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More structured and scheduled operating models are evolving into something more dynamic, driven by the pace of innovation.

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Research on operating model transformations by advisory firm McKinsey & Company showed poorly sequenced restructuring efforts often lead to productivity dips, coordination overload and increased reliance on external talent within the following six to 12 months.

In new research published recently in the journal Organization Science , 1 Hussain and her co-authors — Marko Pitesa and Michael Schaerer of Singapore Management University and Stefan Thau of INSEAD — found that job candidates at companies that push work for the greater good “self-censor” themselves and accept lower wages.

LTI values bumped up slightly higher for companies with revenue below $1 billion.

Under their business models, gig-economy employers like Grubhub expect their workers to be independent contractors who are not employees eligible for overtime, worker’s compensation and other benefits.

Most employees believe their work-life balance has improved since the onset of COVID-19, as a result of the flexibility to work remotely (either fully or in a hybrid few days a week model).

As you look to invest in employee growth, think hard about what career progression in your organization looks like, and recognize that many employees place value on acquiring diverse skills and experiences rather than a traditional climb-the-ladder growth model.

In the old model, where compensation and benefits were together outside of the U.S., we were creating a lot of unnecessary noise and redundant work.

Another Mercer study — Inside Employees’ Minds (IEM) — revealed just 1 in 2 U.S. women (53%) felt their career goals could be met by their current employer, lower than prior years.