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Tag: hr

  • Why Growth Turns HR Into a Founder Problem

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    The first thing growth takes from founders is not money. It is attention. At some point, usually earlier than expected, entrepreneurs realize they are spending more time clarifying pay, contracts, roles, and responsibilities than thinking about customers, strategy, or growth. None of these interruptions feel serious on their own. Together, they quietly slow the business down. 

    Most founders misread this moment. They assume it is a temporary mess. A side effect of hiring fast. Something that will settle once the next milestone is reached. If this feels familiar, it is because almost every growing company passes through this phase and most do not notice it until it has already changed how the business feels to run. It rarely does settle. 

    When informality stops working 

    What is actually happening is structural. Informal people systems that worked when the company was small are starting to collapse under complexity. HR has stopped being background admin and started becoming growth infrastructure. 

    Elite organizations encounter this moment early because the consequences of getting it wrong are immediate. When Arsenal Football Club, one of the world’s most recognizable soccer organizations, announced a partnership naming Deel as its official HR platform partner this week, the decision was not about branding or sponsorship. It was about control. Operating at speed, across borders, and under scrutiny requires systems that remove ambiguity before it spreads. 

    With the men’s World Cup coming to North America next year, global soccer is drawing increased attention from U.S. investors and executives. However, the relevance of this example has little to do with sport. It has to do with pressure. Organizations that operate under it cannot afford people chaos. 

    Fast-growing small and medium-sized enterprises face the same inflection point. They just experience it later and with less warning. Early on, founders are the system. They know who is paid what, who is contracted how, and which exceptions exist. Decisions are informal. Questions are answered quickly. The business moves fast because the founder holds everything together. 

    Growth changes that. Distance appears. Employment types multiply. Regulations vary. A contractor becomes an employee. Someone works from another state or country. Payroll slips once. A question arrives that no one can answer with confidence. 

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    Benjamin Laker

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  • My New Employee Is Someone I Fired at My Last Company

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    Inc.com columnist Alison Green answers questions about workplace and management issues—everything from how to deal with a micromanaging boss to how to talk to someone on your team about body odor.

    Here’s a roundup of answers to three questions from readers.

    1. I’ve fired my new employee before

    I recently took a new job in my same industry and city. In my new role, I’ll have a team of eight reporting to me in various capacities and functions. During the interview process, I got a brief read-out on the team and a high-level talent assessment. Nothing stood out as an issue. On my first day, I met the team reporting to me. One of the people on the team is someone that worked for me before and who I terminated for cause due to performance at my previous company.

    What do I communicate to my management team and/or HR about this situation? It feels weird to say nothing because ultimately, this could be a management issue — I’m sure this employee doesn’t feel great about the situation. On the other hand, I don’t want to risk harming this person’s reputation at this company if they are doing a good job so far. This person is pretty new here, too, and my impression is they are either doing a better job in this role or management has not yet identified an issue with their performance.

    Green responds:

    Have you talked to the employee yet? That’s important because they are undoubtedly really uncomfortable, if not outright panicking. Ideally you’d tell them that you’re happy to be working with them again, you’ve heard good things about the work they’ve been doing (if that’s true), and while you know your last time working together didn’t go the way either of you wanted, this is a different situation and, as far you’re concerned, both of you are starting fresh.

    I do think you’re right that you need to mention it to your management team or HR. It’s unfortunate because this person is entitled to a fresh start without the firing following them to a different job, but it’s relevant not as a predictor of the person’s work now but because it could affect the dynamic between the two of you, and either of you could struggle not to interpret things through that old lens. You can keep it very brief — “I managed Jane at a previous company and unfortunately the fit wasn’t right and we ended up parting ways. I’m very willing to start fresh with her and I’m hopeful the role she’s in could be a great match, but I wanted to flag the prior work relationship.” Also, if it’s been a while since you worked together, stress that too.

    2. Why do people respond to emails with a phone call?

    What’s the etiquette on responding to people who you have emailed and they respond with a phone call? I understand there are times when a phone call is necessary. I’ve been getting dozens of phone calls (after sending out a ton of emails on a certain work issue) and they all ask me to call them back. I’m just frustrated because if I email someone, it’s because I don’t want to talk on the phone. And the question is usually easily answered via email. What’s the best way to respond?

    Green responds:

    I get being annoyed, but it’s not always up to you — and sometimes it makes sense.

    Sometimes people will call you back because they think — often rightly — that it’ll be faster. They might not be sure about the meaning of your email and they want to clarify before responding, and figure they’ll just jump on the phone rather than going back and forth. Or their answer might take a long time to write out but be easier to deliver over the phone. Or they just prefer the phone, just as you prefer email. And not everyone feels they communicate as well in writing as they do out loud.

    As an email fan, this can be annoying! When you like email, it feels efficient and convenient and respectful of everyone’s time. Plus, sometimes it’s helpful to have a written record of what was discussed as a reference you can look back at later if needed. And if you’re having an especially busy day or suspect a call will be 30 minutes when it should be five, it might be fine to let the call go to voicemail, then email later with, “Got your voicemail. I’m in back-to-back meetings and will be hard to reach today — any chance email will work?” Maybe it will, and they’ll tell you if it won’t. But save that for when I really need it — because while you get to have your preferences, they get to have theirs too.

    3. Setting boundaries on requests for help from a significant other’s network

    I am engaged to a wonderful person. We both work in the same field, though for different organizations. We are working to create healthy boundaries between our personal and professional lives and it is important to both of us that we are able to pursue careers independently.

    My organization is bigger and engages in some grant-making activities. A coworker of his recently reached out to me for more information on how their organization could acquire funding. I directed her to publicly available resources but she responded seeking a personal introduction to our grant officer. This made me uncomfortable; I’m happy to connect anyone who asks to public information, but it felt like she was leveraging my personal relationship to gain access. I know the importance of networking and personal connections, but I have no professional relationship with this person and we’ve only met once in passing.

    My fiancé and I discussed the need for a policy on how to deal with these kinds of inquiries as we see this being a recurring issue as we move forward in our careers. I would love advice on how to navigate these kinds of requests.

    Green responds:

    The way you handled it sounds just fine! When she asked for an introduction to the grant officer, you could have said, “Oh, we get such a high volume of interest in funding that we ask all grant applicants to follow the process listed on our website.” And if she still pushed: “I’m sorry I can’t help. We’re really rigorous about asking everyone to use the process on our website so that everyone is treated the same. Thanks for understanding!”

    In other words, not so different from how you’d probably handle it if your fiancé weren’t in the picture. Explain what the person should do, and then reiterate that if necessary. Be warm and friendly, but hold firm on what you are and aren’t willing or able to do.

    My answer would be different if the person had been requesting something different. If she were asking for something like an informal chat about moving into your field — as opposed to this kind of special treatment — I’d encourage you to consider that, like you presumably would consider other similar requests that came through a mutual contact.

    Want to submit a question of your own? Send it to alison@askamanager.org.

    The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

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    Alison Green

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  • How to Get Workers and Employers on the Same Page About Salary Negotiations

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    Workers negotiating their pay with their employer is always a sensitive topic. It’s tricky because it goes beyond raw dollar figures, touching on emotions, employee engagement and bottom line financial considerations. The results of a new study might prompt you to rethink some of the ways you hire new talent, and maybe even tweak your annual review processes.

    The data, from research led by Harvard, Brown and University of California Los Angeles, came from over 3,000 job seekers looking for roles in the technology sector. Some survey participants were “encouraged” to negotiate their salaries with employers, with phrases like “companies expect you to negotiate,” while a separate group was offered an alternative discounted coaching option to help boost salary discussion skills, HRDive explains. 

    The results are startling: among the people who were encouraged to discuss different salaries (and who then landed job offers inside a few months) 61 percent of people actually proposed a different salary level to their initial offer. This led to an average increase in pay of over 12 percent, equating to roughly $27,000 extra annually.

    But among the group who were offered merely a discount on a coaching class, very few people took up the offer… and among the 3 percent who did there was “no meaningful effect” on their interest or confidence in negotiating salaries.

    People participating in the study were still early in their careers, aged 31 on average, and they were paid around $220,000 a year on average — a figure that places them significantly higher than the U.S. average, which is about $75,000 annually according to the Bureau of Labor and Statistics.

    At this point you may be thinking that this means the data won’t reflect onto the larger labor market, where non-tech jobs dominate and the average worker is making only a third of the salary of the survey respondents. But where the tech world goes, other industries tend to follow. Plus, as HRDive notes, the study’s results surprised experts in the field. The researchers polled 117 academics and asked them to predict the experiment’s outcome: most predicted the coaching option would be more effective.

    What’s actually happening here is that the workers aren’t pushing for higher compensation because they feel like their employers simply won’t be open to the idea of a negotiation — not because they don’t feel like they have the right interpersonal skills to carry out the negotiation. If the latter were true, then the coaching option may have proven more popular. The fact that the encouragement technique worked simply suggests that people were wary of negotiating salaries, until it was pointed out to them that it was “normal.”

    What’s the takeaway for your company?

    Salary negotiation provides several indirect benefits beyond the obvious financial benefits to workers who successfully boost their earnings. First, if you’re seeking a new job and you handle these negotiations properly, it can signal that you’re a serious worker with confidence about your own skills — something that could boost your reputation with managers in the long term. 

    Second, being open to salary negotiation could contribute to your image as a good employer, among your current staff (possibly boosting your retention power) as much as incoming talent. A recent report suggests this may count more than ever when it comes to attracting top rank workers, with much more focus on a company’s reputation than before. 

    Another thing to be aware of as an employer is that AI hiring tools, which some people use to help them navigate the process of applying for jobs, are sometimes advising women and people of color to ask for lower salaries than for white men. It might be worth checking your HR processes to make sure your salary negotiations are fair and equitable.

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    Kit Eaton

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  • Why So Many Inc. 5000 Companies Embrace Flexible Schedules

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    Join Inc. Premium (click here) to access additional data from the Inc. 5000, including revenue ranges, industry trends, and regional information.

    While executives at many large companies are pushing employees to return to the office full-time, believing remote work lowers productivity, leaders at some of the fastest-growing companies in the U.S. couldn’t disagree more. According to Inc.’s annual CEO Survey, 50 percent of Inc. 5000 companies offer hybrid work arrangements to their employees, while another 28 percent offer fully remote work. Regan Gross, HR knowledge advisor at SHRM, an industry trade group for human resources professionals, notes that these flexible work policies are “crucial” for “reducing burnout” and “enhancing job satisfaction.” And in this turbulent economy, the CEOs’ top HR concerns are retaining talent (59.3 percent) and recruiting talent (45.5 percent). So it should come as no surprise that these leaders are turning to a method that offers a high return with virtually zero cost.

    For Anna DiGilio, founder of Laprea Education, a Pleasantville, New York-based e-learning provider that focuses on literacy, building a remote workforce with flexible working hours was a no-brainer. All employees, except those working in Laprea’s warehouses, are remote. Before founding her company, which claimed the No. 1,571 spot on the 2025 Inc. 5000 list, DiGilio was a second grade teacher. It’s a job, she says, that offers zero flexibility—during class, you can’t even step away to use the restroom. It was a stressful environment, but when DiGilio was diagnosed with breast cancer, that lack of flexibility made it difficult to plan appointments. She also believes the stress and anxiety tied to her teaching job is “part of the reason for [her] diagnosis.”

    DiGilio decided she didn’t want to work that way anymore. After founding Laprea Education, she chose to build a remote workforce that provides employees the flexibility to take care of personal needs—whether that’s attending a doctor’s appointment or stepping away to watch your child’s school play.

    “I believe giving people flexibility and autonomy and trust that they’re going to do their work creates a really healthy work environment, which then creates a healthy body,” DiGilio says. “That’s what I want for my employees.”

    Beckie Diltz, founder of Proforma Solutions (No. 4,032 on the Inc. 5000), a Southern California marketing agency, also believes in offering employees flexibility to improve their wellbeing. While the company does not offer remote work, it introduced a compressed schedule in March to give employees a three-day weekend every other week. Mostly used by the oil and gas industry, the 9/80 schedule comprises eight nine-hour workdays and one eight-hour day over a two week period.

    Diltz and her team decided to adopt the 9/80 compressed workweek after a team member who previously worked in oil and gas suggested it would help improve work-life balance. Many Proforma employees are caregivers for young children or elderly adults, and they told Diltz they felt like they have “no downtime” on the weekend because they’re “running around taking care of things.” They also said it would be helpful to have a day during the week when they can take care of doctors’ appointments and other errands so they can actually enjoy the weekend. Diltz took this feedback to heart and agreed to try it.

    “People came back like they really had a break,” Diltz says. “Once we designed [the schedule], it didn’t feel like we were losing anything from a customers’ point of view.” 

    SHRM’s Gross confirms the 9/80 schedule can “enhance work-life balance” and “improve productivity” by giving employees more time off. But Gross cautions employers to be extra careful with their payroll planning if they plan on adopting a compressed work schedule.

    “Missteps can lead to compliance issues and inefficiencies,” Gross says. “While this schedule works well for certain types of roles, its success often depends on organizational culture, managerial adaptability, and the support systems in place.”

    For executives concerned that providing flexibility will reduce productivity, DiGilio says if employees are “working hard, getting results, and meeting deadlines” then, obviously, their work is getting done. This philosophy seems to have buy-in from Inc. 5000 CEOs, who told Inc. that to be an effective manager, company leaders need to show “adaptability and resilience” (36.2 percent) and “communication” skills (24.5 percent). Gross notes that the adaptability of entrepreneurs will serve them well in their search for talent.

    “The shift toward flexibility is a response to workforce demands for better work-life balance and is seen as a way to attract and retain top talent in a competitive business environment,” Gross says.

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    Kayla Webster

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  • 6 In-Demand Skills That Lead to Higher Salaries

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    It’s a seller’s market for skills that mesh with an increasingly AI driven environment, and a handful of them are at the top of hiring managers’ lists. While the broader job market has stalled since summer, small business hiring remains steady, and AI is having an impact on entry-level hiring for Gen-Z workers. But of course that also means that if you’ve got skills in working with and programming AI systems then you’re in demand. 

    A recent report from recruitment services outfit Robert Half provides estimated starting salaries for key roles across different professional fields, and the big take-away from the data is that 84 percent of the hiring managers surveyed said they’d offer higher salaries for job candidates who have the most sought-after skills.

    The top of the list of skills hiring managers identified as being in-demand, and subject to higher salaries includes:

    • AI, machine learning and data science
    • Public accounting tax and auditing
    • Content strategy, digital project management and marketing analytics
    • Customer support and healthcare administration
    • Legal contract management
    • Compensation and benefits

    It’s no surprise to see AI and supporting subjects like machine learning and data science here. Designing, coding, deploying, and using AI are all specialized skills, needed in specific workplace sectors. They’re so much in demand at some big tech companies that a bizarre billion dollar-scale “war” arose this summer as companies vied for the top talent and even poached key staff from each other. The same tussle for talented workers in this area is clearly filtering down to smaller tech-focused firms, and likely also to non-technology companies who want to deploy AI tools across their organizations in search of the efficiencies and productivity hikes AI evangelists promise.

    Some other specialized skills on the Robert Half list may be surprising, largely because many experts suggest AI is already capable of all but replacing humans working in customer support roles, and certain analytical and financial jobs are also expected to become AI-first work sooner rather than later. It’s possible that the list is a sampling, of sorts of a skills gap evolving between the subjects that students are studying in college and the demands of the real-life economy. 

    Nevertheless, the gap is a problem for hiring managers, as Dawn Fay, the operational president of Robert Half wrote in a press release about the news. “Specialized skills are the currency of today’s job market, Fay noted, adding that to tempt top talent that have the most highly sought-after skills employers will have to step up and provide “competitive pay along with meaningful benefits and perks or risk losing top candidates if their offers don’t measure up.” 

    The report also dug into the kind of perks hiring managers should be offer these skilled job candidates, with 50 percent saying they expect to actually add new benefits to help attract the right talent. Perhaps unsurprisingly, 53 percent of workers said financial incentives were the top perk that would induce them to switch employers, 51 percent said the same for work-life balance perks (flexible or hybrid working schedules, for example) while 42 percent said the same for retirement planning and 39 percent for health and wellness offerings. This tallies with several recent reports that suggest meaningful perks like paid overtime or food catering in the office are top asks for workers nowadays. 

    What can you take away from this report for your company?

    If you’re looking to hire talented workers with skills on the Robert Half list, your HR team may it more difficult than in the past, as there appears to be a scarcity of these skills in the job marketplace. To attract the top talent you may also have to offer higher salaries than you may have planned when deciding to fill a position — talented job candidates with skills like AI or auditing know their worth, and they may be offered higher pay by rival companies vying to hire them.

    Refreshing your benefits and perks offerings is also likely a good idea. Savvy managers may think of tailoring company perks to appeal to the desires of Gen-Z, the generation currently entering the workforce and bringing with them a very different set of expectations—including a focus on mental health, wellness and work-life balance. 

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    Kit Eaton

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  • Quarter of bosses admit return-to-office mandates were meant to make staff quit | Fortune

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    Bosses have spent the better part of two years summoning their employees back to the office, making remote-loving workers “quiet quit” in protest, while others have threatened to quit for real. But that’s secretly what a significant chunk of CEOs were hoping for.

    According to research from BambooHR, a survey of more than 1,500 U.S. managers found a quarter of C-suite executives hoped for some voluntary turnover among workers after implementing an RTO policy. 

    Meanwhile, one in five HR professionals admitted their in-office policy was meant to make staff quit.

    It’s why the report concludes what many workers have long suspected: that “RTO mandates are layoffs in disguise”.

    Return-to-office mandates haven’t gone as hoped

    It’s no secret that rigid in-office policies haven’t landed well with workers. Amazon is perhaps the most documented example of how ugly the RTO battle can get.

    Around 30,000 employees signed a petition protesting the company’s in-office mandate, and more than 1,800 pledged to walk out from their jobs to take a stand. When the tech giant eventually demanded workers show face in the office five days a week, numerous staffers told Fortune they were immediately updating their LinkedIn profiles and “rage applying” for new jobs. “Honestly, I’ve lost so much trust in Amazon leadership at this point,” one person said.

    Research has shown 99% of companies with RTO mandates have seen a drop in engagement.

    Meanwhile, separate data shows that nearly half of companies with return-to-office mandates witnessed a higher level of employee attrition than they had anticipated, and 29% of companies enforcing office returns are struggling with recruitment. 

    Even BambooHR’s research has highlighted that nearly a third of workers would consider leaving their positions if forced to return to their company’s vertical towers.

    But in reality, many workers aren’t following through with such threats—and fewer are quitting than bosses had hoped.

    Nearly 40% of all managers in the survey said they believe their organization did layoffs because not enough workers quit in response to their company’s RTO mandate.

    A version of this story originally published on Fortune.com on July 24, 2024.

    More on RTO mandates:

    • ‘Hushed hybrid’: Even as RTO mandates grow, workers still aren’t fully showing up to the office—a sign managers are too burnt out to enforce policies
    • Robinhood CEO admits his RTO call was wrong and now says execs must be in the office 5 days a week: ‘Your manager is going through more pain than you’
    • More than 60% of workers have considered changing jobs due to rigid RTO policies and would take a pay cut for better flexible work options
    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.

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    Orianna Rosa Royle

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  • Cerberus heatwave fans out to Balkans

    Cerberus heatwave fans out to Balkans

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    [1/3]A couple covered in mud that is believed to be curative sit at the Queen’s beach in Nin, Croatia, July 13, 2023. REUTERS/Antonio Bronic

    BELGRADE, July 13 (Reuters) – Swathes of the Balkans sweltered in temperatures above 40 degrees Celsius (104 Fahrenheit) on Thursday in a heatwave named “Cerberus”, after the three-headed dog of the underworld in Greek mythology, that has fanned across Europe.

    In Croatia, 56 firefighters with 20 vehicles and three aircraft, struggled to contain a bushfire that was spreading rapidly due to strong southerly winds near the Adriatic town of Sibenik.

    In the country’s Adriatic resort of Nin, dozens of beachgoers covered themselves in thick black mud believed to have medicinal properties and an effective sunscreen.

    “It (mud) is definitely better than sun screen, I think protection factor is much better,” said a tourist from Slovakia who only gave his name as Josef.

    Meteorologists and doctors in Montenegro, Bosnia and Serbia, warned people to stay indoors or drink plenty of liquids if venturing outside.

    Temperatures were expected to stay around 40 degrees Celsius across the region into next week.

    Reporting by Aleksandar Vasovic in Belgrade and Antonio Bronic in Nin; Editing by Emelia Sithole-Matarise

    Our Standards: The Thomson Reuters Trust Principles.

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  • HR Stock Price | Healthcare Realty Trust Inc. Stock Quote (U.S.: NYSE) | MarketWatch

    HR Stock Price | Healthcare Realty Trust Inc. Stock Quote (U.S.: NYSE) | MarketWatch

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    5 companies unveil stock offerings

    Five companies, including a biotechnology company and a pipeline operator, unveiled share offerings after hours Monday, sending shares lower. Biotechnology company Neptune Technologies & Bioressources Inc. (NEPT, NTB.T) pl…

    Sep. 24, 2012 at 5:54 p.m. ET

    by Kristin Jones

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  • Salesforce’s ‘Ohana’ mantra questioned after CEO Marc Benioff dodges questions about layoffs in all-hands meeting

    Salesforce’s ‘Ohana’ mantra questioned after CEO Marc Benioff dodges questions about layoffs in all-hands meeting

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    Billionaire Salesforce CEO Marc Benioff often conjures the Hawaiian concept of “Ohana” with regards to his company culture. It conveys the idea of family bonds that encourage people to be responsible for each other.

    After an all-hands call at Salesforce on Thursday in which Benioff reportedly dodged questions about recently announced layoffs in a rambling, two-hour speech, the appropriateness of that concept came into question. 

    A day earlier, the software giant said it would cut about 10% of its workforce, noting customers were “taking a more measured approach to their purchasing decision” in a “challenging” environment.

    In an email to staff about the thousands of layoffs on Wednesday, Benioff again evoked “Ohana” and the idea of family bonds:

    “The employees being affected aren’t just colleagues,” he wrote. “They’re friends. They’re family. Please reach out to them. Offer the compassion and love they and their families deserve and need now more than ever. And most of all, please lean on your leadership, including me, as we work through this difficult time together.”

    ‘Avoiding the topic at hand’

    But judging by reactions to his speech and the unanswered questions, employees were not feeling the “Ohana.” On an internal Slack channel intended for questions during the meeting, according to Insider, one employee asked: 

    “Given how little of this call has addressed the layoffs, the questions asked in this channel, and the ‘family’ who were laid off, should we consider retiring the phrase ‘Ohana?’”

    Other posts in the Slack channel reportedly included, “Is Marc filibustering 47,600+ employees right now by talking in circles and avoiding the topic at hand?” and “I’m sure many of the 10s of thousands of people on this call could be getting things done rather than listening to an unstructured conversation about the business when most people came with very specific questions they hoped would be addressed.”

    Benioff did seem to briefly refer to the layoffs in his speech, but in a way that likened them to deaths, according to Insider: 

    “At the kickoff every year, you know, we, um, have a moment where we always say goodbye to everyone who’s died during the year,” he said. “And, um, loss is really difficult, and losing folks, and especially losing our trusted colleagues and our managers or employees, it’s very similar, uh, in a lot of ways for me. We need to kind of acknowledge that and give ourselves time to mourn and kind of be able to move forward.” 

    A company blog post from 2017 entitled “The Real Meaning Behind ‘Salesforce Community’” states: “In Hawaiian culture, Ohana represents the idea that families—blood-related, adopted, or intentional—are bound together, and that family members are responsible for one another. When [Beniofff] created Salesforce in 1999, he made sure that ‘Ohana’ was in the company’s foundations.”

    Salesforce did not immediately respond to Fortune’s request for comments.

    Our new weekly Impact Report newsletter examines how ESG news and trends are shaping the roles and responsibilities of today’s executives. Subscribe here.

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    Steve Mollman

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  • Five Strategies For Creating A Future-Ready Workforce

    Five Strategies For Creating A Future-Ready Workforce

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    What do all winning business strategies have in common? A solid workforce strategy; after all, it takes talent to execute business strategy. A recent PWC report suggests that four forces shape workforce strategy. And each of these forces points directly to one thing–talent management.

    PWC maintains that these four forces—specialization, scarcity, rivalry and humanity —are at the heart of everything a company is and does. And together, they create a framework weaving together business and workforce strategy, culture and technology.

    The Four Forces

    Specialization is understanding current and future talent needs and ensuring the acquisition and development needed to deliver.

    Scarcity is similar as it reflects the lack of, or the competition for, talent and opportunity.

    Rivalry reflects engaging and leveraging talent to increase performance and business success across the industry.

    Humanity is the earnest effort to connect with talent in a way that appeals to humanitarian interests and the greater good.

    If business success boils down to these four forces, all of which focus on talent, what must companies do to create a future-ready workforce?

    They must attract, retain and engage talent.

    Five Strategies for a Future-Ready Workforce

    1. Put employees first. Do this by understanding what they value and want from their work experience. And the best way to know that is by asking–not just once, but repeatedly. Ask candidates while they are interviewing. Ask new employees again during onboarding. Have mentors, managers and colleagues ask of themselves and each other. Doing so shows caring and builds trust, and trust is critical when it comes to employee surveys requesting open and honest feedback. Employees who are practiced at asking and answering questions around values and what they expect from their workplace will find it easier to provide meaningful answers. And, with feedback, leaders can strategize on delivering meaningful responses that connect with employee values.
    2. Invest in talent. Building on understanding what an employee wants from their work experience means understanding how they want to develop personally and professionally. The PWC report suggests leaders create paths for relevant learning and development. Know how to identify candidates without bias for upskilling. Finally, PWC suggests knowing how to organize, structure and incentivize an increasingly specialized workforce to come together and deliver better customer experiences, higher productivity and other outcomes that matter.
    3. Ensure diversity, equity and inclusion (DEI) to enhance a culture more conducive to belonging. DEI are created when a company takes mindful, deliberate actions. It’s the collective result of proactive, authentic measures over time that creates an environment welcoming everyones’ contribution. However, belonging is different because a company cannot create it. The individual must experience it. In other words, belonging is an internal response to an external environment. PWC writes that if you make your workforce more diverse and inclusive—across all elements of the human experience and identity—you help society while helping address two of the four forces: the challenges of specialization and scarcity.
    4. Helping employees see how their work contributes to business success. PWC writes that “humanity requires you to think deeply about your company’s culture, with a view to connecting (or reconnecting) people with your organization’s purpose and making clear to them how they may tangibly contribute to it. When the company’s purpose resonates with people, and they see clearly how they further it, not only are they more likely to stay (which could help with any of the other three forces), but they tend to be more engaged—and productive.” This is especially important for individual contributors and employees who are not direct-facing with the customer.
    5. Reward performance, innovation, teamwork and constructive pushback. Yes, reward constructive pushback because that’s how companies avoid mistakes such as investing in the wrong software or chasing a business objective based on a flawed process. Pushback is preventative–even though it can be painful. In inclusive organizations, employees will be more forthcoming. Once you recognize and reward constructive pushback, especially when the input results in better people and business outcomes, it must be rewarded. The reward is a great incentive; good leaders should always consider how best to recognize and reward their people.

    Keeping people strategies top of mind in this ever-changing workspace will help ensure business success. Understanding key workplace demographics is an integral part of the process, and that often falls onto HR and the DEI staff to keep leaders informed. According to PWC, demographic trends help determine how scarce or plentiful workers are—and have substantial economic and social implications. It seems obvious, but how many leaders understand that, for example, the largest talent pool can be found in ages 65 and older? And, that a large percentage of more senior talent want and need to work?

    Understanding demographic trends like this, combined with authentic actions company leaders take to put employees first, will help circumvent the challenges presented by the four forces of specialization, scarcity, rivalry and humanity. More importantly, doing so will position a company for a future-ready workforce.

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    Sheila Callaham, Contributor

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  • BFI Inclusion Chief To Spearhead New Film And TV Anti-Bullying Body

    BFI Inclusion Chief To Spearhead New Film And TV Anti-Bullying Body

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    The U.K.’s new anti-bullying body for film and TV – The Independent Stands Authority (ISA) – has appointed its interim CEO in the BFI’s current director of culture and inclusion, Jen Smith.

    The new organization has confirmed financial support from major U.K. broadcasters in the BBC, ITV, Channel 4 and Channel 5, as well as Sky.

    The specific remit of the entity will be formalized and announced for a planned 2024 launch with an eye to also widening the reach of its authority by also overseeing other industries such as music, theater, fashion, and advertising.

    Smith, who is seconded at ISA until a permanent CEO has been found, said that the organization will “have the power to lead investigations and will do so without fear or favor.”

    Smith has been on a trajectory to do more in this area for some time now. As recently as last year she helped head an action list with BAFTA and several other companies across media and entertainment to help prevent racism, bullying, and harassment in the workplace.

    “For too long the creative industries have failed to provide an independent place for people to report experiences of poor behavior, bullying and harassment,” Smith said. “The establishment of the ISA will be transformative in helping address this void. We know we are standing on the shoulders of many who have made significant efforts to drive positive change to improve our workplace culture and will continue to build on this courageous leadership.”

    Brandy Ferrer, CEO of Pathfinder Strategies, an organization set up for consultancy on HR-related matters for companies as well as ethics and leadership stated that it’s “certainly needed” in the industry in the wake of multiple and consistent scandals being revealed.

    “If there’s any industry that needed a body like this it would be the entertainment industry,” she said. “Hearing the horrific stories about Harvey Weinstein and others showed that there has been a lack of fear in being accountable for executives and high-level talent, as well as a clear lack in the understanding of professionalism in a work environment.”

    “It’s very easy to work in the entertainment industry and to feel that the rules of an office don’t apply because of work on sets or stage and the creative nature of the sector. The ISA will help make sure that the rules apply to everyone irrespective of standing, stature, or circumstance.”

    The other element that Ferrer opined on was leadership. Commenting that Pathfinder teaches that leadership often comes from the top and trickles down, and that leadership must be strong and have a zero-tolerance policy for bullying in all forms whilst fostering a healthy environment.

    “Accountability is key. When something gets off track, before looking around for someone or something to blame, take a look at yourself. Ask yourself, ‘was I clear on expectations?’, ‘Did I do a good job supporting this person on this project?’ ‘Did I ask questions to check for understanding?’ ‘What could I have done better or differently for a different outcome?’

    “We’re all humans. Not one of us is perfect. Not one of us is infallible. Have grace with yourself. Have grace with others.”

    “Great leadership equals managing the work positively and empowering people to make the right decisions.”

    On the task that the ISA has to accomplish in helping to fix the issues the industry has, Ferrer concluded that it’s not just putting out fires and holding people accountable, but also fire prevention and teaching people the right way to do things.

    “These were the circumstances I was dealing with when I quit my corporate job and founded Pathfinder Strategies. I witnessed first-hand the impact of great leadership and healthy cultures. I loved going to work, the people I worked with were hard-working and goal-focused, I had a hand in innovating products and processes, and I got to shine and grow and advance in my career. I also experienced ineffective leaders and toxic cultures. Working in environments full of suspicion, lacking communication and accountability, which ultimately led to subpar outputs.”

    She added: “I knew cultivating healthy cultures and great leaders did not have to be a big expensive undertaking, but rather could be addressed incrementally with guidance, support and practice.”

    Founded in partnership with the BFI, BAFTA, Time’s Up U.K. and its chair Heather Rabbatts, the ISA hopes to answer the persistent call for a body to help prevent conduct breaches throughout the world of entertainment.

    Rabbatts said of Smith that she had been, “so important in leading the work on the prevention of harassment and bullying with industry partners over recent years.”

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    Josh Wilson, Contributor

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  • Thinking Of Bitcoin Like A Human Resources Department

    Thinking Of Bitcoin Like A Human Resources Department

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    This is an opinion editorial by Maxx Mannheimer, a former sales account manager with a background in training and industrial-organizational psychology.

    The technological innovation which Bitcoin represents is rarely apparent at first glance; the societal implications of that innovation are even less obvious. Those who don’t engage directly with the technology and speak with other Bitcoiners may completely miss the broader significance of what is happening with Bitcoin. The Bitcoin community has been called a cult and an ideology. I prefer to think of it in a simpler term which is grounded in fact: Bitcoin is a tool. Many things can be said of what the tool is and how it functions, but ultimately I believe it is a tool of comparison and measurement, much like a ruler or caliper. The manner in which we interact with Bitcoin as a tool is one of personal skill.

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    Maxx Mannheimer

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  • getAbstract 2022 International Book Award Announces Business Impact Longlist

    getAbstract 2022 International Book Award Announces Business Impact Longlist

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    Press Release
    –

    Aug 30, 2022


    LUZERN, Switzerland, August 30, 2022 (Newswire.com)
    –
    getAbstract is delighted to announce the longlist for the Business Impact category of the 2022 International Book Award. The selected titles offer actionable, business-relevant knowledge and significantly contribute to contemporary social, political and economic understanding. The longlist is now available on the getAbstract 2022 International Book Award website. Voting for the Readers’ Choice award is now live. The shortlist will be announced on September 22. 

    New this year is the Learning Impact award category, which recognizes original contributions in the L&D and HR space. The Learning Impact longlist will be published on September 8, and the respective shortlist on October 6. All winners will be announced at the 2022 Frankfurt Book Fair. The award ceremony will take place on Thursday, October 20, at the Schirn Kunsthalle in Frankfurt/Main.

    “After two virtual award ceremonies, we can finally give the getAbstract International Book Award the stage it deserves,” says Patrick Brigger, co-founder and COO of getAbstract. “We’re particularly excited about our new Learning Impact category, which highlights titles that address key L&D challenges and provide insights into future-proofing organizations and developing thriving organizational learning cultures.”

    2022 International Book Award Business Impact Longlist 

    • The Business of Building A Better World by David Cooperrider and Audrey Selian, Berrett-Koehler, 2021
    • The Chancellor by Karti Marton, Simon & Schuster, 2021
    • The Conscience Code by G. Richard Shell, HarperCollins Leadership, 2021
    • Cultish by Amanda Montell, Harper Wave, 2021
    • A Decent Meal by Michael Carolan, Redwood Press/Stanford University Press, 2021
    • Electrify by Saul Griffith, MIT Press, 2021
    • The End of Marketing by Carlos Gil, Kogan Page, 2021
    • How to Begin by Michael Bungay Stanier, Page Two, 2022
    • Impact Players by Liz Wiseman, HarperBusiness, 2021
    • Signals by Jeff Desjardins, Wiley, 2021

    About the getAbstract International Book Award

    The getAbstract International Book Award is among the world’s oldest, continuously presented non-fiction book awards. Since 2001, it has been awarded to authors whose work has significantly impacted contemporary social, political and economic understanding. In alignment with our mission to provide actionable, business-relevant knowledge, the getAbstract International Book Award focuses on works that help people make better decisions in their personal and professional life – as encapsulated in our slogan, “Know Better. Do Better.”

    Please refer to our International Book Award website for summaries of all the works longlisted in the Business Impact category and select author interviews. We will update the page as soon as the Learning Impact longlist, shortlists and award winners are announced.   

    About getAbstract

    The right insight at the right time can make all the difference. By providing easy access to summarized expert knowledge, getAbstract helps professionals worldwide find solutions to real-life challenges and use knowledge efficiently. We work with clients around the world, including more than one-third of the Fortune 500, to put knowledge into action. Know Better. Do Better.

    About getAbstract | About the getAbstract International Book Award

    MEDIA CONTACT

    Catherine Bell
    catherine.bell@getabstract.com
    (305) 936-2635 

    Source: getAbstract

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  • TOOTRiS CEO Alessandra Lezama Joins San Diego Children’s Discovery Museum Board to Help Fuel STREAM Initiative

    TOOTRiS CEO Alessandra Lezama Joins San Diego Children’s Discovery Museum Board to Help Fuel STREAM Initiative

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    Science, Technology, Reading, Engineering, Art & Math Critical to Early Childhood Learning

    Press Release
    –


    updated: Jul 1, 2021


    SAN DIEGO, July 1, 2021 (Newswire.com)
    –
    The San Diego Children’s Discovery Museum has named TOOTRiS CEO Alessandra Lezama to its Board of Directors to help the nonprofit fulfill its mission to promote fluency in science, technology, reading, engineering, art, and math (STREAM) among young learners. 

    While STEM (Science, Technology, Engineering & Math) has been at the forefront of education to prepare the future workforce, the San Diego Children’s Discovery Museum is focusing more broadly on STREAM content to serve a broader need in the community. 

    “Since we serve the littlest of learners, reading must be part of every aspect of their learning; we incorporate art as a platform to teach science, technology, engineering, and math concepts,” said Krishna Kabra, the Museum’s Executive Director. ”It is essential that all young children see themselves as capable of learning and understanding these fundamental concepts. Our goal is to help them build a lifelong interest in these areas. We believe we can, and we will reduce inequities in early childhood STREAM education.” 

    Originally founded in 1999 in Escondido as a traveling education program in science and art, the Museum now provides hands-on educational exhibits and programs focusing on science, art, and world cultures for over 100,000 annual visitors, including children, families and school groups.  

    Since being named Executive Director in August 2020, Kabra – who has more than 20 years of experience in the corporate world – has reconfigured the Museum’s programs as virtual and distance-learning formats due to the pandemic.  By offering free, online activities, the Museum reached over 900,000 people from around the world via social media; distributed 3,200 free, hands-on science and art activity kits to local library branches; and served 4,378 local students through virtual workshops.  

    The Museum also established partnerships with the Oceanside Unified School District, San Diego Public Library Branches, and the Humane Society through virtual and distance-learning program offerings. The Museum is in the process of reopening safely onsite, and, in the fall, will resurrect its Mobile Museum that visits communities throughout the San Diego region. The Museum plans to continue offering virtual programming to reach more children and families.  

    “I applaud Krishna’s leadership and her ability to pivot the Museum’s programs and offerings to ensure our children continue to have an innovative and fun learning platform and experience,” said Lezama, who founded TOOTRiS in 2019 as a first-of-its-kind SaaS platform for on-demand Child Care. “I am honored to join the San Diego Children’s Discovery Museum Board and support its mission to make sure every child has an opportunity to blossom and succeed.” 

    Lezama, a seasoned technology executive, joins a Board of Directors that includes local business leaders and entrepreneurs who serve as advocates and ambassadors for the Museum. 

    “We are incredibly fortunate to have Alessandra on the team,” Kabra said. ”She is the ultimate passionate leader and powerhouse, and brings a tremendous amount of vision, expertise, and ambition. The Museum is at a critical point of inflection, and as we embark upon our next phase of growth, we need exemplary leaders like Alessandra to join us at the helm. She is courageous and committed, willing to lean in, roll her sleeves up, and do what it takes to guide the Museum to the next level. We have big, bold, audacious goals as an organization.” 

    About TOOTRiS  

    TOOTRiS is reinventing Child Care, making it convenient, affordable and on-demand. As the world shifts to digitalized services, TOOTRiS helps parents and providers connect and transact in real-time, empowering working parents – especially women – to secure quality Child Care, while allowing providers to unlock their potential and fully monetize their program. TOOTRiS is creating a new digital economy that promotes entrepreneurial opportunities for individuals with passion and talent to become Child Care providers, improving their quality of life while increasing the much-needed supply of Child Care across the state. TOOTRiS’ unique technology enables employers to provide fully managed Child Care Benefits, giving their workforce the flexibility and family support paramount to regaining employee productivity and increasing their ROI. 

    Press/Media
    press@tootris.com
    (858) 529-1123 

    Source: TOOTRiS

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  • Asurint Announces Instant Background Check Clears for California

    Asurint Announces Instant Background Check Clears for California

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    Asurint now provides instant clear results in counties representing more than 92% of California’s population.

    Press Release
    –


    updated: Oct 18, 2018


    CLEVELAND, October 18, 2018 (Newswire.com)
    –
     Asurint today announced that their proprietary background screening technology now has the capability to evaluate and provide an instant clear on individuals from counties representing approximately 92% of the population of California, allowing hiring managers to extend offers to candidates in hours, not the days that are standard in the industry. A “clear” happens when a background check performed on an individual  does not return any criminal history results in the specified jurisdiction of the search. By the end of 2018, Asurint expects the ability to deliver an instant clear in California covering at least 95% of the population.

    “Asurint strives to provide HR professionals with fast, accurate and compliant background check results by leveraging technology for a consistent high-quality experience,” said Co-Founder & CEO Gregg Gay. “Providing instant clears for the majority of California is a major win for Asurint’s clients who want to dramatically reduce their time to hire.” 

    Providing instant clears for the majority of California is a major win for Asurint’s clients who want to dramatically reduce their time to hire.

    Gregg Gay, Chief Executive Officer

    California is the most populous state in the United States with nearly 40 million residents spanning 58 counties. Historically, turnaround time for background checks was slow in California due to the manual-intensive labor of retrieving court files and dramatically reduced court budgets. 

    “Many courts in California were not using an electronic case management system,” said Gay. “Asurint proactively consulted  with many of these courts and provided assistance into the structure of the court’s data, paving the way to the impressive turnaround time we’re seeing now.” 

    Counties in California, such as San Diego, Santa Clara and Sutter would normally take upwards of 3 days to return results on a single search. With the help of Asurint, clear results are now available instantly. To learn more, visit https://choose.asurint.com/california-3/.

    Asurint provides instant clears on background screens for many other states such as Washington, Oregon, Pennsylvania, New Jersey, Massachusetts and more. Asurint constantly works with courts around the U.S. and currently, on average, adds a county every 30 hours. Counties in California that currently provide instant clears though Asurint include the following:

    • Los Angeles County
    • San Diego County
    • Orange County
    • Riverside County
    • San Bernardino County
    • Santa Clara County
    • Alameda County
    • Contra Costa County
    • Fresno County
    • Kern County
    • Ventura County
    • San Mateo County
    • San Joaquin County
    • Stanislaus County
    • Tulare County
    • Santa Barbara County
    • Solano County
    • Monterey County
    • Santa Cruz County
    • Merced County
    • Butte County
    • Kings County
    • Napa County
    • Nevada County
    • Sutter County
    • Yuba County
    • Calaveras County
    • Siskiyou County
    • Sacramento County
    • Sonoma County
    • Yolo County
    • Amador County

    About Asurint

    Asurint provides technology-enabled, customizable background check solutions for HR recruitment teams that result in faster turnaround times and more records than traditional single county searches – eliminating the manual-intensive labor of background screens. Our approach also seamlessly integrates with existing applicant tracking system software to give an end-to-end view of the hiring cycle and create a more efficient workflow. With Asurint, the HR industry can shorten their hiring cycle and onboard the best talent for their organization.

    Join Asurint and start hiring with confidence today.

    Source: Asurint

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