How people describe work is expanding and in a multi-generational workforce — where many people are returning to the office for the first time in years — how work is discussed is likely to change. CFOs who are looking to participate in the improvement of company sentiment, particularly after a return-to-office initiative, should familiarize themselves with the following terms.
These terms were compiled using lists from PapersOwl, Tech Target, The Irish Sun, Arbinger Institute and Business Insider.
1. Career catfishing
Career catfishing — accepting a job offer but only showing up for one day or not at all — is becoming increasingly common. In a recent survey conducted by PapersOwl, over 29% of the 2,000 Gen Z workers surveyed said they were career catfishing or previously had. Of that group, 21% said they did so because they were dared to do so. Other reasons include wanting more flexibility in their work, preferring to work elsewhere or avoiding confrontation.
2. White fonting
The use of AI tools has grown both inside and outside the finance function, particularly in the hiring process. This has led to some candidates engaging in white fonting, which involves adding hidden keywords to documents like resumes in hopes that an AI tool will identify these keywords and forward the document for human review.
3. The great re-engagement
Following the great disengagement and subsequent great resignation brought on by the pandemic, economic conditions and a shift of leverage back to employers in the labor market have resulted in the great re-engagement. This trend describes the mass return of employees to the office away from hybrid roles and into more traditional corporate settings. As organizations implement return-to-office policies in 2025, they will face challenges navigating this shift.
4. Faulty tasker
A faulty tasker is someone who takes on too many tasks at once, resulting in none being completed correctly. While such employees are not new, the term has gained traction, particularly as technology supplements large portions of human labor. Faulty taskers, though sometimes valuable in high-pressure situations, may become less relevant in the future workplace.
5. Dining el desko
Eating at one’s desk without regard for coworkers is referred to as dining el desko. This is one of the workplace’s biggest pet peeves and an area of office etiquette that many organizations will need to reteach employees during return-to-office initiatives.
6. Meanderthal
A term likely frowned upon by human resources, a meanderthal describes someone slow to get to the point. This person might talk in circles during meetings without providing meaningful input. While CFOs should probably keep this term in informal settings, it could provide some humor during happy hours.
7. Corporate flirting
Using flirtation in the workplace as a means to get ahead is not a new concept, but its rising trendiness among younger employees is notable. Finance leaders play a significant role in promoting a culture that not only encourages professionalism but also actively discourages behaviors like corporate flirting that could lead to legal risks for both the company and individuals.
8. Corporate accent
As younger employees increasingly value authenticity, the corporate accent may be one of the most easily avoidable and toxic items on this list. It can refer to the inflection of someone’s voice during company calls, often rising and falling to convey confidence. It can also describe the use of corporate buzzwords like bandwidth, buckle down or working closely.
9. Duck shuffler
A duck shuffler is an employee who disrupts a well-organized idea when all the “ducks are in a row.” However, this type of person can be valuable when decision-making processes are siloed or suffer from groupthink. CFOs, often the skeptics in the room, may need to shuffle ducks occasionally.
10. Hushed hybrid
This term refers to an employee who circumvents in-person work requirements. Finance leaders whose teams mandate in-person work should have systems in place to prevent hushed hybrid employees while fostering a culture that allows flexibility and considers individual circumstances. This approach can reduce the likelihood of employees working behind the organization’s back.
