7 Posts found for Author: Emily Field

When appropriate, pay the best middle managers even more than your senior leaders to show how much you value them. If you hear complaints from the executives, make up the difference in equity. Compensation should be commensurate with the value a role creates.

Content: Quotation | Authors: Bill Schaninger, Bryan Hancock, Emily Field | Source: McKinsey Quarterly | Subjects: Compensation, Human Resources, Organizational Behavior

Middle managers may have a reputation for being bureaucratic, but in reality they aren’t so much the cause of bureaucracy as a barometer for it.

Content: Quotation | Authors: Brooke Weddle, Bryan Hancock, Emily Field, Stephanie Smallets | Source: McKinsey Quarterly | Subjects: Bureaucracy, Management, Organizational Behavior

Managers do not wake up and automatically know what great looks like, nor do they learn through osmosis. Instead, managers exhibit these [strong] behaviors when multiple factors are present: they have clear expectations, are given targeted training, understand why their actions matter, see inspiring leaders behaving similarly, and have support systems in place such as structure, role design, and rewards.

When any number of these factors … [ Read more ]

Content: Quotation | Authors: Brooke Weddle, Bryan Hancock, Emily Field, Stephanie Smallets | Source: McKinsey Quarterly | Subjects: Management, Personal Development

McKinsey research found that workplace relationships account for 39 percent of employees’ job satisfaction. Moreover, relationships with management, in particular, account for 86 percent of workers’ satisfaction with their interpersonal ties at work. Yet, despite the importance of these manager–employee relationships, surveyed managers report spending almost three-quarters of their time on tasks not directly related to talent management.

Content: Quotation | Authors: Bill Schaninger, Bryan Hancock, Emily Field, Marino Mugayar-Baldocchi | Source: McKinsey Quarterly | Subjects: Human Resources, Management, Organizational Behavior

A digital talent marketplace creates more transparency and visibility into open opportunities. Additionally, we know that it can reduce bias. As we think about this from the diversity, equity, and inclusion [DEI] lens, we know that women are much less likely to apply for jobs if they don’t meet the qualifications. We often hear that a man will apply for a job if he has … [ Read more ]

Content: Quotation | Author: Emily Field | Source: McKinsey Quarterly | Subjects: Diversity, Human Resources

New research shows that having more top-performing middle managers leads to much better financial outcomes. Here are five actions that can set managers and their organizations up for success.

Content: Article | Authors: Brooke Weddle, Bryan Hancock, Emily Field, Stephanie Smallets | Source: McKinsey Quarterly | Subject: Organizational Behavior

Is your best talent hiding in plain sight? An internal talent marketplace helps match existing employees to open roles—in novel and sometimes unexpected ways.

Content: Article | Authors: Bill Schaninger, Bryan Hancock, Emily Field | Source: McKinsey Quarterly | Subject: Human Resources