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• How are women faring in the workplace?

  On Point

  Women in the Workplace 2023 ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Advancing women at work In the news • Nobel Prize–winning research. A Harvard professor has won the Nobel Prize in Economic Sciences for her research on women’s participation in the labor force and the long-standing gender wage gap. Claudia Goldin is the third woman to be awarded the economics Nobel. Decades earlier, in 1989, she was also the first woman to receive tenure in Harvard’s Department of Economics. Dr. Goldin’s work has revealed that women are paid less than men when working the same jobs and that this wage gap increases after a woman gives birth for the first time. [NYT] • Back to work. During the COVID-19 pandemic, millions of women dropped out of the US labor force, many unable to juggle work and household responsibilities. Now, 2023 data finds that the highest percentage of women have rejoined the workforce since 2020. Still, women’s progress is precarious. Facing an ongoing wage gap is only one part of the problem. Since they perform the bulk of domestic labor, women are more vulnerable to burnout—and burnout is why many women left the workforce in the first place. [BBC] “Black women’s promotion rates have fallen to 2018 levels, with only 54 Black women promoted for every 100 men this year.” On McKinsey.com • More women in C-suite. The Women in the Workplace 2023 report reveals some hard-fought gains at the top, with women’s representation in the C-suite at the highest it has ever been. Since 2015, the number of women in the C-suite has increased from 17% to 28%, and more women are also in VP and SVP roles. However, with lagging progress in the middle of the pipeline and a persistent underrepresentation of women of color, true parity remains painfully out of reach, according to McKinsey senior partners Alexis Krivkovich and Lareina Yee and their coauthors. • The ‘broken rung.’ One myth is that the biggest barrier to women’s advancement is the “glass ceiling.” In reality, the “broken rung” is the greatest obstacle women face. For the ninth consecutive year, women face their biggest hurdle at the first critical step up to manager. This year, for every 100 men promoted from entry level to manager, 87 women were promoted. See five core areas companies can focus on as they work to support and advance women. Read the report — Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 01:47 - 13 Oct 2023

• Don't Miss Out! "Accelerating Computer Vision Model Development & Deployment with Intel® Geti™ and OpenVINO™"

  Don't Miss Out! "Accelerating Computer Vision Model Development & Deployment with Intel® Geti™ and OpenVINO™"

  Accelerating Computer Vision Model Development & Deployment with Intel® Geti™ and OpenVINO™ Live Virtual Training Thursday, October 19, 2023 08‌:30‌ am - 09‌:30‌ am PDT Register Now Organizations building computer vision systems require extensive timelines and separate solutions for AI model development and deployment. In this session, we explore leveraging the tight integration between the Intel® Geti™ platform and OpenVINO™ toolkit to streamline vision model training and build scalable deployment solutions. Live demos will walk through the complete process of building and deploying an AI model with best-in-class inferencing on Intel hardware. You will learn about: How the Intel® Geti™ platform speeds up CV model development How can you take advantage of built-in OpenVINO™ optimizations to develop production-ready models and deploy them easily on a range of Intel HW for optimum performance Register Now Speakers Paula Ramos AI Evangelist - Intel Paula Ramos is an AI evangelist at Intel working with two amazing products Intel® Geti™ platform and OpenVINO™. She has a PhD in Computer Vision and Machine learning and more than 18 years of experience breaking the bottlenecks in AI mainly in the agricultural sector. Ashutosh Kumar Intel® Geti™ Technical Marketing - Intel Ashutosh Kumar drives technical marketing efforts for Intel® Geti™. He holds a Ph.D. in Material Science and an MBA and 10+ years of experience in software development, R&D, and product across semiconductor, software security, and machine learning domains. View in browser. If you forward this email, your contact information will appear in any auto-populated form connected to links in this email.

                                                             

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  by "Intel Corporation" <IntelConnect@plan.intel.com> - 01:19 - 12 Oct 2023

• Forward Thinking on the existential issues facing the middle classes in every country with Homi Kharas

  Embrace change ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Learn more about McKinsey Global Institute  New from McKinsey Global Institute Forward Thinking on the existential issues facing the middle classes in every country with Homi Kharas Historically, the middle class has always tried to avoid change and to reduce levels of uncertainty, but it now has to embrace change and write itself a new narrative, says a leading economist. Embrace change Prefer audio? Listen to the podcast, and explore past episodes of the Forward Thinking podcast. Subscribe via Google Podcasts, Apple Podcasts, Spotify, or Amazon Music. Related Reading From poverty to empowerment: Raising the bar for sustainable and inclusive growth  The economic potential of generative AI: The next productivity frontier  Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 12:09 - 12 Oct 2023

• The 6 Most Impactful Ways Redis is Used in Production Systems

  The 6 Most Impactful Ways Redis is Used in Production Systems

  

  Redis is often referred to as a Swiss Army knife - it's an incredibly versatile in-memory database that can help solve many different problems. Let's say your online game is experiencing slow response times from your database due to rapidly increasing users. Or your e-commerce site needs to quickly display real-time product inventory for flash sales. Or your web analytics need to track page views at massive scale.  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌

  	Forwarded this email? Subscribe here for more This is a sneak peek of today’s paid newsletter for our premium subscribers. Get access to this issue and all future issues - by subscribing today. Upgrade to paid Latest articles If you’re not a subscriber, here’s what you missed this month. The Tech Promotion Algorithm: A Structured Guide to Moving Up A Crash Course in DNS A Crash Course in Redis Why is Kafka so fast? How does it work? How to Choose a Message Queue? Kafka vs. RabbitMQ To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid The 6 Most Impactful Ways Redis is Used in Production Systems ByteByteGo Oct 12 ∙ Preview   READ IN APP   Redis is often referred to as a Swiss Army knife - it's an incredibly versatile in-memory database that can help solve many different problems. Let's say your online game is experiencing slow response times from your database due to rapidly increasing users. Or your e-commerce site needs to quickly display real-time product inventory for flash sales. Or your web analytics need to track page views at massive scale. Redis to the rescue! Its lightning fast speeds and flexible data structures make it a go-to tool for many challenging use cases. In this issue, we'll explore 6 popular Redis use cases including caching, session management, leaderboards, queues, analytics, and more. You'll discover techniques to supercharge your apps. But first, let's do a quick refresher on Redis data structures we covered in our previous issue: Now what makes Redis so fast? Unlike disk-based databases, Redis stores all data in memory and uses a single-threaded design. This allows Redis to achieve extremely high throughput and lightning fast speeds for reads and writes. The performance combined with versatile data structures like the ones above enables Redis to power many data-intensive real-time applications. First up is caching. Cache A cache is an essential part of a system. It provides a shortcut to access hot data and improves performance. A typical cache architecture has three layers: Application Cache: This sits inside the application's memory and is usually a hashmap holding frequently accessed data like user profiles. The cache size is small and data is lost when the app restarts. Second Level Cache: This is often an in-process or out-of-process cache like EhCache. It requires configuring an eviction policy like LRU, LFU, or TTL based eviction for automatic cache invalidation. The cache is local to each server. Distributed Cache: This is usually Redis, deployed on separate servers from the application servers. Redis supports different eviction policies to control what data stays in the cache. The cache can be sharded across multiple servers for horizontal scalability. The cache is shared across multiple apps. Redis offers persistence, replication for high availability, and a rich set of data structures. Redis lets you cache different data types like strings for user’s full names, hashes for user profiles, etc. However, the database remains the complete source of truth and holds the full set of data, while Redis caches the hot subsets. Based on the Pareto principle, around 20% of data tends to make up 80% of accesses. So caching the hottest 20% of data in Redis can improve performance for a majority of requests. This 80/20 rule of thumb can guide what data is cached versus stored solely in the database. The cache hierarchy allows managing different data sizes/access patterns efficiently. The first level cache holds a small volume of very hot data. The second level cache holds more data, still frequently accessed. The distributed Redis cache can hold large datasets by sharding across servers. Using Redis as a cache improves performance but introduces complexity around cache coherence. There can be multiple copies of data, so read/write strategies need careful design. Typically one data source is designated as the "source of truth" and writes go there first. The application can implement lazy loading and write-through patterns when using Redis as a cache to keep it updated. Cache aside and read aside are other application-level caching patterns that Redis readily supports. Caching is a classic time vs space tradeoff - we duplicate data across the system to gain speed. Interested readers can check our previous issues on caching best practices. Based on the Pareto principle, 20% of the data in the system is mostly accessed, so this should be good guidance for the caching strategy. Session Store The Session Store is a critical component for web applications to maintain state across requests. Popular solutions like Redis provide a fast, scalable session store by keeping session data in-memory. The server uses Redis to store session data and associate it with each user. It assigns every client a unique session ID that is sent on each request to retrieve the correct session. Storing sessions in Redis instead of locally on each app server removes the need for "sticky sessions" when load balancing. Session data in Redis is serialized as JSON or similar format. This enables structured data to be stored like user profiles, recent actions, shopping carts, and CSRF tokens. Sessions should expire after a period of inactivity. This practice improves security and frees up stale resources. The expiration time can be configured based on app needs. The diagram below shows a typical Redis session flow: Steps 1 and 2 - A user login request is sent to the User Service. Steps 3 and 4 - The User Service creates a new session in Redis by generating a unique session ID. Steps 5 and 6 - The User Service sends the session ID back to the client where it is stored locally. Steps 7 and 8 - The user adds a product to their shopping cart. This sends the request to the Shopping Cart Service. Steps 9 and 10 - The Shopping Cart Service retrieves the session data from Redis using the session ID. It updates the session object in Redis by adding the new shopping cart items. Steps 11 and 12 - The Shopping Cart Service returns a success status to the client. Keep reading with a 7-day free trial Subscribe to ByteByteGo Newsletter to keep reading this post and get 7 days of free access to the full post archives. Start trial A subscription gets you: An extra deep dive on Thursdays Full archive Many expense it with team's learning budget   Like Comment Restack   © 2023 ByteByteGo 548 Market Street PMB 72296, San Francisco, CA 94104 Unsubscribe

  

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  by "ByteByteGo" <bytebytego@substack.com> - 11:37 - 12 Oct 2023

• See what's new with Remote's global benefits 🌍🚀

  See what's new with Remote's global benefits 🌍🚀

  We're excited to share substantial upgrades to our global employee benefits plans that have taken place this year! These changes are now in effect in many of our top markets. These updates represent changes in some of our most popular countries for the current benefits plan year. Benefits’ costs, coverage, and optionality varies by country. You can explore our plan options by country in our Benefits Directory. Discover what's new More tiers for enhanced flexibility Additional optionality on offering Remote benefits Reduced costs Increased coverage Access to gender-affirming healthcare View plans Our benefits experts are dedicated to improving the employee experience while providing greater flexibility and lower costs to customers. We are constantly adapting to market changes and responding to customer feedback to ensure best-in-class, comprehensive coverage everywhere we hire. Need Help? We're Here for You!  Search over 1,500 articles, visit our Help Center. Live Chat for direct help inside your Remote dashboard. Prefer a personal touch? Schedule a call with an expert. You received this email because you are subscribed to News & Offers from Remote Technology, Inc. Update your email preferences to choose the types of emails you receive. Unsubscribe from all future emails Remote Technology, Inc. 18 Bartol St. #1163 San Francisco California Copyright © 2023 Remote Technology, Inc. All rights reserved.

  

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  by "Remote" <hello@remote-comms.com> - 11:00 - 12 Oct 2023

• Join me at FutureStack London

  Hi there,

  
  

  I’d like to personally invite you to our FutureStack user conferences in London on 14th November, where we'll be hosting an exciting agenda packed with product announcements around logs, security, infrastructure, unified APM, generative AI and the developer toolchain.

  
  

  Highlights you don't want to miss:
  

  • See our new GenAI assistant, New Relic Grok, in action
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  • Enhance your observability game with hands-on workshops where you can tap into the expertise of our engineers and learn how to solve complex problems in distributed architectures 

  Then we’ll be wrapping up the day with happy hour! Space is filling up fast, register today! I hope you and the team can join me in a couple of weeks.
  
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  by "Duncan Bradford, New Relic" <emeamarketing@newrelic.com> - 05:00 - 12 Oct 2023

• There are four plausible paths for global wealth. Here’s how each could play out.

  On Point

  One possible productive pathway ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Pump up the volume In the news • Productivity slump. In the US, manufacturing output per hour has increased by just 0.2% a year since 2009. Germany, South Korea, France, and Italy far outpaced this figure, but in none of these countries did manufacturing productivity grow by even 1.5% a year. Meanwhile, there was no growth in Japan. Overseas factories have for decades produced clothing, furniture, and other labor-intensive products for US companies. But advanced items such as batteries for electric cars, commercial aircraft gear, and semiconductors are increasingly being made abroad, too. [WSJ] • The dismal science. At a recent meeting, top global economists traded gloomy views of global growth, citing concerns including low productivity, a lack of geopolitical stability, and record government debt. One economist suggested that a global growth rate above 4% may be in the past, a relic of a period during which China’s rapid growth drove higher global output. Annual growth of 3% may be the new reality, which could create difficult situations for less developed economies with growing populations. [Reuters] “When MGI asked roughly 1,000 executives which economic scenario they thought most likely, 84% said they expected a scenario different from that of the past era.” On McKinsey.com • The road less traveled. Is it possible for the world to return to an era of productive growth? McKinsey Global Institute (MGI) director Olivia White, McKinsey senior partner Michael Birshan, and their coauthor explored four plausible scenarios for the global economy’s next path. Three scenarios offer an unfavorable mix of inequality, high inflation, and asset corrections. But a return to productive growth would help lower inflation, enable technology deployment and new investment to accelerate, and allow GDP growth to outpace growth in the value of the world’s assets. • Time for a change. The past 20 years have been very kind to the global balance sheet—the tally of the world’s assets and liabilities. Between 2000 and 2021, paper wealth surged by $160 trillion as asset prices expanded on the back of low interest rates. The price of all this wealth was low productivity growth among G-7 economies and secular stagnation. Take a deep dive into how the global balance sheet and productivity got out of whack, how the framework might be righted, and how businesses can prepare for whatever outcome prevails. Choose an economic path — Edited by Katy McLaughlin, senior editor, Southern California Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:07 - 12 Oct 2023

• RE: QUOTATION AND ENQUIRER

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  by "duwonferry.com" <edcapt@duwonferry.com> - 09:19 - 11 Oct 2023

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• From Security to Compliance - Leap Ahead with Cloud Security Analytics

  Sumo Logic

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  by "Sumo Logic" <marketing-info@sumologic.com> - 09:00 - 11 Oct 2023

• Automate the planning and scheduling of your fleets with Route Optimization Software.

  Automate the planning and scheduling of your fleets with Route Optimization Software.

  Optimize Routes for Increased Efficiency, Reduced Costs, and Improved Customer Satisfaction.

  Download E-book Optimize Routes for Increased Efficiency, Reduced Costs, and Improved Customer Satisfaction. Find out what makes our software stand out from the crowd Automated Route Planning Our software automatically adjusts for optimal routes and reschedules as needed, boosting productivity by reducing time on the road. Distance and Weight-based Optimization Our optimization the shortest travel distance and maximizes vehicle load. It saves costs, improves efficiency, and boosts customer satisfaction. Track Route in Real-Time Track fleet movement and location in real-time to ensure on-time task completion. Our software automatically assigns new paths and improves fleet efficiency with real-time route planning. Empower your clients with route optimization for efficient route planning Schedule a Meeting You may also be interested in Fuel Management Tire Management Video Telematics TPMS Expense Management Fleet Health Monitoring Job Module E-lock www.uffizio.com info@uffizio.com +91-7283858080 Uffizio Technologies Pvt. Ltd., 4th Floor, Metropolis, Opp. S.T Workshop, Valsad, Gujarat, 396001, India Unsubscribe Manage preferences

  

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  by "Sunny Thakur" <sunny.thakur@uffizio.com> - 08:00 - 11 Oct 2023

• How are gen AI and other trends affecting the future of work?

  On Point

  Where job shifts could occur ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Gen AI and the future of work In the news • Trust, but verify. As companies introduce generative AI (gen AI) tools into workflows, they’re relying on humans to ensure that the work is correct. Still, some worry that workers might not understand the importance of double-checking. One US healthcare leader said that while she trusts doctors to confirm that AI-generated summaries of doctor–patient conversations are error-free, she’s not so sure about other business areas. The need to verify the accuracy of gen AI’s outputs will decrease as the technology improves, the chief information officer of a US software company said. [WSJ] • Highly sought skills. Organizations are on a hiring spree to snap up skilled workers, with AI as the fastest-growing job category in the first six months of 2023, according to a US freelance-work platform. An analysis of hiring behavior on the platform revealed the ten AI-related capabilities companies most desire. These include the ability to work with generative-AI-driven chatbot applications, understand natural-language processing, and use AI image processing, which allows organizations to extract information from invoices and other documents. [CIO] “Over the past three years, we’ve seen 50% more occupational transitions than the previous three years in the US labor market.” On McKinsey.com • Occupational shifts. Organizations must pivot to embrace AI and gen AI, along with the deep changes they may create, McKinsey Global Institute director Kweilin Ellingrud and McKinsey partner Saurabh Sanghvi share in a recent episode of The McKinsey Podcast. In the US, 12 million occupational transitions are likely going to need to happen between now and 2030, Ellingrud reveals. Eighty percent of those would likely occur in four occupational categories: customer service, food service, production, and office support. • Rethinking talent development. Employers can play a huge role in developing talent for the next era of work. Since everyone will need to develop new skills, “there’s a real opportunity to think about pipelines and pathways,” Sanghvi shares. That may mean considering hiring from within for open roles and finding internal pathways to help workers move out to more in-demand ones, which could be more cost-effective for organizations. Discover how the labor market is changing along with advances in AI and other big trends. See the dynamic labor market — Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 02:30 - 11 Oct 2023

• Join us for Adobe Max Online 2023.

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  Meet the MAX speakers who will spark your creativity.

  Inspiration overload. Ignite your creativity with the latest in design, video, and generative AI. Get ready for an electrifying line up of speakers at the MAX online mainstage. Secure your free spot now to be part of something extraordinary. Register for free Uncover trends and innovations Catch the keynotes for Adobe's latest industry trends and creative breakthroughs. MAX brings together world-class speakers who are trendsetters, creative visionaries and out-of-the-box-thinkers. Creator rockstars unleashed Experience extraordinary sessions led by luminaries like Sougwen Chung, Dylan Mooney, Mikaela Stafford, and more. Dive into Creativity Sessions for the freshest graphic design and video workflows. Elevate with MAX Online Sessions Select from over 50 invaluable sessions guided by industry leaders and creative trailblazers. Engage directly with speakers’ post-session to fuel your inquiries. Discover more 2023 Diamond sponsors   Creativity for all.   Adobe and the Adobe logo are either registered trademarks or trademarks of Adobe in the United States and/or other countries. This is not a comprehensive list of all Adobe trademarks. For a full list, refer to the Adobe List of Trademarks. All other trademarks are the property of their respective owners. By clicking on some of the links in this email, you might be redirected to forms that will be pre-populated with your contact information. This is a marketing email from Adobe Systems Software Ireland Limited, 4‑6 Riverwalk, Citywest Business Park, Dublin 24, Ireland. Click here to unsubscribe or send an unsubscribe request to the postal address above. Please review the Adobe Privacy Policy: Australia New Zealand Indonesia Malaysia Philippines Vietnam Singapore India Hong Kong To ensure email delivery, add demand@info.adobe.com to your address book, contacts, or safe sender list. If you have a privacy-related complaint, send it to: privacy@adobe.com View in browser

  

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  by "Adobe Creative Cloud for Business" <demand@info.adobe.com> - 10:06 - 10 Oct 2023

• The Tech Promotion Algorithm: A Structured Guide to Moving Up

  The Tech Promotion Algorithm: A Structured Guide to Moving Up

  

  While most topics in the ByteByteGo newsletter focus on technical knowledge, we also acknowledge the critical role of managing career growth and development, particularly for those at or targeting senior software engineer roles. In today's issue, we are fortunate to have Steve Huynh, Principal Engineer at Amazon, as our guest contributor. Steve is an 18 year veteran at Amazon. He’s conducted more than 850 technical interviews, trained thousands of people on how to conduct interviews and assess candidates, and has directly mentored dozens of folks to get to the next level.  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌

  	Forwarded this email? Subscribe here for more This is a sneak peek of today’s paid newsletter for our premium subscribers. Get access to this issue and all future issues - by subscribing today. Upgrade to paid Latest articles If you’re not a subscriber, here’s what you missed this month. A Crash Course in DNS A Crash Course in Redis Why is Kafka so fast? How does it work? How to Choose a Message Queue? Kafka vs. RabbitMQ Why Do We Need a Message Queue? To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid The Tech Promotion Algorithm: A Structured Guide to Moving Up ByteByteGo Oct 10 ∙ Preview   READ IN APP   While most topics in the ByteByteGo newsletter focus on technical knowledge, we also acknowledge the critical role of managing career growth and development, particularly for those at or targeting senior software engineer roles. In today's issue, we are fortunate to have Steve Huynh, Principal Engineer at Amazon, as our guest contributor. Steve is an 18 year veteran at Amazon. He’s conducted more than 850 technical interviews, trained thousands of people on how to conduct interviews and assess candidates, and has directly mentored dozens of folks to get to the next level. I encourage you to check out his new program, Speedrun to Promotion. I also encourage you to check out his YouTube channel, and his free newsletter for further insights. Follow Steve for more on LinkedIn and Twitter. If you choose to go down the path of becoming a high-level tech IC, there’s a common frustration and helplessness that comes from not knowing how to get promoted. It’s easy to feel stuck and uncertain about the next steps in your career progression, even if you are doing everything that has been asked of you. The lack of clarity and guidance on what it takes to level up can be demotivating, especially if your peers seem to be passing you by. A lot of this frustration comes from the lack of structure to the whole process. But because promotion is a process, it can be streamlined and optimized. In this newsletter, I’ll explain to you my personal approach to promotions that takes the guesswork out of the equation. A lot of advice for promotion I would characterize as guess and check. It’s not wrong per se, but it doesn’t take into account the specific situations people are in, and it’s not guaranteed to terminate. Advice like “you should become a subject matter expert (SME) on your code base, ” or “you should lead a project from start to finish” may very well be true. The problem is that some of this advice doesn’t have clear boundaries. When exactly do you become an SME? You can also lead projects from start to finish and still be passed up for promotion and not know why. A better approach is to invert things to create a plan that addresses gap areas that you proactively identify. This ensures that your effort is focused on things that directly address next-level criteria, instead of things where you’ve already demonstrated strengths, or worse, put effort into things that won’t make a difference at all. I call my approach the Tech Promotion Algorithm. In this newsletter I will share the exact steps to this algorithm. I developed this framework over the course of nearly 20 years in the tech industry. Over this time I’ve helped dozens of people get to the next level, whether that was a promotion in-role or a lateral role change, like from SDET to SDE. This also includes several people that I’ve directly helped get to the L7 principal engineer level. Preconditions Like any algorithm, there are preconditions that must be satisfied before we can proceed: You are employed - You can’t get promoted if you don’t have a job. I also won’t cover how to get a promotion by moving companies. You are not on a performance improvement plan and are generally meeting expectations at your current level - Promotion occurs when you can successfully convince the right people that you can handle more scope. If you aren’t meeting expectations at your current level, focus on that before trying to get promoted. You have a supportive manager - It’s critical to have the support of your manager because, at most companies, managers are the ones who shepherd employees through the process, author promotion documents, and compile promotion packets. If you have a bad relationship with your manager, focus first on repairing this relationship. If this is not possible you may have to switch teams or companies since they are so essential to the process. Promotion is possible where you are - Some companies have instituted promotion freezes due to the economy. You may also be "capped out" at your current position, as some companies don't promote people past a certain level. The easy way to know whether a promotion is possible is if others have been promoted at your company in the past to the level you are targeting, though even this might not be enough. If your company has a quota system, you may not be able to get promoted until someone else leaves. Tech Promotion Algorithm The Tech Promotion Algorithm consists of three steps. Generating a 360 assessment of where you stand - You need to identify what the next-level criteria is, and determine your strengths and weaknesses against this criteria by doing a self-assessment, working with your manager, and soliciting feedback from other coworkers, preferably with the people that have a say on whether you get promoted or not. Developing an actionable plan and reviewing it with others - Once you’ve compiled a comprehensive assessment of where you stand, you need to generate a plan of action. Review this plan with the same audience that you solicited feedback from to ensure that the plan sufficiently addresses your areas of growth. Execute - Since you’ve created an actionable plan it’s time to action that plan. How you deliver is just as important as what you deliver. Iterate on these three steps until you are promoted. After every iteration, your areas for improvement should shrink, the plan should have less and less ambiguity, and execution should be much more focused. While there is no guarantee that this approach will always lead to a promotion, it optimizes for taking action on targeted areas in a systematic manner, so you at least avoid relying on guess and check methods. 360 Assessment To create a comprehensive assessment of yourself, you must get feedback from the following sources: Previous promotion feedback, if applicable Self-assessment Manager Peers at the same level or below (what I call adjacent and downward) Individual Contributors (ICs) and managers who are at higher levels and outside of your local organization (what I call upward and outward). I will go over each type of feedback provider in more detail. But it’s critical that you both ask for your strengths and areas for improvement in terms of next-level criteria. Feedback against at-level criteria is useful for things like yearly performance reviews, but they are not the same. Many companies, especially large ones, have published promotion criteria and leveling guidelines for each role. If this exists for your company, you are ready to proceed to gathering feedback. If your company is small or doesn't have formal promotion criteria, don't fret. If you do some sleuthing online, you can find the role and level guidelines for other tech companies. Use sites like levels.fyi to map your role, level, and company (or a comparable company) to the level guidelines that you've found online. This approach isn't perfect, as there is often company-specific culture and terminology baked into these documents, but for the most part, these criteria are shared across the industry. Gathering 2-3 of these level documents and mapping them against levels.fyi should give you a good sense of the scope required at the next level for your company. You should have 8-10 dimensions for which you need to gather data points. Put these in a spreadsheet as rows. The columns will be the feedback sources. To fill out your assessment, you will color the cells red for needs major improvement, yellow for needs minor improvement or more data, green for strength, and gray for no data. Keep reading with a 7-day free trial Subscribe to ByteByteGo Newsletter to keep reading this post and get 7 days of free access to the full post archives. Start trial A subscription gets you: An extra deep dive on Thursdays Full archive Many expense it with team's learning budget   Like Comment Restack   © 2023 ByteByteGo 548 Market Street PMB 72296, San Francisco, CA 94104 Unsubscribe

  

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  by "ByteByteGo" <bytebytego@substack.com> - 11:37 - 10 Oct 2023

• [Online Workshop] Maximise observability with New Relic logs

  New Relic

  Register for this free online workshop on 26th October at 10 AM BST/ 11 PM CEST to get a comprehensive introduction to understanding and working with logs in New Relic. Explore the different ways to bring your log data to New Relic, take a look at the fast and easy-to-use UI, and learn how to parse, filter, or drop logs to match your needs. With hands-on labs in a sandbox environment, you’ll get to: Search log data with ease and speed. Work with partitions and AI log patterns. Troubleshoot errors in applications and trace data. Create charts and dashboards to share with teams. Set up alert conditions for problems you want to prevent. Register now Need help? Let's get in touch. Ask Community Ask Support Contact Sales This email is sent from an account used for sending messages only. Please do not reply to this email to contact us—we will not get your response. View in browser This email was sent to info@learn.odoo.com  Update your email preferences. For information about our privacy practices, see our Privacy Policy. Need to contact New Relic? You can chat or call us at +44 20 3859 9190. Strand Bridge House, 138-142 Strand, London WC2R 1HH © 2023 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, Inc Global unsubscribe page.

  

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  by "New Relic" <emeamarketing@newrelic.com> - 06:07 - 10 Oct 2023

• Gen Z’s mental health is declining, but there are opportunities for early intervention

  On Point

  Helping tomorrow’s workforce ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Addressing teen mental health In the news • Social media and self-esteem. The prefrontal cortex of the brain, which controls impulse control and decision making, isn’t fully developed until early adulthood. Many of today’s teens in America join social media at the legally allowed age of 13, and both they and their parents struggle to find the balance between healthy and unhealthy use. Three teen girls in different parts of the US demonstrate the push and pull of social media’s ability to exacerbate the existing conflicts that stem from the insecurity and hormonal shifts that accompany the early teen years. [NYT] • Mental health generation gap. Members of Gen Z are a lot more likely than other generations to report experiencing stress, loneliness, and anxiety, according to a recent survey of more than 3,000 people in the US between the ages of 12 and 26. Less than 50% of Gen Zers believe they are thriving, compared with about 60% of millennials when they were at the same age. The news isn’t all bad, however, as Gen Z is also optimistic: more than 75% of them believe they have a bright future ahead, despite feeling unprepared for it. [CNN] “About three‐fourths of Gen Z around the world said that the availability of mental health resources is one of the key things when they’re selecting an employer.” On McKinsey.com • Teens in crisis. The number of young people experiencing mental health issues was already increasing before the COVID-19 pandemic, Harold Koplewicz, the founding president and medical director of the Child Mind Institute, shares in an interview with McKinsey Health Institute (MHI) coleader Erica Coe. Recent MHI research finds that Gen Z’s perceived mental health is worse than any other generation. Gen Zers are also much more likely to experience negative effects from interacting with social media. They tend to use social media more passively (for example, scrolling through others’ Instagram posts). • Talking about mental health. One interesting finding from the MHI survey is that of the 22% of Gen Zers who reported using digital mental health tools, 80% found them to be effective but often didn’t stick with them. “There’s a real question of how we engage Gen Z users to really utilize the power of digital innovation,” Coe says. Promoting mental health at work through employee programs and training programs to increase diversity in the therapist workforce can reduce stigma. Listen to this edition of The McKinsey Podcast for more on how investing in mental health support can benefit all generations. Understand teen mental health — Edited by Gwyn Herbein, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:29 - 10 Oct 2023

• Join us for Adobe Max Online 2023

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  Meet the MAX speakers who will spark your creativity.

  The Creative Conference A free online event Oct 11-12 Connect with the world’s most inspiring creative community. Join us on an incredible journey of learning and inspiration. Prepare to be captivated by MAX as we bring you incredible keynotes and immersive online sessions. Expand your creative horizons and sign up now. Register for free Sougwen Chung Artist and Researcher Kode Abdo Digital Artist, Art Director and Producer, BossLogic Mikaela Stafford 3D Motion Graphic Artist and Creative Director Dylan Mooney Artist Unmesh Dinda Content Creator and Educator, PiXimperfect Anika Aggarwal Creative Director and Education Mentor, Able Head Inc. Kitiya Palaskas Craft-based Designer and Adobe Express Ambassador, Kitiya Palaskas Studio Rames Harikrishnasamy Digital Artist, Rames Studios Discover more 2023 Diamond sponsors 2023 Platinum sponsors   Creativity for all.   Adobe and the Adobe logo are either registered trademarks or trademarks of Adobe in the United States and/or other countries. This is not a comprehensive list of all Adobe trademarks. For a full list, refer to the Adobe List of Trademarks. All other trademarks are the property of their respective owners. By clicking on some of the links in this email, you might be redirected to forms that will be pre-populated with your contact information. This is a marketing email from Adobe Systems Software Ireland Limited, 4‑6 Riverwalk, Citywest Business Park, Dublin 24, Ireland. Click here to unsubscribe or send an unsubscribe request to the postal address above. Please review the Adobe Privacy Policy: Australia New Zealand Indonesia Malaysia Philippines Vietnam Singapore India Hong Kong To ensure email delivery, add demand@info.adobe.com to your address book, contacts, or safe sender list. If you have a privacy-related complaint, send it to: privacy@adobe.com View in browser

  

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  by "Adobe Creative Cloud for Business" <demand@info.adobe.com> - 12:06 - 10 Oct 2023

• White Label Fuel Monitoring Software

  White Label Fuel Monitoring Software

  A versatile fuel monitoring system that can be tailored to fit any brand or company's fuel sensor, regardless of type or model.

  Download E-book A versatile fuel monitoring system that can be tailored to fit any brand or company's fuel sensor, regardless of type or model. Catch a glimpse of what our software has to offer 99% Fuel Accuracy Our advanced algorithm provides you with accurate details of the fuel fill, fuel drain, fuel consumption, and fuel wastage due to vehicle idling. Real-time Fuel Monitoring Monitors fuel usage and fuel level data for each vehicle in your fleet. This helps you to identify inefficiencies and reduce fuel costs. Instant Fuel Drop Alerts Get real-time alerts with vehicle details and exact location as soon as the system senses a sudden drop or rise in the fuel level. Precise Fill-drain Reports Fleet owners are provided with a detailed report of fuel-filled and fuel drained with precise date, time, and location. Learn how our fuel monitoring software can help your business grow Schedule a Meeting www.uffizio.com info@uffizio.com +91-7285855104 Uffizio Technologies Pvt. Ltd., 4th Floor, Metropolis, Opp. S.T Workshop, Valsad, Gujarat, 396001, India Unsubscribe Manage preferences

  

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  by "Sunny Thakur" <sunny.thakur@uffizio.com> - 08:00 - 9 Oct 2023

• Update: The Remote Connect Virtual Conference event platform is now live! Sign up today to see the full agenda

  Update: The Remote Connect Virtual Conference event platform is now live! Sign up today to see the full agenda

  Customize your schedule, secure seats at exclusive events, and see the full schedule now.

  We are excited to announce that the Remote Connect 2023 Virtual Conference event agenda is now live! After you register for your free virtual you can now login, check out the full event schedule, browse practical masterclass sessions, AMAs with global HR leaders, and exclusive co-founder Q&As to customize your learning experience. Register for free and customize your schedule What to expect Join business executives, HR professionals, thought leaders, and industry experts from around the world for this one-day virtual conference dedicated to uncovering new strategies for scaling globally distributed teams. Get your free virtual pass and join the global movement shaping the future of work.   Register now Need Help? We're Here for You!  Search over 1,500 articles, visit our Help Center. Live Chat for direct help inside your Remote dashboard. Prefer a personal touch?  Schedule a call with an expert. You received this email because you are subscribed to Conferences & Events from Remote Technology, Inc. Update your email preferences to choose the types of emails you receive. Unsubscribe from all future emails Remote Technology, Inc. 18 Bartol St. #1163 San Francisco California Copyright © 2023 Remote Technology, Inc. All rights reserved.

  

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  by "Remote" <hello@remote-comms.com> - 06:30 - 9 Oct 2023

• Employee performance reviews: A leader’s guide

  Evaluate this ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   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 It’s annual performance review season at many companies—a ritual often fraught with uncertainty, controversy, and discontent among managers and staff alike. Research indicates that few employees consider their performance reviews helpful, while several employers are finding that their sizable investments in performance management are not paying off. Remote work and the increasing use of automation have only intensified the challenges of evaluating and rewarding workers’ output. Here are some guideposts for leaders navigating this rocky landscape. AN IDEA Gen AI may make things easier Many leaders are likely to balk at using smart technologies for performance appraisals. But McKinsey partner Bryan Hancock suggests that rather than substituting for human contact, tools such as generative AI can complement face-to-face discussions. “One of my personal favorite uses for generative AI on the people front is actually for performance reviews,” he says. “Hear me out: I don’t want generative AI actually generating somebody’s performance review. But what if I could hit a button and get a draft? That initial synthesis would help me get more quickly to what I really need to probe for that person’s development and growth.” In turn, the employee being evaluated could use gen AI to visualize and map detailed professional objectives, adds McKinsey senior partner Lareina Yee, noting that the technology offers “a lot that enhances what we’ve been trying to do so laboriously for years.” A BIG NUMBER 3 That’s the number of core steps that leading organizations take to define the practical behaviors and actions needed to achieve performance objectives. For example, at one company, senior managers served as “performance management champions” by spreading new coaching practices throughout the organization, improving employee engagement and increasing productivity by 15 to 20 percent. Another company implemented a training program to enable its top managers to deliver meaningful feedback; participants reported “significantly higher confidence in their ability to provide feedback and coaching to employees,” according to McKinsey partner Emily Field and coauthor. A QUOTE “Feedback needs to be fair. It needs to be backed up with facts, anecdotes. And it is always well intentioned.” That’s McKinsey senior partner Clarisse Magnin-Mallez on receiving and delivering feedback in thoughtful ways. She observes that thorough preparation is essential for providing feedback that helps enhance different aspects of people’s professional lives—their relationships with clients, behavior as leaders, and interactions with teams. And while it’s never easy to give people negative feedback, it can be framed in positive terms, suggests McKinsey senior partner Liz Hilton Segel. “They have seen the world from a different vantage point,” she says. “If you approach the conversation with a mindset that you’re bringing them a new perspective, what can seem like a really difficult conversation to have can be a gift to another person and help them become a more effective manager or leader.” A SPOTLIGHT INTERVIEW “Constructive feedback is very challenging, and performance reviews can be the bane of people’s existence,” says author and educator Matt Abrahams in a discussion with McKinsey on how to communicate confidently when put on the spot. He suggests reframing negative feedback as a problem-solving initiative, using what he calls a “what, so what, now what” framework. “The ‘what’ becomes your feedback,” he says. “The ‘so what’ is why your feedback is important. The ‘now what’ is what you’d like to see people do differently.” It may also help to offer praise occasionally to offset any critical comments. “You’re essentially making deposits in the ‘bank account,’” says Abrahams. “If I give you praise throughout the calendar year and then have to give you some pretty direct negative feedback, it’s not so painful when I make a withdrawal, because I’ve already put some of that praise into the bank.” NOT RATED Numerical rankings of performance have been around since at least the 1970s—and have been the subject of debate for at least as long. While some manufacturing roles may require meeting numerical targets, many knowledge workers resist the use of rating scales that reduce their performance to a single number. In the coming years, leaders may want to focus on capability building, suggests McKinsey senior partner Michael Park: “What’s the percentage of revenues you’re plowing back into your workforce? That’s something I think we’ll see in the next decade: people getting a lot more attuned to their capability-building investment.” Lead by performing well. — Edited by Rama Ramaswami, senior editor, New York Follow our thinking Out now: New issue of McKinsey Quarterly Sign up for a free membership to start reading the digital version of McKinsey Quarterly. The latest issue focuses on transformation in a time of disruption. Start reading  Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:41 - 9 Oct 2023

• Do you hire for skills, experience, or education?

  On Point

  Accessing an untapped talent pool ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Wanted: Skilled workers In the news • Virtual roadblock. Virtual reality (VR) technology continues to be a promising tool for training employees, but many companies are still struggling to implement the technology effectively. “VR is great to give people more confidence in experimenting, in trial and error, without the actual consequences of failure,” an academic expert explains. But obstacles such as cartoonish avatars and the cost of equipment prevent companies from using VR more widely. As the technology becomes more mainstream, however, more companies could successfully use VR headsets to train and upskill workers, a VR-training leader says. [FT] • Catching up. A basic skills gap that has resulted from the need for remote learning during the pandemic is seriously affecting companies’ productivity. Students who were in virtual classrooms missed out on some of the crucial skills developed during in-person learning. As a result, organizations are spending millions to train employees on some of the fundamental skills that many newer workers don’t have—such as using a cash register to make change and making eye contact with visitors, according to managers. [WSJ] 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. On McKinsey.com • Capital gains. Human capital is arguably a company’s most important asset. It’s crucial for employees as well: human capital accounts for roughly two-thirds of an individual’s total wealth, according to McKinsey Global Institute (MGI) research shared by Sven Smit, chair of MGI and the firm’s insights and ecosystems work, and coauthors. Companies that provide the most training for their employees, that create the most opportunities for internal career growth, and that have the highest scores for organization health stand apart from their peers and develop upwardly mobile workers. • STAR power. Employers that move beyond degrees alone and focus on skills-based hiring can tap into a broader and more diverse set of applicants who are skilled through alternative routes (STARs). This in turn can lead to career opportunities for employees and a real competitive advantage for companies. Research shows that hiring for skills is five times more predictive of job performance than hiring for education. To learn more about the benefits of employee skill development, see the latest edition of the McKinsey Quarterly Five Fifty. Unleash workers’ full potential — Edited by Drew Holzfeind, editor, Chicago Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:05 - 9 Oct 2023