Leadership

McKinsey Proposes New People-Management Operating Model

McKinsey & Company has published a new operating model for people management built on three simultaneous shifts: more personal, more tech-enabled and more human.

By Amara Osei

2 min read

Updated

A new operating model for people management: More personal, more tech, more human - McKinsey & Company
A new operating model for people management: More personal, more tech, more human - McKinsey & CompanyAI-generated

What's News

  • McKinsey & Company published an article titled "A new operating model for people management: More personal, more tech, more human"
  • The framework rests on three simultaneous shifts: personalization, technology and humanity
  • McKinsey frames the change at the level of the operating model, not incremental HR policy
  • The model positions technology and human connection as complements rather than substitutes

McKinsey & Company has published a new framework for people management, arguing that companies need a fundamentally different operating model for how they manage employees. The consultancy's article, titled "A new operating model for people management: More personal, more tech, more human," lays out a three-part direction for HR functions.

The title itself carries the argument. McKinsey frames the future of people management around three simultaneous shifts:

  • More personal — management practices tailored to individual employees rather than uniform, one-size-fits-all programs
  • More tech — greater use of technology in how people are managed, supported and developed
  • More human — an intensified, not diminished, emphasis on human connection in the workplace

What does McKinsey mean by an "operating model"?

The phrase signals that McKinsey is not proposing incremental policy changes. An operating model covers how work gets done: structures, processes, roles and decision rights. Applying that lens to people management suggests the firm sees current HR architectures as structurally outdated rather than merely underfunded or understaffed.

The framing joins a wider corporate debate. Large employers have spent the past several years rethinking how they organize work, from hybrid schedules to AI-assisted HR tools. McKinsey's intervention — pairing "more personal" and "more human" with "more tech" in a single model — positions technology and humanity as complements, not substitutes.

Why the three-part framing matters

The model's core claim, as stated in the title, is that the three shifts must happen together. Personalization without technology does not scale. Technology without humanity risks alienating the workforce it is meant to serve. McKinsey's formulation ties all three into one integrated design for the HR function.

For chief human resources officers and executive teams, the piece offers a template for evaluating whether current people-management structures can deliver on all three dimensions at once — or whether the model itself needs to be rebuilt.

Source: GN: Business Leadership

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Amara Osei

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Senior reporter covering consumer brands and retail at Business Bearings.

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