Employee Performance

A new way of quantifying the value of time goes beyond productivity to measure time’s subjective value to individuals.

A productive work life comes from having mastery of your chosen skills — and being good at working with others.

By segmenting employees based on what they need to excel, leaders can zero in on how to motivate each type of talent.

Leaders need to stop obsessing about in-office time and start focusing on the six enablers that change how people work.

Neiman Marcus Group’s retention and productivity have soared with workplace flexibility — paired with accountability.

Self-comparisons can be demoralizing, but strategically comparing yourself against your peers can be a tool for growth.

These strategies from MIT SMR columnists can help leaders with challenges like disruption, burnout, and managing teams.

Hybrid work expert Brian Elliott says leaders can expect debate — and reap advantages — by understanding key trends.

Executives should be focusing on employee outcomes and accountability rather than performative in-office appearances.

An employee’s entrepreneurial pursuits can create challenges for managers, but it’s possible to turn them into a win-win.

Women who demonstrate leadership behaviors and traits are less likely than men to identify as leaders.

Organizations should help employees build the expertise that they’re hungry for — and that they need to be successful.

Moving laterally or even down a rung on your career path can pay off in the long term if you have a growth perspective.

Hybrid work presents trade-offs for organizations, and measuring its impact on productivity remains complex.

Companies find greater success with hybrid work schedules when they make in-person time count.

Overemphasizing output at the expense of employees’ skill development and long-term growth is short-sighted.

Gen Z — already adept at online communication — can model ways for hybrid teams to develop stronger digital connections.

Job crafting empowers workers to proactively transform jobs they have into jobs they want.

Age-related cognitive changes can hinder workers’ technology use, but these strategies can help managers support them.

Measuring and improving employee performance are different tasks most effectively addressed by two separate processes.