Paramount is laying off 15% of its workforce. (SOPA Images/Getty Images)
This week, Paramount Global is initiating a 15% reduction in its US-based workforce, impacting hundreds of positions as part of a larger $500 million budget-trimming effort. Paramount has also merged with Skydance in a $28 billion deal, furthering its investment in streaming as linear television assets face losses.
A recent study reveals that employers often miss the point in job interviews by relying on casual conversations and gut feelings instead of structured questions and scoring. To improve interviews, employers should focus on aligning their strategies with their goals, avoid pursuing multiple conflicting objectives in a single interview, and dispel outdated myths.
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Bosses should take the time to onboard new employees with thorough training and clear communication, writes Molly McGrath, the founder and CEO of Hiring & Empowering Solutions. "When bosses invest hands-on time with new employees during their first weeks with the company, they see a significant improvement in relationships," McGrath writes.
SRS Distribution has joined the Defense Department's SkillBridge program, offering service members internships to prepare for postmilitary careers. SRS' participation involves the Operations Management Trainee Program, a four-month internship that gives service members experience with responsibilities such as warehouse management, inventory control and order processing.
Citizens Bank is focusing on retaining employees amid a stabilizing labor force by fostering a culture of continuous learning and development. Chief HR Officer Susan LaMonica leads a strategy that includes a skills-based approach and the use of technology such as an internal talent marketplace and a chatbot for applicants, aiming to eliminate friction points, enhance employee experience and ensure the organization remains competitive.
I once asked my son to describe the type of man he would choose to be my husband.
“Well, Mom,” he wrote in the text. “I think he would be like a dog with no legs -- loyal, kind and not going anywhere.”
I remember laughing and shaking my head when I saw this, but I also knew it was his honest feedback. It was the heart of a son wanting to protect and support his mother. Feedback like this is part of why he is in my circle of trusted advisors.
Having the right people around you is key to getting valuable, constructive feedback, as we see in today’s Leadership & Development story from Harvard Business Review. You want folks who know your blind spots, will hold you accountable and be committed to your success. Their counsel will keep you grounded and growing.
Who’s in your tribe? Who among your professional or personal peers do you trust to speak into your world? Also, how good of an advisor are you? Do you routinely provide feedback to someone? How did you foster that relationship? Let me know! I read every email I get from readers. And if you enjoy this brief, tell others so they can benefit also.
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