Emily Field, Bryan Hancock, Marino Mugayar-Baldocchi, Bill Schaninger
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
Some employees are destroying value. Others are building it. Do you know the difference?
More than half of employees report being relatively unproductive at work. New research into six types of employees shows how companies can re-engage workers while amplifying the impact of star performers.
Content: Article | Authors: Aaron De Smet, Angelika Reich, Bill Schaninger, Marino Mugayar-Baldocchi | Source: McKinsey Quarterly | Subjects: Human Resources, Organizational Behavior
Jacqueline Brassey, Aaron De Smet, Ashish Kothari, Johanne Lavoie, Marino Mugayar-Baldocchi, Sasha Zolley
Although resilience and adaptability are linked, they are different in important ways. Resilience often entails responding well to an external event, while adaptability moves us from enduring a challenge to thriving beyond it. We don’t just “bounce back” from difficult situations—we “bounce forward” into new realms, learning to be more adaptable as our circumstances evolve and change.
Content: Quotation | Authors: Aaron De Smet, Ashish Kothari, Jacqueline Brassey, Johanne Lavoie, Marino Mugayar-Baldocchi, Sasha Zolley | Source: McKinsey Quarterly | Subject: Management