Sloan Senior Lecturer Robert (Bob) Pozen speaks with U.S. News & World Report reporter Geoff Williams about ways to create a healthy work-life balance. “Ironically, all of this technology has led, some people in some organizations, to think they have to be 'on' all the time and go from one meeting to another because it’s so easy to schedule it,” says Pozen. “You have to have ground rules.”
A study co-authored by Senior Lecturer Donald Sull found that the top factor in employee retention is corporate environment, reports Ellen Rosen for The New York Times. Sull says that a toxic work culture was “10 times more predictive of having a higher-than-industry-average attrition rate than compensation.”
Researchers from the Sloan School of Management have found that toxic work culture is the driving force behind many employees leaving their jobs, reports James Reid for Forbes. “A strong, healthy culture is the execution engine of an organization, which makes it the most valuable asset any organization can possess,” writes Reid.
Prof. Tom Kochan speaks with Inside Intelligence reporter Christina Obolenskaya about the expectations for unionized workplaces and how that will impact retailers. “The most critical thing is to listen and treat the workforce with respect, allowing employees to shape how they come back to work,” says Kochan. “Having a dialogue with the larger team, managers and supervisors need to collaborate on how much flexibility they can provide their employees while still meeting company quotas.”
MIT researchers have found five main predictors of attrition: toxic work culture, job insecurity, stressing innovation, not being recognized for performance, and poor response to Covid-19, reports Meghan M. Biro for Forbes. “Everything boils down to valuing your people – and possibly undertaking a bout of serious self-assessment,” writes Biro.
New York Times reporter Gina Bellafante spotlights a report from the Sloan School of Management which found that toxic work culture leads to a higher attrition rate than unsatisfactory pay. “Attrition rates in the financial sector hovered around 9 and 10 percent, several points higher than those for the health care and telecommunications industries and nearly twice as high as the figure for the airlines,” writes Bellafante.
Forbes reporter Bryan Robinson spotlights a report by researchers from the Sloan School of Management, which found people are quitting their jobs because of toxic workplace culture, not low pay. “The report says toxic workplace culture is 10.4 times more likely to contribute to an employee quitting,” writes Robinson.
Fortune reporter Tristan Bove spotlights a study led by economists from MIT, Stanford, the University of Chicago and Mexico’s ITAM on how workers are spending their time while working from home. “Pandemic habits give Americans around 70 minutes of extra free time a day,” writes Bove. “The lion’s share of this, around 60 minutes, comes from getting rid of commuting, but workers have also spent around nine minutes less on average doing daily activities such as grooming or picking out fresh clothes.”
Economists from MIT, Stanford, the University of Chicago, and Mexico’s ITAM polled U.S. workers to see how the pandemic impacted American’s work from home setup, reports Nate DiCamillo for Quartz. “Overall, remote workers report that they’ve become more efficient at working from home than in office,” writes DiCamillo.
CNBC reporter Jennifer Liu spotlights a new study by researchers from the Sloan School of Management who found that the biggest factor that leads people to quit their jobs is a toxic work culture. Senior lecturer Donald Sull says, “what’s significant is that toxic workplace factors lead to a ‘stronger reaction’ – quitting – more so than other bad work issues,” writes Liu.
Boston Globe reporter Angela Yang spotlights how the MIT Sloan School of Management has been offering a virtual speaker series focused on preparing students for a changing work and business landscape. Prof. Erin Kelly, who worked on a toolkit launched in July aimed at helping employers create more supportive work cultures, noted that it’s "an exciting moment, because we may be ready to look at how work can be more sane and sustainable across all kinds of occupations.”
Professor Thomas Malone, director of the MIT Center for Collective Intelligence, speaks with Steven Zeitchik at The Washington Post about our changing understanding of the traditional office setting. “There are many jobs where physical presence is required, of course,” says Malone. “But where it isn’t, I just can’t see any reason we’ll be returning to a traditional office.”
Writing for Forbes, Joseph Coughlin, director of the MIT AgeLab, makes the case that society is undergoing a Great Reframing in the wake of the Covid-19 pandemic. “The pandemic, with far more impact than the Great Recession, has created a new psychosocial equilibrium — a renewed and heightened vigilance and priority to determine what is truly important and to make choices accordingly,” writes Coughlin. “Our view of life has been reframed.”
Writing for The Boston Globe, Sloan Prof. Erin Kelly and University of Minnesota Prof. Phyllis Moen explore how to create an effect hybrid workplace. “Our hope is that after this past year’s normalization of remote work, more organizations will stop rewarding face time in favor of a future where a variety of work patterns are recognized as productive and welcome,” they write.
Prof. Troy Littleton and graduate student Karen Cunningham speak with 7 News about how Littleton placed a crib in his lab for Cunningham’s young daughter to help create a safe place for her if she needs to accompany her mother to work. Cunningham says Littleton “has a long history of supporting parents and just generally has a history of supporting parents in the lab with whatever their needs are.”