ReportWire

Tag: hiring

  • Portland Police Swears In Largest New Officer Class In Over Two Decades – KXL

    [ad_1]

    PORTLAND, Ore. – The Portland Police Bureau on Thursday welcomed 22 new officers to its ranks, marking the largest single swearing-in ceremony in more than 25 years.

    The last time the bureau brought in a group this large was in 1999.

    In recent months, PPB’s Recruitment Unit says it has implemented a wide-ranging strategy to revitalize hiring, including new advertising efforts, social media campaigns spotlighting current officers, and updates to its communication platforms that allow recruiters to engage directly with applicants.

    The bureau says it has also updated its customer service approach to better support candidates during the hiring process.

    The 22 new officers are part of an initiative to strengthen staffing while maintaining rigorous training standards.

    The bureau’s next Hiring Workshop is scheduled for Oct. 11 and will include an overview of the application process as well as the required physical abilities test.

    More about:


    [ad_2]

    Grant McHill

    Source link

  • Aha moments, the ‘first ten hours’, and other pro tips from business leaders building AI-ready workforces | Fortune

    [ad_1]

    As businesses face pressure to bring new AI tools on board, they have the dual challenge of effectively incorporating the technology into their operations and of helping their workforce make the best use of the technology. 

    Longstanding methods for assessing the skills and performance of an employee, as well as hiring practices, are being upended and re-imagined, according to business leaders who spoke at the Fortune Brainstorm Tech conference on Tuesday in Park City, Utah. 

    Technical skills, contrary to what you might think, are not paramount in the age of AI. In fact, for many employers, technical skills are becoming less important.

    “For the first time this summer on our platform we saw a shift,” said Hayden Brown, CEO of Upwork, an online jobs marketplace for freelancers. In the past, when Upwork asked employers on its platform about the most important skills they were hiring for, the answer invariably involved deep expertise in certain technical areas, Brown said. “For the first time this summer, it’s now soft skills. It’s human skills; it’s things like problem solving, judgement, creativity, taste.” 

    Jim Rowan, the head of AI at consulting firm Deloitte, which sponsored the Brainstorm discussion, said an employee’s “fluency” should not be an end goal in itself. More important is intellectual curiosity around new tools and technology.

    And that’s something that needs to start at the top.

    “We’ve done a lot of work with executive teams to make sure the top levels of the organization and the boards are actually familiar with AI,” said Rowan. “That helps because then they can communicate better with their teams and see what they’re doing.” 

    For Toni Vanwinkle, VP of Digital Employee Experience at Adobe, it’s critical for employees at all levels of an organization to have an “aha moment” with AI technology. And the best way to bring that about is for each employee to get their “first ten hours” in. 

    “Go play with it,” Vanwinkle says. “Sort your email box, take the notes in your meeting, create a marketing campaign, whatever it is that you do.” Through that initial process of personal exploration, you start to understand the potential of the technology, she says.

    The next step, Vanwinkle says, is collaboration, discussions, and experimentation among colleagues within the same departments or functionalities.

    “This whole spirit of experiment, learn fast. That twitch muscle can turn into something of value when people talk openly,” Vanwinkle says.

    The importance of embracing experimentation, and fostering it as a value within the organization, was echoed by Indeed chief information officer Anthony Moisant.

    “I think about the pilots we run, most of them fail. And I’m not embarrassed at all to say that,” Moisant says. It all comes down to what a particular organization is optimizing for, and in the case of Indeed, Moisant says, “what we go for is fast twitch muscle. Can we move faster?”

    By encouraging more low stakes experiments with AI, companies can gain valuable insights and experience that employees can leverage quickly when it counts. “The only way to move faster is to take a few bets early on, without real long term strategic ROI,” says Moisant.

    Workday Vice President of AI Kathy Pham emphasizes that with new tools like AI, getting a full picture of an employee’s value and performance may take a bit longer than some people are used to. “Part of the measurement is better understanding what the return is and over what period of time,” she said.

    Fortune Global Forum returns Oct. 26–27, 2025 in Riyadh. CEOs and global leaders will gather for a dynamic, invitation-only event shaping the future of business. Apply for an invitation.

    [ad_2]

    Alexei Oreskovic

    Source link

  • Anthropic Is Hiring Researchers to Study A.I. Consciousness and Welfare

    [ad_1]

    A.I. startup Anthropic is best known for its Claude chatbot. Courtesy Anthropic

    Last year, Anthropic hired its first-ever A.I. welfare researcher, Kyle Fish, to examine whether A.I. models are conscious and deserving of moral consideration. Now, the fast-growing startup is looking to add another full-time employee to its model welfare team as it doubles down on efforts in this small but burgeoning field of research.

    The question of whether A.I. models could develop consciousness—and whether the issue warrants dedicated resources—has sparked debate across Silicon Valley. While some prominent A.I. leaders warn that such inquiries risk misleading the public, others, like Fish, argue that it’s an important but overlooked area of study.

    Given that we have models which are very close to—and in some cases at—human-level intelligence and capabilities, it takes a fair amount to really rule out the possibility of consciousness,” said Fish on a recent episode of the 80,000 Hours podcast.

    Anthropic recently posted a job opening for a research engineer or scientist to join its model welfare program. “You will be among the first to work to better understand, evaluate and address concerns about the potential welfare and moral status of A.I. systems,” the listing reads. Responsibilities include running technical research projects and designing interventions to mitigate welfare harms. The salary for the role ranges between $315,000 and $340,000.

    Anthropic did not respond to requests for comment from Observer.

    The new hire will work alongside Fish, who joined Anthropic last September. He previously co-founded Eleos AI, a nonprofit focused on A.I. wellbeing, and co-authored a paper outlining the possibility of A.I. consciousness. A few months after Fish’s hiring, Anthropic announced the launch of its official research program dedicated to model welfare and interventions.

    As part of this program, Anthropic recently gave its Claude Opus 4 and 4.1 models the ability to exit user interactions deemed harmful or abusive, after observing “a pattern of apparent distress” during such exchanges. Instead of being forced to remain in these conversations indefinitely, the models can now end communications they find aversive.

    For now, the bulk of Anthropic’s model welfare interventions will remain low-cost and designed to minimize interference with user experience, Fish told 80,000 Hours. He also hopes to explore how model training might raise welfare concerns and experiment with creating “some kind of model sanctuary”—a controlled environment akin to a playground where models can pursue their own interests “to the extent that they have them.”

    Anthropic may be the most public major company investing in model welfare, but it’s not alone. In April, Google DeepMind posted an opening for a research scientist to explore topics including “machine consciousness,” according to 404 Media.

    Still, skepticism persists in Silicon Valley. Mustafa Suleyman, CEO of Microsoft AI, argued last month that model welfare research is “both premature and frankly dangerous.” He warned that encouraging such work could fuel delusions about A.I. systems, and that the emergence of “seemingly conscious A.I.” could prompt calls for A.I. rights.

    Fish, however, maintains that the possibility of A.I. consciousness shouldn’t be dismissed. He estimates a 20 percent chance that “somewhere, in some part of the process, there’s at least a glimmer of conscious or sentient experience.”

    As Fish looks to expand his team with a new hire, he also hopes to broaden the scope of Anthropic’s welfare agenda. “To date, most of what we’ve done has had a flavor of identifying low-hanging fruit where we can find it and then pursuing those projects,” he said. “Over time, we hope to move more in the direction of really aiming at answers to some of the biggest-picture questions and working backwards from those to develop a more comprehensive agenda.”

    Anthropic Is Hiring Researchers to Study A.I. Consciousness and Welfare

    [ad_2]

    Alexandra Tremayne-Pengelly

    Source link

  • How to Find and Recruit Top Talent Before Competitors Do | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    Finding the next game-changer for your business isn’t luck — it’s a calculated hunt. The leaders who consistently win in business know how to identify, attract and lock in top talent before anyone else realizes their potential. Forget waiting for resumes to land on your desk. You need to know where to look, what to look for and how to close fast.

    The same principles that discovered Michael Jordan apply to business recruiting: discipline in scouting, precision in evaluation and decisiveness in making the offer. And yes, that also means understanding what the next generation actually cares about, not just what you think they care about.

    Here are five proven strategies to make sure you spot and secure the best talent before your competitors do.

    Related: Talent Is Hard to Come by, But Only Because You’re Looking in the Same Old Places

    1. Scout where others aren’t looking

    If your only recruiting strategy is posting on LinkedIn or waiting for applications to roll in, you’re already behind. The most exceptional talent often doesn’t announce itself publicly — they’re too busy building, competing and proving themselves elsewhere.

    Some of the strongest hires are hidden in niche forums, specialized Slack groups, college programs, coding competitions or industry hackathons. These are places where ambitious people showcase their skills without necessarily signaling they’re “on the market.”

    Think of it like sports. Michael Jordan wasn’t discovered at a crowded job fair — he was spotted by scouts who looked beyond the obvious pipeline. If you want to find rare talent, you need to go where the masses aren’t paying attention. That might mean sending a trusted team member to judge a hackathon, sponsoring a local competition or simply reaching out in communities where your competitors aren’t looking.

    2. Understand the new motivators

    Money still matters, but it’s only the starting point. Today’s top performers — especially younger talent — are motivated by purpose, mentorship and long-term growth trajectory. They want to know: Does this company align with my values? Will I grow here? Will I be mentored?

    My wife, a respected professional who literally wrote the book on career navigation, explains that the workforce of today is far more intentional about choosing companies that fit their lives, not just their wallets. If you can’t clearly communicate how your business aligns with their personal and professional ambitions, you won’t win them — no matter how big the paycheck.

    This doesn’t mean you have to overhaul your company culture overnight. But it does mean you need to articulate your value proposition beyond compensation. If your company offers accelerated learning, exposure to industry leaders or a strong social mission, make that part of your pitch.

    Related: 3 Golden Strategies to Attract Top Talent in an Ultra-Competitive Job Market

    3. Build a talent pipeline before you need it

    The worst time to start recruiting is when you have an urgent vacancy. By then, you’re playing catch-up — and usually settling.

    Think about it in sports terms: You don’t wait until your star point guard retires to start looking for the next one. The best teams always have a pipeline of prospects in the wings, ready to step up.

    Great CEOs and executives adopt the same mindset. They’re always recruiting — at conferences, over coffee, during casual conversations. That doesn’t mean offering jobs on the spot; it means building relationships long before you have an open role.

    Start by keeping a running list of high-potential individuals you meet. Check in occasionally, invite them to events, and let them know you admire their work. When the right role opens, you’ll already have a shortlist of warm candidates who know your company and are more likely to say yes.

    4. Hire for ceiling, not just resume

    Resumes tell you what someone has already done. But what matters more is what they’re capable of becoming.

    A solid performer with sky-high potential will often outperform a “perfect on paper” candidate who’s already peaked. In basketball terms, you’re looking for the player who’s still coachable, hungry and willing to put in the work — not just the one with the best stats from last season.

    This requires a mindset shift. Instead of obsessing over every qualification, look for adaptability, curiosity and grit. These qualities often predict long-term success far better than technical skills alone.

    Here’s where having a structured evaluation process is critical. My wife’s frameworks, for example, focus on assessing coachability, problem-solving approach and growth mindset. Tools like these can separate an average recruiter from an elite one by giving a clear method to evaluate potential, not just past performance.

    Related: 5 Recruiting Secrets Every Leader Should Follow

    5. Move fast, close decisively

    Hesitation kills deals. The best talent has options, and if you’re slow to move, your competitors will happily swoop in.

    Great CEOs treat hiring decisions like acquisition deals: They act on intel, instinct and a clear read on ROI. Once you know you’ve found your Michael Jordan, don’t drag things out with endless interviews or bureaucratic delays.

    When you’re ready, move quickly and decisively. That doesn’t just mean making an offer — it means making the offer. One that makes the candidate feel valued, respected and excited about saying yes.

    Remember, in the war for talent, there’s no silver medal. You either close the deal or you lose the player.

    The leaders who know how to scout smart, connect with what talent truly wants and move with decisiveness are the ones who build companies that dominate for decades. Everyone else is left wondering how they “missed out” on the game-changers they once crossed paths with.

    The truth is simple: Talent doesn’t fall into your lap — it’s hunted, cultivated and closed with intent. The question is, are you ready to start recruiting like a championship team?

    Finding the next game-changer for your business isn’t luck — it’s a calculated hunt. The leaders who consistently win in business know how to identify, attract and lock in top talent before anyone else realizes their potential. Forget waiting for resumes to land on your desk. You need to know where to look, what to look for and how to close fast.

    The same principles that discovered Michael Jordan apply to business recruiting: discipline in scouting, precision in evaluation and decisiveness in making the offer. And yes, that also means understanding what the next generation actually cares about, not just what you think they care about.

    Here are five proven strategies to make sure you spot and secure the best talent before your competitors do.

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

    [ad_2]

    Roy Dekel

    Source link

  • Va. among states most affected by job losses from Trump’s cuts, housing and spending slowdowns – WTOP News

    [ad_1]

    Virginia and New Jersey may be among the states most affected by the hiring slowdown that enraged President Donald Trump when it appeared in an Aug. 1 jobs report.

    This article was reprinted with permission from Virginia Mercury

    Virginia and New Jersey may be among the states most affected by the hiring slowdown that enraged President Donald Trump when it appeared in an Aug. 1 jobs report showing the United States had 258,000 fewer jobs than initially reported in May and June.

    Such revisions to earlier reports are based on more up-to-date payroll data and are routine. But the scale in this case was shocking — showing the smallest monthly job gains since pandemic-era December 2020 and the largest jobs revision, outside recessions, since 1968.

    In response, Trump declared the numbers were wrong, fired the Bureau of Labor Statistics chief, and offered as a replacement E.J. Antoni, a loyalist who has proposed suspending the jobs report. Trump falsely said in a Truth Social post that the revised jobs numbers were “RIGGED in order to make the Republicans, and ME, look bad.”

    Beyond those attention-grabbing actions, though, the numbers demonstrate the real effects of Trump’s work slashing the federal government.

    A Stateline analysis of the data shows how several states, especially Virginia and New Jersey, shed jobs in the second quarter of this year, which includes May and June.

    In Virginia, there were job losses blamed on canceled federal contracts in Northern Virginia as part of cuts made by Elon Musk’s Department of Government Efficiency, known as DOGE. Meanwhile, a slow housing market shuttered a plywood factory in the southern part of the state, and DOGE efforts canceled flooding control contracts on the coast.

    Jay Ford, Virginia policy manager at the Chesapeake Bay Foundation, told a state legislative committee in June that $50 million in contracts were slashed in the Hampton Roads area near the coast, causing a spike in unemployment claims.

    That included $20 million to address flooding in Hampton, where almost a quarter of homes are in flood zones, and $24 million to repair a Portsmouth dam that could fail in a major storm, he said.

    “This is work that you desperately needed,” Ford said at the committee hearing. “There was a real focus on certain buzzwords like ‘climate’ or ‘resilience,’ and I think people conflated some of these projects as somehow unnecessary.”

    For instance, the American Institutes for Research announced 233 layoffs in Virginia in May and 50 in Maryland since the beginning of the year. The not-for-profit organization’s projects include working with school districts to solve achievement gaps and absenteeism, creating AI-driven workforce training, and addressing health care issues such as improving kidney disease care while reducing Medicare costs and strengthening access to health care by keeping rural hospitals open.

    “The changes occurring in the federal government have brought significant challenges for many federal contractors, including AIR,” said Dana Tofig, the company’s spokesperson.

    Other recent layoffs in Virginia: 442 workers at Northern Virginia’s Mitre, which manages federally funded defense research centers and faced $28 million in canceled federal contracts; and 554 workers at a shuttered plywood factory in Southern Virginia.

    “Housing affordability challenges and a 30-year low in existing home sales are impacting our plywood business, as many of our plywood products are used in repair and remodel projects, which often occur when homes change ownership,” Georgia-Pacific said in a May news release.

    Stateline looked at two state jobs surveys for the second quarter that sometimes have quite different results: the so-called payroll survey of businesses that the Bureau of Labor Statistics uses for its monthly report, which has yet to be revised at the state level, and the BLS Local Area Unemployment Statistics program, which estimates job changes based on monthly household surveys.

    The LAUS estimates are often called the “household” survey because they rely mostly on surveys of households, asking how many people are employed. They include jobs the payroll survey can’t get, such as contract and agricultural jobs, and capture jobs where people live rather than states where employers are located.

    In a state like Virginia with a high number of federal employees and contract workers, lost jobs may show up sooner in the household survey since many federal jobs are not reflected on state-level payrolls if they are done by subcontractors, if the agency or contractor is based in another state, or if DOGE cuts allowed people to stop work but stay on the payroll until September. Those people might report being unemployed in the household survey but wouldn’t show up in other surveys until October.

    The household survey shows about the same number of slowing job gains as the revised national payroll report, so it may be a window into the trends, many caused by Trump administration cuts in government, health care and foreign aid, and also by slowing sales in stores and housing markets.

    Both surveys rely on small samples and are often revised later, said Charles Gascon, an economist and research officer at the Federal Reserve Bank of St. Louis. The more definitive Quarterly Census of Employment and Wages, set for release Dec. 3 for the second quarter, will show state patterns more conclusively, he said.

    The household surveys show Virginia with the largest job losses in the country for the second quarter, down about 43,000, and job losses every month since February. Before that, the state gained jobs every month since the height of pandemic job losses in April 2020.

    New Jersey, which had the most job losses — 15,400 — in the separate second-quarter payroll survey, has suffered layoffs in retail stores hit by a slowdown in consumer spending, increased shoplifting and, among drugstores, lawsuits for their role in the opioid epidemic.

    Walmart announced 481 layoffs at its Hoboken, New Jersey, corporate office, and Rite Aid drugstores laid off 1,122 amid Chapter 11 bankruptcy affected by opioid crisis lawsuits that also hit Walmart and other pharmacy chains. Pharma firms Bristol Myers Squibb and Novartis also have announced hundreds of layoffs in New Jersey, citing patent expirations on popular drugs.

    Wobbly state finances

    Rising unemployment combined with weak revenue growth suggests “economic fragility” for state finances, said Lucy Dadayan, a principal research associate for the Urban-Brookings Tax Policy Center who tracks state tax revenue.

    Nationally, unemployment was at 4.2% in July, the same as July 2024 but up from recent lows of 3.4% in April 2023, with the largest increases in Mississippi, Virginia and Oregon.

    Unemployment has dropped the most compared with July 2024 in Indiana, Illinois, New York and West Virginia.

    The states with the highest unemployment rates in July were California (5.5%), Nevada (5.4%) and Michigan (5.3%), while the lowest were in South Dakota (1.9%), North Dakota (2.5%) and Vermont (2.6%).

    “I think the dramatic May and June jobs revision signals economic fragility. State-level warning signs suggest the impacts will show gradually,” Dadayan said. “And of course states are facing fiscal challenges caused by One Big Beautiful Bill Act tax and spending decisions.”

    State finances are a mixed picture, with income tax collections rising because of a strong stock market and sales tax growth weak as consumers retreat on spending, Dadayan said.

    In Virginia, the economically distressed area around Emporia will suffer aftershocks from the plywood plant closing, said Del. Otto Wachsmann, a Republican who represents the area in the state House of Delegates. The area is already reeling from the indefinite closure of a nearby Boar’s Head lunch meat plant that employed 600 people after a listeria outbreak there last year.

    The community, part of the southern “Wood Basket” region, has a large logging industry that will now struggle to find new markets farther away with higher costs for trucking, Wachsmann said. “We’re working hard to find new industries to come here.”

    Layoff rates in April, as calculated by the online human resources platform Techr, showed New Jersey, Vermont and Virginia with the highest rates.

    Amanda Goodall, a workforce analyst who calls herself “The Job Chick” on social media, said the layoffs reflect restructuring in major corporations as well as federal cutbacks. She wrote about the layoff rates in a recent post.

    “These are not statistical flukes. They reflect real corporate moves, in New Jersey and Virginia especially,” Goodall wrote in an emailed statement to Stateline. “The bigger issue is that nobody on the ground cares what the unemployment rate says if they can’t find an interview for a job they’re qualified for. State layoff figures are giving us an early read.”

    California and Texas

    California and Texas saw the biggest jobs gains in both surveys in the second quarter.

    Texas added 42,700 jobs in the payroll survey, with the largest increase coming in the category of private educational services, 14,400 jobs, as the state approved a plan for school vouchers to start next year, according to a statement to Stateline from the Texas Workforce Commission.

    California added 25,300 jobs. But the household survey showed an increase of almost 111,000 jobs, the highest in the country.

    A Public Policy Institute of California blog post in July called the state’s labor market “at best, in a hold-steady pattern this year,” citing the state’s stubbornly elevated unemployment rate of 5.4% but also its jobs improvement over last year.

    “A hold-steady pattern is a welcome change from a year ago,” said the post, written by Sarah Bohn, a senior fellow at the institute.

    Editor’s note: This story originally appeared in Stateline, which is, like the Virginia Mercury, part of States Newsroom.

    Virginia Mercury is part of States Newsroom, a nonprofit news network supported by grants and a coalition of donors as a 501c(3) public charity. Virginia Mercury maintains editorial independence. Contact Editor Samantha Willis for questions: info@virginiamercury.com.

    [ad_2]

    Thomas Robertson

    Source link

  • Airbnb CEO Chesky Is a Hands-On Manager With 50 Employees | Entrepreneur

    [ad_1]

    Airbnb CEO Brian Chesky, 43, oversees the hiring, firing, management, and promotion of 40 to 50 employees at the travel startup, taking a hands-on approach to personnel decisions.

    On a Saturday episode of the “Social Radars” podcast, Chesky said he stays “as close” as possible to the “people doing the work” at Airbnb and manages staffers who report to the C-Suite executives who also report to the CEO.

    “I treat them all as my directs,” Chesky said on the podcast. “I skip level, I co-hire them, and I make decisions on whether or not they’re working out and leave the company.”

    Related: Airbnb CEO Brian Chesky Says Customer Service Is the Company’s ‘Hardest Problem.’ Here’s How They’re Using AI to Fix It.

    Chesky called the process of managing up to 50 people “a lot of work,” but “necessary.” The core of his management approach is to forge relationships with many individuals within Airbnb.

    “What you need to do is you need to have relationships with as many people as possible in the company,” Chesky said on the podcast.

    Airbnb had a market value of $79.8 billion at the time of writing.

    Brian Chesky, co-founder and CEO of Airbnb, on May 25, 2025. Photo by Gerald Matzka/Getty Images for Airbnb

    What Is “Founder Mode?”

    Chesky’s management style is part of a hands-on approach called “founder mode,” which arose from a talk he gave last year at a Y Combinator event.

    Founder mode emphasizes direct relationships with employees instead of a hierarchy, highlighting “skip-level” meetings and more active involvement in the company’s daily operations. It contrasts with manager mode, which involves more delegation and fewer direct reports.

    In an essay describing founder mode, published in September 2024, Y Combinator founder Paul Graham wrote that conventional wisdom had failed founders. For example, the saying “hire good people and give them room to do their jobs” could actually result in “professional fakers” driving a startup into the ground, per the essay. Founder mode means that CEOs interact with their employees beyond just direct reports and are heavily involved in the company, Graham wrote.

    Related: ‘I Can’t Get Everyone to Move Here’: Why Airbnb’s CEO Is Sticking With a Once-a-Month Hybrid Schedule

    Chesky isn’t the only founder to take a hands-on approach to managing employees. Jensen Huang, CEO of AI chipmaker Nvidia, still reviews payroll for all 42,000 Nvidia employees “at the end of every cycle,” he disclosed on a July episode of “The All-In Podcast.

    Huang said that he has his “methods” for going through the data, and taps into machine learning to make it go faster.

    “I review everybody’s compensation up to this day,” Huang said on the podcast. “I go through the whole company.”

    Airbnb CEO Brian Chesky, 43, oversees the hiring, firing, management, and promotion of 40 to 50 employees at the travel startup, taking a hands-on approach to personnel decisions.

    On a Saturday episode of the “Social Radars” podcast, Chesky said he stays “as close” as possible to the “people doing the work” at Airbnb and manages staffers who report to the C-Suite executives who also report to the CEO.

    “I treat them all as my directs,” Chesky said on the podcast. “I skip level, I co-hire them, and I make decisions on whether or not they’re working out and leave the company.”

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

    [ad_2]

    Sherin Shibu

    Source link

  • 5 Benefits of Scaling Your Startup With Offshore Employees | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    I’ve built companies like SetSchedule and Rentastic across proptech, fintech, AI and insurance. I’ve sold businesses that generated billions in financial products and tens of millions in recurring revenue. I’ve hired wrong, I’ve hired right. I’ve scaled too fast, and I’ve scaled smart. And I’ll tell you this from firsthand experience: Hiring offshore isn’t controversial — it’s intelligent. It’s practical. It’s how real businesses scale in the real world.

    It’s not wrong to have your customer service rep in the Philippines. It’s not unethical to have your dev team in Poland or your marketing analyst in Bogotá. In fact, if you care about sustainability, profitability and actually building something that lasts, offshore hiring isn’t just the right move — it might be the only move.

    And yet, people still hesitate. They still whisper like it’s a dirty secret. They still think “outsourcing” is a code word for corner-cutting. But if you’re serious about building a company that competes and wins — globally — you need to reframe the entire conversation.

    So let’s talk about the reality. Here are five brutal truths — and serious advantages — you need to accept if you want to stop playing business and start building it:

    Related: Your Most Pressing Offshoring Questions, Answered

    1. You gain 24-hour productivity without burning out your team

    Your California team clocks out. Your team in Manila clocks in. That’s not outsourcing. That’s continuous operation. It’s a machine that runs while you sleep. Offshore teams allow you to build seamless, round-the-clock workflows that don’t rely on heroics or 14-hour workdays. Your customers don’t care what time zone your team is in; they care that they’re getting what they need, when they need it.

    This isn’t about wringing more hours from fewer people. It’s about creating balance and momentum. Offshore hiring means your U.S. team doesn’t have to burn out trying to do everything. That’s how you scale with sanity.

    2. You slash burn rate — without slashing talent

    Let’s get real: Payroll will eat you alive if you let it. At SetSchedule, I watched our domestic payroll balloon inside one zip code. At our insurance brokerage, we rewired the model and went global, and guess what? We didn’t sacrifice quality. We found more of it.

    A strong U.S.-based engineer might cost $180K per year. That same level of capability and output in Eastern Europe or South Asia? Closer to $40K. That’s not a knock on American talent. That’s just math. If you’re a startup or growth-stage company and you’re spending like a public one, good luck making it past Series A.

    By going offshore, you’re not choosing lesser talent — you’re just choosing smarter economics.

    Related: This Strategy is the Key to Scaling Your Business — and Reducing Costs Along the Way

    3. You access a global talent pool hungry for opportunity

    Here’s something few founders will say out loud: Some of the best talent in the world doesn’t live anywhere near Palo Alto or SoHo. It lives in Lagos. In Cebu. In Kraków. In Medellín.

    I’ve worked with marketers in Colombia who bring more hustle and creativity than their LA peers. I’ve hired devs in India who write cleaner code, ship faster and solve problems with more urgency than Bay Area engineers making triple their salary. And no, that’s not a fluke. It’s a wake-up call.

    Talent isn’t defined by proximity. It’s defined by grit, hunger and execution. And if you’re only hiring within a 20-mile radius, you’re not just limiting your headcount — you’re capping your potential.

    4. You build cultural resilience into your DNA

    Want to get better at leading? Try managing a team across five time zones. Try aligning deliverables across three languages and cultural expectations. Offshore hiring forces you to get tight with communication. It demands documentation. It levels up your leadership skills — fast.

    And if your long game involves selling your product or service internationally, then you need that cultural fluency now, not later. Building globally from day one hardens your operations and future-proofs your company.

    It’s not just a hiring strategy. It’s an organizational workout. And if you do it right, you’ll come out stronger.

    5. You de-risk scaling

    Let’s be honest: Not every hire works out. But when your entire team is local and expensive, every bad hire hits harder. Offshore teams give you flexibility. You can test a new role, explore a new market or pilot a new initiative without betting the house.

    You don’t need a bloated org chart. You need agility. Offshore hiring gives you the ability to pivot fast, adjust cost structure on demand and keep experimenting until you find what works. And in today’s climate, agility is survival.

    Related: 7 Ways to Make Outsourcing a Success Time After Time

    If you’re still romanticizing the all-in-house, all-local, in-office team model — wake up. That version of company-building is outdated. It’s inefficient. It’s blind to reality.

    Offshoring isn’t betrayal. It’s evolution.

    I’ve done this across industries. I’ve won big. I’ve failed loudly. And I’ve learned this: Smart founders don’t build local companies in a global world. They go where the talent is. They go where the economics work. And most importantly, they go now.

    So if you’re still debating whether to hire offshore, let me save you the time:

    Don’t debate. Deploy.

    I’ve built companies like SetSchedule and Rentastic across proptech, fintech, AI and insurance. I’ve sold businesses that generated billions in financial products and tens of millions in recurring revenue. I’ve hired wrong, I’ve hired right. I’ve scaled too fast, and I’ve scaled smart. And I’ll tell you this from firsthand experience: Hiring offshore isn’t controversial — it’s intelligent. It’s practical. It’s how real businesses scale in the real world.

    It’s not wrong to have your customer service rep in the Philippines. It’s not unethical to have your dev team in Poland or your marketing analyst in Bogotá. In fact, if you care about sustainability, profitability and actually building something that lasts, offshore hiring isn’t just the right move — it might be the only move.

    And yet, people still hesitate. They still whisper like it’s a dirty secret. They still think “outsourcing” is a code word for corner-cutting. But if you’re serious about building a company that competes and wins — globally — you need to reframe the entire conversation.

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

    [ad_2]

    Roy Dekel

    Source link

  • Inside one credit union’s search for a CTO

    [ad_1]

    University Federal Credit Union is on the hunt for a chief technology officer.  The $4 billion credit union is prioritizing agility, scalability and resilience as it builds out its digital capabilities, Sumeet Grover, executive vice president and chief strategic growth and digital officer at UFCU, told Bank Automation News.   Grover, who joined the Austin, Texas-based […]

    [ad_2]

    Whitney McDonald

    Source link

  • Now hiring: Phoenix New Times seeks editor-in-chief to lead our newsroom

    Now hiring: Phoenix New Times seeks editor-in-chief to lead our newsroom

    [ad_1]

    Phoenix New Times is looking to hire an editor-in-chief to lead our newsroom. We’re seeking a leader for our 11-person editorial team to help them tell important, timely and engaging stories about news, food, culture, music and cannabis in the Valley…

    [ad_2]

    Source link

  • Meta Fires $400,000 Employee Over $25 Uber Eats Meal Voucher | Entrepreneur

    Meta Fires $400,000 Employee Over $25 Uber Eats Meal Voucher | Entrepreneur

    [ad_1]

    Meta fired about two dozen people in the company’s Los Angeles office last week for misusing a $25 dinner voucher over an extended period of time. One employee made $400,000 per year.

    Meta gives employees a $20 credit for breakfast, $25 for lunch, and $25 for dinner through Grubhub or Uber Eats. Instead of using the $25 credit to buy dinner and have it delivered to the office, some Meta staff opted to buy items like toothpaste and wine glasses with the credit, per The Financial Times. Or they would get dinner delivered at home or pool their credit money together.

    Related: Meta Is Putting AI Images on Your Facebook and Instagram Feeds, With Personalized Pictures

    The staff who were let go routinely misused their vouchers, while others who misapplied them less frequently, were reprimanded but not fired.

    The Meta employee who made $400,000 wrote on an anonymous messaging platform that being let go over the meal credit was “surreal.”

    Mark Zuckerberg. Photo Credit: David Paul Morris/Bloomberg via Getty Images

    Meta started a new round of layoffs on Wednesday that affected teams across Instagram, WhatsApp, and Reality Labs. It’s unclear how many people were affected.

    Meta reported 22% revenue growth, or revenue of $39.07 billion, in its second quarter in late July. In an earnings call, CEO Mark Zuckerberg said that the company was “driving good growth” and that Meta AI was “on track to be the most used AI assistant in the world by the end of the year.”

    Related: She Sent a Cold Email to Meta Judging Its Ray-Bans. Now She Runs the Wearables Division.

    [ad_2]

    Sherin Shibu

    Source link

  • Newsom quashed bill. Now lawsuit aims to open UC jobs to undocumented students

    Newsom quashed bill. Now lawsuit aims to open UC jobs to undocumented students

    [ad_1]

    After Gov. Gavin Newsom vetoed a bill that would have allowed undocumented students to be hired on public universities, a legal effort has been launched to force open this doorway.

    On Tuesday, a UCLA alumnus and a lecturer filed a lawsuit accusing the University of California system of discriminating against students based on their immigration status. They are seeking a court order requiring the system to consider undocumented students for on-campus jobs.

    “As an undocumented undergraduate student at the University of California, I experienced firsthand the pain and difficulty of being denied the right to on-campus employment,” said petitioner and UCLA alumnus Jeffry Umaña Muñoz on Tuesday. “Losing these opportunities forced me to extremely precarious and dangerous living situations, always moments from housing and food insecurity.”

    The suit argues that federal law barring the hiring of undocumented people does not apply to public universities. A UC spokesperson said on Tuesday afternoon that the university system had yet to be served with the filing but will respond as appropriate when served.

    The suit is being coordinated by the Opportunity4All campaign, which led the charge behind Assembly Bill 2486, or the Opportunity for All Act, this year.

    When vetoing the bill in September, Newsom cited concerns that state employees could be found in violation of federal laws for hiring undocumented people.

    “Given the gravity of the potential consequences of this bill, which include potential criminal and civil liability for state employees, it is critical that the courts address the legality of such a policy and the novel legal theory behind this legislation before proceeding,” he said in his veto message.

    UC regents, for their part, share Newsom’s fear that offering jobs to undocumented students may run afoul of federal law.

    In January, they shelved a plan to open jobs to students who lack legal work authorization, saying UC could be subject to civil fines, criminal penalties and the potential loss of billions of dollars in federal funding. The university system receives more than $12 billion in annual federal funding for research, student financial aid and healthcare.

    The lawsuit, however, argues that although the Immigration Reform and Control Act of 1986 bars the hiring of people without legal status, this federal law does not apply to government employers such as the University of California.

    “No court has ever interpreted IRCA the way the [UC] regents do,” Jessica Bansal, counsel for the petitioner, said at a news conference announcing the lawsuit Tuesday. “To the contrary, the U.S. Supreme Court has consistently held that federal laws regulating hiring do not apply to state employers unless they clearly and unambiguously state they do.”

    Bansal said the UC hiring policy also violates California’s Fair Employment and Housing Act, which prohibits state employers from discriminating in hiring based on immigration status.

    Although the lawsuit is directed at the UC system, counsel Ahilan Arulanantham said he hoped a favorable ruling would prompt California State University to also open employment to such immigrant students.

    California is home to one-fifth of the nation’s immigrant college students who are in the U.S. illegally, an estimated 55,500 of whom attend public colleges and universities.

    “It’s imperative for these students to have the opportunity to work and pursue career advancement,” petitioner and UCLA lecturer Iliana Perez said Tuesday. “By unlocking their potential and enabling them to contribute fully, we can rectify the missed economic opportunity and create a more inclusive and prosperous society.”

    [ad_2]

    Clara Harter

    Source link

  • Citizens hires 750 engineers to boost in-house tech offerings

    Citizens hires 750 engineers to boost in-house tech offerings

    [ad_1]

    Citizens Bank has hired 750 engineers over the past four years to boost its in-house technology innovation capabilities.  The hiring has helped “us transform from being an organization [that] was heavily outsourced, to having a strong base of in-house engineers who have a problem-solving mindset,” Michael Ruttledge, chief information officer and head of enterprise technology, […]

    [ad_2]

    Whitney McDonald

    Source link

  • 5 Things to Consider Before You Hire More Staff | Entrepreneur

    5 Things to Consider Before You Hire More Staff | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    As a 3X founder, I’m no stranger to hiring. My first company grew from zero to 5M in just a few short years, which meant we were hiring new staff every few weeks just to keep up with the growth. There was a constant pressure to stay ahead of the curve, but not too far ahead.

    I learned some important lessons during this time, particularly about when to hire and when not to hire. It’s not an easy decision. If you hire too slowly, you may overwork your staff and lose your edge in finding new customers or supporting the customers you already have. If you hire too quickly, you can get ahead of yourself in terms of profitability and cash flow. It’s always a tightrope walk, and there are no easy answers.

    When founders ask for my advice in this area, I recommend they take a thoughtful approach and avoid making emotional decisions. While a new hire is not necessarily a permanent decision, it can have permanent consequences if you’ve made the wrong choice. Before you begin to recruit, interview and hire more staff, I suggest you consider these five things.

    Related: Avoid Costly Hiring Mistakes With These Five Essential Tips

    1. Protect your bottom line

    Entrepreneurs are typically not risk-averse. We go out on a limb every morning when we walk out the door. Ask yourself this simple question: Will the new hire immediately put you in a negative cash flow position? If so, you’re probably better off waiting. Without enough cash flow cushion to cover the additional expense, you might be over your head in short order. Consider waiting until you have at least six months’ worth of cash in the bank to cover the expense of every new hire. Otherwise, you run the risk of putting too much financial pressure on the entire organization, and especially yourself.

    2. Take a good look at growth trends

    You can avoid knee-jerk hiring decisions by taking a good look at your revenue growth trends — and not just in the past weeks or months but over the past year or even longer. Are you experiencing steady growth or just a temporary bump in sales? Do some discovery and try to identify where you see sales are headed in the next quarter, the quarter after that and for the next 12 months. Be brutally honest with yourself. Entrepreneurs can sometimes be too confident about the future (it’s what keeps us going!), but don’t be so confident that you’re making blind decisions. Try to make a data-driven decision, not an emotional decision.

    3. Assess the real need

    Sometimes it’s easy to believe that a new hire will solve all your problems. Try not to deceive yourself into thinking so. While you and your team may feel overworked, bringing on new staff also includes work. Interviewing, training and managing takes time. Creating new roles and positions takes time too — sometimes (but not always) more work if you had done the job yourself. Again, it can be a tightrope walk in terms of how and when to make the decision. Be thoughtful though, and don’t rush into it thinking your problems will all go away with a new hire. Take some time to assess where and why you need more help before hiring more help.

    Related: Think You Need to Hire? Think Again.

    4. Talk to your team

    Before making new hiring decisions, spend some time talking to the people on your team who will be directly impacted by the new hire. Try to get their honest feedback. Sometimes you find your best answers from those on the frontlines of your business. It might be that you don’t necessarily need more staff. Maybe you need some reorganization or better deployment of a technology, or you might find that certain members of your team need more coaching. You can never assume too much, and if you make hiring decisions without consulting your team, you’re jeopardizing yourself and the team.

    5. Remember you are dealing with human beings

    In the hustle-bustle and daily grind of running a business, it’s easy to forget that you’re hiring human beings and not resumes. Every hiring decision you make impacts a human life. If you make the wrong decision and end up letting someone go, remember that job loss is a real hardship and affects entire families. Be thoughtful about your hiring decisions. We have responsibilities as employers to the human beings who work for us. Humans are not numbers on a spreadsheet. They are moms, dads, young adults and others who struggle to make their ends meet. If you have to hire, by all means, hire, but don’t forget to consider the lives of the people you hire.

    Related: 5 Signs You’re Hiring Wrong (and How To Fix Them)

    Business growth always necessitates you hire more staff, and sometimes you have to stretch things a little to reach your goals. I know I certainly did. But make your best effort to make informed, data-driven and prudent hiring decisions that will benefit both your organization and the people you hire.

    [ad_2]

    Tom Freiling

    Source link

  • US Added Just 114,000 Jobs In July, Unemployment Rate Hits 4.3% – KXL

    US Added Just 114,000 Jobs In July, Unemployment Rate Hits 4.3% – KXL

    [ad_1]

    WASHINGTON (AP) — The U.S. economy suffered an unexpected setback in July, as hiring fell sharply and the unemployment rate rose for the fourth straight month in a sign that higher interest rates may be taking a bigger toll on businesses and consumers.

    Friday’s report from the Labor Department showed that employers added just 114,000 jobs in July – far fewer than the 175,000 forecasters had expected – and that unemployment rose to 4.3%, highest since October 2021.

    “Things are deteriorating quickly,’’ said Julia Pollak, chief economist at the job marketplace ZipRecruiter.

    The news shook financial markets around the world.

    More about:

    [ad_2]

    Grant McHill

    Source link

  • Is Your Workplace Toxic? It Could Cost You Millions of Dollars | Entrepreneur

    Is Your Workplace Toxic? It Could Cost You Millions of Dollars | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    We have all heard the jokes online that if someone puts in their job listing that “we will treat you like family,” you should run away — that is the last thing that a company will actually do. To be completely transparent, I once consulted with a friend who worked with a company that said this, and they had an extremely high turnover rate.

    Employees at this company called and sent Slack messages at every hour of the day. The manager expected the employees to be available 24/7 even though the company itself operated with normal 9 to 5 hours. The manager would host a team meeting every month where they called out every single person on the team to tell them what they did wrong throughout the month — in front of everyone else. Achievements were never acknowledged in these team meetings.

    On the other hand, my friend also worked with a different company whose employees absolutely adored the work culture. If you made a mistake, the business owner acknowledged it and helped you understand ways you could improve in the future. There was never a punishment or scolding involved. She encouraged everyone to use it as a learning experience.

    She also recognized people’s strengths and would actively approach them about other opportunities. For example, she noticed one employee who was originally hired to answer the phone had an affinity for numbers and enjoyed budgeting. With a lot of encouragement from the team and a little training, that receptionist moved up to inventory management.

    All jokes and internet memes aside, the culture at your company can make or break your business.

    Related: How to Create a Workplace Culture Where Everyone Feels Like They Belong

    The cost of bad company culture

    According to the Society for Human Resource Management, it can take up to 6-9 months worth of an employee’s salary to find their replacement. That means losing a $60,000 employee can cost you up to $45,000 trying to find their replacement. Just to put this into perspective, that aforementioned company with the horrible work culture had an average six-month turnover rate for a team of 15 people. Let’s say they were all salaried at $60,000. That means every six months the company was essentially burning $675,000 — which adds up to $1.35 million per year. As you might have guessed, that company went out of business.

    Of course, company culture is far more than money. Morale, performance and finding top talent all take a hit with a lackluster workplace atmosphere. Without positivity and recognition of successes, employees feel as though they can never do anything correct, which leads to low morale and, in turn, low innovation and enthusiasm for the job. If someone does not care about their job, they will not do it well, leading to external issues for the company such as poor customer service and missed deadlines. And if the company is not able to innovate in our fast-paced ever-evolving world, the business will not survive.

    This then leads to employment issues. Companies with a negative reputation will find it difficult to hire top talent because no one wants to work in a place where they are not valued. According to an estimate published by Gettysburg College, the average person will spend 90,000 hours of their lifetime at work — that’s about one-third of a person’s life. People do not want to spend that time in a place that causes them stress or pushes them to the brink. This includes current employees too; people do not want to work at a place where they constantly fear losing their job; so, many people (once they realize the toxicity of the workplace culture) will quit. This leads to a never-ending, vicious cycle of talent coming and going, leaving the business without a way to grow.

    Related: 10 Excellent Company Culture Examples For Inspiration

    Create a culture that retains talent

    There has been a shift recently where people are not staying at jobs as long as they used to. You’ve most likely heard of people who worked at the same company for 50 years or more. Nowadays, it’s more common than not to hear of someone who has worked for multiple businesses over a span of just a few years. This is due to the kind of work, benefits included and — you guessed it — company culture. Having worked for almost two decades in the hiring industry, here are ways to create a company culture that will retain your top talent, save you money and help your business grow:

    1. Be present. Too many people want to own companies without having to be present to run them. If you do not want to work there, why would your employees want to work there?
    2. Lead by example. Everyone is human, and even artificial intelligence tools make mistakes. Use a mistake or problem as a learning example, and you might even be able to turn it into a marketing opportunity.
    3. Empower employees. Give your employees the opportunities to go further in their careers with training, certifications, etc. If someone wants to improve, help them!
    4. Celebrate achievements. Recognize successes and create goals that lead your team to receive rewards.
    5. Communicate openly. If something is going wrong, it needs to be pointed out. Do so in a professional manner so that the team can address the problem.
    6. Promote a work-life balance. Especially in a remote workforce, people are tied to their devices. Make them take breaks and vacations and set a range of working hours that encourage this balance.
    7. Offer incentives as part of the job package. Benefits play a big role too for potential incoming talent. Look at what your company can offer to entice employees to join your workforce.

    Related: How to Create a Work Culture That Can Survive Anything

    If you are not sure what to change with your workplace culture, go to the source and ask your employees. Their invaluable feedback will help you create a culture that encourages employees to stay and fosters top talent to grow with the business.

    [ad_2]

    Lesley Pyle

    Source link

  • Should you give job applicants an assignment during the interview process? Be thoughtful about the ask

    Should you give job applicants an assignment during the interview process? Be thoughtful about the ask

    [ad_1]

    Hiring is a time-consuming and expensive endeavor. Companies need candidates who offer the right skills and experience for a given role, and who align with their organization’s vision and mission.

    To find the best fit, many companies still lean on a strategy that continues to generate debate: the assignment. Some candidates believe their experience and interviews should give prospective employers enough information to determine whether they will fit the role. Employers have to ask themselves whether they are willing to turn off a strong candidate by asking them to do additional work.

    Is the assignment valuable enough to the evaluation process that they cannot move someone forward without it? Sometimes it is—sometimes they help an employer decide between two strong candidates. And if they are necessary, how can employers make assignments fair and equitable for the candidate or candidates?

    When done right, assignments help assess practical skills and problem-solving abilities, giving a clearer picture of a candidate beyond what their resume or interview reveals. But employers should be thoughtful about the ask. While it may make sense for roles that require specific technical expertise or creative thinking, it isn’t appropriate for all roles—so assignments should always be given with a clear reason for why they are needed.

    Plus, they don’t just benefit the employer. For job seekers, an assignment during the interview process might also help them stand out from the competition. It can also offer a window into what their day-to-day in the new role might entail. Remember that the candidate should be interviewing the company, too. Having a test run of the work they’d be asked to do is a great way to see whether they believe the role is a fit.

    However, there is a rift in how people perceive the assignment as part of the interview process. Workers today span many generations, each with unique values and expectations. Whereas older workers often prioritize stability and loyalty, younger millennials and Gen Zers are more focused on flexibility and work well-being, Indeed data shows.

    This mindset impacts the amount of time and energy a candidate is willing to devote to each application. After multiple rounds of interviews and prep, taking on an in-depth assignment may feel like a bridge too far—especially if the expectations for the assignment are not clearly communicated ahead of time.

    Some candidates are wary of providing free labor to a company that may use their work and not hire them. Hiring managers should be clear about how the work will be used. They may also consider offering compensation if the assignment requires more than a couple hours of someone’s time, or if they plan to use the work without hiring the candidate.

    The key for early career candidates in particular is to ensure their time and efforts are respected. This is a win-win for employers: By providing clarity and transparency, they not only elicit the additional information they want from candidates, but they demonstrate that the organization is transparent and fair.

    Equity is also imperative: Which candidates are being asked to complete assignments? Is the hiring team consistent in giving out assignments across ages, experience levels, and roles? There should always be a process and clear evaluation criteria in place to ensure fairness.

    As we adapt to the rapidly evolving world of work, we must continue to think critically about each step in the hiring process. Candidate assignments can be a valuable tool, but only with appropriate respect for job seekers’ time and contributions.

    With the right strategy, we can bridge the gap between generations in the workplace and build a hiring culture that values efficiency, talent, and integrity.

    Eoin Driver is the global vice president of talent at Indeed.

    More must-read commentary:

    The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of Fortune.

    [ad_2]

    Eoin Driver

    Source link

  • Entry-level workers haven’t been this anxious about the job market in almost a decade

    Entry-level workers haven’t been this anxious about the job market in almost a decade

    [ad_1]

    All things considered, most employees are slightly more confident these days. Just don’t look down, or compare it to how they felt last year … or ask entry-level workers how they feel. 

    Entry-level workers are losing confidence at a rapid clip. In March, their rate of a positive outlook dropped to 46.1%, the lowest it’s been since 2016, owing to a depressed hiring market and minimal turnover. That data comes from the latest Employee Confidence Index installment from anonymous job-review site Glassdoor, published on Tuesday. 

    A slow hiring market hurts entry-level workers the most, leaving them fewer opportunities to break into new industries, much less climb the corporate ladder when no one above them quits for a new gig. 

    Of course, one major reason for the glass-half-empty outlook is the spate of layoffs hitting nearly every industry indiscriminately. Many bosses have blamed the unfortunate job cuts on over-hiring following strong pandemic-era performance, which, naturally, hasn’t gone over well with their workers or boosted morale. The share of Glassdoor reviews that mention overhiring jumped 24% from last year, and more than tripled from March 2022, before the layoff flood really began.

    It’s really no wonder entry-level workers are stressed. Career consulting firm Challenger, Grey & Christmas recently reported that this year kicked off with 82,307 job cuts—a 136% increase month-to-month increase. (Save for January 2023, the January 2024 figure represents the highest number of cuts since January 2009.) Add that to the fact that there are fewer jobs to apply to if you happen to get laid off; by late 2023, total listings were down 15% year-over-year, Indeed found.

    Ever since late 2022, when layoffs “really began to grab headlines,” employee confidence has been dropping sharply, and it’s stayed subdued despite economic data showing that layoffs are actually low by historical standards, Glassdoor’s lead economist, Daniel Zhao, told Fortune on Tuesday. “The share of Glassdoor reviews mentioning layoffs continues to rise even as layoff waves come and go, signaling that this economic anxiety about layoffs is sticky.” 

    The company has even seen that effect in reviews written by workers who were unaffected by layoffs, but still reported stress and burnout from layoffs in their industry. As Zhao wrote in the report, “economic anxiety about job security does not necessarily match actual layoffs one-to-one and the impacts on morale and employee sentiment may last longer than employers realize.”

    But despite the monthslong lows, a revitalized job market could stand to boost employee confidence. As Zhao pointed out, rates of hires and quits are both low, because both bosses and workers are sitting tight. He compared that job market freeze to the current housing market. “where interest rate lock-in has reduced the number of buyers and sellers.” 

    “If the economy thaws and hiring opens up, that can get workers back to moving up the career ladder,” Zhao added.

    Subscribe to the CEO Daily newsletter to get the CEO perspective on the biggest headlines in business. Sign up for free.

    [ad_2]

    Jane Thier

    Source link

  • Economy be damned: Your workers still expect a hefty raise this year

    Economy be damned: Your workers still expect a hefty raise this year

    [ad_1]

    Sixty percent of organizations are now sharing salary ranges on their job listings, according to the 2024 Compensation Best Practices Report from compensation software firm Payscale. That’s a 15% year-over-year jump. The biggest challenge for companies today, per the Seattle-based firm’s report, is compensation. Namely: Despite a tight job market and record-high inflation, workers are still gunning for better and better pay. That concern comes ahead of recruiting, retention and engagement for their employers. 

    “While the economy may be in flux, employee expectations have not swayed,” Payscale’s chief people officer Lexi Clarke wrote in the report, which surveyed nearly 6,000 HR company managers. “Transparent pay practices and meaningful raises are now table stakes to attract and retain top talent, but many organizations are falling behind as legislation is only accelerating.” 

    Half of companies lack a compensation strategy or firm messaging on the reasoning behind their pay, which is a problem, because employee engagement “hinges on workers understanding the ‘what’ and ‘why’” behind their salaries, Clarke said. 

    Even worse, despite the pronounced desire for better compensation, fewer organizations are planning on shelling out. (Seventy-nine percent said they plan on giving raises, against last year’s 86%.) On average, companies are planning for a 4.5% base pay increase; last year’s average was 4.8%.  

    Maybe companies have reason not to sweat: Last year’s rate of reported voluntary turnover was 21%, Payscale found, a 4% year-over-year drop. That’s all the evidence bosses need that it’s an employer’s market, and they can probably get away with being less generous.

    In direct response to the pay-transparency boom, more and more workers are asking questions about their pay, companies told Payscale. That’s led, predictably, to some unrest. 

    Fourteen percent of companies say some of their workers have left because they saw an ad for a similar position offering higher pay elsewhere—and 11% saw higher paying roles listed within the company itself. Indeed, pay transparency can be a double-edged sword, but the risks of bad feelings are considerably lower if companies prioritize fairness to begin with.

    The best of the rest

    When it comes to the three pillars of workplace future-proofing—artificial intelligence, skills-based hiring, and flexible work—trying to stave off the inevitable is never a sustainable approach, and Payscale’s findings confirm it. (“If we were to capture how to approach 2024 in one phrase, it might be ‘cautious optimism,’” Payscale’s research team wrote.)

    Each of those three pillars come back to fairness and equity, and each, when executed correctly, can make workplaces fairer places to be. 

    “Fair pay is the bedrock of compensation strategy, yet alarmingly, more than a quarter of employers are not proactive about correcting pay disparities,” Ruth Thomas, a pay equity strategist at Payscale, wrote in the report. “We’re seeing forward-thinking companies, on the other hand, make adjustments for external and internal pay equity, pay compression, and competitive skills—while diversifying their workforce by removing barriers to entry like degree requirements.”

    Just shy of half (49%) of HR leaders are optimistic about AI in their workplace; their top concern is that AI would stand to worsen existing biases rather than mitigate them. Just 7% of HR leaders would feel completely comfortable letting AI carry out pay-related decisions.

    On the skills front, over a third (34%) have removed college-degree requirements from their salaried job postings. Just 22% of firms say a college degree is a requirement for all of their salaried positions this year—a sizable improvement, and part of a rapidly building skills-first wave.

    Then there’s remote work, which is considerably less of a threat than most bosses may fear. Just 11% of the employers Payscale surveyed are fully remote—the same share as last year. But there’s still lessons to be learned among that small group: The voluntary turnover rate at fully remote companies is 13%, compared to 16% at hybrid workplaces and 30% for fully in-person companies. 

    It’s well known that replacing a strong performer is harder (and costlier) work than paying them what they want, so the Payscale report takeaway for employers might be two-fold: Pay your workers above market rate, and if they want to, let them work from home.

    Subscribe to the CEO Daily newsletter to get the CEO perspective on the biggest headlines in business. Sign up for free.

    [ad_2]

    Jane Thier

    Source link

  • Now hiring: AI talent | Bank Automation News

    Now hiring: AI talent | Bank Automation News

    [ad_1]

    Financial institutions are identifying uses for AI throughout their operations, creating increased demand for data scientists in the financial services industry.   “We’re seeing a rapid push into the hiring of data scientists,” Kevin Green, chief product and marketing officer at software development company Truent, told Bank Automation News.   A data scientist combines math, statistics, programming, […]

    [ad_2]

    Whitney McDonald

    Source link

  • We’re hiring! Join Phoenix New Times as news editor or news reporter

    We’re hiring! Join Phoenix New Times as news editor or news reporter

    [ad_1]

    Phoenix New Times is looking to hire a news editor and news reporter to add to our scrappy editorial team.

    We want to add a versatile news reporter to tell important, timely and engaging stories about the Valley and a news editor to lead our team of reporters and freelancers. Think you’ve got the journalism chops for either job? The full details on what we’re looking for are below.

    Come join an editorial team that’s been telling the stories of a diverse and booming region since 1970.

    New Times news editor: About the job

    We’re looking for a versatile news editor with excellent news sense and strong editing chops. You’ll lead our team of two reporters and freelancers to tell important, hard-hitting, timely and engaging stories.

    Key responsibilities

    • Manage two full-time news reporters, along with freelance reporters and photographers, to produce a range of stories. Our stories include breaking news and trending topics that need to be written quickly to enterprise, investigative or feature stories that could take a week or more to report. You’ll also oversee the creation of guides and explainers about local and regional events and issues.
    • Efficiently edit stories for structure, line editing and copy editing so they read beautifully, clearly and concisely and are free of factual and grammatical errors and typos. Ensure that care has been given to the best possible use of headlines, photography and art. Make sure that stories adhere to our style, SEO best practices and social media strategies.
    • Collaborate with the editor-in-chief on planning news coverage and the daily story budget.
    • Manage the editorial workflow for the news vertical, assigning stories to reporters and freelancers, monitoring deadlines. ensuring a regular cadence of story output and balance, and meeting goals for volume and traffic.
    • Write news stories as needed.
    • Meet with reporters on a weekly basis. Maintain regular contact with freelancers and recruit new ones.
    • Coach reporters and freelancers through any part of the pitching, reporting, writing, editing or production process. Deliver feedback to them on their work.
    • Collaborate with other parts of the newsroom, our social media and product teams, and occasionally with editors in our newsrooms in Denver, Dallas and Miami.
    • Build broad and diverse relationships so that sources, story ideas, research and reporting reflect the diverse communities of the Valley.
    • Participate in our annual Best of Phoenix issue and other projects during the year.

    Who you are

    • A journalist with 5 plus years in a newsroom with at least 3 years of full-time experience managing journalists and editing breaking, daily and enterprise stories.
    • A working knowledge of — or eagerness to immerse yourself in — the character, people, politics and culture of Phoenix and the Valley.
    • A curious person interested in learning about and staying current on topics related to our coverage areas, including politics, public health, criminal justice, cannabis, government, labor and the environment.
    • A journalist with a track record of crafting breaking stories on deadline with crisp writing and the ability to tell stories about people impacted by what you’re covering.
    • Strong interpersonal and communication skills, both written and verbal.
    • A highly-organized, resourceful and proactive self-starter committed to accuracy and meeting deadlines.
    • Experience with open records requests.
    • Fluency in Spanish is a plus, as is experience in a marginalized community.

    Benefits

    • Compensation range of $65,000 to $75,000.
    • 401(k) with company match.
    • Medical, dental, vision and life insurance.
    • 10 paid holidays, 14 days of paid time off, 5 paid sick days per year.
    • Hybrid work policy based in our central Phoenix office.

    New Times news reporter: About the job

    We’re looking to hire a full-time news reporter that can craft stories ranging from breaking news and trending topics that need to be written quickly to enterprise, investigative or feature stories that could take a week or more to report. You’ll also produce helpful guides to local and regional events and issues.

    We value ambitious reporting, well-crafted prose, an engaging voice and savvy use of social media.

    Key responsibilities

    • Your stories will range from breaking news and trending topics that need to be written quickly to enterprise, investigative or feature stories that could take a week or more to report. You’ll also produce helpful guides to local and regional events and issues.
    • Work with the newsroom to tell these stories in a variety of formats, including traditional articles online and in our weekly print issue, videos, photo essays and through social media.
    • Use social media to find trending topics to cover, discover sources and promote your work.
    • Attend public meetings, town halls, political rallies and other events outside the office to find sources, stories and people impacted by the decisions made by elected officials and government agencies. The position sometimes requires evening and weekend work.
    • Collaborate with other parts of the newsroom, our social media and product teams, and occasionally with reporters and editors in our newsrooms in Denver, Dallas and Miami.
    • Build broad and diverse relationships so that sources, story ideas, research and reporting reflect the diverse communities of the Valley.
    • Be committed to accuracy and meeting deadlines.
    • Participate in our annual Best of Phoenix issue and other projects during the year.

    Who you are

    • A journalist with a track record of crafting breaking stories on deadline with crisp writing and the ability to tell stories about people impacted by what you’re covering.
    • Demonstrable writing skills with the ability to report complex issues with simplified, accessible language.
    • Experience in reporting across a variety of topics, such as politics, public health, criminal justice, cannabis, government, labor and the environment.
    • Strong interpersonal and communication skills, both written and verbal.
    • A highly-organized, resourceful and proactive self-starter.
    • Experience with open records requests.
    • Fluency in Spanish is a plus, as is experience in a marginalized community.

    Benefits

    • Compensation range of $42,000 to $50,000, depending on experience.
    • 401(k) with company match.
    • Medical, dental, vision and life insurance.
    • 10 paid holidays, 14 days of paid time off, 5 paid sick days per year.
    • Hybrid work policy based in our central Phoenix office.
    • This is a union position.

    How to apply for either position

    We’re committed to building an inclusive newsroom that reflects the people and communities we serve across the Valley. We encourage members of underrepresented communities to apply, including women, people of color, LGBTQ+ people, and people with disabilities.

    News editor

    Email a cover letter, resume and links for up to three stories you reported or edited, along with a few sentences explaining the backstory of each piece and your role, to [email protected]. Please put News Editor in the subject line.

    News reporter

    Email a cover letter, resume and links to three to five clips that show your skills and range to [email protected]. Please put News Reporter in the subject line.



    [ad_2]

    Matt Hennie

    Source link