Getting beyond bureaucracy in human resources

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McKinsey Classics | September 2022

by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:58 - 24 Sep 2022

Getting beyond bureaucracy in human resources

Harmony Internal - McKinsey

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Getting beyond bureaucracy in human resources

Corporate HR processes are famously complex and time consuming, and corporate HR departments are famously overstaffed. One reason for the bloat might be that many companies have forgotten the business rationale for HR processes. But there’s an antidote to massive HR systems, questionnaire overload, and multipage templates: understanding the function’s strategic goal.

High-quality, timely information about talent pools and gaps, for example, is a competitive advantage that HR is uniquely able to provide. A grocery manager in a global retailer may have proved her value in Argentina, say, just as an important job opens up in Mexico. An oil and gas company could have both a leader who’s running out of growth headroom in the Middle East and a need for someone with similar expertise for a bigger role in Houston. And as digitization becomes more important to cars, an automaker that has long recruited large numbers of mechanical engineers may not have enough software experts or know where to find them. HR can ensure that these connections get made and help executives seize the moment.

It’s easy to say that HR should get out of the way, but the pendulum can swing too far in that direction. Read our classic 2015 article “Getting beyond bureaucracy in human resources.”

—Roger Draper, editor, New York

Learn how HR can help companies realize their goals

Related Reading

Mili Bustamante and Neel Gandhi, “Human resources in the age of automation”

Laura Blumenfeld, Neel Gandhi, Asmus Komm, and Florian Pollner, “Reimagining HR: Insights from people leaders”

Davis Carlin, Anu Madgavkar, Dana Maor, and Angelika Reich, “Overcoming the fear factor in hiring tech talent”

Did You Miss Our Previous McKinsey Classics?

Keeping customers happy in hard times

Learn what’s really important to consumers. Read our classic 2008 article “Maintaining the customer experience.”

Learn what customers really want

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by "McKinsey Classics" <publishing@email.mckinsey.com> - 11:51 - 24 Sep 2022

Regional innovation hubs, green infrastructure, and more essential reads for the weekend

Harmony Internal - McKinsey

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CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS

Joyce Yoo
Digital Editor, New York

As you get ready for the weekend, take a moment to catch up on this week's big reads on noncoastal US cities driving innovation, Europe's technology gap, investing in green infrastructure, and more.

AOL cofounder and Revolution CEO Steve Case talks about the noncoastal US cities that are driving new innovation in a new Author Talks interview.

Embrace entrepreneurship

Sven Smit, Magnus Tyreman, and their coauthors explore Europe's corporate and technology gap—and how these issues impact future growth and strategic autonomy.

Stay competitive

Private-sector investment of public land could help emerging economies drive decarbonization goals—and also build the foundation for a more sustainable and resilient future, according to Jonathan Woetzel, Ahmed Youssef, and their coauthors.

Collaborate with care

Our weekly briefing note on sustainable and inclusive growth explores how CIOs can help decarbonization efforts, the impact of COVID-19 on women, minimobility, and more.

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Quote of the day

“One of the advantages of our being a bank born actually just after COVID hit is the fact that we never had the luxury of not being cautious.”

—Jaidev Janardana, CEO of Zopa, on growth in the current environment in a recent episode of Talking Banking Matters podcast

Chart of the day

Chart detailing 78 Billion (euros) of material lost in the use of steel, plastics, and aluminum

Consumer companies must ensure people throughout the company have the capabilities to drive their RGM strategy and react to market shift.

ready to unwind?

Revenue growth management: Building capabilities to sustain impact

Reset your RGM strategies

Digital abstract image of some arrows and lighting

The gathering storm: The transformative impact of inflation on the healthcare sector

Inflation is at record highs and is now blowing through healthcare.

Weather the storm

38-Across: Occupational phenomenon of extreme tiredness and reduced ability to regulate cognitive and emotional processes... and a hint to this puzzle’s theme

Know the answer? Test yourself with the latest McKinsey Crossword, Sidelight | No. 94.

Clear your mind

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Even amid war in Europe and the energy and cost of living crisis that has resulted, the region needs to pay attention to its slow-motion corporate and technology crisis.

by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:45 - 23 Sep 2022

Securing Europe’s competitiveness: Addressing its technology gap

Harmony Internal - McKinsey

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New from McKinsey Global Institute

Securing Europe’s competitiveness: Addressing its technology gap

Understand regional trends

Related Reading

Join us for a live webinar on securing Europe’s competitiveness

Special collection: Lifting Europe’s Ambition

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Building organizational resilience in volatile times

The Shortlist

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OUR BEST IDEAS, QUICK AND CURATED | SEPTEMBER 23, 2022

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Edited by Barbara Tierney
Senior Editor, New York

This week, we offer a strategic way forward for organizations beset by global challenges. Plus, a look at food loss through the journey of the humble tomato, and McKinsey partner Duwain Pinder on how to build racial and ethnic equity in US higher education.

Image of a two wires with frayed ends facing each other

The decades-long orthodoxy of globalization is under strain as the world continues to face shocks: war, inflation, the long tail of the pandemic. According to a recent McKinsey survey of global economic conditions , CEOs continue to view geopolitical instability and supply chain disruptions as among the top threats to global growth. These challenges (and others yet unknown) may become more acute as the competition for global influence rises in the years ahead.

An analytical approach. CEOs need to know whether they can still remain global players and, if so, how. One way to respond in the face of fragmentation and uncertainty is by intensifying focus on resilience. Of course, global executives have an intuitive sense of where to focus initially to build this skill into their organizations. Now, however, many are looking for a more rigorous and analytical approach. In a recent article, senior partner Andrew Grant and his colleagues focus on six dimensions where CEOs can challenge their organizations to build resilience: business model, reputation, organization, operations, technology, and finance.

Concrete actions. In the case of business model resilience, they write that the board can take the lead in developing an understanding of geopolitical developments that are material to the organization. Boards can identify priority risks by creating a tiered approach, with tier five reflecting markets with the highest level of geopolitical risk and tier one denoting markets with localized risks that can be managed by local leadership and teams. A mechanism can be established for internal teams—legal, security, finance, risk, and communications—to assess the aggregate risk of operating in a particular market and offer options to recalibrate the organization’s presence.

Structural foundations. Companies may need to focus on building long-term resilience instead of day-to-day supply chain issues. Companies can construct a “digital twin” of the most critical parts of the supply chain and create and test what-if scenarios. It is also crucial to protect the physical security of one’s people by maintaining redundancy in communication channels, aligning with security vendors on the ground, and keeping a low profile in high-risk markets. As future flash points arise, investing in early-warning systems and extraction plans is essential.

The era of volatility. In conversations with McKinsey, CEOs, board members, and other business leaders share a common sentiment: today’s combination of global shocks has created an extremely challenging environment for management teams. A resilience framework is a starting point for internal discussions on developing appropriate solutions. The new normal requires a new CEO mindset. That means making geopolitical resilience a strategic priority that will both protect the organization and lay the foundations for long-term competitive advantage.

Off the charts

Reducing food loss: A tomato’s journey

Most large-scale efforts to address the problem of food loss focus on food waste, largely because it’s more visible: people see food being wasted in stores, restaurants, and households. But roughly half of the food that doesn’t get eaten by humans—worth an estimated $600 billion—is lost at or near the farm, during or just after harvest. An examination of the farm-to-retailer food supply chain follows the journey of the humble (and ubiquitous) tomato as a way to consider how to reduce food loss.

Chart of global food loss and waste, by value chain step

Check out our chart of the day here.

PODCAST

A North Star of the space economy

Venture capitalist Mark Boggett is one of the most prolific investors in the vast region above the sky. In a recent interview, he offers an investor’s view of the strides being made in space technology, its practical applications, and its potential benefits for individuals and societies. “We are focused on space looking down at Earth at the moment, because that’s where we believe the largest opportunity is—taking this digital infrastructure and applying all of the data and connectivity to address many of the problems that we face on Earth,” he says.

More on McKinsey.com

When good intentions get derailed | In this Bias Busters, we look at motivated reasoning—a cousin to the more well-known confirmation bias—which takes hold when people lend more credence to conclusions they want to be true rather than to those proved by evidence.

Turning a talent challenge into a competitive advantage | Semiconductor companies are on the cusp of a decade of opportunity, but success will be predicated on the ability to attract and retain the best and brightest.

How to rebuild social capital and improve corporate performance | People’s professional networks have shrunk since the onset of the pandemic, while companies’ hiring challenges are growing. To help reverse these trends, we look at how organizations can manage workplace interactions more intentionally.

Four questions for

Duwain Pinder

Duwain Pinder, a partner in McKinsey’s Ohio office, helps higher-education institutions and other organizations implement strategic and performance improvement strategies. He is also a leader of the McKinsey Institute for Black Economic Mobility, our global economic think tank focused on racial equity. Before coming to McKinsey, he was a director at Teach For America.

You were an author of a recent report on racial and ethnic equity in US higher education. What did the research reveal?

We learned that despite institutions’ continuing efforts, historically marginalized racial and ethnic populations are still underrepresented in higher education among undergraduates and full-time faculty and in leadership.

These findings are not novel, but what is significant is the slow rate of progress in driving inclusive growth. For Black and Native American students and for faculty from all underrepresented populations, there was effectively no progress from 2013 to 2020.

The analysis suggests that higher education has opportunities to address these gaps. What are some of the key ways to make progress?

Three focus areas are recruiting more first-time students from these populations, driving up completion rates, and creating a more diverse faculty. Several strategies can help. First, reflecting on an institution’s role in these inequities can create an environment of intellectual and psychological honesty. After a comprehensive review, institutions can identify how processes, systems, and norms contribute to the marginalization of underrepresented racial and ethnic groups . For instance, universities could incorporate processes designed to boost racial equity in their administration of research and grant activities or implement strategies to reduce disparities in their local community.

Institutions can then embed new racial-equity priorities into their culture. That involves incorporating equity as part of the strategic plan, dedicating sufficient resources to the effort, and assigning a senior leader and staff to support the president or chancellor in implementing ideas and tracking progress. Clear and frequent communication with stakeholders—including alumni, staff, and donors—at each stage of this work will ensure that people in every part of the institution and its extended community are progressing together toward a shared goal.

You’ve done a lot of work with historically Black colleges and universities (HBCUs). How can their unique position help Black Americans make economic progress?

In addition to their vital historical role, HBCUs today confer 17 percent of all bachelor’s degrees awarded to Black students in the US (despite representing 3 percent of all colleges and universities). They’ve boosted their students into higher-income quintiles and into prominent political positions and remain key sources of talent.

So these schools are playing a big role already, despite being significantly underfunded relative to non-HBCU peers. If funded more significantly and sustainably, HBCUs can do even more—like ensuring that their degree programs are preparing students for high-paying, in-demand careers and playing a greater role in reskilling and upskilling, especially as increases in automation create additional threats to Black employment.

The US racial wealth gap is the product of several factors, including intergenerational transfers, lower incomes, and a lack of financial inclusion. Yet, our data show that a strong HBCU network could increase Black worker incomes by about $10 billion in addition to strengthening the economy with $1.2 billion in incremental business profit, $300 million in decreased student-loan debt, and $1 billion in additional consumer expenditures.

In your role as a leader of the McKinsey Institute for Black Economic Mobility, what are you really excited about?

McKinsey has the ability to help improve the lives and livelihoods of Black communities globally by sharing insights and coordinating actions toward inclusive growth. I’m excited about using the institute’s platform to convene leaders and move them toward meaningful action.

We held our fifth annual Black Economic Forum event in August, and it was so energizing to gather people from the worlds of business, government, and academia to talk about how to address racial inequalities and drive inclusive growth. We shared individual stories of Black economic mobility and discussed how to increase business diversity and support Black brands. I’m inspired by these conversations and believe leaders and organizations have a growing appetite for addressing these challenges.

Share this Four Questions

BACKTALK

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TODAY’S NEWS. TOMORROW’S INSIGHTS.
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by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 02:35 - 23 Sep 2022

What could life be like in the 2030s?

On Point

Edited by Belinda Yu
Editor, Atlanta

The next normal

In the news

•

Coding the future. Could advances in AI put the majority of white-collar knowledge workers out of a job by 2036? AI systems are getting so powerful, so quickly that there’s a 35% chance of that happening, one senior expert says. Apps powered by AI are now capable of creating screenplays and emails, bantering with humans over text message, and generating stunning works of art in mere seconds. Huge changes are imminent, so organizational leaders should strive to understand the technology, its potential, and its risks. [NYT]

•

Smarter fitness. One day, your gym pants might do more than just wick away sweat. When fitness studios shuttered during the COVID-19 pandemic, people joined online workouts and embraced exercising in nature. Now, companies are working to level up wearable trackers like chest straps and wristbands by directly embedding sensors into athletic wear. One smart-apparel brand is developing pants that can detect when a wearer has bad posture and shirts that notify athletes when they should drink more water. [WSJ]

We’ve asked McKinsey leaders to envision their respective industry’s next decade. Here are some of their more evocative—and provocative—predictions.

On McKinsey.com

•

Your rocket is boarding. The COVID-19 pandemic launched companies and industries into an era of head-spinning change. With businesses going digital in a matter of days, the next decade could bring more innovation than at any other time in our modern history. What might life look like in the 2030s? For one thing, imagine boarding a rocket in New York and landing in Paris 30 minutes later. That’s the premise of point-to-point transport, and just one way that the concept of space could support life down on Earth, says McKinsey’s Jesse Klempner.

•

Electric air taxis. In the next decade, expect electric flying vehicles to become an accessible, seamless, and common way to travel, reveal McKinsey partners Kersten Heineke and Robin Riedel. For the same price as a taxi, electric air taxis could land in people’s neighborhoods, routinely ferrying travelers and cargo within a 100-mile radius. In our multimedia series, The Next Normal, McKinsey leaders and business executives envision what the future may hold. Explore our new interactive and consider how life might change.

See a vision of the future

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AN ARTICLE A DAY, PICKED BY OUR EDITORS

by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:34 - 23 Sep 2022

How to attract and retain talent amid the Great Attrition

Harmony Internal - McKinsey

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Edited by Joyce Yoo
Digital Editor, New York

People are still quitting their jobs. Some are leaving the workforce entirely. Companies are continuing to struggle to fill positions. As the Great Attrition persists, what can employers do to find and retain talent? In a new episode of The McKinsey Podcast, associate partner Bonnie Dowling digs into the latest McKinsey research on this topic. She delves into the five worker personas of those who left their jobs—the traditionalists, the do-it-yourselfers, the idealists, the caregivers, and the relaxers—and what companies can do to attract them. Tune in and confront the attrition problem.

To slow down attrition, pay closer attention to what workers really need

The Great Attrition continues, but if companies understand the differences among five common employee personas, they may be able to find and retain talent more effectively.

Confront the issues

Quote of the day

“Companies have moved from thinking mostly about risk or regulatory requirements to looking at underwriting and understanding where there’s opportunity for new growth during the net-zero transition, as well as better opportunities to serve customers and be more credible in our current environment.”

—Associate partner Christie McNeill on the shift in sentiment among US insurers in “Climate and insurance: How carriers are preparing for a net-zero future”

Chart of the day

ALSO NEW

Follow our thinking

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ยกเลิกการเป็นสมาชิก | นโยบายความเป็นส่วนตัว

by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:43 - 22 Sep 2022

MD, today's 🎙 webinar starts in less than 1 hour.

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by "Remote" <hello@remote-comms.com> - 01:01 - 22 Sep 2022

Why digitization and electrification are the best business strategy

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Building business resilience in times of energy crisis

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Join us for the virtual Global Keynote, "Digital. Electric. Efficient. Sustainable.", and World Premiere with Schneider Electric Chairman and CEO, Jean-Pascal Tricoire, on October 12, 2022 at 1:00 PM CEST, to hear what actions and technologies can fortify your company's resilience and help it thrive in today's challenging circumstances.

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by "Schneider Electric" <reply@se.com> - 04:03 - 22 Sep 2022

Put an end to dead-end work. Here are some how-tos.

Intersection

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DIVING INTO DIVERSITY, EQUITY, AND INCLUSION

Edited by Justine Jablonska
(she/her/hers)
Editor, New York

Insights and strategies to nurture diversity, equity, and inclusion in the workplace. In your mailbox every two weeks.

Welcome to the new Intersection!

We’ve redesigned and revamped our newsletter to bring you the latest, most relevant information on diversity, equity, and inclusion (DEI) issues.

Successful companies know that inclusive workplaces are healthier and more effective. And as a leader, you want to help create environments where people feel they belong. But DEI matters can sometimes feel daunting, and it may seem simpler to avoid dealing with them altogether rather than to risk offending those you want to support and uplift.

At Intersection, we invite you to join an objective conversation about how to address DEI openly—and to act on it effectively.

In this issue, we look at some of the burdens facing women in the workplace. Already plagued by burnout at home and in the office, many women also find themselves sidelined into doing tasks that don’t necessarily advance their careers. It’s a common situation but fortunately one that leaders can help correct right away.

As we explore DEI in the coming weeks, we would love to hear from you. Let us know your thoughts on what you have read here or if you would like to know more about a particular topic. Drop us a line or three, and stay in touch.

‘This is not a “fix the women” problem.’

SPOTLIGHT

Women are feeling more burned out than ever before—even as productivity across corporate America soars to record-high levels. And it’s women who are helping to lead this burst in productivity, according to McKinsey senior partners Alexis Krivkovich and Lareina Yee in an episode of The McKinsey Podcast on the state of burnout for women in the workplace. Women are “stepping in … to be the type of leaders that companies say they most need and most value,” says Krivkovich. Women are doing more than their male peers to help their fellow employees navigate turbulent times, are 60 percent more likely to focus on providing emotional support, and tend to shoulder more household tasks than men do. But as a result: “Frankly, women are hanging on,” says Yee. “And that is probably the most blunt and simple way to put it.” And for LGBTQ+ women and women of color, the barriers to success and advancement are even steeper. Hear more from Krivkovich and Yee about the startling but also hopeful findings—including the positive impact of allyship and sponsorship—about women in the workplace.

DATA DROP

Chart detailing employees considering career changes since the start of the COVID-19 crisis

Women who are mothers are considering downshifting their careers or leaving the workforce altogether, according to LeanIn.Org and McKinsey’s latest Women in the Workplace research. And women are significantly more likely to consider taking these steps than men. PS Watch this space: Our 2022 Women in the Workplace report drops October 18.

IN THE NEWS

If you find yourself frequently taking notes at meetings, organizing your company’s holiday party, or being stuck with a low-revenue client, you are likely doing a nonpromotable task (NPT). These are the behind-the-scenes duties that keep companies running but likely won’t get recognized during performance reviews or in promotion decisions. Women tend to do more NPTs, but turning down these jobs can be tricky, since doing so often involves challenging deep-seated expectations about who does what in the workplace. Here are three ways to say no.

LISTEN IN

‘Women aren’t the problem,’ says Lise Vesterlund, coauthor of The No Club: Putting a Stop to Women’s Dead-End Work. “Organizational practices are.” She and her coauthors researched why dead-end work is hurting women’s careers—and damaging their organizations’ productivity and profitability at the same time. The authors also explore why so many women say yes to dead-end work: a massive, collective expectation that they will say yes. So they do. And that contributes to the persistent gender gap in advancement. Because when it comes time for promotion, these dead-end tasks can’t compete with higher-profile work or make enough of an impact on women’s careers. We spoke with Vesterlund as part of McKinsey’s Author Talks series to learn more and to ask what businesses can do to reverse this trend.

MAKE IT RIGHT

Vesterlund shares the following tip for organizations trying to be more equitable about who takes on NPTs: “We put names in a hat and draw out a name at random—it’s so obviously fair that nobody objects. These small changes can really help the organization improve the allocation of work.”

YOUR TURN

Have you learned any lessons from taking on nonpromotable tasks? Or from saying no to them?

Tell us what you think

For McKinsey’s latest thinking on diversity, equity, and inclusion, visit our Diversity, Equity & Inclusion collection page.

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by "McKinsey Intersection" <publishing@email.mckinsey.com> - 01:25 - 22 Sep 2022

Think you know ESG? Skeptics say it’s a muddled concept, but here’s why it still matters.

On Point

Edited by Seth Stevenson
Senior Editor, New York

Making ESG meaningful

In the news

•

ESG skeptics. ESG-themed investments (that is, those which focus on environmental, social, and governance priorities) are expected to surpass $40 trillion in assets this year, suggesting that the concept has become deeply rooted in global markets. But the term itself is increasingly ridiculed by detractors. Critics claim the term is hazily defined, has failed to reduce income inequality, and has become a political lightning rod. Even some proponents acknowledge that it might be time for a rebrand—while maintaining that the underlying concept remains important. [Bloomberg]

•

Putting ESG into practice. A growing consensus holds that embedding goals like sustainability into an organization’s DNA can improve operational efficiency, employee engagement, and resilience. Many companies disclose their ESG policies, yet they haven’t gained an advantage by doing so. One possible explanation: few companies integrate ESG-driven ideas into their business strategies. To attain a competitive edge, senior leaders must first identify the ESG issues that matter most to the business and to stakeholders. [HBR]

While the acronym ESG as a construct may have lost some of its luster, its underlying proposition remains essential at the level of principle.

On McKinsey.com

•

Backlash builds. Although more than 90% of S&P 500 companies now publish ESG reports, backlash seems to be building. Critics describe ESG as a “woke washing” sideshow that distracts from a company’s core efforts. Yet many companies today make major decisions in response to societal concerns and commit to science-based targets. Businesses charged with creating long-term value must address externalities such as greenhouse-gas emissions, say McKinsey senior partners Lucy Pérez, Hamid Samandari, and colleagues.

•

Whatever you call it, it matters. While the acronym might be in need of a refresh, ESG considerations have grown ever more relevant as executives look to future-proof their organizations. Regulators, stakeholders, and workers all insist that companies should transparently and quantitatively address their effects on society and the environment. In the end, companies must earn their social license to operate by acting in a manner deserving of trust. See three responses to ESG skeptics, including examples of some companies that have managed to embrace ESG to good effect.

Learn why ESG matters

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AN ARTICLE A DAY, PICKED BY OUR EDITORS

by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:28 - 22 Sep 2022

Tapping into opportunities in the US wellness market

Harmony Internal - McKinsey

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Edited by Joyce Yoo
Digital Editor, New York

Are mindfulness apps, skincare products, fitness wearables, and vitamins a regular part of your life? If so, you are not alone—Americans are spending more than $450 billion on wellness products and services and the market is growing at more than 5 percent annually. As more innovative products and players enter the market, it is clear that wellness is a major priority for consumers and investors alike—yet the current offerings are not sufficiently meeting the needs of some groups including millennials and Black consumers. What can companies do to fill these unmet needs? A new article by McKinsey senior partners Martin Lösch , Warren Teichner , and their coauthors helps identify the gaps by laying out the nuances and trends of this booming market. Give it a read and explore the opportunities.

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Still feeling good: The US wellness market continues to boom

Our research shows continued growth of consumer interest in health and wellness, with persistent gaps in certain areas presenting exciting opportunities for companies to serve unmet consumer needs.

Read new insights

Quote of the day

“If you’re a good lawyer, you listen to people. Often, you realize that the specific issue they’re most focused on in the moment is actually the manifestation of a deeper problem.”

—Pierre Gentin, senior partner and global general counsel in “McKinsey’s unorthodox general counsel”

Chart of the day

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Explore health outcomes, access to care, and health risks management with the United States of Health Dashboard.

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Tracking public-health outcomes across the United States

Dive into the data

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How effective boards approach technology governance

As technology’s strategic importance to the business expands, management needs stronger board guidance. Four engagement models have proven useful.

Engage on tech

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Where the world’s largest companies stand on nature

While Global 500 companies increasingly recognize the importance of nature, few companies have established nature-related commitments outside of carbon.

Consider all dimensions

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Explore how eight industries may transition to a net-zero world, and how organizations can respond with green businesses that create value along the way.

by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 05:13 - 21 Sep 2022

Spotting green business opportunities in a surging net-zero world

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Spotting green business opportunities in a surging net-zero world

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The net-zero transition: What it would cost, what it could bring

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Employees in frontline roles report the worst experience. Here’s how to help.

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

Edited by Katherine Tam
Digital Editor, New York

On frontline workers

In the news

•

Filling ‘unfillable’ jobs. Long before employees started quitting in record numbers, service industry workers were already hard to find. Now, to fill roles, employers are offering generous starting salaries and even signing bonuses. Yet many workers are still quitting in the face of low pay, fluctuating hours, and hazardous working conditions. In the US, 68% of people who died during the first year of the COVID-19 pandemic worked in the retail, labor, and service industries. Experts say that employers could make frontline jobs more appealing by offering flexibility, predictability, and respect. [BBC]

•

Choose your own hours. As the labor market remains tight, more employers in service, healthcare, and manufacturing are letting employees pick their own hours. The proportion of US workers choosing part-time employment is at its highest level since early 2020, helping to fuel a rise in flexible working hours. Companies say that allowing shift workers to choose between different working arrangements enables them to reach new types of workers. Due to an aging population, many working-age people have taken on additional responsibilities, such as caring for older parents. [WSJ]

Our research found that 45% of hourly workers don’t believe their company encourages them to take advantage of work–life policies.

On McKinsey.com

•

Vital roles. Whether waiting tables or stocking store shelves, many Americans are introduced to the workforce through frontline jobs. Frontline hourly and salaried workers are a vital part of the US economy. But for too many workers, frontline jobs have become a starting point and an end point, especially for workers of color without a path to advancement. Three out of every four frontline workers want to be promoted, yet less than one in four achieves that, according to research by McKinsey senior partner Lareina Yee and colleagues.

•

Meaningful work. Of all employees, frontline hourly workers report the lowest overall feelings of inclusion. They are also more likely than their salaried peers to believe that their organization is inconsistent when it comes to promoting employees on merit. For tens of millions of workers of color, frontline jobs have the potential to be so much more. Companies that truly invest in the front line can also make these roles a starting point for a fulfilling and meaningful career. To learn how companies can better support frontline workers, explore our road map for change.

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AN ARTICLE A DAY, PICKED BY OUR EDITORS

by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:40 - 21 Sep 2022

How US companies can build resilience amid uncertainty

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Inflation. Interest rates. Supply chains. Sustainability. These are some of the issues that are on the minds of leaders as they navigate through uncertainty and disruption. Are we at the end of a boom, the beginning of a bust, or something completely different? A new update by McKinsey senior partners Stephan Görner, Alex Panas, John Kelleher, Ida Kristensen, Asutosh Padhi, and their coauthors, explores these topics and examine how consumer behavior is affecting corporate profits. Check it out and see how short-term disruptions can be turned into opportunities.

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Something’s coming: How US companies can build resilience, survive a downturn, and thrive in the next cycle

The US economy continues to throw off mixed signals. But one thing is becoming clear: executives should prepare for an extended period of higher interest rates.

Get primed

Quote of the day

“As you advance in your career, there are fewer people who are in a position to sponsor you or to mentor you. What actually shifts is where you go for the kinds of support you need. You might find yourself depending on people who you would never have anticipated could help you.”

—Erika H. James, dean of the Wharton School of the University of Pennsylvania, on sponsorship in "Don’t let fear stop you from forging ahead: An interview with Erika James"

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Asutosh Padhi, Gaurav Batra, and Nick Santhanam reveal manufacturing, an under-appreciated and under-valued sector of the economy, for what it really is: a reliable source of high-paying, domestic jobs and soaring stock prices—a bright spot in an economy that has too often been buffeted by external shocks. #TitaniumEconomyBook

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The Titanium Economy: How Industrial Technology Can Create a Better, Faster, Stronger America

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Connected revolution: The future of US auto insurance

Autonomous mobility has the potential to dramatically transform the automotive insurance market, from underwriting to claims and beyond.

Learn more

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Mission critical: Improving government workforce planning

Workloads are increasing across government agencies, and leaders are struggling to reallocate resources. A strategic approach to workforce planning could help align positions with priorities.

Make the hard choices

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