Connect with us

Startups

A Compensation-Averse Guide to Hiring Post-Covid

Published

on

Opinions expressed by Entrepreneur contributors are their own.

Job growth last month grew by a meager 194,000 newly employed, about half of the jobs gained in August. Economists were confused. “Employment is slowing when it should be picking up,” one told the New York Times. Indeed, there are still about five million fewer Americans working now than before the Covid shutdowns.

Few predicted this — certainly not the economists at the Federal Reserve or on Wall Street. Rather, almost everyone predicted a gradual, though perhaps slow, return to normal. Yes, there might be some hiccups along the way, such as a new variant that starts killing Americans at the same rate as last summer. But eventually, most agreed, Americans would return to buying, selling and working.

The evidence shows that millions of Americans are simply unwilling to return to employment, not that they are unable to get a job. The experts provide a number of explanations. None of them are particularly good for those of us looking to hire. Some of the unemployed are reconsidering the necessity of working. Others are living comfortably off their savings. Still others are holding out for better offers.

One of the worst indicators shows that many of the employed are actually quitting for any one of these reasons.

Let’s put aside the judgment about those choosing unemployment as some sort of lifestyle or philosophical choice. The more important fact is that their collective decision gives workers extraordinary leverage, perhaps more than we’ve seen in the post-union era. And this is not just a phenomenon of the working-class — professionals in some of the most highly desired positions are also refusing employment or leaving their jobs.

The law of labor supply elasticity predicts an inevitable rise in salaries and wages to win back these reluctant recruits. But is there something other than compensation that can lure them back? Indeed, I would argue that the same factors keeping people from returning to employment indicate some non-compensatory sweeteners we can offer to encourage their return.

Deliver on the work-life balance

Preliminary data suggests that many of the comfortably unemployed are simply reconsidering their life priorities. A survey by the Society for Human Resources Managers this spring found that less than one-third of mothers who left the workforce because of the pandemic planned to return to work in the next year. Mothers were obviously the primary caretakers of their children during the school shutdowns, but a surprising number are refusing to return to the workforce even now that their children are returning to school. The survey suggests why: Newfound priorities that value work less and time with family more.

Yes, we are talking about the work-life balance. The mothers surveyed said, if they do return to work, they will only do so if their employers deliver on the work-life balance. We must begin to deliver the work-life balance on terms established by those demanding the balance. There might be some general options already available under the suite of HR benefits, but we must also tailor the balance for the specific needs of individuals. This discussion needs to happen during recruitment in collaboration with the recruit, not offered as part of a generalized benefits package.

Career planning

Now let’s turn to what appears to be a generational factor driving the refusal to return to the workforce. Another survey found that 90 percent of millennials and Gen Z workers have no interest in returning to full-time employment without certain guarantees. They have little interest working at a job without career opportunities or long-term security. If they do return to work, they also want the work-life balance guaranteed. Oh yeah, and if you are a boss, they don’t trust you to provide any of these things.

Say what you want about their preferences, but these generations are the future (and much of the present) of the workforce. You can scoff at their generational skepticism, but these attitudes are clearly inhibiting the economic rebound. We ignore them at our own peril, and perhaps that of the national economy.

And can you really blame them? Is it so much to ask that our jobs actually translate into a career, that our employers value us for the long-term, and that we can comfortably manage our personal, family and work obligations?

Delivering on all of these also requires individual collaboration with the recruit. We must find out what interests them in a future career, or help them develop that interest. We must commit to long-term job security and find ways to live up to that commitment. We must offer benefits that guarantee their preferred balance of work, leisure and family.

Simply offering higher wages and salaries will be ineffective and a waste of resources. The comfortably unemployed are considering issues beyond what is predicted by traditional economic theory or forecast models. They are considering the very necessity of work. Perhaps these philosophical meanderings will dissipate with their savings. Or perhaps they will think differently when they realize that their quality of life does depend on the dual income.

We have nothing to lose, however, by sweetening the pot with these incentives. Most of them require no direct compensation, and they address deeper (and legitimate) concerns about the meaning of life and work. If we can provide a more enriching experience with work, we can lure the reluctant back to the fold. The comfortably unemployed can become the satisfactorily and productively employed — but only if we take their complaints, and their demands, seriously.

Startups

A Business Owner’s Operating Guide

Published

on

Running a remote business comes with a different set of challenges to having a team who all work from the same office. Things that once made sense now don’t. Lines that were definite are now blurred. There’s a new set of expectations and myriad ways to operate.

The events of 2020 forced many companies to adopt remote work with zero training or guidance. It’s no surprise that feelings of burnout and a lack of work-life balance were at an all-time high. Not only that, but the definitions aren’t widely understood. Working remotely does not mean working from home. Truly location independent companies understand the nuances and are creating a structure that means business success and an enjoyable life for everyone involved.

Mitko Karshovski is the host of That Remote Life, a top 2% podcast covering the remote work revolution and the digital nomad lifestyle. Since 2018, his work has helped remote companies establish operations and culture from a remote-first perspective. After guiding hundreds of entrepreneurs looking to better run remote teams, Karshovski created a set of rules for effective remote work.

Karshovski believes following these 12 simple rules will mean you and your team are, “more productive, less anxious, and positioned to grow and thrive.”

1. Look for answers before you ask questions

Karshovski believes that all companies working remotely not only need to make good use of Google, but they also need to have “a handbook that keeps track of how things are done in the company.” Your manual, playbook or collection of SOPs. Whatever it’s called, it needs to exist.

He advised that, “before asking anyone in your team how to do something, check if the answer is in the company’s handbook.” If it takes more than five minutes to find the answer, that document needs to be improved.

2. Only solve problems you are qualified to solve

“The person that is closest to the problem is usually the one that is best suited to make decisions about that problem,” said Karshovski. They have the most information and are most likely to come up with the best solution. “Trust t hem to make the right call.”

You wouldn’t “ask managers how to solve a coding issue” or a developer how to solve a marketing issue and Karshovski agrees this “will likely end in disaster.” But, similarly, avoid weighing in on decisions you aren’t best placed to make, because this overcomplicates and creates unnecessary lines of enquiry.

3. Create physical and mental boundaries

Avoid burnout by creating “a sacred work space both digitally and physically.” Karshovski advised you don’t work where you relax. Instead, “Go to a coworking space, find a coffee shop you love, or even try working from a local museum. You’d be surprised how good the internet speed is at museums.”

If you use the same computer for work and fun, use different profiles and accounts so you keep work and home separate. Karshovski uses Notion to create dedicated spaces for work and life.

4. Identify and share your weaknesses

Karshovski encourages his clients to, “share their weakness with the team.” This doesn’t “make you a bad worker,” he said. Instead, it will make it easier for them to know where you might need support and how they can help. “No one is perfect, we all struggle with something.”

Your team exists to cover your weaknesses, and you theirs. Accepting that you each have downfalls focuses your mind on the solution; on solving the puzzle of how everyone’s strengths are best utilized.

5. Maximize your non work time

If you work largely asynchronously or have the ability to get your work done without a time overlap with the rest of your team, make the most of it. “This allows you to work around your life, rather than the opposite,” which means you can rethink your time. Use this to “do epic stuff,” said Karshovski. There’s no excuse.

Get your work done to a high standard and use every other second to “travel the world, take on side projects or experiment with a new hobby.” Karshovski said having fun remote working is the whole point.

6. Create and stick to a routine

As a wise man once said, discipline equals freedom. Routine doesn’t stifle creativity; it allows for it. Karshovski guides his clients to, “create boundaries for your work so it doesn’t blur into the rest of your life, and vice versa.” He knows that in the long run, “your family, coworkers and mental health will thank you for it.”

Your default day could be exactly the same, as long as the structure works for you. Perhaps you do deep work in the morning, exercise and eat in the middle of the day, then do manager work and smaller tasks in the afternoon before exploring a new city in the evening. Whatever works for you, just make sure it’s intentional.

7. Only your results count

The golden rule of remote work, according to Karshovski. “How you get work done doesn’t matter as long as you deliver.” Duration, effort and input doesn’t matter, it’s the results that count. But while you can only be judged on your results, if they’re not up to scratch, your methods will be questioned.

“If you’ve found a way to get something done in less time while meeting expectations, more power to you,” he said. “But if you’ve found a way to do get things done faster, cheaper, or more efficiently, it’s your responsibility to show the rest of your team so they all benefit.”

8. Invest in your hardware

If you aren’t seeing people face to face, how you appear on a screen matters, so Karshovski wants you to “invest in a good microphone and webcam.” For less than $100 your video can, “look and sound as good as your local TV anchor,” an investment that you should absolutely make.

Karshovski compares this to office work, where you wouldn’t, “turn up wearing a stained shirt and dirty sweatpants.” For working remotely, don’t show up for a video call sounding like you’re in a hurricane.

9. Plan for no response

Being left hanging isn’t ideal in a work situation, and with a remote team it’s inevitable as you all clock off at different times. Karshovski advised you “always add a ‘dead man’s switch’ for decisions.” This means you let people know what action you will take if they don’t respond.

For example, “let them know which option you will go with if they don’t answer in a certain number of hours,” but give them plenty of time. No one wants to work in a place that forces urgency and hurried decisions, so aim to overcome blockers to action without enforcing them on others.

10. Improve your written communication

Without face-to-face interactions happening (unless they are planned), written communication becomes even more important. Karshovski said you should take extra care to improve your emails and messages.

Ask, “Is your question clear? Did you make any silly spelling mistakes? Did you include answers to any obvious follow up questions?” Finally, did you signal the best solution or the next steps, or is the way forward ambiguous? Karshovski believes “your team will appreciate the extra effort.”

11. Assume positive intent

“Communicating through text can sometimes make things sound sharper than they were intended,” said Karshovski. “So always assume that messages are positive.” As the writer of messages, remember text will be inferred in the worst way possible, so read it as such when you proofread and adjust.

Karshovski knows that emojis are your friend. “They may be silly, but they are a great way of making sure that a message that may come across as sassy is received in the positive way that it was meant to.”

12. Overcommunicate your availability

Working remotely puts you on a different schedule to your team and your availability is likely not to overlap very much. Karshovski says overcommunicate your availability to avoid issues. “Make it clear when you won’t be at your computer,” which he said avoids the team, “assuming you’re available and waiting on your response.”

Similarly, respect the stated availability and working patterns of your team members.” Overcommunicate to find a cadence that works well. If you absolutely need crossover time with certain members, agree on this together.

Follow the 12 commandments of remote work to communicate effectively, do your work to a high standard and enjoy your life when you’re not working. Edit these rules to suit your workplace and share them somewhere everyone can see.

Continue Reading

Startups

HUL, other FMCGs in acquisition talks with Oziva: Report

Published

on

Hindustan Unilever (HUL) is in talks with Oziva for a strategic acquisition of the plant-based nutrition brand.

The development, first reported by The Economic Times, comes at a time when niche brands—which saw accelerated growth amid the COVID pandemic-led online shopping boom—are now struggling to grow during a funding winter.

According to the report, the nutrition brand is also in talks with Dabur and Tata Consumer for a possible acquisition.

A query shared with Oziva did not elicit any response at the time of publishing this story.

Oziva was founded by Aarti Gill, an MBA graduate from INSEAD, along with Mihir Gadani in 2016. The direct-to-consumer (D2C) brand operates in nutrition categories, including immunity boosters and organic plant protein.

Last year, as the pandemic shopping boom started to subside, the brand introduced products in the clean beauty category. Oziva also started making inroads in physical retail stores by launching sachets of its products, priced between Rs 15 and Rs 20 to appeal to a wider consumer base.

“Our current price points are slightly premium due to the quality. But we want everyone to be able to afford our products,” Aarti told YourStory in July 2021. However, growing digital marketing costs and investors backing firms with caution has been hard for many direct-to-consumer brands.

According to Abneesh Roy, Executive Director at Nuvama Institutional Equities, Oziva could be valued at Rs 400-Rs 500 crore.

“We like HUL’s strategy of acquiring small companies in spaces where it doesn’t have a presence. HUL ramped up Indulekha, V Wash, sharply post-acquisition,” says Abneesh.

Earlier in November, clothing firm Bewakoof Brands Pvt. Ltd. got acquired by Aditya Birla Fashion and Retail Ltd. (ABFRL) in a distress sale. Moreover, Marico has been actively acquiring more than 50% stake in D2C brands, including Beardo, Just Herbs, and True Elements.

Source link

Continue Reading

Startups

BharatPe claims over Rs 88 Cr in damages from Ashneer Grover and family

Published

on

The Delhi High court on Thursday issued a notice and summons to Ashneer Grover, former Managing Director of BharatPe, and his family members, in a suit filed by the company seeking orders to restrain them from making defamatory statements against the company. 

Meanwhile, the fintech unicorn has also slapped a lawsuit against former head of controls and wife of Ashneer Grover, Madhuri Jain, under Section 420 (cheating and dishonestly inducing delivery of property), said various media reports. Besides the couple, the other defendants in the suit are Grover’s brother-in-law, father-in-law, and mother-in-law.

The couple has been granted two weeks time to file their response to BharatPe’s application seeking interim relief. BharatPe has sought:

  • Disclosure of assets of Grover and his family members
  • Interim injunction against the defendants restraining them from making defamatory/derogatory statements concerning BharatPe, its directors, employees and/or publicising the same
  • Direction to defendants to delete/remove within a period of five days all statements, tweets, social media posts, books, re-tweets, hashtags, videos, press conferences, interviews, comments, etc., made against the company
  • Orders granting liberty to BharatPe to approach all social media platforms, media organisations, publications, websites, blogs, etc., to seek deletion/removal of all such material. 

The matter will next be heard in January 2023.

During the hearing, which took place on Thursday, Senior Advocate Mukul Rohatgi, representing BharatPe, pointed out various tweets made by Grover after his resignation earlier this year.

As per the reports by LiveLaw, Rohatgi said that Grover should be restrained from running a “vicious campaign” against the fintech company. He cited various tweets posted by Grover and his family members following his ouster. 

“These are all his family. They were sacked from the company. We have suit for damages as well.”

Counsel for Grover claimed that the suit was not served on his client, said Bar and Bench report, to which Rohatgi responded, “We didn’t serve them because the moment he knows about it, he will again go on a rampage.”

Further, Rohatgi said that while being the former Managing Director, Grover brought in his entire family.

“To fleece the company, they (defendants) created fictitious vendors from Panipat who were paid 50-60 crores and nothing was purchased. The vendors don’t exist,” Rohatgi submitted, adding that there was a massive hiring of employees, said LiveLaw. 

BharatPe has also claimed damages of over Rs 88 crore from Grover, his wife, and his brother. This includes a claim for payment made against the invoices of non-existent vendors, amounting to Rs 71.7 crore; a claim for penalty paid to GST authorities amounting to Rs 1.66 crore; payments made to vendors purportedly providing recruitment services totalling Rs 7.6 crore; payments of Rs 1.85 crore made to a furnishings company; payments for personal expenditures of Ashneer and Madhuri Jain Grover amounting to Rs 59.7 lakh and Rs 5 crore damages for loss of reputation to the company caused by tweets and other statements made by Grover and his family members.

Source link

Continue Reading

Trending

URGENT: CYBER SECURITY UPDATE