Friday, October 13, 2023

How companies can improve workplace productivity | McKinsey | Google at 25 faces antitrust threats on both sides of the Atlantic that could break up its business | Will ESG Investing Solve Our Pressing Problems? | Gates Foundation Allocates $30 Million Towards Advancing AI In Africa

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How companies can improve workplace productivity | McKinsey -    

The pandemic has forced major changes in how, when, and where people work. It has also bedeviled employers. Due in part to new hybrid and remote-working models, companies are struggling to find objective ways to gauge employee effectiveness—a critical challenge as labor costs have increased and worker productivity has declined.1The US labor productivity rate in the first quarter of 2023 declined at its fastest rate in more than 75 years, according to the Bureau of Labor Statistics. Unit labor costs in the nonfarm business sector increased 4.2 percent in the period, reflecting a 2.1 percent increase in hourly compensation and a 2.1 percent decrease in productivity. Furthermore, worker productivity grew by just 1.1 percent, which is the lowest growth rate since 1981. According to recent analysis from the McKinsey Global Institute, boosting US productivity represents a $10 trillion opportunity. For more, see “Rekindling US productivity for a new era,” McKinsey Global Institute, February 16, 2023.

We surveyed 15,366 workers in seven countries (Australia, Canada, Germany, India, Singapore, the United Kingdom, and the United States) from November 2022 to January 2023 about their job satisfaction, commitment, well-being, and self-reported performance, sorting them into groups by their postpandemic working model (mostly in-person, hybrid, or mostly remote).

Four steps were taken to reduce bias from self-reported data and increase their validity: all data were normalized within groups to reduce inflation and deflation issues.1David Bartram et al., “A critical analysis of cross-cultural research and testing practices: Implications for improved education and training in psychology,” Training and Education in Professional Psychology, 2009 Volume 3, Number 2. Items were phrased with an external reference or social comparison, which improves accuracy to the level of supervisor ratings.2Gregory H. Dobbins and Jiing-Lih Larry Farh, “Effects of self-esteem on leniency bias in self-reports of performance: A structural equation model analysis,” Personnel Psychology, 1989, Volume 42, Number 4. Multiple performance items were presented, which increases multidimensionality and subsequent rating accuracy, similar to supervisory ratings.3Terry A. Beehr et al., “Relationships between job evaluation ratings and self-ratings of job characteristics,” Organizational Behavior and Human Decision Processes, 1985, Volume 35, Number 1.

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