Drastic “Reductions in Force” Upend HHS Agencies

Thousands of people who work at the Centers for Disease Control and Prevention (CDC) were notified by email today that they were subject to the Trump administration’s efforts to cull federal workforce jobs, Wired reports. Top officials were among those either put on administrative leave, laid off, or reassigned to remote roles, the Washington Post reports.

Affecting Programs and Services

HHS announced last week that it would slash its workforce by 20,000 people. Now, the nation is starting to see how that purge is rolling out, affecting programs meant to prevent and treat HIV infection and sexually transmitted disease, respiratory diseases, and foodborne illnesses, to name a few.

Criticisms and Concerns

“We’re going to have patients die, Jade Pagkas-Bather, an infectious disease doctor at the University of Chicago, tells Wired. “Unnecessary, preventable death.”

Response from HHS

“Unnecessary, preventable death.”

HHS, on the other hand, says the changes will save $1.8 billion a year. “Over time, bureaucracies like HHS become wasteful and inefficient even when most of their staff are dedicated and competent civil servants,” HHS Secretary Robert F. Kennedy, Jr. said in a press release when HHS announced its restructuring last week.

Departure of FDA Official

The FDA’s Center for Biologics Evaluation and Research (CBER) regulates vaccines, and director Peter Marks resigned on Friday, writing that “it has become clear that truth and transparency are not desired by the Secretary, but rather he wishes subservient confirmation of his misinformation and lies.”

Concerns about the FDA’s Future

“The FDA as we’ve known it is finished, with most of the leaders with institutional knowledge and a deep understanding of product development and safety no longer employed,” Robert Califf, FDA commissioner under Joe Biden and Barack Obama, wrote on LinkedIn today.

HHS Press Secretary’s Statement

In an email to The Verge, HHS press secretary Vianca Rodriguez Feliciano maintains that “ongoing critical public health efforts will remain a top priority and will not be impacted by this administrative realignment.”

Conclusion

The recent “reductions in force” at HHS agencies, including the CDC and FDA, have raised concerns about the impact on public health programs and services. Critics argue that the changes will lead to “unnecessary, preventable death,” while HHS officials claim that the changes will save $1.8 billion a year.

FAQs

Q: What is the purpose of the “reductions in force” at HHS agencies?

A: According to HHS, the changes are intended to reduce waste and inefficiency within the agencies.

Q: How will the changes affect public health programs and services?

A: The changes are likely to have a significant impact on programs meant to prevent and treat HIV infection and sexually transmitted disease, respiratory diseases, and foodborne illnesses, among others.

Q: Who is responsible for the changes at HHS agencies?

A: HHS Secretary Robert F. Kennedy, Jr. is responsible for the restructuring efforts.

Q: What is the reaction from the FDA to the changes?

A: The FDA’s Center for Biologics Evaluation and Research (CBER) regulates vaccines, and director Peter Marks resigned on Friday, criticizing the changes.

To the Editor

Re: "V.A. Workers See Chaos in Services for Mental Care" (front page, March 24)

I am a Vietnam veteran. I spent more than 1,000 hours flying to bases between Saigon and the Cambodian border. After returning home in 1971, I went back to school and buried the war.

In 1990, Operation Desert Shield opened up a can of trauma for me and many vets. I believe all the V.A. health services today are nonpareil.

About 6 percent of the nation’s population are veterans, and surveys have found that more than half of Americans have a close relative who has served in the military. Yet I do not hear or see my senators nor, with some exceptions, my representatives, objecting publicly and loudly to what President Trump and his appointees are doing to our veterans’ services. If they want to be re-elected, they should get some backbone and speak out for the V.A. and all veterans.

This is not a political issue but one affecting the health of the nation. Their deafening silence is a gross dishonor. Let’s put some substance behind "thank you for your service."

James C. Wright
Gladwyne, Pa.

The Trump Administration’s Order

The Trump administration’s order that Veterans Affairs mental health professionals conduct therapy calls in an open-floor office violates the privacy interests of their patients, and reflects a similar mistake of the Reagan administration’s opening policy, which it was forced to reverse.

Thomas E. Templeton
Latham, N.Y.
The writer is a licensed mental health counselor.

Losses in Nature

Re: "What the Dodo Tells Us, 300 Years After Its Extinction" (Opinion guest essay, nytimes.com, March 9)

Dr. Bergland rightly notes that extinction is nothing new. But as the chief scientist at the World Wildlife Fund, I am disturbed by the current rate of nature loss.

Monitored wildlife populations have declined on average by 73 percent in less than 50 years. Life on earth hasn’t seen losses this steep since the dinosaurs. Unlike the dinosaurs, however, we have the power to stop and even reverse much of the damage.

Our planet is barreling toward negative tipping points that, if crossed, will have dire consequences for not just nature, but for people as well. That may sound alarmist to some, but the health of even a single species population can have surprising ripple effects and could be the trigger for a more expansive tipping point.

Rebecca Shaw
San Francisco

A.I. and Humans

Re: "A.I. Will Soon Be Smarter Than Humans. Let’s Discuss" by Kevin Roose (The Shift column, Sunday Business, March 16)

I would like to point out that despite all the current fear-mongering, artificial intelligence is not a threat to human beings.

A.I. is an incredible tool when used properly. Its main value is in its predictive abilities. It can sift through huge amounts of data and discern patterns that the human brain, as predisposed to pattern-seeking as it is, cannot.

But A.I. cannot replace human thought. It can never write a work of literature. Yes, it can emulate past authors, but it can do so only in predictive ways. Or random ways.

What it cannot do is create the unexpected. That is something only a gifted author can do. And by "unexpected" I do not mean random. I mean the precise turn of events that creates the most surprise in the reader’s mind, and also the sense that what happened was, in fact, precisely what should have been expected.

Only a human mind can do that. So rest assured: A.I. will not replace us.

David Frank DeLuca
Palm Bay, Fla.

Conclusion

The articles above highlight the importance of addressing the issues faced by veterans, the devastating impact of nature loss, and the potential of artificial intelligence. It is crucial that we acknowledge the concerns of veterans and work towards providing them with the necessary support and services. Additionally, it is essential to address the alarming rate of nature loss and the potential consequences of inaction. Furthermore, the development of artificial intelligence should be approached with a nuanced understanding of its capabilities and limitations.

FAQs

Q: What are the main concerns of veterans?
A: The main concerns of veterans include the lack of support and services provided by the Veterans Affairs, the impact of trauma on their mental health, and the need for a more comprehensive approach to addressing their needs.

Q: What is the current state of nature loss?
A: The current state of nature loss is alarming, with monitored wildlife populations declining on average by 73 percent in less than 50 years.

Q: Is artificial intelligence a threat to human beings?
A: No, artificial intelligence is not a threat to human beings. It is an incredible tool when used properly, but it cannot replace human thought and creativity.

Employee retention is a top 3 priority for CEOs and the #1 priority for 1 in 3 HR leaders in 2025. We’re not in the Great Resignation era anymore. But every organization has top talent they can’t afford to lose, no matter the state of the labor market. Organizations are prioritizing employee retention strategies geared toward retaining key talent.

But while retention is top of mind, many leaders admit their employee retention strategies aren’t very effective. Most say their organization’s approach is at the intermediate or beginner level.  

Is your retention strategy effective? Take our quiz to find out >>>

If you’re not taking time to strategically address retention and turnover, you’re leaving a lot on the line. The good news is that a lot of unwanted turnover is predictable and preventable.

These employee retention case studies will give you hope. You’ll learn how these Quantum Workplace customers have optimized their employee listening and performance management strategies for employee retention. And how they’ve leveraged Quantum Workplace to uncover insights, build better workplaces, and retain their best talent. 

Benesch: strengthens culture & connection

Benesch, a leading engineering firm, recognized that employee engagement was critical to retention. They sought to strengthen their workplace culture by prioritizing employee feedback and turning insights into action.

By using Quantum Workplace’s engagement tools, they collected real-time feedback through pulse surveys and engagement assessments. This allowed leaders to identify concerns early, implement targeted interventions, and enhance manager-employee relationships.  

As a result of its proactive talent management strategies, Benesch has seen a more engaged workforce and increased participation in company initiatives. Turnover rates have remained low, while hiring statistics and retention have improved.

Additionally, there has been a notable increase in interest in leadership development programs, demonstrating the positive impact of Benesch’s initiatives on employee engagement and professional growth. 

Redwire: enhances employee engagement with transparent communication

As a rapidly expanding aerospace company, Redwire faced challenges in keeping employees engaged and connected during growth and organizational change.

They turned to Quantum Workplace to facilitate transparent communication and build trust among employees. With continuous listening strategies and action-driven leadership initiatives, Redwire provided employees with a voice in the company’s direction.

This approach fostered a sense of belonging and strengthened trust in leadership. The impact of these initiatives was profound. Redwire witnessed a significant decrease in regrettable attrition resulting in substantial cost savings. 

ODW Logistics: develops leaders to reduce employee turnover

ODW Logistics, a supply chain and logistics company, recognized that leadership development played a crucial role in employee retention.

They leveraged Quantum Workplace to provide managers with coaching tools, engagement insights, and structured feedback processes. This empowered leaders to have meaningful conversations with employees, address workplace concerns proactively and create career development opportunities.

By strengthening their managers’ ability to engage and support employees, ODW Logistics saw significant improvements in retention, a boost in employee morale, and a culture centered on continuous learning and professional growth. 

Briggs Industrial Solutions digs deep with frontline workers to improve employee retention

Briggs Industrial Solutions began partnering with Quantum Workplace on their engagement survey in 2020.

By taking feedback from the surveys and diving deep into targeted areas of the company via focus groups, Briggs has uncovered solutions and strategies to move the needle on areas that are impacting engagement and retention.  

In 2021, Briggs was struggling to retain their technicians, who make up the majority of the company’s workforce. These technicians spend their days out in the field, traveling to customers and repairing equipment. They are critical to the success of the company. But most were leaving the company before they hit 3-5 years of tenure.   

The leadership team at Briggs knew they needed to take a good look at what might be causing disengagement and turnover. Their engagement survey shed light on specific and actionable challenges to overcome:   

• Technician “intent to stay” dropped 5% 
• Perceptions of fair pay dropped 4% 
• Perceptions of recognition dropped 11% 
• Value of the ESOP dropped 11% 

With the feedback received from engagement surveys, Briggs continued to evaluate benefits, compensation, and team structure across the board. They also worked to understand why techs were not feeling recognized for their contributions.  

Leaders uncovered multiple areas to review. There was frustration around pay gaps between tenured and incoming employees. Work assignments weren’t always aligned with technicians’ strengths and skill level. And there weren’t clear guidelines on increased compensation for new skills and training assistance.   

As a result, Briggs implemented profit sharing, in addition to ESOP. They created a career path for technicians, providing clarity on what they needed to do to grow, develop, and advance in their career. And finally, they provided more internal classroom training, rather than solely relying on senior technicians.  

The changes the Briggs leadership team made led to impressive results on their next engagement survey:  

• Perceptions of recognition increased 17 points 
• “Senior leaders value people as their most important resource” increased 16 points 
• Perceptions of trust and fairness increased 14 points 
• Perceptions of fair pay increased 14 points 

“Our industry is very competitive. It’s tough to hire skilled technicians,” says Perez, HR Manager at Briggs. “But we’re now hearing that Briggs is becoming the employer of choice in our industry. Our techs are talking and we’re seeing a ton of referrals now.”  

When it comes to acting on survey results, Perez has this advice:  

“Don’t try to boil the ocean,” she says. “You’re going to get a ton of feedback and a lot of things you want to act on–but you can’t do it all at once. You need to focus on what matters most. On what you can give your full attention to.” 

Twin Cities Manufacturing Company uses targeted analysis to tackle employee turnover

As one of the largest privately held companies in the Midwest, this Twin Cities manufacturer has experienced exponential growth over the last several decades.  

Coinciding with that growth, the company has evolved its employee listening strategy to capture and understand the employee experience. They partner with Quantum Workplace to implement engagement, pulse, and lifecycle surveys.  

• Engagement. The growing manufacturer deploys an employee engagement survey to uncover areas in which the company can move the needle. Leaders pay close attention to what is happening within specific business units and regions.  
• Pulse. The company uses pulse surveys to hear from employees at locations where acquisitions have happened. The goal is to make sure that new employee onboarding is effective, and employees have what they need to succeed.  
• Lifecycle. The company uses exit surveys to get a more holistic view of turnover. 

With data from these surveys, the company can understand macro and micro turnover trends. They can also see how turnover affects different employee demographics and pinpoint reasons for turnover within specific groups. Exit survey analytics have helped the company uncover areas of misalignment and opportunity, including:  

• Creating more clarity on manager/employee workload expectations to help prevent unwanted turnover early in the employee journey 
• Better understanding compensation expectations in a competitive market 

Survey analytics have also helped shed light on why critical roles and skill sets have left the company, and to uncover trends in areas of the business experiencing higher turnover.  

“The labor market is really tight right now, and we get a lot of great intel from the surveys to help us improve the employee experience and understand why people might be leaving,” said the company’s Organization Effectiveness Leader. “In an industry where turnover is pretty high right now, it’s important for us to have this intel in order to stay competitive.” 

Read more about this Twin Cities Manufacturing Company’s success here >>> 

Meritrust Credit Union uses survey results to understand retention drivers

HR leaders at Meritrust Credit Union wanted to take a deeper dive into the reasons employees leave–and why they stay.

Partnering with the People Insights Team at Quantum Workplace, they were able to uncover key information that shed light on just how critical company culture is to their retention strategy.  

When asked to rate “it would take a lot to get me to leave this organization,” Meritrust followed up with a logic-based response based on how employees answered the question.  

• If they responded favorably, they were asked “what makes you stay at this organization?” 

• If they responded unfavorably, they were asked “what would make you leave this organization.” 

Meritrust asked every employee a variation of the question and then turned the responses into a custom survey demographic. What did they find? The primary reasons people stay at Meritrust were:  

• Workplace culture (90%) 
• Career advancement opportunities (89%) 
• Relationship with their manager (84%) 

This proved that culture and career growth are imperative for retention and engagement–something leaders at Meritrust had been trying to improve all along. 

Mutual of Omaha leverages pulse surveys to uncover insights & retain top talent

A Fortune 500 insurance company, Mutual of Omaha was founded on a simple but powerful principle: to help people in their time of need and protect those they love the most.  

In recent years, the insurance and financial services industries have become increasingly competitive for talent. Mutual of Omaha was having a hard time recruiting for technology roles—and was seeing high turnover within the first two years of employee tenure.  

The company knew that having the right insights would help them understand and troubleshoot turnover effectively—so they turned to Quantum Workplace’s employee engagement platform.   

Mutual of Omaha utilized a broad range of employee surveys to capture feedback at various stages of the employee journey. In addition to leveraging an annual engagement survey, Mutual of Omaha also launches regular pulse surveys to capture critical feedback on important topics.  

• For example, they launched a pulse to understand employee perceptions and preferences related to post-pandemic work arrangements. 
• They also launched a “War for Talent” pulse during the Great Resignation to get a feel for how equipped the company was (or wasn’t) to attract, engage, and retain top talent.

A strategic employee listening strategy has empowered Mutual of Omaha to gain clarity around what is driving people to stay, what is driving them to leave, and what leaders can do to improve retention and engagement. The company has seen measurable improvements: 

• 94% favorability ratings from new hires after 30 days of employment 
• 93% of associates making progress on a learning and growth plan (a key magnet in the company’s retention strategy) 
• 86% employee retention rate 

Read more about Mutual of Omaha’s success here >>> 

Sammons Financial Group increases frequency of employee listening to drive change

Sammons Financial Group (SFG) is heavily focused on establishing a “workforce of the future” and best-in-class workplace culture. The company feels both are necessary to retain top talent in a competitive market. To support its retention and talent management efforts, SFG uses employee listening tools from Quantum Workplace.  

Initially, SFG’s survey implementations were infrequent, happening only every 2-3 years. Years later, they had a big question:  

“What are we actually doing to understand employee voice?”  

The company realized employee voices needed to be captured more frequently to achieve a more accurate, timely view. After shortening their engagement survey cadence to 18 months, SFG’s employee engagement efforts started gaining momentum. The company saw an increase in engagement and a stronger organizational commitment to action. The progress led to leadership buying into an annual survey.   

With a regular cadence of employee listening, SFG gains a true year-over-year understanding of employee voices—and can design annual commitments around this timing to better align with opportunities uncovered in the survey data.  

Prior to moving to an annual survey cadence, one of the challenges SFG faced was understanding how to best utilize their data. Now, SFG can equip organizational leaders with the data they need, on a more frequent basis, and understand where to act. They have the potential to activate real, meaningful change when it comes to engagement and retention. 

Read more about Sammons Financial Group’s success here >>> 

Act on turnover risk—before you lose critical talent.

Your employees are already telling you what they need to stay. The key is having the right tools to uncover those insights and take meaningful action. Quantum Workplace’s Retention Radar helps HR leaders predict and prevent turnover by identifying at-risk employees before they leave. With powerful analytics and actionable insights, you can: 

• Spot early warning signs of disengagement & retention risk
• Understand key drivers of turnover
• Equip managers with targeted retention strategies
• Take proactive steps to keep your top talent

How strong is your retention strategy? 

Want to know if your retention strategies are keeping pace with today’s job market? Take our Retention Quiz—a quick assessment designed to help HR leaders pinpoint gaps and get expert guidance on retaining their workforce. 

Retention success starts with knowing where you stand. With Quantum Workplace, you can take the guesswork out of employee retention and create a workplace where employees thrive—and stay. 

Amazon Introduces Nova Act, an Advanced AI Model for Smarter Agents

Amazon has introduced Nova Act, an advanced AI model designed for smarter agents that can execute tasks within web browsers. The company envisions agents as entities capable of performing complex, multi-step tasks in diverse digital and physical environments.

Limitations of Current Market Offerings

Current market offerings often fall short, with many agents requiring continuous human supervision and their functionality dependent on comprehensive API integration—something not feasible for all tasks. Nova Act is Amazon’s answer to these limitations.

Amazon Nova Act SDK

Alongside the model, Amazon is releasing a research preview of the Amazon Nova Act SDK. Using the SDK, developers can create agents capable of automating web tasks like submitting out-of-office notifications, scheduling calendar holds, or enabling automatic email replies.

Key Features of the SDK

• Breaks down complex workflows into dependable "atomic commands" such as searching, checking out, or interacting with specific interface elements like dropdowns or popups.
• Supports browser manipulation via Playwright, API calls, Python integrations, and parallel threading to overcome web page load delays.
• Detailed instructions can be added to refine these commands, allowing developers to, for instance, instruct an agent to bypass an insurance upsell during checkout.

Exceptional Performance on Benchmarks

Unlike other generative models that showcase middling accuracy on complex tasks, Nova Act prioritizes reliability. Amazon highlights its model’s impressive scores of over 90% on internal evaluations for specific capabilities that typically challenge competitors.

Amazon’s Vision for Scalable and Smart AI Agents

One of Nova Act’s standout features is its ability to transfer its user interface understanding to new environments with minimal additional training. Amazon shared an instance where Nova Act performed admirably in browser-based games, even though its training had not included video game experiences. This adaptability positions Nova Act as a versatile agent for diverse applications.

Conclusion

Amazon is clear that Nova Act represents the first stage in a broader mission to craft intelligent, reliable AI agents capable of handling increasingly complex, multi-step tasks. The company is focused on training agents through reinforcement learning across varied, real-world scenarios rather than overly simplistic demonstrations.

Frequently Asked Questions

Q: What is the purpose of the Amazon Nova Act SDK?
A: The SDK is designed to help developers create agents capable of automating web tasks, such as submitting out-of-office notifications, scheduling calendar holds, or enabling automatic email replies.

Q: What are the key features of the Nova Act model?
A: The Nova Act model prioritizes reliability, achieving impressive scores of over 90% on internal evaluations for specific capabilities that typically challenge competitors. It also features the ability to transfer its user interface understanding to new environments with minimal additional training.

Q: How does the Nova Act model differ from other generative models?
A: Unlike other generative models, Nova Act prioritizes reliability, achieving exceptional performance on complex tasks. It is designed to be used in a variety of applications, including browser-based games and real-world scenarios.

Q: What is the long-term vision for Amazon’s AI agents?
A: Amazon’s long-term vision is to create intelligent, reliable AI agents capable of handling increasingly complex, multi-step tasks. The company is focused on training agents through reinforcement learning across varied, real-world scenarios.