Gen Z workers say they’re open to jobs in manufacturing. But getting them to take these jobs, engage, and stay will mean changing a work environment long optimized for machines, not people.

The trend to underinvest in the front line continues, but rethinking the frontline talent lifecycle can help build a competitive advantage.

Frontline employees are struggling to build and maintain their networks at work. Leaders who support them are likely to see an impact on retention.

There’s a historic and widening labor shortfall in the US construction sector. Yet it extends far beyond jobsites and varies by location, demanding tailored solutions.

Bachelor’s degree requirements, the default for most middle and high-wage jobs, exclude many skilled workers. A new nationwide campaign is encouraging employers to change hiring practices.

Three of four frontline workers want to be promoted, but less than one in four achieves it. Companies can take targeted actions to better support these workers.

New research reveals which aspects of the employee experience matter most to US frontline retail workers. Retailers must pay attention and act quickly or risk losing more than half their store staff.

Improving opportunities for low-wage hourly employees to advance their careers can raise US workforce skill levels and give a powerful boost to inclusion.

Low unemployment doesn’t seem to dispel the gloom about inflation, the McKinsey American Opportunity Survey shows.

Our work with the Rework America Alliance highlights how a skills-based approach can help US employers expand talent pools and retain great workers—even through economic uncertainty.

People’s professional networks have shrunk since the onset of the COVID-19 pandemic, while companies’ attrition and hiring challenges are growing. To help reverse these trends, people and organizations will need to manage workplace interactions more intentionally. Here’s how.

Effective capability building programs enable organizations to develop the mindsets, behaviors, and skills needed to power a transformation and achieve their full potential. McKinsey senior partner Kevin Carmody talks about the importance of building capabilities in frontline workers and their role in the success of a company’s transformation.

Too many employers pay too little heed to the needs of the lower earners in their company. Here’s why—and how—they should shift gears.

Our research suggests that nearly half of employers are not experiencing higher turnover than in previous years. What are they doing differently to better retain their talent?

In the Great Attrition, specific drivers of attrition vary by sector. Employers must address their industry’s unique circumstances to turn attrition into attraction.