy.

So I guess I’ll wrap up by saying this: If we want to reverse the decline in male workforce participation, we need to rethink how we educate, support, and engage young men – starting early and continuing through career entry. It’s not just about jobs; it’s about purpose, identity, and belonging. Investing in these solutions today can lead to a stronger, more stable workforce (and a healthier society) for everyone.

July 8, 2025