Wall Street Journal rocked by discontent | "Flextirement" benefits both company and workers | Coursera CEO: Demand increasing for professional training in AI
The Wall Street Journal is experiencing internal turmoil as Emma Tucker, the editor-in-chief, faces a revolt within the newsroom. Staff say that editorial and personnel changes she has made could threaten the objective reporting and accountability journalism for which the publication is known. Full Story: National Review (6/10)
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Recruiting & Retention
"Flextirement" benefits both company and workers At Optima Office, a flexible work arrangement called "flextirement" helps baby-boomer employees transition from full-time work to retirement. This program allows employees to work between 12 to 25 hours a week, and the company benefits from retaining experienced staff who mentor younger employees and contribute their expertise. Full Story: Fortune (tiered subscription model) (6/13)
More fathers getting leave with moms More US employers are now offering paid paternity leave, recognizing its positive impact on employees and business performance. Companies such as Citi and QBE North America have introduced gender-equal parental leave policies, with Citi offering up to 24 weeks for birthing parents. Full Story: Society for Human Resource Management (tiered subscription model) (6/13)
The HR Leader
Will your managers play a key role in gen AI adoption? Make the adoption of generative AI in the workplace more enjoyable by having managers experiment with and use the technology beforehand and ensuring they work with their teams to integrate the tools, write Boston Consulting Group's Deborah Lovich, Rosie Sargeant and Jacob Smith, who conducted a study involving administrative and HR professionals at BCG. "We found that those who used gen AI at least once a week for professional development tasks, such as brainstorming personal goals and drafting personal development plans, reported 18% higher joy and 13% higher effectiveness than their colleagues who did not use gen AI for these types of tasks," they write. Full Story: Harvard Business Review (tiered subscription model) (6/12)
ESPN reporter Malika Andrews has experienced multiple types of mental health challenges, including depression and an eating disorder, along with treatment protocols that separated her from her support system, and she wants people to know that making forward progress with mental health doesn't mean there won't be further hurdles. Mental health issues "are shapeshifters that can grip and control you and just when you feel like you have a handle on one piece, another juts out to slice into your progress," says Andrews. Full Story: People (6/12)
SmartBreak: Question of the Day
Fun Fact Friday: Without looking at your standard QWERTY keyboard, which top-row number is associated with the asterisk?
I got into this field because I am a word nerd. I love language and grammar. I enjoy the thrill of reporting -- of interviewing people and telling their stories. And, to the bewilderment of my children, I really enjoy editing a clunky draft and turning it into something smart, lean and compelling. But 25 years into this business, I know that media is a business. My job might be to edit and report stories, but the reality is that publications have to make money. As revenue streams slow, more publications are implementing new editorial tactics aimed at engaging audiences and driving advertising dollars. These moves are causing havoc in newsrooms, as we see in today’s top story about the Wall Street Journal. (If you have trouble accessing the story from your desktop, try using your cellphone. If you’re still having an issue, drop me a line.) Recent layoffs and changes to key editorial jobs have newsroom employees upset and confused. Many see these changes as a departure from the publication’s high-quality, accountability-driven journalism. This story is about a newsroom, but truly the conflict is applicable among many industries. Revenue versus purpose. Money versus mission. Employees work for a salary, but they choose a field because they value the job. They believe it has meaning. And when that meaning is threatened by the almighty dollar, conflict erupts. Morale deflates. Tension grows. People leave. What’s the answer? I don’t know. Companies have to make money and sometimes in that struggle, purpose loses the coin toss. It’s disheartening. What do you think? Got any suggestions for guiding teams through the frustration? Let me know! And if you enjoy this brief, tell others so they can benefit also.
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