Columns

Fifteen years ago, the author made predictions about what would happen in the future of work. How’d that turn out?

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

Three new surveys of data executives have identified five trends they’ll be paying attention to in 2024.

MIT Sloan Management Review’s winter 2024 issue includes strategies for better engagement with employees and customers.

Today’s student labor organizers will bring their employment expectations to future workplaces. Leaders should be ready.

Make better use of meeting time by focusing less on productivity and more on building connections and trust.

Today, information flows faster — and more broadly — than many leaders can handle. These stay-sane strategies can help.

How can a new leader overcome the lack of confidence they feel with their new team? Sanyin Siang has three suggestions.

Unilever examines its AI projects with a risk analysis process that looks specifically for ethical trouble points.

Analytics and other measurements offer insight into what audiences think about a talk both during and after the event.

These guidelines can help make your most challenging workplace conversations both constructive and respectful.

Sustainability efforts often get blamed when companies trip up. That’s not fair or logical.

Less than a year after the launch of ChatGPT, there’s a lot of uncertainty around how fast it will move into the workplace — but many experiments are already underway.

HR teams must prepare for generative AI’s effects on workers’ job roles, training, and access to information.

MIT Sloan Management Review’s fall 2023 issue includes a look at what it takes to lead artificial intelligence efforts.

Even with its deep AI experience, Mastercard is feeling its way toward how it uses generative AI.

Get past employees’ “too many meetings” gripes and make better use of time spent with your team.

Focusing on the ROI from soft skills training is often key to getting companies to make a serious investment in them.

Employers should set the expectation and the example of clear communication with current and prospective employees.

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