Performance Management

Managers who stymie their high performers’ internal advancement do so at their own expense, research shows.

New research shows that learning about hidden workplace inequities can shift perceptions of fair employment practices.

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

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.

A presenter at an MIT SMR symposium answers questions about using skills, not degrees, as the benchmark for hiring.

A presenter from MIT SMR’s Work/23 symposium answers questions about resilience and self-efficacy.

A presenter at an MIT SMR symposium answers questions on how gender, age, and race can affect career advancement.

Researchers describe how having robots work alongside humans can help companies measure performance more accurately.

Brian Elliott, a presenter at MIT SMR’s Work/23 symposium, answers questions about going hybrid.

Andrew Barnes, a presenter at MIT SMR’s Work/23 symposium, answers questions about reducing the length of the workweek.

Learning needs to be personalized, presented in a hybrid manner, and focused on transferable skills.

The delegation of managerial functions to algorithms transforms management practices.

Leaders should learn to manage — and value — employees whose sense of purpose comes from outside the organization.

Historically siloed HR teams should collaborate to proactively support employee thriving and mental health.

The 2023 MIT SMR-Deloitte Future of the Workforce global survey finds top workforce managers excel at eight activities.

Managerial authority and hierarchy should be redesigned for business today, but they won’t disappear.

Managers can help employees turn fears into fleeting thoughts as opposed to permanent restraints.

Giving employees flexibility is becoming crucial to reducing stress and building their confidence in the organization.

Before they can address workplace deviance, leaders need to recognize the role they may be playing.