Lawsuit against Apple alleges surveillance of employees | Employers tap into talent pool with criminal records | Quiet hiring's effect on DEI raises concerns
An Apple employee has filed a lawsuit alleging that the company requires its employees to waive privacy rights and undergo extensive surveillance via company-managed devices, including personal iPhones. The lawsuit claims Apple collects data such as emails, photos and location information, potentially violating California law. Apple denies the allegations. Full Story: The Verge (12/2)
AI at Work: Your New Secret to Team Magic What if AI could strengthen human interactions instead of replacing them? Join Kathryn Minshew, co-founder of The Muse, and Jessica Winder, SVP of People at CoLab, as they discuss how to build trust, authenticity, and a future-ready workplace culture. Register here.
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Recruiting & Retention
Employers tap into talent pool with criminal records Employers such as AT&T, Bank of America and Microsoft are hiring people with criminal records through programs created with the Second Chance Business Coalition. Almost 10% of new hires at JPMorgan Chase have previous arrest or conviction records. Checkr has hired nearly all of the 10 people who participated in a yearlong apprenticeship program for people with criminal records. Full Story: WorkLife (11/29)
Many small employers turning to level-funded plans About 40% of small employers -- those with between three and 99 employees -- are transitioning from fully insured health plans to level-funded plans. To manage financial risk, these plans often incorporate stop-loss insurance with low attachment points, providing employers with protection against significant additional liability. Full Story: BenefitsPRO (free registration) (12/2)
The Palmetto Academy for Learning Motorsports in Conway, S.C., offers a hybrid curriculum focused on motorsports -- combining traditional academics with hands-on training in welding, auto-collision technology and digital arts. The school aims to help students graduate and find careers, boasting a 79.2% graduation rate in 2023. Full Story: The Sun News (Myrtle Beach, S.C.) (12/2)
The HR Leader
Organizational culture change starts with "activators" Organizational culture can significantly reduce the need for managerial oversight by empowering employees to act autonomously, according to Glenn Carroll of Stanford University. At a recent Charter virtual event, experts discussed strategies for effective culture change, emphasizing the role of "activators" -- employees who lead discussions and feedback sessions to foster engagement and leadership development. Full Story: Charter (12/3)
SmartBreak: Question of the Day
A prototype of the Great Seal of the United States featured a golden eagle, which gave way to idea of incorporating the American bald eagle in the final design. Which of these artists suggested/prototyped it?
A healthy workplace culture has never been more important than it is today. Developing (or changing) it, though, can seem an arduous task, given the complexity of the modern workforce -- remote and hybrid work models, multigenerational teams, and new social norms and expectations. These four strategies from our HR Leader story can help you get started. Take a pulse from your teams and partners -- and throw the net wide. This may seem obvious, but it bears repeating. Use surveys, polling tools, focus groups and other communication channels to gather input from your staffers. Some folks may eschew these efforts (ignore emails or announcements), thinking them unnecessary. Be persistent. Make sure folks know that you are listening and need their input. Find your “activators.” PwC recruited “activators” from among their employees -- folks in charge of guiding conversations with their peers about what’s working and not working in the organization and then channeling that feedback to leadership. “They went out and they did it their way. They did lunch and learns, they did fun games,” said Yolanda Seals-Coffield, PwC’s chief people and inclusion officer. Say the important stuff over and over. And then over and over again, even when it gets boring. Find fresh ways to convey your message, but keep saying it. “Sometimes the real work is not developing the core values, but in pushing them down,” said Glenn Carroll, professor at the Stanford Graduate School of Business. Expect to play the long game. Culture change doesn’t happen overnight. In fact, in many organizations, it will take years. Resist the impulse to be impatient. You may lose folks. You will be criticized. You may have to adjust the strategy as markets fluctuate. All of that is normal. Just settle in and stay the course. Do you enjoy this brief? Share it with others. Want different stories? Something about it bug you? Tell me. In the words of Frasier Crane, “I’m listening.”
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