Tuesday, January 11, 2022

g-f(2)806 The New World (1/11/2022), HBR, HBR’s Most-Read Research Articles of 2021


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"g-f" fishing of golden knowledge (GK) of the fabulous treasure of the digital ageThe New World, Top Work Trends (1/11/2022)  g-f(2)426 


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How can we ensure we’re making work better — for employees, organizations, and society at large?


    Over the past year, HBR has published a wide array of research-backed articles exploring that question, looking at everything from retaining employees to overcoming meeting overload to fostering gender equity in the workplace. Our most visited articles include a broad range of ideas, but several distinct trends emerged:
      • Managing Through the Great Resignation g-f(2)801
      • What Employees Want (and Need) to Thrive
      • Tips and Tricks to Improve the Workplace
      • Gender at Work


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      References




      ABOUT THE AUTHORS


      Dagny Dukach


      Dagny Dukach is an associate editor at Harvard Business Review.


      About

      Associate Editor at the Harvard Business Review. UChicago alum, fluent in Chinese and Russian, interested in technology and international affairs.



      Extra-condensed knowledge


      Lessons learned, HBR

      Golden Knowledge (GK) Juice


      • Managing Through the Great Resignation
        • g-f(2)801 The New World (1/10/2022), Multiple GK Containers, The Great Resignation
        • Our two most-read research articles from the past year both focus on one of the biggest issues on all our minds: the Great Resignation.
        • In Who Is Driving the Great Resignation?, data from nine million employees at 4,000 companies around the world sheds light on which segments of the global economy have experienced the most resignations. It turns out that rates have been highest among mid-career employees, and among those in the health care and tech sectors. The article recommends that firms take a data-driven approach to boosting retention by quantifying the problem, identifying the root causes that are driving employees to leave, and developing tailored retention programs.
        • HBRWho Is Driving the Great Resignation?Ian Cook, September 15, 2021.
        • A related piece, Research: Why Rejected Internal Candidates End Up Quitting, explores a common driver of resignations: If an internal candidate is passed up for a new opportunity, research shows that they are more than twice as likely to quit shortly thereafter. 
        • HBRResearch: Why Rejected Internal Candidates End Up QuittingJR Keller and Kathryn Dlugos, July 22, 2021.


      Condensed knowledge




      Lessons learned, HBR

      Golden Knowledge (GK) Juice


      • What Employees Want (and Need) to Thrive
        • Of course, convincing people not to quit is really just the bare minimum. Three of this year’s most read research-based articles explore what it takes for employees to not just stick around, but to thrive at work. 
        • What Your Future Employees Want Most discusses survey data suggesting that people want flexibility, diversity, and success metrics that prioritize value over volume.
        • Another piece looks at what employees really mean when they say they want flexibility and suggests that especially in the hybrid era, what they’re often talking about is autonomy. g-f(2)621
        • Similarly, the authors of Research: What Do People Need to Perform at a High Level? leveraged survey data from more than 14,000 U.S. workers to determine the practices and cultural norms that help organizations best support their employees. Their analysis revealed that people perform best when firms provide clear expectations, are open to questions, don’t have too many rules, support creative problem solving, reward strong performance, acknowledge employees’ emotions, and provide a clear sense of purpose.
      • Tips and Tricks to Improve the Workplace
        • Our readers also showed a strong interest in tactical, research-backed tips and tricks that both managers and employees can use to improve life at work. The Psychology Behind Meeting Overload describes six psychological pitfalls that lead us to schedule and attend too many meetings, and offers strategies to help us overcome them. 
        • In Research: A Little Recognition Can Provide a Big Morale Boost, the authors find that symbolic rewards such as thank-you notes, small gifts, or public recognition can be an effective complement to monetary compensation. 
        • Limited resources and new modes of working have also forced many employees to take on additional informal leadership responsibilities. While these duties can be a valuable form of professional development, Research: Informal Leadership Comes at a Cost suggests that without effective support, informal leadership can be energy-depleting and harm employees’ performance.
      • Gender at Work
        • The last trend we identified was a consistent interest in research-backed insights around gender in the workplace — both the myriad benefits of gender equity, and the ways in which systemic inequity continues to hold women back.
        • Interestingly, the two top-performing pieces described below also both leverage machine learning to analyze large, qualitative datasets and glean insights that might otherwise be inaccessible, highlighting the growing role of AI tools in management research.
        • First, Research: Adding Women to the C-Suite Changes How Companies Think describes the results of an in-depth study of 163 companies that looked at M&A activity, R&D investment rates, and an automated linguistic analysis of corporate documents over 13 years. The study found that after women join the C-suite, companies become more open to change and less open to risk, leading them to shift their focus from M&A to R&D. 
        • In Research: Men Get More Actionable Feedback Than Women, researchers share the results of a machine learning analysis conducted on more than a thousand pieces of open-ended feedback given to employees. The analysis found that men were encouraged to set a vision, leverage politics, assert their space, and display more confidence, while women were encouraged to focus on execution, cope with politics, get along with others, and be more confident.



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      • Category 2: The Big Picture of the Digital Age
      • [genioux fact deduced or extracted from HBR]
      • This is a “genioux fact fast solution.”
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      • Type of essential knowledge of this “genioux fact”: Essential Analyzed Knowledge (EAK).
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        • Inherited from sources + Supported by the knowledge of one or more experts.


      References


      “genioux facts”: The online programme on MASTERING “THE BIG PICTURE OF THE DIGITAL AGE”, g-f(2)806, Fernando Machuca, January 11, 2022, blog.geniouxfacts.comgeniouxfacts.comGenioux.com Corporation.


      ABOUT THE AUTHORS


      PhD with awarded honors in computer science in France

      Fernando is the director of "genioux facts". He is the entrepreneur, researcher and professor who has a disruptive proposal in The Digital Age to improve the world and reduce poverty + ignorance + violence. A critical piece of the solution puzzle is "genioux facts"The Innovation Value of "genioux facts" is exceptional for individuals, companies and any kind of organization.




      Key “genioux facts”


      • Some relevant and recent "genioux facts" from the g-f golden knowledge pyramid to master the big picture of the digital age. 
        1. g-f(2)805 The New World (1/11/2022), msn money, The National, Artificial intelligence to influence top tech trends in major way in next five years
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        4. g-f(2)802 THE NEW WORLD (1/10/2022), WSJ, Microsoft Hit by Defections as Tech Giants Battle for Talent to Build the Metaverse
        5. g-f(2)801 The New World (1/10/2022), Multiple GK Containers, The Great Resignation
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        33. g-f(2)772 Lighthouse of the big picture of the digital age (12/30/2021), Essential 2: The New World must be known to all
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