Human Capital

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

As political issues spill over into work, leaders can use a conversational technique to encourage workplace civility.

Human resources needs to move from being an agent of management to being an advocate for employees.

Political division among employees is a reality. Here’s how to lead through the tensions and maintain civil discourse.

A legal expert weighs in on the possible impact of the FTC’s noncompete rule and whether it will actually take effect.

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

New data shows that strong leadership and growth opportunities are key to whether employees choose to stay put.

Many organizations are experimenting with generative AI, and many questions remain about its impact on the workforce.

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

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.

New organizational structures are needed to coordinate a workforce that includes external workers and even technologies.

Human capital management tools work best when they’re based on data insights and tailored to meet employees’ needs.

Companies and employees can benefit when open jobs are filled by internal lateral hires rather than external candidates.

Elizabeth J. Altman, Steven Hatfield, and Allison Ryder speak about the 2022 MIT Sloan Management Review – Deloitte Future of the Workforce global executive survey and research report at MIT Technology Review’s EmTech Next event.

To gain agility, leaders must deconstruct jobs into tasks and deploy workers based on their skills.

Our new report, “Workforce Ecosystems: A New Strategic Approach to the Future of Work,” describes how many organizations are recognizing that workforce ecosystems offer a productive approach to strategic workforce management.

To gain business agility, leaders must deconstruct jobs into tasks and deploy workers based on their skills.

Michael Schrage, coauthor of the recent MIT SMR-Deloitte report, “Opportunity Marketplaces,” explores how organizations can offer opportunities to their workforces.

Organizations can use analytics to help employees chart a path for growth and advancement.

People who are “different,” behaviorally or neurologically, can add significant value to companies.