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 | Organization | | As 2021 draws to a close, we’re revisiting our most popular articles of the year in a series that spans the best of McKinsey Quarterly, the McKinsey Global Institute, the New at McKinsey blog, and more—we even feature an Editor’s Choice category. Today, we give you our best-read pieces on organization, which revolved around leaders’ response to the talent crisis, the post-COVID-19 future of work, managing stress, and more. Read on for our full top 10. | | | |  | A record number of employees are quitting or thinking about doing so. Organizations that take the time to learn why—and act thoughtfully—will have an edge in attracting and retaining talent. Focus on the employee experience  | | | | | | | The pandemic accelerated existing trends in remote work, e-commerce, and automation, with up to 25 percent more workers than previously estimated potentially needing to switch occupations. Read the full report | | | | | | | A year and a half into the COVID-19 pandemic, women in corporate America are even more burned out than they were last year—and increasingly more so than men. Despite this, women leaders are stepping up to support employee well-being and diversity, equity, and inclusion efforts, but that work is not getting recognized. That's according to the latest Women in the Workplace report from McKinsey, in partnership with LeanIn.Org. Download the full report | | | | Employees want more certainty about postpandemic working arrangements—even if you don't yet know what to tell them. Explore survey findings | | | | Learning can be honed through practice. Here's an effective strategy to continually learn, grow, and achieve development goals. Get intentional | | | | To better organize for a postpandemic future, leaders should embrace nine imperatives that collectively explain "who we are" as an organization, "how we operate," and "how we grow." Grasp the opportunity | | | | Managed well, stress can be an ally rather than an enemy. Here's how to use it to your advantage. Think differently | | | | Employers are ready to get back to significant in-person presence. Employees aren't. The disconnect is deeper than most employers believe, and a spike in attrition and disengagement may be imminent. Work with your people | | | | While the benefits of psychological safety are well established, a new survey suggests how leaders, by developing specific skills, can create a safer and higher-performance work environment. How to lead | | | | The pandemic underscores the urgency for a more dynamic talent and work model. Human-resources leaders can help by focusing on identity, agility, and scalability. Meet the moment | | | | Top 3 from the Organization Blog | | Leaders have the potential to capture value and drive impact at levels previously thought unimaginable by building individual capabilities across four quadrants. more | | | | | Much of the fairness of a performance-management process rests on managers’ ability to coach effectively. more | | | | | To succeed in the future of work, the time for change is now. more | | | | | | | McKinsey Insights - Get our latest
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