The boundary between work and home has never been a clear line. Even when I’m in the office, for example, I’m on call if any of my four kids needs me. I remember how hard it was to get things done in my early days at Microsoft when they were babies — I had a lot of free time while they napped or played, but I couldn’t use that time productively because I might have to drop everything to attend to them at any moment.
They say necessity is the mother of invention, and as a mother and researcher, trying to manage the boundary between work and home brought a lot of invention into my life. For example, while most productivity research tends to focus on eliminating distractions, I began to imagine what we could do if we used the micro-moments we have each day productively. This led me to develop approaches to algorithmically break tasks down into microtasks that fit more easily into the fragmented way we actually work. The resulting concept, which we call microproductivity, expanded the way we think about productivity at Microsoft.
Fast forward to March 4, 2020, when the boundary between work and home truly came down and Microsoft sent its Seattle-area employees home to work. We didn’t know it at the time, but we were at the start of one of the greatest disruptions to work in generations, and it created an opportunity for us to expand our understanding of productivity yet again. Hundreds of researchers from Microsoft, LinkedIn, and GitHub came together to form the largest research initiative in Microsoft’s history, now called the “New Future of Work.” Together, while figuring out how to work from home and struggling with childcare ourselves, we’ve conducted more than 50 research projects on remote work.
Despite a year and a half of research, it’s almost impossible to predict what work will look like months from now, let alone years. We see, for example, that while people miss many things about working from the office, the idea of losing the flexibility of remote work is scary; CEO Satya Nadella calls this the “hybrid paradox.” But the research points to a clear need for managers to create a new definition of productivity that considers the hybrid paradox — one that not only factors in how much people get done, but how they actually work when the boundary between work and home no longer exists. READ MORE
by Jaime Teevan
From August through October 2022, BCG and The Network, a global alliance of recruitment websites, undertook the world’s largest survey dedicated to exploring job seekers’ recruitment preferences—more than 90,000 people participated. This article reports and interprets additional survey findings and offers recruitment recommendations for employers.
Author believes that a more precise understanding of what exactly gives someone good judgment may make it possible for people to learn and improve on it. He interviewed CEOs at a range of companies, along with leaders in various professions. As a result, he has identified six key elements that collectively constitute good judgment: learning, trust, experience, detachment, options, and delivery.
Hiring has exceeded pre-pandemic levels in many markets and the shortage of skilled executives has put pressure in the increasing competition for top talents. If you have specialized and high-demand skills, for example on ESG, sustainability or bio-research, and a solid record of experience, you are well positioned to negotiate your salary.