Companies, including Salesforce, are trying new and old incentives to lure remote workers back to the office. Salesforce is offering a $10 contribution for every employee who returns to the office, while other companies are ramping up free food, games at work, and commuter benefits.
Uber Technologies announced a layoff of 200 in its recruitment department in an effort to trim costs. The layoff is less than 1% of Uber's 32,700 worldwide workforce.
Bear Market Rallies Markets are forward-looking, but in our view they often don't look far enough. Investors have focused on inflation and interest rates. But what about corporate profits? See why we believe investors could be in for a painful surprise.
Increasing the minimum wage by a significant amount will not necessarily alleviate low-income workers' financial difficulties, as a company might simply decide not to hire a new worker, according to university research. The research suggested that a more moderate increase in the minimum wage, coupled with programs such as the earned-income tax credit, can provide larger welfare gains.
Employers should start using virtual reality for training programs, the metaverse for virtual workspaces, augmented reality for wellness programs and data collection and analysis technologies to learn more about employees' behaviors and preferences, writes Tony Martignetti, chief inspiration officer for Inspired Purpose Coaching. "Adopting VR, AR and the metaverse in talent management is the next frontier in transforming the workforce experience," Martignetti writes.
HR advocates need to keep pushing for reforms, even on basic changes such as "paid family leave," says Emily Dickens, chief of staff for The Society for HR Management. One idea is to form an insurance pool to offset the cost of paid leave, Dickens says.
Environmental liability (E-liability) is a carbon accounting concept that offers a simple, accurate, and verifiable calculation for the total cradle-to-gate emissions of any product or service. Prof. Karthik Ramanna from the E-liability Institute and the University of Oxford explains the basics of E-liability and makes the case for why companies, standards setters and regulators all around the world should be familiarizing themselves with the concept as soon as possible.
What keeps women from advancing to leadership roles in their organization? This question has been circulating through the media for the last several years, and we see it again in today’s Leadership & Development story from Forbes.
This is an important topic and I like that we’re discussing it. I get concerned, though, that many of these stories promote the idea that bias against women is the reason we don’t advance at the same pace as men. These stories lean on statistics citing small numbers of women working in certain fields and industries and in C-level roles. I don’t question the validity of the data. I just don’t think they tell the full picture.
For instance, how many women are actively pursuing leadership jobs? Today’s story says that women comprise 25% of C-level roles. That means men hold 75% of C-level positions. How many women threw their hats in the ring for the 75% of jobs held by men?
I don’t have any idea of what that number is, but I do think the question is fair. And most stories on this topic don’t ask it. Why? The answer can help us determine what factors are keeping women out of the top roles.
When we don’t ask the question, we let readers assume that the real answer is bias. I think bias is likely part of the issue, but I don’t believe it’s solely responsible.
“What’s your point, Kanoe? You’re all over the place.”
My point is this: If we truly want to see more women serving in leadership roles, we need to ask more questions -- hard questions -- and tell an accurate story. We need to have a sense of how many women are pursuing advancement -- and why they don’t. We need to understand why women gravitate to certain fields over others. We need to look at more than bias as the culprit behind the problem. As we do this, we’ll be able to pinpoint the gaps and then create solutions -- changing recruitment tactics, redefining job criteria, etc. -- to fill them.
What do you think? Do you think the issue gets fair treatment in the press? Let me know! And if you enjoy this brief, tell others so they can benefit also.
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