Churn is up. Engagement is down. And year-end reviews are here. Are you worried giving feedback will make workers feel worse?

Churn is up. Engagement is down. And year-end reviews are here. Are you worried giving feedback will make workers feel worse?

Listen in to learn how to navigate a fast-changing business landscape and prepare for the future of work by turning talent into competitive advantage. McKinsey talent experts Brooke Weddle and Bryan Hancock lead discussions with globally recognized experts and thought leaders on talent, transformational change, and leadership development.

Listen in to learn how to navigate a fast-changing business landscape and prepare for the future of work by turning talent into competitive advantage. McKinsey talent experts&nbsp;<a href="https://www.mckinsey.com/our-people/brooke-weddle">Brooke Weddle</a> and <a href="https://www.mckinsey.com/our-people/bryan-hancock">Bryan Hancock</a>&nbsp;lead discussions with globally recognized experts and thought leaders on talent, transformational change, and leadership development.

McKinsey talent experts Bryan Hancock, Bill Schaninger, and others on how to make the most of talent as a competitive advantage, navigate today’s fast-changing talent landscape, and prepare now for the future of work.

McKinsey Talks Talent

Quiet quitting and performance management

Manufacturing is back at the center of the US economic agenda. Yet the sector faces a persistent talent shortage—and to bridge it, leaders will need to rethink how they attract, train, and retain a new generation of manufacturing employees. “Manufacturers need to be driving the conversation, not waiting for the workforce ecosystem to arrive at their door,” says Carolyn Lee, President and Executive Director of the Manufacturing Institute (MI). On this episode of McKinsey Talks Talent, Lee joins McKinsey leaders Brooke Weddle, Bryan Hancock, and Tyler Freeman, along with Global Editorial Director Lucia Rahilly, to talk about what needs to change, as automation advances and employees’ expectations evolve, to enable US manufacturing to thrive in the age of AI.

Manufacturing is back at the center of the US economic agenda. Yet the sector faces a persistent talent shortage&mdash;and to bridge it, leaders will need to rethink how they attract, train, and retain a new generation of manufacturing employees. &ldquo;Manufacturers need to be driving the conversation, not waiting for the workforce ecosystem to arrive at their door,&rdquo; says Carolyn Lee, President and Executive Director of the Manufacturing Institute (MI). On this episode of <a href="https://www.mckinsey.com/capabilities/people-and-organizational-performance/mckinsey-talks-talent-podcast">McKinsey Talks Talent</a>, Lee joins McKinsey leaders <a href="https://www.mckinsey.com/our-people/brooke-weddle">Brooke Weddle</a>, <a href="https://www.mckinsey.com/our-people/bryan-hancock">Bryan Hancock</a>, and Tyler Freeman, along with Global Editorial Director Lucia Rahilly, to talk about what needs to change, as automation advances and employees&rsquo; expectations evolve, to enable US manufacturing to thrive in the age of AI.

US manufacturing’s next test: Building a workforce for a new era

Many high performers think they’re doing everything right—yet still feel somehow wrong about their day-to-day. And the advent of AI means work-related decision-making is more complex than ever. As job uncertainty ups the ante, more employees might be tempted to settle for the “B+ life,” in the words of Suzy Welch, author of Becoming You: The Proven Method for Crafting Your Authentic Life and Career (HarperCollins, May 2025). In this episode of McKinsey Talks Talent, Welch talks to McKinsey leaders and talent experts Brooke Weddle and Bryan Hancock, as well as Global Editorial Director Lucia Rahilly, about where so many successful people go awry—and more important, about how to discover work that you value, that’s economically viable, and that you’re genuinely wired to do.

Many high performers think they&rsquo;re doing everything right&mdash;yet still feel somehow wrong about their day-to-day. And the advent of AI means work-related decision-making is more complex than ever. As job uncertainty ups the ante, more employees might be tempted to settle for the &ldquo;B+ life,&rdquo; in the words of Suzy Welch, author of Becoming You: The Proven Method for Crafting Your Authentic Life and Career (HarperCollins, May 2025). In this episode of <a href="https://www.mckinsey.com/capabilities/people-and-organizational-performance/mckinsey-talks-talent-podcast">McKinsey Talks Talent</a>, Welch talks to McKinsey leaders and talent experts <a href="https://www.mckinsey.com/our-people/brooke-weddle">Brooke Weddle</a> and <a href="https://www.mckinsey.com/our-people/bryan-hancock">Bryan Hancock</a>, as well as Global Editorial Director Lucia Rahilly, about where so many successful people go awry&mdash;and more important, about how to discover work that you value, that&rsquo;s economically viable, and that you&rsquo;re genuinely wired to do.

How smart people end up in the wrong careers

In the US, many companies still struggle to fill essential roles. What if part of the solution involves talent that has traditionally been overlooked?

Take Johanna Carbajal, who spent her adolescence shuttling between juvenile hall, foster care, and the streets before landing in prison at 18. After her release, Johanna made her way to Homeboy Industries, the Los Angeles–based organization founded by Father Greg Boyle to help formerly incarcerated and gang-involved individuals heal, find stability, and build meaningful careers.

For Johanna, finding Homeboy was a watershed moment. On this special holiday episode of McKinsey Talks Talent,  you’ll hear her—as well as Father Greg, in conversation with McKinsey talent experts Brooke Weddle and Bryan Hancock, and Global Editorial Director Lucia Rahilly—talking about what leaders can learn from the Homeboy philosophy, including the impact of thinking differently about hiring, developing skills, and creating a culture where employees feel not just safe but seen.

In the US, many companies still struggle to fill essential roles. What if part of the solution involves talent that has traditionally been overlooked?
Take Johanna Carbajal, who spent her adolescence shuttling between juvenile hall, foster care, and the streets before landing in prison at 18. After her release, Johanna made her way to Homeboy Industries, the Los Angeles&ndash;based organization founded by Father Greg Boyle to help formerly incarcerated and gang-involved individuals heal, find stability, and build meaningful careers.
For Johanna, finding Homeboy was a watershed moment. On this special holiday episode of McKinsey Talks Talent, &nbsp;you&rsquo;ll hear her&mdash;as well as Father Greg, in conversation with McKinsey talent experts <a href="https://www.mckinsey.com/our-people/brooke-weddle">Brooke Weddle</a> and <a href="https://www.mckinsey.com/our-people/bryan-hancock">Bryan Hancock</a>, and Global Editorial Director Lucia Rahilly&mdash;talking about what leaders can learn from the Homeboy philosophy, including the impact of thinking differently about hiring, developing skills, and creating a culture where employees feel not just <a href="https://www.mckinsey.com/featured-insights/mckinsey-explainers/what-is-psychological-safety">safe</a> but seen.

Quiet quitting and performance management

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