More than half of employees are disengaged. What’s a leader to do?

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ESSENTIALS FOR LEADERS AND THOSE THEY LEAD

Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities

Ever since employee burnout and attrition came to the forefront during the COVID-19 pandemic, many employers have responded with measures to improve worker well-being and engagement. But employees’ unhappiness with the workplace still hasn’t changed—if anything, it has become worse. Recent research shows that the number of actively disengaged employees in the US is the highest in a decade. Reasons for workers’ dissatisfaction include limited career advancement opportunities, poor leadership, excessive workloads, and lack of connection to the company’s purpose. While organizations may not be able to address all these challenges at once, some unconventional tactics may help get the process started.

AN IDEA

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Measure which employees are effective

Attrition and employee disengagement could cost large organizations up to $355 million a year in lost productivity, according to research led by McKinsey senior partner Aaron De Smet and colleagues. Over five years, that’s an estimated $1 billion or more per company. To make a dent in those numbers, organizations may need to deploy thoughtful interventions across various groups of employees to increase their motivation and commitment. Our research identifies six different segments of workers that range from highly dissatisfied to superengaged; the challenge for leaders is to move as many workers as possible into the most-engaged part of the spectrum. By paying attention to six important factors—which account for nearly two-thirds of the total cost to companies from disengagement—companies could save an estimated $56 million a year in disengagement costs.

A BIG NUMBER

5

That’s the number of attributes that frontline employees consider most important for career advancement, according to research conducted by McKinsey and Cara Collective. Job growth tops the list, with compensation coming in a close second, and is “significantly more important to frontline employees than their employers think,” note the researchers. Gaps between what workers want and what employers think they want can derail leaders’ efforts to boost employee engagement. For example, in the case of frontline workers, employers place more importance on job titles and overvalue vacation and sick leave, and discrepancies appear between what middle managers—who play a critical role in employees’ satisfaction—perceive as important and what their organization values.

A QUOTE

“If managed correctly, gen AI can help employees be happier, more content, and focus on what they love doing.”

That’s McKinsey senior partner Ben Ellencweig in a discussion with Philipp Skogstad, CEO of Mercedes-Benz R&D North America, on the automaker’s recent beta test of a generative AI tool in its vehicles. “Gen AI is a great addition to any activity that requires creativity and needs human interaction or leadership,” says Ellencweig. Instead of viewing technology as a threat that puts them out of work, humans can use it as an asset that removes much of the tedium from routine tasks and enables people to thrive by doing what they do best. “Think about the technician that services your car when you bring it to the dealer,” observes Ellencweig. “Gen AI has the ability to guide the technician, to identify the problem and quickly pinpoint how to solve that problem.”

A SPOTLIGHT INTERVIEW

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When Singapore-based financial institution DBS wanted to advance its strategic people agenda, it turned to its own employees for guidance. “People support what they help create,” says Yan Hong Lee, DBS’s managing director and head of group human resources, in a discussion with McKinsey. “We went to our employees and asked them what they needed to take the organization forward.” The result was the creation of five values and behaviors—such as innovation and decisiveness—that have become part of the company’s people programs and processes. DBS supports a culture of transparency and accessibility: for example, employees have several opportunities to interact with senior leaders directly. “This level of transparency has led to some fantastic results,” says Yan Hong. “Nearly 97 percent of our employees complete the engagement surveys we field annually, which tells us people trust that we take their opinions seriously.”

DISCONNECTED

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As a leader, you may believe that it’s your job to “fix” disengaged employees, but that may not always be practical, says the author of a Harvard Business Review article. Rather, you may be better off learning how to collaborate with them. That may mean enlisting disengaged workers in concrete, task-oriented activities while respecting their personal space. As the “Great Disengagement” pervades workplaces, organizations that prioritize fair pay and rewards, equip their leaders to manage through change, and connect and communicate with employees are likely to come out ahead. And to build a sense of community, it’s important to reestablish workplace rituals that may have been lost.

Lead by engaging.

— Edited by Rama Ramaswami, senior editor, New York

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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:11 - 25 Sep 2023

Generative AI is here. What are its potential applications in the auto industry?

On Point

TODAY’S NEWS. TOMORROW’S INSIGHTS.
A daily newsletter from McKinsey & Company

Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities

The future of connected cars

In the news

•

Talking cars. Puzzling over why your autonomous vehicle slowed at the traffic light? Soon, you may be able to ask it. A self-driving car start-up has recently revealed an autonomous-driving system that’s capable of explaining its driving decisions and describing its surroundings. The system employs a large language model to provide written responses to questions—the same technology that powers the popular AI chatbot, ChatGPT. By having drivers ask autonomous vehicles to justify every incorrect maneuver, executives hope to reveal errors more quickly. [MIT]

•

Safer vehicles. Generative AI could allow auto leaders to address some of their biggest challenges, a UK data analytics company stated in a recent report. By incorporating real-time data, the technology enables driver assistance systems to better detect collisions, which improves vehicle safety, per the report. Major auto companies are already using generative AI to transform business processes. In June 2023, an R&D arm of an Asia-based automaker unveiled a design tool that uses generative AI to help auto designers work more efficiently. [Economic Times]

“We’re seeing more and more intelligent assistants all around us in our lives, and we want the car to be part of that.”

On McKinsey.com

•

ChatGPT in cars. Software development is like having a subway running every ten minutes, Philipp Skogstad, CEO of Mercedes-Benz R&D North America, shares with Ben Ellencweig , McKinsey senior partner and global leader of QuantumBlack, AI by McKinsey , on an episode of our new podcast series, Drivers of Disruption. Iterating quickly and involving multiple teams enabled Mercedes-Benz to swiftly integrate ChatGPT in its vehicles. In June 2023, the brand rolled out its optional gen-AI-powered assistant to about 900,000 US consumers.

•

A smarter commute. Generative AI will likely transform our work, personal lives, and our means of interacting with cars, Skogstad says. Intelligent assistants that have access to employees’ schedules could help them get to work on time. Driving systems might, for instance, recommend leaving the house 15 minutes earlier due to bad weather. They might also suggest relevant news channels to listen to on the way in. Hear the full conversation from the McKinsey Center for Future Mobility to discover how generative AI could change the auto industry.

Explore gen AI in the auto sector

— Edited by Belinda Yu, editor, Atlanta

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:42 - 25 Sep 2023

Top 10 reports this quarter

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Top Ten Reports │ Third Quarter 2023

Our top ten reports this quarter look at the pandemic's impact on real estate, the net-zero global materials transition, and more. At No. 1, a McKinsey Global Institute report from Kweilin Ellingrud, Saurabh Sanghvi, Anu Madgavkar, Michael Chui, Olivia White, and coauthors reveals how new generative AI tools and automation and could affect the US workforce by 2030. All of our reports are free to download with a McKinsey.com registration—sign up now to stay current on your favorite topics.

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4. From poverty to empowerment: Raising the bar for sustainable and inclusive growth

What would it take to raise minimum living standards and get on a net-zero path in this decade? Our research explores twin ambitions for people and the planet. [136 pages] Advance the continuum of progress

5. The state of diversity in global private markets: 2023

Private equity firms and institutional investors have intensified their focus on gender and ethnic diversity, but the road ahead remains long. [44 pages] Read 2023 insights

6. McKinsey China Auto Consumer Insights 2023

Consumer trends and technological innovations have reshaped the Chinese automotive market. OEMs need to accelerate their transformations to adapt. [40 pages] See the results

7. The United Kingdom: The nexus of insurtech

What is the key to the success of the UK insurtech sector—and where does the sector go from here? [22 pages] Ignite change

8. Driving sustainable and inclusive growth in G20 economies

Scaling initiatives on empowerment and net zero. [58 pages] Push new frontiers of innovation

9. Are Latin American financial institutions ready for sustainability?

Financial institutions in Latin America are responding to similar forces that have put sustainability on the agendas of their peers in other parts of the world. A five-pillar approach can increase the odds of success. [11 pages] 4 converging trends

10. Performance edge: Investors hone their strategies for a new era

Institutional investors are rethinking their strategies across three areas of fundamental importance: purpose, portfolio construction, and proficiency. [22 pages] Find out now

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by "McKinsey Top Ten" <publishing@email.mckinsey.com> - 10:45 - 24 Sep 2023

The week in charts

The Week in Charts

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ALL THE WEEK’S DATA THAT’S FIT TO VISUALIZE

Our McKinsey Chart of the Day series offers a daily chart that helps explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored G20 economies’ net-zero goals; programmatic M&A; representation of Black, Latina, and Native American women in tech; demand for circular plastics; and CFO strategies.

FEATURED CHART

The first cut is the deepest

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This week’s other select charts

Get with the program

A dearth of BLNA women in tech

Plastic urgency

Key moves for CFOs

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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:50 - 23 Sep 2023

EP78: How to Crack Any System Design Interview

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EP78: How to Crack Any System Design Interview

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Sep 23

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This week’s system design refresher:

How to Crack Any System Design Interview (YouTube video)
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Kubernetes Tools Ecosystem
Cloud Native Landscape

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Want fewer surprises and all-nighters before an audit? Drata automates evidence collection and monitors risk 24/7 for 16+ frameworks, including SOC 2, ISO 27001, GDPR, and HIPAA, so you can stay compliant without the messy, manual work. Book a demo to see how you can stay compliant year round with continuous control monitoring.

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How to Crack Any System Design Interview

Key Concepts to Understand Database Sharding

In this concise and visually engaging resource, we break down the key concepts of database partitioning, explaining both vertical and horizontal strategies.

Range-Based Sharding: Splitting your data into distinct ranges. Think of it as organizing your books by genre on separate shelves.
Key-Based Sharding (with a dash of %3 hash): Imagine each piece of data having a unique key, and we distribute them based on a specific rule. It's like sorting your playing cards by suit and number.
Directory-Based Sharding: A directory, like a phone book, helps you quickly find the information you need. Similarly, this technique uses a directory to route data efficiently.

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Kubernetes Tools Ecosystem

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Kubernetes, the leading container orchestration platform, boasts a vast ecosystem of tools and components that collectively empower organizations to efficiently deploy, manage, and scale containerized applications.

Kubernetes practitioners need to be well-versed in these tools to ensure the reliability, security, and performance of containerized applications within Kubernetes clusters.

To introduce a holistic view of the Kubernetes ecosystem, we've created an illustration covering the aspects of:

Security
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Cloud Native Landscape

Many Are Looking for the Definitive Guide on How to Choose the Right Stack

The ANSWER is...
There is no one-size-fits-all guide; it all depends on your specific needs, and picking the right stack is HARD.

Fortunately, at this point in time, technology is usually no longer a limiting factor. Most startups should be able to get by with most technologies they find. So spend less time on picking the perfect tech; instead, focus on your customers and keep building.

Over to you all: What do you think is causing this fragmentation in tech stack choices?

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by "ByteByteGo" <bytebytego@substack.com> - 11:37 - 23 Sep 2023

Here’s what you might have missed this summer

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Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities

New from McKinsey & Company

Are you ready for busy season?

It’s the first day of autumn in the Northern Hemisphere, which means cooler weather, earlier sunsets, and crimson leaves. But in the business world, fall means back to business. Before the season of peak productivity kicks into high gear, check out some crucial insights you may have missed this summer, including an episode of The McKinsey Podcast featuring partners Emily Field and Bryan Hancock about the costs of middle management gone awry—and look out for our latest thinking on the issues that matter most in business and management in the months ahead.

Are middle managers your next ace in the hole?

Middle managers: they’re beleaguered. Maligned. Miscast. But new research reveals the clear competitive advantage the best middle managers bring—and the vital role they stand to play in the future of work.

A new lens

What it would take for US schools to fully recover from COVID-19

Learning delays, diminished mental health, absenteeism: US K–12 students face significant challenges in the wake of the pandemic. Schools must prioritize investments to best meet their needs.

Overcome barriers

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Is your workplace ready for flexible work? A survey offers clues

Flexible work can deliver both better employee engagement and real estate savings. Here’s how tenants and investors can prepare.

Accommodate shifting needs

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A practical guide to new-business building for incumbents

Five lessons for incumbents on how to build and scale new digital ventures—and increase their odds of success.

Increase odds of success

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CFOs’ balancing act: Juggling priorities to build resilience

As surveyed CFOs concurrently manage defensive and growth-oriented considerations, they expect major changes in the months ahead and see two pivotal paths for strengthening their organizations.

Maintain balance

A peek at the future health and wealth of our global economy

A new McKinsey report looks at four scenarios for inflation, interest rates, and growth over the next decade. Three of the economic outcomes portend stagnation and stagflation—but one offers hope.

4 scenarios

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What’s on the menu? Revenue growth techniques for restaurants

By mastering revenue growth management—ensuring that pricing, promotions, and menu offerings are all working together—US restaurants can serve up profitable growth.

Start your journey

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An interview on building organizational resilience: A board-level priority in today’s challenging times

Boards of directors play an important role in helping companies navigate economic uncertainty. Collaboration among CEOs, boards, and owners helps effectively manage today’s complex business environment.

Make resilience a board priority

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Ready for prime time? The state of live commerce

The innovative social-commerce format continues to grow, but its potential could be unlocked by tailored approaches responding to differences in consumer characteristics and needs.

Tune in

The McKinsey guide to excelling as a CEO

The CEO role is arguably more challenging than it’s ever been. Become the most effective leader you can be with expert insights and advice on topics that should be at the top of your agenda, including gen AI, digital transformations, the changing talent landscape, growth and resilience, the net-zero transition, DEI, and more.

Explore the series

Author Talks: How cognitive empathy can help you predict the competition’s next steps

John Horn breaks down the difficulties companies have in assessing competitors, the future of competitive insights, and their relevance in today’s world.

Get ahead

To see more essential reading on topics that matter, visit McKinsey Themes.

— Edited by Eleni Kostopoulos, managing editor, New York

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by "McKinsey & Company" <publishing@email.mckinsey.com> - 10:06 - 23 Sep 2023

A green future in food and agriculture, the latest in the world economy, employee development, and more: The Daily Read weekender

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CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS

Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities

We’ve made it to the weekend and it’s time to catch up on the week’s big reads. Take some time to dive into insights on building a green future in food and agriculture, the latest macroeconomic data and analysis of the world economy, employee development, and more.

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Tom Brennan and his coauthors discuss how we can support the future of farming while also meeting the sector’s sustainability challenges for a green and resilient future.

Urgent action is needed

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The August update on McKinsey’s Global Economics Intelligence by Sven Smit and his coauthors explores the latest on inflation, trade volumes, consumer confidence, and more across the US, Eurozone, the UK, China, India, Brazil, and Russia.

Review the trends

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What are the benefits of a skills-based approach to hiring and employee development? Find out on the latest Five Fifty from McKinsey Quarterly.

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Our weekly briefing note on sustainable and inclusive growth explores the synergies and trade-offs of addressing both poverty and climate change, how to make stronger links between ESG and value, and more.

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QUOTE OF THE DAY

“Although still in its early days, alternative seafood shows significant potential across three production options, each with its own advantages: plant-based, fermentation-enabled, and cultivated.”

—As global demand for fish and shellfish grows, see how alterative seafood can help scale the industry and provide high-end protein in “The next wave: Alternative-seafood solutions”

chart of the day

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See today’s chart

Ready to unwind?

What is prompt engineering?

Prompt engineering is the practice of designing inputs for generative AI tools that will produce optimal outputs.

Produce optimal outputs

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Data Points: Your weekly quiz

How well do you know the numbers behind the changes in business, society, and the world? Take the McKinsey weekly quiz to find out.

Take the quiz

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54-Down: Shout when you simultaneously say the same thing

Know the answer? Test yourself with the latest McKinsey Crossword: Spread Sheets | No. 146.

Spread the word

—Edited by Joyce Yoo, editor, New York

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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:23 - 22 Sep 2023

You're invited!

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From poverty to empowerment: Raising the bar for sustainable and inclusive growth

Can the world move toward a higher benchmark and erase poverty more decisively—and do so while simultaneously taking action to get on a net-zero pathway?

Join us on Wednesday, October 4, 10:00AM–11:00AM ET | 4:00PM–5:00PM CET, for MGI’s webcast featuring a presentation by the authors of the report From poverty to empowerment: Raising the bar for sustainable and inclusive growth, as well as a panel of experts, who will discuss:

•

Why we need a systems view of growth, inclusion, and sustainability and the inherent tensions and tradeoffs between all three

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The scale of the economic resources required to achieve both economic empowerment and net zero and how the gaps vary across regions

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How much progress economic growth and business innovation can deliver

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Avenues for action

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by "McKinsey Global Institute" <publishing@email.mckinsey.com> - 04:27 - 22 Sep 2023

Sustainable and inclusive growth: Addressing both poverty and climate change

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Sustainable and inclusive growth: A weekly briefing

Simultaneously addressing poverty and climate change could involve both synergies and trade-offs. Our weekly digest of insights explores that topic and more.

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Related Reading

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From poverty to empowerment: Raising the bar for sustainable and inclusive growth

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Investors want to hear from companies about the value of sustainability

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by "McKinsey & Company" <publishing@email.mckinsey.com> - 12:21 - 22 Sep 2023

Remote Global Update: Introducing Remote’s new Global HR Platform + Remote Connect 2023 Virtual Conference

September ²⁰²³

Introducing Remote’s new Global HR Platform

Four years in the making, and the future of global HR is finally here. Find out why we’re building the Global HR Platform to revolutionize the way businesses hire, manage, and pay their teams worldwide — with our new HRIS and Global Payroll products.

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Register for the Remote Connect 2023 Virtual Conference

Get your virtual pass now for the Remote Connect 2023 Virtual Conference on October 19th, 2023. Gain valuable insights and strategies for scaling distributed teams. Learn from 40 global work experts, connect with business executives and HR professionals from around the world, and receive practical advice for building stronger remote work cultures. Don't miss out on this opportunity to shape the future of global work.

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Our marketplace is growing by leaps and bounds

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Airtasker unlocks top overseas talent with Remote

This fast growing Australia-based services marketplace was struggling to continue its sustained global growth and deliver a seamless user experience. The company needed access to top international talent. Find out how Remote helped unlock the global talent they needed.

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Remote CEO Job van der Voort speaks with Gusto co-founder Josh Reeves. The two share their stories at the forefront of distributed work and discuss the driving factors that led to the creation of Gusto Global powered by Remote, an exciting new partnership between the two companies.

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by "Remote" <hello@remote-comms.com> - 05:32 - 22 Sep 2023

Innovate toward generative AI greatness

The CEO Shortlist

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FOUR OF OUR BEST NEW IDEAS FOR THE C-SUITE

Curated by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities

The CEO role has never been easy: the boss is ultimately in charge of forming the company’s new strategies, then marshaling the resources to deliver on them. But what we’re hearing now from the world’s CEOs is that their role is harder than ever. Accordingly, we’re doubling down on our commitment to support them. Our CEO Excellence research is generating a steady stream of insights on how the best CEOs consistently deliver results. And other colleagues continue to surface the issues that matter most to CEOs and their teams in the C-suite. In line with that, we’ve changed the focus (and the name) of this newsletter to signal our commitment to helping CEOs—both present and future—do the best jobs they can. Rest assured, we will continue to deliver, twice monthly, four articles and reports that are must-reads for people across the workforce—from C-level execs to the front line. In this edition, we look at how organizations with an innovative culture are more likely to confer a competitive edge with generative AI, how consumer companies are becoming software companies, and more. We hope you enjoy the read.

—Liz and Homayoun

An image linking to the web page “Companies with innovative cultures have a big edge with generative AI” on McKinsey.com.

What’s new

Here’s what’s not new. Companies with highly innovative cultures are better able than their peers to meet the demands of dynamic times. This is known. But in today’s business environment—where generative AI is the talk of every watercooler, and fast movers take the prize—we’ve found that highly innovative companies are even more adept than we thought. When it comes to deploying generative AI at scale, top innovative organizations are widening the competitive gap between themselves and their trailing peers.

Hone your company’s innovative edge with five strategic actions in Companies with innovative cultures have a big edge with generative AI, a new article by Matt Banholzer, Ben Fletcher, Laura LaBerge, and Jon McClain.

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What’s now

Every consumer company is now a software company—or soon will be. More than 500 million people interact with Nike through its apps annually, for example. The Starbucks app clocks more point-of-sale payments in the US than any other platform except Apple. And e-commerce figures prominently in most consumer companies’ ambitions. But the pace of technology innovation is frantic, the demands are huge, and many companies are falling behind.

Keep up with Turning consumer and retail companies into software-driven innovators, by Aman Dhingra, Chandra Gnanasambandam, Rahul Mangla, Hannah Mayer, and Roger Roberts.

What’s next

Working hard or hardly working? With hybrid work firmly entrenched at many companies, some leaders are left wondering if all those faces on the videoconference call are committed to the mission, or if some might be spending most of their time on their hobbies (or working another job). Our new research finds that 10 percent of workers at an average organization are highly dissatisfied and actively disengaged. The cost to productivity is staggering—at least $228 million annually for a median-size company.

Companies can reconnect with the disengaged—and all other employees too, including star performers. To learn how, read Some employees are destroying value. Others are building it. Do you know the difference? by Aaron De Smet, Marino Mugayar-Baldocchi, Angelika Reich, and Bill Schaninger.

An image linking to the web page “Investors want to hear from companies about the value of sustainability” on McKinsey.com.

What’s needed

Tell me a story. We’ve known anecdotally for a long time that investors value ESG but want to see a clear path to value creation before investing. Now, we have the data to back it up, from a new survey of chief investment officers. Once a strong case is made, though, investors are ready to open their checkbooks: our data shows that a significant majority of them will pay a premium for companies that link ESG efforts to financial performance.

Learn how to tell a compelling ESG equity story with Investors want to hear from companies about the value of sustainability, by Jay Gelb, Rob McCarthy, Werner Rehm, and Andrey Voronin.

We hope you find our new focus on CEOs inspiring and helpful. See you in two weeks with four more McKinsey ideas for the CEO and others in the C-suite.

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by "McKinsey CEO Shortlist" <publishing@email.mckinsey.com> - 02:12 - 22 Sep 2023

Supporting older workers in a multigenerational workplace can benefit business

On Point

TODAY’S NEWS. TOMORROW’S INSIGHTS.
A daily newsletter from McKinsey & Company

Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities

Older adults at work

In the news

•

Age is just a number. Between pandemic-era quitting, layoffs, and the fact that older workers are retiring later, seniority at work is no longer determined by age alone. Millennials, now the largest generational cohort in the workforce, are taking on management roles and often find themselves leading teams that include older colleagues. While tensions may arise from expectations on the speed of work or other issues, younger workers who are willing to learn from colleagues and can focus on a shared goal are more likely to earn the respect of their teams. [WSJ]

•

(Grand)parental leave. A recent survey found that families spend more than a quarter of their income on childcare, and that roughly four in ten parents rely on family members for childcare help. People in the US are living longer and retiring later, which means many workers are also grandparents. Some companies are adding grandparent leave as a benefit for employees, allowing them to take time off work for the birth or adoption of a grandchild. [Quartz]

“A meaningful share of adults aged 55 and older—about 20 to 25%—say they want to work but aren’t doing so, according to a recent survey by the McKinsey Health Institute.”

On McKinsey.com

•

Lifelong learners. As people live—and work—longer, older adults crave many of the same things their younger counterparts do, like flexible work and learning opportunities. In a recent episode of the McKinsey Health Institute’s (MHI) Conversations on Health series , Jo Ann Jenkins, CEO of AARP, the largest not-for-profit organization working to empower adults 50 and older in the US, tells MHI partner Ellen Feehan that older workers can help fill existing talent gaps. With as many as five generations interacting in the workplace, keeping employees engaged and fulfilled can benefit both companies and the communities they serve.

•

Generational inclusivity. AARP is partnering with more than 100 companies around the world to learn from one another best practices for age inclusivity in the workplace. Their findings highlight the importance of engaging employees to design their own career opportunities. Beyond extended learning, employees are also interested in paid caregiving leave and other benefits. Read the full interview to discover how companies can empower older workers to live healthier, happier lives.

Engage older workers

— Edited by Gwyn Herbein, editor, Atlanta

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:29 - 22 Sep 2023

A Crash Course in Redis

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A Crash Course in Redis

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Sep 21

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Redis (Remote Dictionary Server) is an open-source (BSD licensed), in-memory database, often used as a cache, message broker, or streaming engine. It has rich support for data structures, including basic data structures like String, List, Set, Hash, SortedSet, and probabilistic data structures like Bloom Filter, and HyperLogLog.

Redis is super fast. We can run Redis benchmarks with its own tool. The throughput can reach nearly 100k requests per second.

In this issue, we will discuss why Redis is fast in its architectural design.

Redis Architecture

Redis is an in-memory key-value store. There are several important functions：

The data structures used for the values
The operations allowed on the data structures
Data persistence
High availability

Below is a high-level diagram of Redis' architecture. Let’s walk through them one by one.

Client Libraries

There are two types of clients to access Redis: one supports connections to the Redis database, and the other builds on top of the former and supports object mappings.

Redis supports a wide range of languages, allowing it to be used in a variety of applications. In addition, the OM client libraries allow us to model, index, and query documents.

Data Operations

Redis has rich support for value data types, including Strings, Lists, Sets, Hashes, etc. As a result, Redis is suitable for a wide range of business scenarios. Depending on the data types, Redis supports different operations.

The basic operations are similar to a relational database, which supports CRUD (Create-Read-Update-Delete):

GET: Retrieve the value of a key
PUT: Create a new key-value pair or update an existing key
DELETE: Delete a key-value pair

The data structures and operations are an important reason why Redis is so efficient. We will cover more in later sections.

In-Memory v.s. On-Disk

Redis holds the data in memory. The data reads and writes in memory are generally 1,000X - 10,000X faster than disk reads/writes. See the below diagram for details.

However, if the server is down, all the data will be lost. So Redis designs on-disk persistence as well for fast recovery.

Redis has 4 options for persistence:

AOF (Append Only File).

AOF works like a commit log, recording each write operation to Redis. So when the server is restarted, the write operations can be replayed and the dataset can be reconstructed.

RDB (Redis Database).

RDB performs point-in-time snapshots at a predefined interval.

AOF and RDB.

This persistence method combines the advantages of both AOF and RDB, which we will cover later.

No persistence.

Persistence can be entirely disabled in Redis. This is sometimes used when Redis is a cache for smaller datasets,

Clustering

Redis uses a leader-follower replication to achieve high availability. We can configure multiple replicas for reads to handle concurrent read requests. These replicas automatically connect to the master after restarts and hold an exact copy of the leader instance.

When the Redis cluster is not used, Redis Sentinel provides high availability including failover, monitoring, and configuration management.

Security and Administration

Redis is often used as a cache and can hold sensitive data, so it is designed to be accessed via trusted clients inside trusted environments. Redis security module is responsible for managing the access control layer and authorizing the valid operations to be performed on the data.

Redis also provides an admin interface for configuring and managing the cluster. Persistence, replication, and security configurations can all be done via the admin interface.

Now we have covered the basic components of Redis architecture, we will dive into the design details that make Redis fast.

In-Memory Data Structures

Redis is not the only in-memory database product in the market. But how can it achieve microsecond-level data access latency and become a popular choice for many companies?

One important reason is that storing data in memory allows for more flexible data structures. These data structures don’t need to go through the process of serialization and deserialization like normal on-disk data structures do, so can be optimized for fast reads and writes.

Key-Value Mappings

Redis uses a hash table to hold all key-value pairs. The elements in the hash table hold the pointers to a key-value pair entry. The diagram below illustrates how the global hash table is structured.

With the hash table, we can look up key-value pairs with O(1) time complexity.

Like all hash tables, when the number of keys keeps growing, there can be hash conflicts, which means different keys fall into the same hash bucket. Redis solves this by chaining the elements in the same hash bucket. When the chains become too long, Redis will perform a rehash by leveraging two global hash tables.

Value Types

The diagram below shows how Redis implements the common data structures. String type has only one implementation, the SDS (Simple Dynamic Strings). List, Hash, Set, and SortedSet all have two types of implementations.

Note that Redis 7.0 changed List implementation to quicklist, and ZipList was replaced by listpack.

Besides these 5 basic data structures, Redis later added more data structures to support more scenarios. The diagram below lists the operations allowed on basic data structures and the usage scenarios.

These data types cover most of the usage of a website. For example, geospatial data stores coordinates that can be used by a ride-hailing application like Uber; HyperLogLog calculates cardinality for massive amounts of data, suitable for counting unique visitors for a large website; Stream is used for message queues and can compensate the problems with List.

Now let’s look at why these underlying implementations are efficient.

SDS

Redis SDS stores sequences of bytes. It operates the data stored in buf array in a binary way, so SDS can store not only text but also binary data like audio, video, and images.

The string length operation on an SDS has a time complexity of O(1) because the length is recorded in len attribute. The space is pre-allocated for an SDS, with free attribute recording the free space for future usage. The SDS API is thus safe, and there is no risk of overflow.

The diagram below shows the attributes of an SDS.

Zip List

A zip list is similar to an array. Each element of the array holds one piece of data. However, unlike an array, a zip list has 3 fields in the header:

zlbytes - the length of the list
zltail - the offset at the end of the list
zllen - the number of entries in the list

The zip list also has a zlend at the end, which indicates the end of the list.

In a zip list, locating the first or the last element is O(1) time complexity because we can directly find them by the fields in the header. Locating other elements needs to go through the elements one by one, and the time complexity is O(N).

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by "ByteByteGo" <bytebytego@substack.com> - 11:40 - 21 Sep 2023

What is infrastructure monitoring?

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by "New Relic" <emeamarketing@newrelic.com> - 06:08 - 21 Sep 2023

Unmotivated workers come with a huge price tag. Here’s how to reengage them.

On Point

TODAY’S NEWS. TOMORROW’S INSIGHTS.
A daily newsletter from McKinsey & Company

Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities

Engaging employees

In the news

•

Productivity aid. Amid an assortment of buzzes, pings, and beeps, it can be hard for today’s workers to concentrate. Productivity experts recommend using a small but powerful tool to restore focus: a simple analog timer. Setting a timer—or flipping an hourglass—and racing against the clock can create the pressure needed to get things done, a time management coach says. Reward yourself, but make sure that breaks are spent on activities that actually relax the brain, such as stretching or taking a walk. Watching TV (unfortunately) doesn’t count. [WSJ]

•

Unmotivated. US worker motivation has dipped to the lowest point since June 2022, with a majority of employees not highly engaged, which lowers productivity, a recent survey by a large provider of payroll administration and other HR tools revealed. The survey, which dates back to December 2021 and includes roughly 2,500 respondents each month, found that around 40% of American workers are highly productive. The IT sector claimed the biggest proportion of highly committed workers. [Bloomberg]

“Our latest survey data revealed that the higher the level of satisfaction and commitment experienced by employees, the higher their self-reported performance and well-being.”

On McKinsey.com

•

The cost of disengaged workers. As labor costs have increased and worker productivity has declined, companies are struggling to find objective ways to gauge employee effectiveness. According to new McKinsey research, organizations pay dearly by having unmotivated workers. Employee disengagement and attrition could cost a median-size S&P 500 company between $228 million and $355 million a year in lost productivity, McKinsey senior partner Aaron De Smet and coauthors find. That’s at least $1.1 billion in lost value per company over five years.

•

Six types of employees. Our global survey of more than 15,000 workers identifies six groups of employees. The highly dissatisfied, actively disengaged workers have the potential for the largest negative influence. Roughly one in ten employees in an average organization belong to this group, who we believe are destroying value. On the other end, super-engaged “thriving stars” represent about 4% of an organization’s workforce. Discover six employee archetypes and strategies for boosting performance.

Learn what engages workers

— Edited by Belinda Yu, editor, Atlanta

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:24 - 21 Sep 2023

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by "Noe Noe OO, Schneider Electric" <Marcom.thailand@se.com> - 09:04 - 20 Sep 2023

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by "Sunny Thakur" <sunny.thakur@uffizio.com> - 08:00 - 20 Sep 2023

Societal participation: Could it lead to better health later in life?

Re:think

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FRESH TAKES ON BIG IDEAS

ON HEALTHY AGINg

How to make older ages healthier and happier

Ellen Feehan

At the McKinsey Health Institute (MHI), we’re focused on a modern perspective of health that extends beyond the physical to include mental, social, and spiritual health. What enhances health, however, changes as we age.

We define healthy aging as having continual “functional capacity”—or the ability to live daily life without undue pain or fatigue. Over time, an individual’s environment becomes increasingly important to being able to function, especially as physical, mental, social, or spiritual capacity declines. For example, an older person with a chronic illness living in a supportive environment may have more functional capacity than someone who is physically well but isolated.

In a recent MHI survey of more than 21,000 adults over 55 in 21 countries, we learned that older adults think five factors matter most to their health and functional capacity. The first four are having purpose, managing stress, being physically active, and interacting with others. The fifth is participating in activities beyond the home that incorporate purpose, stress reduction, movement, and socialization (such as volunteering, employment, learning, or being involved in community programs). People who do these things rate their health higher than their peers who don’t.

In general, older adults are active in their societies, though participation levels vary greatly depending on the context. However, a substantial number of older adults want to be doing more.

When it comes to employment, between 19 and 25 percent of respondents aged 55 and older said they are not working even though they want to work. I’m expressing those percentages as a range because there was some variation among respondents in different types of economies: desire to work was slightly lower in the highest-income societies, but higher in both lower-income and middle-income economies. Lower-income economies also had the highest percentage (38 percent) of respondents who said they are working because they want to, citing personal fulfillment, financial reasons, and health reasons as top factors. Among older adults, 84 percent, 63 percent, and 53 percent of older adults’ primary motivation for working is nonfinancial in India, China, and Brazil, respectively.

“Between 19 and 25 percent of respondents aged 55 and older said they are not working even though they want to work.”

We’ve just completed some preliminary work on sizing the potential for increased workforce participation in the United States. We estimate that older adults who are not volunteering but want to do so could contribute an additional 88 hours on average per person annually for a total of 8.7 billion volunteer hours per year. Getting older adults who want to work but are not working to reenter the workforce could add up to $1.7 trillion in incremental annual GDP (or up to 7.2 percent). We are running similar analyses in many of the countries we sampled in our survey and will publish findings soon.

Some communities are starting to find new ways to address aging through social, physical, and political infrastructure. For example, in Hanoi, the NGO HelpAge International in Vietnam established more than 90 Intergenerational Self-Help Clubs in which local older people gather and make decisions about how they want to contribute to their local communities. Club members have collectively raised money to maintain their own club operations, provided microcredit loans to more than 300 members, and helped local community members obtain home care services. The most cited benefit from club members is the significant increase in community unity and solidarity. Similar examples of social support groups also exist in high-income countries. Examples like these highlight the importance of maintaining social connections and engaging older adults and their communities.

Far too often, opportunities that come from having an aging population are overlooked because of the many challenges relating to the largest demographic shift in human history. This is what we really need to rethink: instead of focusing on people’s numerical age, we need to zero in on how to expand their functional capacity.

ABOUT THIS AUTHOR

Ellen Feehan is a partner in McKinsey’s New Jersey office.

MORE FROM THIS AUTHOR

Lessons in leadership: Leaning into ambiguity

Judith Persichilli was confirmed as New Jersey’s commissioner of health shortly before the COVID-19 pandemic. She recently sat down with McKinsey to share her insights on leading through crisis and ambiguity.

More

‘Older workers are good for business’: AARP CEO Jo Ann Jenkins

The head of a renowned organization that advocates for older adults makes the business case for a healthy, happy intergenerational workforce.

More

UP NEXT

Aditya Sanghvi on the pandemic’s effect on real estate

A recent McKinsey report examined the pandemic’s impact on urban real estate and modeled scenarios for demand through 2030. The bottom line: fewer days in the office has sent shock waves throughout the industry.

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by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 02:30 - 20 Sep 2023

Investing in employees makes for better workers—and better companies

Five Fifty

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YOUR FIVE-MINUTE BRIEFING—OR A DEEP DIVE IN FIFTY

Learn more about McKinsey’s People & Organizational Performance Practice

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Employee development: A skills-based approach

Organizations that focus on employee development generate benefits for all. Tech-enabled capability building and skills-based hiring are great places to start.

Get your briefing

Investing in workers is good for organizations—to the tune of $1 billion in economic profit for those that focus on both performance and people, say the McKinsey Global Institute’s Sven Smit, Olivia White, Jonathan Woetzel, and coauthors.

Image description:

A dot plot displays the competitive advantage for companies across three performance categories: economic profit, returns on invested capital, and revenue growth during the pandemic. Plot values are used for four different types of companies: performance-focused companies, people-focused companies, companies focused on performance and people, and typical performers. Companies that are focused on both performance and people tend to have a competitive advantage compared with other companies with respect to the three performance categories listed in the chart.

End of image description.

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by "McKinsey Quarterly Five Fifty" <publishing@email.mckinsey.com> - 10:10 - 20 Sep 2023

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