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4 weeks ago | 
mckinsey.com | Brooke Weddle |Bryan Hancock |Lucy Perez
Leaders have long recognized the importance of a healthy workforce to driving economic productivity. But they might be surprised at the value at stake—and at the size of the employee population in less-than-fine fettle.
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2 months ago | 
mckinsey.com | Aaron De Smet |Brooke Weddle |Bryan Hancock
The world of work is still in flux as many companies continue to follow hybrid and work-from-home models. At the same time, Fortune 500 companies such as Amazon, JP Morgan Chase, and Nike moved to mandated in-office policies of at least four days a week in 2024, and more organizations, as well as much of the US federal workforce, are following suit this year. Which working model is best for organizational performance?
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Nov 1, 2024 | 
mckinsey.com | Wendy Miller |Brooke Weddle |Bryan Hancock
Everybody hurts, R.E.M. once famously sang. And if you’re in human resources, your job is to help. But in the recent run-up of serial disruptions, HR has confronted a new and widening array of strategic and organizational-health challenges—and now, the function’s own stress is showing.
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Nov 1, 2024 | 
mckinsey.com | Wendy Miller |Brooke Weddle |Bryan Hancock
Everybody hurts, R.E.M. once famously sang. And if you’re in human resources, your job is to help. But in the recent run-up of serial disruptions, HR has confronted a new and widening array of strategic and organizational-health challenges—and now, the function’s own stress is showing.
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Sep 16, 2024 | 
mckinsey.com | Brooke Weddle |Bryan Hancock
Neurodivergent people make up a substantial percentage of the global population. How can companies best put their distinctive capabilities to work? Workers with neurodivergent diagnoses such as autism, dyslexia, and attention deficit hyperactivity disorder could radically improve organizations’ ability to innovate if employers better understand their strengths and needs.
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Mar 19, 2024 | 
mckinsey.com | Emily Field |Bryan Hancock |Egina Quintero
March 20, 2024As organizations invest time and effort into rethinking their operating models and building healthier structures, McKinsey research has found that 44 percent of middle managers see organizational bureaucracy as the main cause of negative experiences in the role. Unclear decision rights, lack of empowerment, and overwhelming administrative work are part of middle managers’ day to day. The middle manager role has been set up for failure, and this needs to change.
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Mar 18, 2024 | 
mckinsey.com | Bryan Hancock |Angelika Reich |Aaron De Smet |Sandra Durth |Marino Mugayar-Baldocchi
The number of employees who use generative AI in the workplace is expected to soar. Can organizations use this moment to attract and retain talent?
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Dec 11, 2023 | 
mckinsey.com | Bryan Hancock |Brooke Weddle
In this interview, Stanford University professor Melissa Valentine discusses how a human-centered approach to AI can transform jobs and lives for the better.
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Sep 27, 2023 | 
mckinsey.com | Emily Field |Bryan Hancock |Marc Metakis |Donnie Stuart
Middle managers can drive the success of organizations, but first they need the skills to succeed. Targeted training can help. Few groups are as maligned as middle managers—that vast middle tier of sales managers, program managers, account managers, branch managers, and more wedged between senior management and the front line.
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Sep 18, 2023 | 
mckinsey.com | Sandra Durth |Bryan Hancock |Dana Maor |Alex Sukharevsky
“We were behind on automation and digitization, and we finally closed the gap. We don’t want to be left behind again, but we aren’t sure how to think about generative AI.” That’s the sentiment shared by many global executives, given the speed with which generative artificial intelligence (gen AI) is advancing in the business world. The technology is accessible, ubiquitous, and promises to have a significant impact on organizations and the economy over the next decade.
