ReportWire

Tag: work culture

  • Commentary: LinkedIn and the great gender swap

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    CHANGE IS OVERDUE

    Still studies have shown that women do face extra barriers to visibility on social media. 

    A paper published in Nature Communications this year looked at academics self-promoting their work on X, and found that women did it 28 per cent less than men. As the authors note, research from other areas already tells us that women have learned to stay quiet about their achievements, partly because of the “adverse reactions” when they do speak out. 

    This mix of reticence and culturally imposed silence is potentially a huge barrier to success on LinkedIn, a place chock-full of self-promoters (who are, indeed, mostly men).

    Whatever the truth behind the drop in women’s visibility, the campaigners make timely points. LinkedIn is overdue a change or challenge. 

    Microsoft bought it for US$26.2 billion in 2016, yet not much has improved in the user experience. I like the platform, but even for a technologically challenged Gen Xer, it is retro and clunky.

    The torching of civility elsewhere on social media handed LinkedIn a golden ticket. It’s a place where you have to say who you really are – and consequently, people usually have polite conversations. 

    Yes, it can be a bit dull. But as AI-generated posts take over many social feeds, it’s likely that users who post human stories about our lives, as well as our work, will increasingly get sifted to the top.

    My best-performing LinkedIn content in 2025? A video I shot on the phone while hiding in a ladies’ bathroom at the office, feeling very sorry for myself: 150,000 views.

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  • Home Depot orders corporate staff to take 8-hour retail shifts

    Home Depot orders corporate staff to take 8-hour retail shifts

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    Home Depot Inc. will begin requiring corporate employees to work a full day at one of its stores every quarter, a move the company said is aimed at supporting its retail staff.

    Employees, including senior management and remote workers, will have to complete an eight-hour shift beginning in the fourth quarter of this year, according to a memo seen by Bloomberg News.

    “We need to stay connected to the core of our business, so we can truly understand the challenges and opportunities our store associates face every day,” Chief Executive Officer Ted Decker said in the memo introducing the program. 

    A company spokesperson said it’s been the company’s longstanding practice to ask staff to spend time in stores, with this new program being its latest initiative. 

    Home Depot, one of the largest US retailers with more than $150 billion in annual revenue and 450,000 employees, has been enduring a rough stretch. After splurging on their homes during the pandemic, Americans shifted spending to other sectors and caused a sales slump at the chain. 

    The move by Decker to require everyone at the company to take a shift is unusual in the sector and comes amid rising activism in the labor force. That includes both Home Depot, which faced a small unionization effort in 2022, and other retailers

    Sporadic schedules, physical labor and low pay have historically made working in stores tough. The job has become harder in recent years due to store theft and unruly customer behavior, and operators are introducing new benefits and raising pay to improve retention.

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    Curtis Heinzl, Jaewon Kang, Bloomberg

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  • Millionaire Nvidia Employees Still Working Until 2 AM: Report | Entrepreneur

    Millionaire Nvidia Employees Still Working Until 2 AM: Report | Entrepreneur

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    What is it like to work at Nvidia, the $3 trillion AI chipmaker with a storied work culture over 30 years in the making?

    Long-time CEO Jensen Huang said in an interview this year that he rarely conducts layoffs and instead prefers to “torture employees into greatness.” It turns out, he might not have been joking.

    Being the AI chip brain behind ChatGPT and other popular forms of AI has led Nvidia — and its vested employees — to benefit financially from the AI boom. A June poll of over 3,000 Nvidia employees (out of around 30,000) showed that 76% were millionaires and one in three had a net worth of more than $20 million because of the company’s growth. Since October 2022, Nvidia’s stock has jumped over 1,000%.

    However, a Monday Bloomberg report revealed that though Nvidia’s boom may have created millionaires, its work culture and expectations for those employees remain the same: It’s a “pressure cooker.”

    Related: Nvidia and the Magnificent Seven Have ‘Immense Returns,’ but Strategists Say There Are Risks

    Ten current and former Nvidia employees who spoke with Bloomberg detailed long working hours, yelling and fighting at meetings, and vying for the attention of a supervisor who could have more than 100 other direct reports.

    A former enterprise tech support employee claimed he worked every day, including weekends, until 1 a.m. or 2 a.m., and that his engineer coworkers worked longer hours. Other employees claimed to have at least seven meetings a day.

    Employees who worked less than the norm were called out at company-wide meetings. In December, Huang faced complaints from staff about their “semi-retired” peers. He responded by asking every employee to become the CEO of their time.

    Nvidia founder and CEO Jensen Huang. Photo by Michael M. Santiago/Getty Images

    Still, despite reports of a stressful work environment, Nvidia has had no trouble retaining employees. The company’s sustainability report for fiscal year 2024 details that overall turnover was 2.7% compared to the industry average of 17.7%.

    Nvidia’s low turnover rate could be attributed to the way it gives employees access to stock grants. The stock vests over four years, so an employee gradually gains ownership of the award. So it’s in the employee’s best interest to stick with the company to maximize benefits.

    Nvidia is also a famously “flat” organization, with minimal hierarchy, which could make the company an appealing choice. Huang has 60 direct reports.

    Related: Nvidia CEO Jensen Huang Turned Down a Merger Offer in the Company’s Early Days, According to Insiders. Here’s Why.

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    Sherin Shibu

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  • A Great Resignation 2.0 is simmering as employees feel overworked and underpaid, forcing them to look for greener pastures

    A Great Resignation 2.0 is simmering as employees feel overworked and underpaid, forcing them to look for greener pastures

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    More people are now mulling their options as they increasingly feel overworked and underpaid amid relentless cost pressures. 

    Employees feel so bogged down by work that far more people are considering resigning now than during the mass resignations we saw in 2022, auditor PwC found in its Global Workforce Hopes & Fears Survey published Tuesday, covering over 56,000 workers worldwide.

    The report, with nearly half of its respondents being Millennial, followed by Gen X and Gen Z employees, found a staggering increase of 28% in the number of people who plan to change jobs, compared to 19% during the Great Resignation in 2022.

    Their reasons? Higher workload, career ambitions and new technology wriggling into the workplace. 

    Nearly half of those surveyed said their workload had increased “significantly” in the last 12 months. Workers are also nervous about how much they are being paid, with 43% keen to ask for a pay rise. That’s not all—62% of employees feel like the pace of change in the workplace has also ramped up during the same period, especially as they’ve had to adapt to new tech tools in their jobs and increased financial pressure. 

    To add to the mix, employees’ personal goals to expand their skill set and further their careers are also prompting them to consider jumping ship.

    Overall, more workers feel better off moving to a new role, hoping to find some respite. 

    “Workers around the world are increasingly prioritising long-term skills growth and looking to organisations that can help them facilitate this,” Carol Stubbings, PwC U.K.’s global markets and tax & legal services leader, told Fortune, adding that emerging technologies like generative AI and its applications at work remain front and center for employees.

    “Ultimately, employees may be looking to switch for a variety of reasons, many of which will depend on their unique circumstances and the broader trends facing their geography, industry, and role.”

    Other studies on the subject have also indicated similar results—for instance, a LinkedIn and Microsoft survey published earlier this year covering 31,000 people worldwide revealed that an even higher proportion of people were inclined to quit their jobs in the year ahead than during the pandemic.

    Europe and its growing pool of quitters

    The Great Resignation may have taken off in the U.S., but Europeans haven’t been spared. Countries like France and Germany have also faced dilemmas surrounding their job, pay and benefits in the last few years.

    Even in the U.K., more workers have considered quitting their jobs following the pandemic than during it. Worker dissatisfaction has come at a time of elevated interest rates and living costs, pushing more of them to consider looking for greener pastures. It doesn’t help that employees are also giving up on their jobs by quietly quitting from the workplace, impacting their productivity. 

    “It’s essential that leaders prioritise well-being as a core value and critical enabler of performance within their organisation. Overstressed and distracted workers are less likely to perform well,” the PwC report said.

    These trends point to a continuation of the Great Resignation. The only difference? We’ve moved from a period marred by lockdowns and remote working to one that’s relatively “normal” but still facing new challenges. 

    AI is one them, PwC’s report found. Such platforms can help increase efficiency, making them invaluable in the future workplace.

    Most CEOs think tech is the reason for new changes at work, but very few employees use generative AI-powered tools regularly. That doesn’t mean they aren’t optimistic about AI, Stubbings said.

    The study found that 72% of the infrequent AI users among the respondents think the tech will improve the quality of their work, while half of them believe it will lead to higher salaries.

    The catch for employees shifting their gaze elsewhere is that most of those who quit their jobs eventually regret their decision, data suggests.  

    But will that stop the burgeoning pool of workers considering quitting? Maybe not. However, PwC suggests managers step up in helping employees navigate the tricky balance between all the changes at the workplace and not feeling swamped while at it. 

    “Companies need to create guidance and mentoring about the types of skills employees need to build. It’s also important to create a culture of learning, where freeing up opportunities for learning is part of the organisation’s DNA,” PwC said in its report.

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    Prarthana Prakash

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  • Top Career Motivations of Gen Z and Reasons They Choose an Employer | Entrepreneur

    Top Career Motivations of Gen Z and Reasons They Choose an Employer | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In the dance of generations at work, Gen Z holds the floor now. They will be the fastest-growing generation in the workforce over the next decade. To attract this emerging talent, employers should consider the top items Gen Z is looking for at work.

    A recent study of 11,495 of the highest-achieving high-school students, college students and recent college graduates in the United States reveals the preferences, attitudes and goals of the next generation of workers.

    Top three career motivations for Gen Z

    1. Entrepreneurial culture

    Gen Z is incredibly entrepreneurial, 60% express a desire to start their own businesses. Leaders must create an entrepreneurial culture that nurtures innovation, creativity and risk-taking.

    Encourage Gen Z employees to explore and develop their ideas, providing opportunities for them to spearhead projects and initiatives. Foster an environment that embraces experimentation and learning from failure. By fostering an entrepreneurial culture, leaders can tap into the entrepreneurial spirit of Gen Z, harnessing their innovative ideas and driving organizational growth.

    Related: The 5 Things Gen Z Is Looking for in a Job and Career

    2. Personalization and individuality

    Gen Z craves personalization and desires to bring their authentic selves to work. 92% of Gen Z prefer to have the option of personalizing their workspace. Leaders should embrace individuality and create a flexible environment that allows for personal expression and customization.

    Provide Gen Z employees with the freedom to design how, where, when and what they work on. Encourage diverse perspectives and opinions, valuing the unique contributions that each individual brings to the table. By embracing personalization and individuality, leaders can foster a sense of ownership and empowerment among Gen Z employees.

    3. Social impact and purpose

    Gen Z is deeply passionate about making a positive impact on society. 76% of Gen Z prioritize working for organizations that align with their values. Leaders must incorporate social impact and purpose into their organizational mission and values. Clearly communicate the organization’s commitment to social responsibility and highlight initiatives that contribute to the greater good.

    Provide opportunities for Gen Z employees to engage in volunteer work, community service, or sustainability projects. By integrating social impact into the workplace, leaders can attract and retain Gen Z talent who are driven by a desire to create a meaningful difference.

    Understanding and adapting to Gen Z’s expectations is crucial for leaders to build successful organizations in the future. By cultivating an entrepreneurial culture that embraces innovation, encourages personalization and individuality, and incorporates social impact and purpose, leaders can expect to attract, engage and retain Gen Z.

    Understanding Gen Z’s career drivers is part of the formula for effectively attracting and engaging new talent. The other part is understanding what factors they are considering when working for an employer.

    According to another recent study of 14,483 Gen Z respondents across 44 countries, these are the top reasons Gen Z chooses an employer.

    Top four reasons Gen Z chooses to work at a company

    1. Good work-life Balance

    When it comes to choosing an employer, work-life balance is a paramount consideration for Gen Z. This generation grew up in a hyperconnected world, witnessing the potential downsides of an “always-on” culture. They prioritize their well-being and seek employers who understand the importance of maintaining a healthy work-life balance. Gen Z craves flexibility, autonomy and the ability to pursue their passions outside of work.

    To attract Gen Z talent, companies must prioritize work-life balance initiatives that foster a harmonious integration of personal and professional lives.

    2. Learning and development opportunities

    Gen Z is a generation that values continuous growth, seeking opportunities to acquire new skills, expand their knowledge, and advance their careers. They prioritize employers who invest in their professional development and provide a clear path for advancement.

    To attract and retain Gen Z talent, companies must prioritize learning and development initiatives that align with their aspirations and foster a culture of growth.

    3. High salary or financial benefits

    Gen Z cites the cost of living as their top societal concern, above unemployment and climate change. So, not surprisingly, pay is top of mind when choosing an employer. As they enter the workforce, Gen Z faces economic pressures and desires financial stability. They seek employers who offer competitive compensation packages and financial incentives.

    Companies must address Gen Z’s financial aspirations and provide avenues for financial growth if they want to secure next-generation talent.

    Related: Everything You Need to Know About Hiring and Retaining Gen Z Talent

    4. Positive workplace culture

    Gen Z seeks an environment that is inclusive, collaborative, and supportive, where they can thrive both personally and professionally. Gen Z values a workplace culture that fosters strong relationships, encourages open communication, and promotes a sense of belonging.

    By prioritizing and fostering a culture of recognition and appreciation, leaders can create an environment that aligns with Gen Z’s aspirations and values.

    Gen Z is here, ready to make their mark on the world of work, and companies must adapt to effectively attract and engage this generation. By understanding Gen Z’s career motivations and aligning with the reasons they select an employer, companies can create workplaces that inspire and retain Gen Z talent.

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    Ryan Jenkins

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  • 1 in 3 employees—including in-office workers—regularly nap on the clock, survey says. Here’s who catches the most Z’s on the job and why

    1 in 3 employees—including in-office workers—regularly nap on the clock, survey says. Here’s who catches the most Z’s on the job and why

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    If you work an office job, perhaps it’s happened to you. You didn’t get enough sleep last night. You’ve powered through the morning, yet your to-do list stretches on. You’re moving a bit slower, sated from lunch. Your computer screen becomes hazy. You glance out the window to see the sun starting its afternoon descent, and your eyelids droop with it. You decide to let yourself snooze just for a few minutes…

    Occasionally falling asleep at work is par for the course, according to a new survey by sleep wellness company Sleep Doctor, with 46% of respondents saying they nap during the workday at least a few times a year. What’s more, 33% reported doing so weekly—9% once per week, 18% several times per week, and 6% daily.

    Particularly if you didn’t get enough shut-eye the night before, taking a 20- to 25-minute nap may help you recharge and take on the remainder of your workday, says Sleep Doctor founder and clinical psychologist Michael Breus, Ph.D. But don’t make a habit of it.

    “While you might feel slightly sleepy between one and three in the afternoon—because everybody does, it’s due to a post-lunch dip in core body temperature—you should not require a nap,” Breus tells Fortune. “If you’re getting the sleep that you should be getting at night, you should not require a nap.”

    Midday snoozing is a big no-no for people with insomnia, Breus adds: “If you have difficulty falling asleep or staying asleep at night, napping, all that does is make it worse.”

    Nearly 1,300 full-time U.S. employees completed the survey in March via Pollfish. Sleep Doctor didn’t provide additional details about the respondents, such as their shift schedules, workplace environments, or socioeconomic statuses. Though the survey isn’t a scientific study, it offers insight into the post-pandemic habits of the nation’s workforce, Breus says.

    Half of in-person employees nap in their cars

    It’s not just remote and hybrid employees who are catching Z’s during work hours. About 27% of in-person workers reported napping at the office on a weekly basis, compared to 34% of remote and 45% of hybrid workers. In-person employees napped in these locations:

    • Car: 50%
    • Desk: 33%
    • Company-designated napping place: 20%
    • Return home: 14%
    • Bathroom: 9%

    Napping in the workplace is a luxury, says Dr. Rafael Pelayo, a clinical professor in the Division of Sleep Medicine at the Stanford University School of Medicine.

    “There are a lot of health care disparity issues related to sleep,” Pelayo tells Fortune. “You can only nap at your job if you have a place to nap and it’s accepted by your employer. So a lot of people don’t have a place to nap where they work.”

    Pelayo adds, “If you work in an assembly line and you take a train to work, you don’t have a chance to nap anywhere. Or, if you’re in a place where you don’t feel safe; somebody who is napping is vulnerable to being robbed or attacked.”

    Men, younger staffers more likely to nap during workday

    More than half of male employees, 52%, told Sleep Doctor they nap at least a few times a year during work hours, compared to 38% of females. It’s unclear whether the survey collected data on non-cisgender workers.

    A majority of younger adult employees admitted to workday napping, a higher percentage than more seasoned staffers:

    • 18–34: 54%
    • 35–54: 46%
    • 55+: 25%

    Younger adults tend to be more sleep-deprived because they have less control over their lives, Pelayo tells Fortune. They may have children interrupting their sleep, elderly parents to care for, longer commutes, and more demands on their free time.

    “When people get older and they have medical problems, medical problems interrupt our ability to sleep, like arthritis, chronic pain. But healthy elderly people sleep really, really well,” Pelayo says. “They get better sleep than healthy young people. Healthy older people, the reason they ended up being healthy old people is they had good lifestyles.”

    Middle age Asian businessman feeling sleepy during working on laptop and meeting at café office
    More than half of male employees, 52%, told Sleep Doctor they nap at least a few times a year during work hours, compared to 38% of females. It is unclear whether the March 2024 survey collected data on non-cisgender workers.

    Nattakorn Maneerat—Getty Images

    Remote workers take longest workday naps

    “Smart naps” lasting 20–30 minutes may temporarily make you feel more alert and awake, says Alaina Tiani, Ph.D., a clinical psychologist at the Cleveland Clinic Sleep Disorders Center.

    “This increases the likelihood that your brain will stay in the lighter stages of sleep and that you will wake up refreshed,” Tiani tells Fortune via email. “When we nap much longer, we may cycle into deeper stages of sleep, which may be harder to wake from. We also recommend taking the nap as far in advance of your desired bedtime as possible to lessen the impact on your nighttime sleep quality.”

    More than half of workday dozers keep their naps under 30 minutes, according to Sleep Doctor: 

    • Fewer than 15 minutes: 26%
    • 15–29 minutes: 27%
    • 30–59 minutes: 24%
    • 1 hour: 12%
    • 2 hours: 9%
    • 3+ hours: 3%

    On average, 34% of remote and 31% of hybrid workers nap for longer than an hour, compared to 15% of in-person workers.

    That napping is less common in the Western world than other cultures made the survey data stand out to Michael Grandner, Ph.D., director of the Sleep and Health Research Program at the University of Arizona College of Medicine – Tuscson

    “The fact that many people who are working from home are more likely to take advantage of opportunities to nap was very surprising,” Grandner tells Fortune via email. “It suggests that many workers would prefer to integrate napping into their lifestyle if they could.”

    Why are employees napping at work?

    Staffers primarily cited some form of exhaustion as a reason for snoozing on the job, while others were simply bored:

    • Re-energize: 62%
    • Recover from poor sleep at night: 44%
    • Handle long working hours: 32%
    • Stress: 32%
    • Boredom: 11%
    • Avoid work: 6%

    But why are they so sleep-deprived to begin with? Ironically, the flipside of napping at work is 77% of survey respondents said job stressors cause them to lose sleep nightly. About 57% reported losing at least an hour of sleep on an average night. Most cited work-life balance as their top job stressor: 

    • Work-life balance: 56%
    • Demanding projects: 39%
    • Long hours: 39%
    • Upcoming deadlines: 37%
    • Struggling to get to work on time: 30%
    • Issues with boss: 22%
    • Interpersonal conflict in workplace: 20%
    • Fears of being fired or laid off: 19%

    Employees who lose sleep over job stress only to crave rest during the workday aren’t the norm, but their predicament isn’t rare either, Breus tells Fortune: “They kind of get their days and their nights mixed up.”

    Hybrid workers were most likely to report job stressors impacting their sleep, 88%, compared to 73% of in-person and 71% of remote workers. In addition, more higher-level employees, such as CEOs and senior managers, reported losing sleep over career stress, 84%, than lower-level employees, 71%.

    Napping on the job may have health, performance consequences

    Dozing at your desk may seem inconsequential on a slower workday or when you think your boss won’t notice. But some employees have paid the price, Sleep Doctor data show.

    Among nappers, 17% miss deadlines and 16% miss meetings at least once a month because they’re asleep on the job. About 27% of workers admit to falling asleep during a remote meeting in the past year, and 17% have done the same in person.

    While just 20% of workers faced consequences, some were serious:

    • Check in with supervisor more often: 62%
    • Workload changed: 56%
    • Sit down with manager: 49%
    • Suspended: 24%
    • Fired: 17%

    “Limiting sleep to one major nighttime window can help to ensure that you obtain an appropriate amount of sleep at night and thus do not require a daytime nap, which could interfere with work or other responsibilities,” Tiani says.

    Strategic daytime napping can be an effective tool to boost energy and productivity, Grandner says, but falling asleep at work when you don’t mean to may indicate an underlying health issue. 

    “For people who are unable to maintain consciousness, I would recommend evaluating your nighttime sleep to see if you have any untreated sleep disorders like sleep apnea, or if there are other steps you can take to achieve healthier sleep,” Gardner says.

    You should also consult your doctor if you’re typically not a napper but begin having unexplained fatigue, Pelayo says: “An abrupt change in your need for sleep would indicate a medical problem being present.”

    For more on napping during the workday: 

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    Lindsey Leake

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  • Skyro expands workforce in the PH, commits to fostering a work culture centered on DEI

    Skyro expands workforce in the PH, commits to fostering a work culture centered on DEI

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    Since starting its operations in the Philippines nearly two years ago, the fast-growing fintech brand Skyro has experienced exponential growth, establishing an expansive network of over 500 partner merchants and a formidable presence in more than 3,000 stores across the country.

    As the brand continues to expand and provide more Filipinos access to credit opportunities through its inclusive digital financial products, Skyro recognizes the indispensable role played by its workforce in achieving these milestones.

    From its humble beginnings with a small team of 42 employees back in 2022, Skyro has expanded its workforce to 1,200+ strong employees to date — an achievement that speaks volumes to the company’s aggressive expansion and growth as it continues to reach more Filipino customers in the coming years.

    “Reflecting on our journey, I am deeply appreciative of the remarkable dedication shown by our employees. Their unwavering commitment and tireless efforts have been instrumental in driving Skyro’s growth and success,” said Skyro’s co-founder and co-CEO Nasim Aliev.

    Asiya Erzhanova, Skyro’s head of human resources, also shared, “Each member of our team plays a vital role in shaping our company’s narrative, and their passion fuels our mission to revolutionize the fintech industry. At Skyro, we hold immense gratitude for our people’s contributions, and we are committed to fostering a culture of appreciation and empowerment, ensuring that each individual feels valued and supported in their professional journey.”

    Fostering a culture centered on diversity, equality, and inclusion (DEI)

    As the company prepares for its expansion this year, Skyro is committed to fostering a culture centered on diversity, equity, and inclusion (DEI). This will stand as a core of Skyro’s values, aimed at acknowledging the potential of every employee regardless of sexual orientation, age, gender identity, nationality, disability, ethnic origin, or marital status.

    The company prides itself on its rich and diverse workforce, boasting a balanced gender with nearly equal representation of males (48%) and females (52%) across the company. Additionally, Skyro values cultural diversity, providing equal opportunities for Filipino executives to hold top management positions alongside expatriate leaders.

    Skyro’s workforce comprises a blend of experienced industry veterans who offer hands-on support and guidance to young professionals eager to learn and contribute insights into industry trends. Millennials make up 74.2% of the workforce, with centennials comprising 24.0%, while Gen X represents 1.8%.

    Embracing its diverse employment culture, Skyro has recruited talents from over 10 different countries, including the Philippines. The company is also proud to have 156 hires from Visayas and 103 from Mindanao, giving opportunities to other Filipinos across the country.

    Through its DEI initiatives, Skyro aims to foster a diverse and inclusive workplace, where employees can freely share unique perspectives, respect one another’s individual needs, and realize their full potential without encountering barriers.

    Celebrating Skyro Day and unveiling of new HQ for employees

    With the goal of showing Filipinos a glimpse of working in fintech, the brand celebrated Skyro Day last March 25 in which Skyro employees showcased their experience on social media about what it is like working in a fintech company like Skyro.

    This initiative goes beyond showing Skyro’s culture but also aims to debunk common misconceptions about working in fintech. As a leading fintech brand in the Philippines, Skyro actively supports the country’s growing fintech market, offering numerous opportunities for Filipinos to enter an industry that promotes growth, learning, and enjoyment.

    In line with this, Skyro also announced its recent relocation to a new headquarters in Mandaluyong City, reflecting the company’s expansion plans and preparation for onboarding more talent in the coming months. Located at Robinsons Cybergate Tower 3, this new workspace was designed to foster an environment conducive to collaboration, wellness, and productivity.

    As Skyro continues to expand its operations in the Philippines, the company remains steadfast in its commitment to making its employees one of its top priorities. Skyro believes that cultivating an empowered and diverse workforce will enable them to deliver better services, offerings, and experiences to their valued Filipino customers.

    Skyro is a fintech company duly licensed and supervised by the Securities and Exchange Commission (SEC). To learn more about digital financial products from Skyro, visit its official website www.skyro.ph. Follow its official Facebook and Instagram accounts to know more about its latest promos and offerings.

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    Gadgets Magazine 4

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  • How to Navigate the Costs That Come With Having an Abusive Boss | Entrepreneur

    How to Navigate the Costs That Come With Having an Abusive Boss | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    The economic cost of poor management is substantial. Gallup estimates that around $1 trillion per year is lost due to unrealized productivity and reduced employee engagement in the United States. Some of this economic loss is due to fairly benign factors such as inadequate training or outdated management practices. But a non-trivial portion can likely be attributed to a specific form of toxic leadership.

    It’s called abusive supervision — a term used to describe leaders who regularly display hostile behaviors toward their employees, including outbursts of anger, public expressions of ridicule and unwarranted judgments of blame or criticism. Research estimates that abusive bosses cost U.S. employers $23.8 billion annually, which should come as no surprise since victims of abuse at work often report increased emotional distress, burnout and other health-related issues.

    In addition to such physiological and psychosomatic problems, abusive bosses threaten their victim’s ability to form and sustain meaningful relationships at work. For example, research shows that victims of work abuse may internalize the mistreatment and blame themselves for its occurrence, which can cause abused employees to believe that others will interpret the abuse as evidence that they aren’t worth befriending.

    Supporting this idea, recent research shows that employees who are victims of abuse may worry about whether they are relationally valuable (trustworthy, likable, respected) in the eyes of others and will work hard to try and stay in the good graces of their colleagues.

    Related: 3 Overarching Reasons Why People Quit Their Jobs

    Because building and maintaining positive social relationships at work is crucial for both the wellbeing and productivity of all employees, it’s important to understand how to navigate the potential social harm that can come with having an abusive boss.

    Try to understand why the abuse is happening

    When you’re the target of someone’s anger and hostility, especially when it comes from those in a position of power, your first instinct might be to look inward and consider whether you bear some responsibility for the mistreatment.

    This is not necessarily bad practice. Such forms of honest, self-reflection are important for maintaining positive social relationships. However, sometimes the mistreatment is unwarranted. In such cases, it can be important to understand why the abuse occurred.

    For example, while abusive leadership can be habitual, sometimes leaders engage in such behavior impulsively due to breakdowns in self-regulation. That is, things like poor sleep quality or the daily demands that come with dealing with customers can cause leaders to thoughtlessly lash out at their employees.

    While this does not excuse their behavior, it can provide context for why the behavior occurred, whether it can be expected to occur again, and whether attempting to salvage the relationship is possible or worthwhile. After all, when leaders engage in abusive behavior impulsively, they may be more likely to feel guilty and work to repair the relationship with the abused employee.

    Related: 3 Keys to Leading Teams During a Time of Divisive Opinions

    Be careful not to perpetuate the cycle of abuse

    Sometimes it’s possible and worthwhile to attempt to salvage a relationship with an abusive boss. However, it’s important to recognize that such attempts can also backfire and ultimately sustain the cycle of abuse — especially when the leader’s abuse is habitual or an expression of an underlying toxic personality.

    One recent study published in the Journal of Management found that abused employees who valued positive interpersonal relationships at work became concerned about their self-image and tried to protect it through acts of kindness and ingratiation. Specifically, the abused employees they studied tried to demonstrate their value to their coworkers by providing them with support or assisting them with their work tasks and tried to win the favor of their leader through compliments and flattery.

    Although such behavior may reflect victims’ attempts to repair the relationship with their abusive leader, the authors caution that it may inadvertently perpetuate the cycle of abuse because it could signal to the leader that their abusive behavior leads to positive outcomes.

    The study states, “While we absolutely acknowledge the many and varied reasons why some individuals tolerate abusive work relationships (job insecurity, financial strain, lack of other options, etc.), we encourage those who are experiencing abuse in the workplace to consider taking actions to stop the abuse if at all possible, even if it means that their workplace reputation may suffer.”

    Such actions might include discussing the matter with your leaders’ boss, filing a formal complaint with HR, requesting a transfer to another department, or, if all else fails, seeking employment elsewhere.

    As the authors note, “Calling more attention to the abuse they are experiencing may be a difficult step, but it may be the only way to stop the cycle of abuse.”

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    Joel B. Carnevale

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  • How to Create a Work Culture That Will Survive Anything

    How to Create a Work Culture That Will Survive Anything

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    Opinions expressed by Entrepreneur contributors are their own.

    In the age of the Great Resignation, executives are in a near-constant battle to attract and retain talent. Paramount to this issue is the importance of company culture. In fact, studies have found that a toxic corporate environment is over 10 times more impactful than compensation when it comes to an employee leaving their job.

    Forward-thinking companies must put the focus back on building and maintaining an engaging, rewarding company culture, to which employees feel empowered to contribute, strengthen, and support for the long haul — especially in times of challenge or change. Such is the definition of “regenerative” — to renew, restore and continuously come back stronger.

    But achieving this means maintaining a people-first mindset and nurturing your employees to be your number one advocates for each other and the company. Here are four fundamentals for building a regenerative workplace culture.

    Related: Your Employees Want Purpose — Not Ping Pong Tables. Here’s How to Thrive Through the Great Resignation.

    Align your employees with company values

    Successful organizations energize employees around core values, referring back to them in times of uncertainty and modeling them for clients, consumers, and the greater good. Establish your values early and explicitly, such that employees can understand them, act on them and identify them in others.

    A consistent and shared appreciation of company values allows your employees to engage with the organization on a deeper level, fostering a professional and personal investment that promotes greater ownership, agency and motivation toward company goals.

    One way to align your team around company values is to acknowledge and uplift them at every opportunity. It’s important to both recognize staff who exemplify company values and create incentives for those who uphold them. Another way is to ensure your company policies both reflect and reinforce your beliefs, thereby giving back to employees and demonstrating your sincerity.

    At NINE dot ARTS, we host regular arts-oriented social activities to lean into our “authentic” and “creative” values, as well as offer ongoing DEIB training and professional development opportunities so employees can embrace our “ethical” and “educational” values.

    When your company’s core tenets help to ground your team in the face of obstacles, guide shared decision-making and galvanize collective action, you will experience the kind of continued growth and affirmation necessary for a regenerative culture.

    Related: 5 Lessons for Early-Stage Entrepreneurs I Wish I Knew

    Focus on human connection

    Values alignment is critical for organizations because it also helps promote employee connection. Thus, it’s essential to create opportunities for your staff to recognize, celebrate and support one another around core beliefs and business goals. And given that approximately 50% of leaders are asking employees to return to an in-office environment, such connections may be easier than you think.

    In fact, despite the rise of office perks like ping pong tables or deluxe coffee drinks, new research by Enboarder found that 60% of respondents feel the most valuable element of working in an office is the opportunity for spontaneous interactions with coworkers. Other top activities from which employees derived the strongest feelings of connection were team meetings, one-on-ones and skill sharing with peers.

    Such findings mean good news for employers because these activities aren’t anything new. There’s no need for special events or unique “connection-building” programs. Instead, incentivizing staff to collaborate in person through simple meetings, coffee dates and even serendipitous interactions may be just the key to strengthening overall connections.

    And when the connection is strong, the research found, employee productivity, satisfaction and retention are strong , too — all contributing to a regenerative culture.

    Related: Here’s the Secret to Improving Employee Engagement That Every Company Can Afford

    Promote employee agency

    As a longtime entrepreneur and business leader, I truly believe that diverse, hard-working individuals who unite around shared values can produce new innovations and outstanding results.

    This begins in the hiring process. One of the greatest lessons learned in my career is to hire for your deficits. After all, even the best leaders have blind spots. Bringing together fresh perspectives, diverse life experiences and a range of expertise can make your organization stronger as a whole, helping to prevent siloed thinking, promote ingenuity and hold everyone accountable. And when diverse specialists share common values and feel connected to one another and your mission, the potential is endless.

    Further, knowing you have committed, specialized team members who balance each other out can allow you to delegate with trust and confidence, giving employees the agency they (and you) need to improve your organization.

    For instance, our employees create topical task forces around our core principles, presenting recommendations to leadership about policy changes in these areas — from sustainability measures to artist advocacy efforts. Meanwhile, with the support of leadership, employees are emboldened to take initiative on operational innovations, creating efficiencies and improvements that benefit our business success.

    Such employee agency is critical for seeing the kind of sustained problem-solving and improvements necessary for regenerative workplace culture.

    Related: Investing in Your Employees Is the Smartest Business Decision You Can Make

    Emphasize education

    Lastly, don’t forget to further your employees’ aspirations — both personal and professional. Oftentimes, employees who seek to enhance a certain skill set, passion or area of expertise will contribute their newfound strengths to your organization in meaningful ways.

    Start by including education in your staff training. For example, at NINE dot ARTS, all new team members complete three Courageous Allyship trainings and each year we have a company-wide session for all employees. This workshop gives our team a shared understanding and language around diversity, equity, inclusion and belonging — a core component of our ethos across every department.

    Additionally, provide continuing education stipends to fund workshops, lectures, conferences or other educational endeavors. And let your employees present their learnings from such opportunities to the company as a whole. Promoting your staff’s continuous advancement inspires each individual to have a growth-oriented mindset for themselves and the organization.

    Related: Is Your Employee Engagement Program Up to Snuff?

    Move beyond material perks

    In today’s hiring and retention landscape, we can’t underestimate the impact of workplace culture. Gone are the days when a mini fridge, coffee machine, branded merch or gym membership could entice talent to your organization. Instead, leaders need to focus on the foundational aspects of culture, like values alignment and human connection. Once these are solidified, empower employees to feel ownership, agency and a sense of purpose around their work — and provide educational opportunities to further that purpose. These are the building blocks of a regenerative culture — one that is adaptive, resilient and always improving on what’s been done before.

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    Martha Weidmann

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