Facebook urges managers to identify "low performers" | Use different strategies to hire remote workers | What role will HR play in the cannabis industry?
Facebook CEO Mark Zuckerberg (Samantha Burkardt/Getty Images)
As part of its recent cost-cutting effort, Facebook's parent company, Meta, has instructed managers to pinpoint their worst-performing employees for additional HR "support." "As a manager, you cannot allow someone to be net neutral or negative for Meta," Maher Saba, Facebook's head of engineering, wrote in a memo reported initially by the Information.
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Hiring of workers for remote positions should be handled differently than traditional office-based jobs, writes Nate Nead, principal and managing director at InvestNet. Tips include looking for candidates who have worked remotely and have the technical expertise to do so, asking current workers for referrals and testing applicants with an assignment before hiring to evaluate their skills.
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Sommer Sherrod, a vice president with the Insurance Office of America, and Insurance Consultants of Central Florida broker Michael Espinosa are technically competitors but are working together to come up with insurance benefits that better serve employees. "Balancing the bottom line with employee needs has been a challenging endeavor as of late," Sherrod says of the current climate.
The volatility ushered in by the pandemic means the best CEOs must possess CQ, or crisis quotient, to be able to navigate disruptive environments, prioritize appropriately and translate complex issues into simpler forms, writes Adam Bryant. "A high CQ also includes the ability to lead with compassion and understanding for what people need and want, and to [be] able to balance a greater focus on listening with knowing how and when to make tough decisions," Bryant writes.
Sunday I took a long motorcycle ride through Topanga Canyon with my friend’s club. It was a beautiful scenic ride. It was my first time through the canyon, though, and I struggled through a couple curves. But when we all stopped at a gas station just outside the canyon, I got nothing but kudos from the guys.
“Good job, mama!”
“Yeahhhh, girl! Ride that bike!"
"Right on Kanoe! How you feel?”
I lit up from the praise. I said that I felt good and then admitted where I had struggled. They were wonderful. Three of them had stayed back to make sure I was OK – two rode in front and one rode behind me. They told me what I’d done well and how to correct mistakes I made. Everyone was kind and encouraging, and I said as much.
“Because you got the right attitude, Kanoe. You want to learn,” said my friend, Bug.
Attitude makes all the difference, when on a motorcycle and in the workplace, as we see in our HR Leader story today. Workers -- and leaders! -- with bad attitudes “stink” up the workplace with their negativity and pessimism. They make it difficult to execute initiatives, develop new products and pivot amid crises. People avoid working with them.
But people with good attitudes energize the environment around them. They’re enthusiastic and willing to learn.They spark growth, in themselves and others.
I need that type of attitude -- as a leader, an employee, a mother, a woman and a biker. I admit it’s hard to do that sometimes, but it’s imperative. When we stiff-arm growth, we become stagnant -- or worse, we regress. I don’t want to be moldy in any part of my life.
