: Yelp to shut offices in New York, Chicago, D.C., saying future of work is remote

"Over time we came to realize that the future of work at Yelp is remote. It’s best for our employees, and for our business," CEO Jeremy Stoppelman said......»»

Category: topSource: marketwatchJun 23rd, 2022

: Yelp to shut offices in New York, Chicago, D.C., saying future of work is remote

"Over time we came to realize that the future of work at Yelp is remote. It’s best for our employees, and for our business," CEO Jeremy Stoppelman said......»»

Category: topSource: marketwatchJun 23rd, 2022

25 HR leaders building the world"s most innovative, inclusive workplaces amid upheaval in corporate America

Meet the human-resources managers helping employees learn critical job skills, develop into effective leaders, and advance quickly in their careers. Kazi Awal/InsiderInsider compiled its third annual "HR Innovators" list of 25 prominent figures. Some of this year's most innovative HR leaders (shown above, starting from the left) are Sara Cooper, Karsten Vagner, Shirley J. Knowles, and Elaine Mak.Rachel Mendelson/Insider The "Great Resignation" and the transition to hybrid work have put tremendous pressure on HR. Insider put out an open call for talent heads who are leading successfully during the pandemic. Our list spans industries and includes human-resources leaders from Cisco, Maven, and Wiley. Insider recently undertook a search for human-resources leaders executing the most creative and ambitious plans for their companies.For a third year in a row, we asked our readers to tell us about HR stars. Then, we picked 25 who really impressed us. We looked for execs who bettered their companies through new policies regarding worker safety and wellness amid the pandemic, the "Great Resignation," and louder calls for diversity and inclusion. These talent professionals work across industries and at organizations of all sizes, including Cisco, Meta, and Wiley.Women hold most HR positions, and our list reflects that, with Insider featuring only a handful of people who are men or nonbinary. This was unintentional but not surprising.With workplace dynamics in flux, these executives are shaping the future of corporate America. They're building long-term policies around flexible work, finding new ways to attract talent, and addressing inequities that leave certain demographics at a disadvantage.Their accomplishments include promoting 30% of the workforce in one year, building early-career programs for underrepresented talent, and helping employees find programs to meet their educational goals. Cassie Whitlock, BambooHR's director of HR, said, "The pandemic elevated core 'human' needs that have always existed in business but were, for some, easy to ignore."In no particular order, here are the top 25 innovators in HR and their exclusive insights on reimagining work. These responses have been edited for clarity and brevity.Shirley J. Knowles, chief inclusion and diversity officer at Progress SoftwareShirley J. Knowles.Courtesy of Shirley J KnowlesCompany: Progress is a software company that offers custom software for creating and deploying business applications.Skills they've used to be successful in HR: Authenticity is an important core value. In conversations about diversity and inclusion, I use real-world scenarios — including my own experiences — to illustrate why this work is essential. I don't use buzzwords that many people are unclear of. I talk about things in a way that anyone can understand.How they've supported employees during the coronavirus pandemic: I have taken a particular interest in the well-being of our employees, specifically their mental and emotional health. We offer fitness classes, meditation sessions, and mental-health training led by a Harvard professor who is also a licensed mental-health counselor.By offering exercises that focus on burnout, avoiding isolation, and finding meaning in work and one's personal life, I am helping employees find balance while trying to navigate through the ongoing pandemic.Francine Katsoudas, executive vice president and chief people, policy, and purpose officer at CiscoFrancine Katsoudas.Courtesy of Francine KatsoudasCompany: Cisco develops, manufactures, and sells networking hardware, telecom equipment, and other IT services and products.How they've been supporting their company's diversity, equity, and inclusion efforts during the pandemic: In early 2020, right before the pandemic, we established our Social Justice Beliefs and Actions at Cisco outlining our ambitious goals for addressing injustice and establishing a framework to hold the company accountable to its commitments.Although we didn't know it at the time, this blueprint would guide our approach to social-justice issues that arose over the course of the pandemic. While these beliefs and actions were first focused on supporting the Black community, they have become an invaluable working guide to how we as a company respond to injustice and address inequities overall.Initiatives they've taken to address the effects of the Great Resignation: Every quarter, we conduct "engagement pulses" to check in with employees about top-of-mind issues and concerns. We've found that employees who aren't invited to participate in an engagement-pulse meeting are 21 times as likely to leave Cisco than their invited counterparts.We've also done more work to understand people's career trajectories within Cisco, examining the velocity of promotions for groups and individuals. As a result, we're proud to have promoted 30% of our workforce over the past 12 months.Books, podcasts, shows, or movies that inspire them: I'm reading "Black Magic: What Black Leaders Learned from Trauma and Triumph'' by Chad Sanders, who is powerful and inspiring. It was recommended to me by a leader here at Cisco. He said that it reminded him of his experience in corporate America. So by reading it, I have gotten to feel more proximate to his experience and journey, and that has been a wonderful gift.McKensie Mack, CEO at MMGMcKensie Mack.Courtesy of McKensie MackCompany: McKensie Mack Group is a research- and change-management firm that centers on racial and social justice.What initiatives they have taken to address the Great Resignation: Last year, in collaboration with Project Include, we published research on the impact of COVID-19 on remote workers. We developed and shared resources and guiding principles for leaders looking for support and education in reframing how they think about work, benefits, and productivity. Skills they've used to be successful in HR: My training and education as a transformative justice facilitator help me bring a restorative framework to the ways I work with people, de-escalate when situations get tense or uncomfortable, and seek noncarceral and nonpunitive approaches to working with people who make mistakes or cause harm.My knowledge of power, privilege, and positionality has been valuable in HR.Cassie Whitlock, director of HR at BambooHRCassie Whitlock.Courtesy of Cassie WhitlockCompany: BambooHR provides HR software for businesses. Skills they've used to be successful in HR: Understanding data and analysis has been essential in elevating my impact across the organization. Using data has helped me identify and solve complex challenges around screening and hiring, role progression, designing department structures, employee engagement, and retention. Data is the language of business, and it's critical in HR. How they've been supporting their company's diversity, equity, and inclusion efforts during the pandemic: Diversity starts with hiring practices. We had already implemented essential diversity, equity, and inclusion hiring practices like gender decoding on our job ads, diversity representation in the screening process, scorecards for consistent and equitable screening criteria, and antibias training for all hiring managers and interviewers. We also looked at internal diversity to understand how to best support employees. We adapted some roles to help working parents juggle remote work and homeschooling. We offered paid time off for employees who contracted COVID-19 or had to provide care for a family member with the virus. It was also essential to create income stability for employees with personal or family health risk factors.Sara Cooper, chief people officer at JobberSara Cooper.Courtesy of Sara CooperCompany: Jobber provides job tracking and customer-management software for home-service businesses.How the events of the pandemic affected their view of HR's role: The pandemic required HR leaders to be very quick on their feet, to make fast decisions often with little information and in an environment changing by the day. There was no pandemic playbook.The most successful companies did this by creating plans that took into account the evolving information almost daily and listening to their employees and customers. How they've supported employees during the coronavirus pandemic: We realized early in the pandemic that performance during this time had to be approached in a very different way.For example, we implemented "wellness Fridays" in the summers of 2020 and 2021, which provided employees with Fridays off to focus on self-care. In addition, we offered various programs for folks who needed to reduce their hours or take job-protected leaves to focus on themselves or their families. When we eventually reopen our offices, we will be moving to a hybrid structure.I realized early on that there's no single solution for every company but that the key to creating a thriving hybrid environment requires the input of the company's most important stakeholders: its employees.Danielle McMahan, chief people and business-operations officer at WileyDanielle McMahan.WileyCompany: Wiley is a global leader in scientific research and career-connected education.Initiatives they've taken to address the effects of the Great Resignation: We offer employees over 1,000 flexible and affordable degree and nondegree programs, including bachelor's and master's programs. As a global leader in research and education, we practice what we preach to unlock potential and support lifelong learning.How the events of the pandemic affected their view of HR's role: We transformed our department to become more people-centric: focusing on people rather than processes. To formally acknowledge this shift, we said goodbye to "human resources" and renamed our department the People Organization. Our employees are at the center of all that we do.Their favorite interview question: "Tell me your story." I love to hear people's career journeys, and it allows the candidate to reflect on what roles they've held in the past and how those roles inform the type of job they're looking for today.Through these stories, I also typically get to know the candidate personally. I am able to learn what is important to them and what they value. Susan LaMonica, chief human-resources officer, head of corporate social responsibility at Citizens Financial GroupSusan LaMonica.Courtesy of Susan LaMonicaCompany: Citizens Financial Group is one of the nation's oldest and largest financial institutions offering a wide variety of retail and commercial banking products.How they've been supporting their company's diversity, equity, and inclusion efforts during the pandemic: I've played a role in introducing initiatives such as the TalentUp program, which aims to reshape Citizens' workforce and prepare it for continual innovation focused on talent acquisition, reskilling and upskilling, mobility, and redeployment, partnerships, and expanding the talent pipeline.As a result of the program, in 2020, there were nearly 100 new hires sourced directly from early-career programs, with a significant segment identifying as women and people of color. With my main focus being democratization, I have ensured managers have the training and resources available to create equitable and inclusive environments for all colleagues. My team also began tying accountability goals to performance reviews to ensure managers prioritize democratization within their teams while understanding and working to eliminate biases at work.Books, podcasts, shows, or movies that inspire them: "How I Built This" with Guy Raz on NPR is my favorite podcast. Each episode highlights a well-known entrepreneur and their journey. I enjoy learning about the people and the journey behind many successful companies and brands. I'm inspired by the vision and tenacity of these entrepreneurs, many of whom had repeated failures.Ashley Alexander, head of people at FrontAshley Alexander.Front via InkHouseCompany: Front is a software company that develops a shared email inbox and calendar product. How they've supported employees during the coronavirus pandemic: Once we made the decision to transition to remote work, my mission was to ensure that our employees felt supported and connected. We doubled down on activities that fostered a sense of community, like our weekly all-hands meetings on Zoom, ask-me-anything sessions with our executives, and virtual companywide off-site activities.Why they pursued a career in HR: I got into HR because I wanted to help people, but throughout the course of my career, this idea has dramatically expanded. I now view my role as an employee advocate. I strive to demystify why things happen at a company the way they happen. I've found that even if they aren't happy with everything that happens in a company, if they understand our choices, ultimately, they can respect them.Lori Goler, head of people at MetaLori Goler.Courtesy of Lori GolerWhat their company does: Meta is the parent company of Facebook.How they've supported employees during the pandemic: We were the first tech company to shut down our offices, and employees began to work from home. We established an emergency-paid-leave program designed to give people time off for "in the moment emergencies," including eldercare, childcare, and school closures. We developed and executed a global return-to-office health strategy across 60 sites to enable a safe transition for those coming back to the office and created an office-deferral program for those who were not yet ready to return.How they've supported their company's DEI efforts: Meta committed publicly to have at least 50% of our workforce composed of underrepresented groups by 2024 and to increase the number of US-based leaders who are people of color by 30%. We announced in our eighth annual diversity report that in 2021, we increased representation of women, underrepresented minorities, and people with disabilities and veterans to 45.6% of our workforce. This will continue to be a focus for us.How they've addressed the Great Resignation at their company: This year, we introduced a number of new benefits, including a wellness-reimbursement benefit of up to $3,000 annually that people can use for expenses like financial planning, tuition reimbursement, fitness equipment and services, childcare for children over the age of 5, and eldercare. We also launched "choice days," which gives people an additional two days off per year to use however they choose, and we increased our 401(k)-match program to help people save more for retirement.Kali Beyah, global chief talent officer at HugeKali Beyah.HugeWhat their company does: Huge is a digital design and marketing agency. Clients include Google, Coca-Cola, and Unilever.How they've supported employees during the pandemic: Whether giving mental-health days, reimagining our return to the office, extending summer Fridays, flexing for childcare, shifting to "no-meeting Fridays," or continuing to invest in development, transparency, wellness workshops/resources, and DEI — we've taken a holistic and evolving approach.The constant as we evolve is that we listen to our people regularly, and we are authentic in our responses.How they've addressed the Great Resignation at their company: We are reimagining the future of work as the world not only encounters the "Great Resignation" but also the "Great Reevaluation." Our reimagining includes things such as "Huge holidays" (closure and collective recharging three weeks a year), "Huge summer" (work from anywhere in July), "no-meeting Fridays," and summer Fridays.How the pandemic changed their view of HR's role: We have an opportunity to reimagine work and the role it plays in people's lives — and we have an exciting opportunity to debunk false binaries and prove that people and businesses can both thrive.Lauren Nuttall, vice president of people at Boulevard LabsLauren Nuttall.Courtesy of Lauren NuttallCompany: Boulevard is a client-experience platform built for appointment-based self-care businesses.How they've supported employees during the coronavirus pandemic: I opted to take Boulevard 100% remote early on in the pandemic in March 2020. However, as the pandemic persisted into 2021, I realized that with the significant paradigm shift around the viability of remote work, coupled with the growing employee (and candidate) interest in staying fully remote, we needed to deepen our commitment.That meant giving up our physical office space altogether and allowing all employees to move wherever they want in the US without it negatively impacting their existing compensation package. Additionally, the need for better virtual access to mental health and high-quality medical care prompted the decision to bring on One Medical to provide complimentary subscriptions to all employees and their dependents.How they've been supporting their company's diversity, equity, and inclusion efforts during the pandemic: One of the programs that I'm most proud of was a virtual-speaker series where we sought to highlight and amplify underrepresented voices within the beauty and wellness industry.We invited a massage-business owner that catered specifically to LGBTQIA+ clientele for one of the sessions. This created a dialogue around how even limited pronoun options within a booking workflow can be harmful and resulted in us making actual changes to our product to better represent our customers and their clients. Surfacing these opportunities to educate and create dialogue can have incredible ripple effects.Tanya Reu-Narvaez, executive vice president and chief people officer at RealogyTanya Reu-Narvaez.Courtesy of Tanya Reu-NarvaezWhat their company does: Realogy is a real-estate-services firm that owns brokerages including Century 21, Sotheby's International Realty, and Corcoran. How they've supported their company's DEI efforts: To help increase representation in the industry, we established a new partnership with the National Association of Minority Mortgage Bankers of America and expanded the Inclusive Ownership program, an industry-first initiative designed to attract brokerage owners from underrepresented communities to launch their own franchise businesses.How they've addressed the Great Resignation at their company: We have a Go Further Today program where we've made small but impactful changes that decrease meeting and email fatigue and increase efficiency by working smarter.We have no internal meetings on Fridays, encourage employees to make smart decisions about whether to accept or decline meetings, and embrace an "exhale, then email" philosophy to help mitigate the pressure of email overload we're all facing. These are small but mighty changes that make a significant difference for our teams.Noa Geller, vice president of HR at Papaya GlobalNoa Geller.Eyal TouegWhat their company does: Papaya Global is a cloud-based payroll platform. How they've addressed the Great Resignation at their company: We added a learning and development budget for every employee to choose the development course that is meaningful and impactful to them. Driven from our employee-engagement survey, we took initiatives to support work-life balance, such as a work-from-anywhere benefit, allowing our employees to work up to one month per year outside of their home region.Also driven from our engagement survey, we are implementing more trainings around best practices and tools to ease the burnout that is a part of a hypergrowth company during COVID times.How the pandemic changed their view of HR's role: During the pandemic, the HR role became an even more crucial role within every organization. We were proactively working to support COVID policies and work-from-home best practices, and many of these things were unprecedented.HR managers really had to be innovative and creative — and in a very short amount of time. We have supported managers in learning how to manage remotely, how to navigate illnesses and emotional distress among their employees, as well as help employees remain connected to their teams and the company, while not only fully remote but often completely isolated.Tara Ataya, chief people and diversity officer at HootsuiteTara Ataya.HootsuiteWhat their company does: Hootsuite is a social-media-management platform whose clients include Ikea and Costco.How they've supported employees during the pandemic: We restructured the global offices to be used as creative hubs, built for collaboration and social connection, with a special focus on health and mental wellness.In addition, employees were granted the autonomy and benefits they needed to reshape their work environment to choose what works best for them by restructuring our workplace policy so every employee can choose if they wish to work full time in office, remote, or take a hybrid approach.How they've supported their company's DEI efforts: During the pandemic, we built on our partnership with the Black Professionals in Tech Network in Canada to help end systemic racism in the technology sector by providing Black professionals with equal access to opportunities in tech, an expanded peer network, and support in accelerating career growth.This helped foster a stronger sense of belonging in the workplace by joining an allyship training with the Black Professionals in Tech Network, along with 125 Hootsuite employees, including all members of the executive team, about best practices for sourcing Black talent.How the pandemic changed their view of HR's role: The pandemic shifted HR teams from being the best-kept secret superpower to the front-and-center compass for navigating through the most difficult time many organizations and generations have ever faced. The role of HR is one of strategy, that is adept at navigating uncertainty with agility and enables the business to drive meaningful business results with people in mind.Félix Manuel Chinea, diversity, equity, inclusion, and belonging manager at DoximityFélix Manuel Chinea.Courtesy of Félix Manuel ChineaWhat their company does: Doximity is a professional medical network for physicians. The company went public in June.How they've supported employees during the pandemic: My focus during the pandemic has been to make DEI initiatives at Doximity meaningful, impactful, and tangible across the whole organization.By aligning DEI with our company mission and values, we are able to both directly support our employees and empower them to make a meaningful impact in their communities during and beyond the pandemic.How they've addressed the Great Resignation at their company: The Great Resignation has given us an opportunity to reflect on what makes working at our company fulfilling. Our organizational purpose at Doximity is to connect medical professionals and build clinical tools that will ultimately impact patient care. Amid a global pandemic and demand for racial justice, I believe our purpose allows us the opportunity to both attract and retain top talent and make a meaningful impact on health equity across historically marginalized communities.How the pandemic changed their view of HR's role: Both the pandemic and recent demands for racial justice have highlighted the long-standing need for all leaders to develop solutions and cultures that recognize the full humanity of employees.While every person is responsible for fostering an equitable and inclusive culture, DEI leaders must develop a strategic understanding of how to integrate these concepts into their company's organizational structure.Gloria Chen, chief people officer at AdobeGloria Chen.Courtesy of Gloria ChenWhat their company does: Adobe is a global software company. How they've supported employees during the pandemic: What I am most proud of during the pandemic is not what the company has done for our employees but what our employees have done for each other.When India was overcome by the Delta surge, and our employees and their families were ravaged by COVID, our employees created a phone tree to locate hospital beds, located oxygen to bring to hospitals, and cooked and delivered meals to families in quarantine. Our employees were truly our heroes.How they've supported their company's DEI efforts: In 2020, our diversity and inclusion team and our Black Employee Network launched the Taking Action Initiative task force to explore and drive actions we could take to make meaningful change internally and externally to the company.The effort led to strategic partnerships with historically Black colleges and universities, Hispanic-serving institutions, and a sponsorship program to support career advancement for underrepresented individuals.How the pandemic changed their view of HR's role: Having stepped into the role of chief people officer in February 2020, my entire HR experience has been shaped by the pandemic.I learned that the basics of human needs — physical and mental health, a sense of security, and connectedness — cannot be taken for granted in a professional setting. During the pandemic, we lost one of our beloved cofounders. That gave me a tremendous sense of responsibility as a longtime Adobe employee to carry the torch for the values that they instilled in us.Kim Seymour, chief people officer at WW InternationalKim Seymour.WWWhat their company does: WW International (formerly known as Weight Watchers) offers a program for weight loss and wellness.How they've supported their company's DEI efforts during the pandemic: WW recently released an extensive report titled "Black Women & Wellness" to shed light on the disparities and biases that Black women face within the healthcare system today.The report showcases what is being done by changemakers within their communities to create safe spaces, better access to healthcare, and underscore why Black women deserve health, wellness, and quality healthcare.How they've addressed the Great Resignation at their company: Some of our most recent investments to address potential employee burnout include offering Sibly for resilience, One Medical for convenient medical care, and ClassPass for fitness goals. All of our employees at WW are also members and have access to the WW program.In addition to a personal-well-being allowance of $1,000 per employee, my team also created "flex Fridays," which allows employees to start their weekend early by redistributing the hours they work the remainder of that week, whether that's a Zoom-free Friday afternoon or signing off early.Manish Mehta, global head of human resources at BlackRockManish Mehta.Courtesy of Manish MehtaWhat their company does: BlackRock is a global investment manager that employs 16,000 people and manages more than $10 trillion in assets.How they've supported their company's DEI efforts: We are fortunate to have over 80% of our employees participate in one of our 15 global employee, professional, and social impact networks.Each network is sponsored by one or more of our Global Executive Committee members who engage with them to help navigate important cultural and strategic topics. I am a sponsor of our Asian and Middle Eastern Professionals network, which was formally launched in 2021.How they've addressed the Great Resignation at their company: We supported and enabled managers through training modules on delivering feedback, effectively setting objectives and managing performance, motivating and managing teams, and having productive conversations on returning our people to the office.We sustained our focus on career development. This includes career pathing in areas like technology, development programs for our emerging vice-president leaders, and our Black and Latinx managing directors and directors, and increasing our sponsorship programs.How the pandemic changed their view of HR's role: I have seen the difference HR can make in people's lives. Helping people navigate the loss of a loved one or a colleague, supporting the family of an employee we've lost, recognizing and helping those suffering from mental-health challenges, being there to listen and act when an employee does not feel like they belong, growing our benefits to respond to what employees are dealing with in their lives — these are just some of the things that HR does that are not always seen.Karsten Vagner, senior vice president of people at Maven ClinicKarsten Vagner.Courtesy of Karsten VagnerWhat their company does: Maven Clinic is a virtual platform that provides support across fertility, pregnancy, adoption, parenting, and pediatrics.How they've supported their employees during the coronavirus pandemic: Some of the companywide initiatives and programs included Donut, a Slack-integrated app, to help employees maintain that serendipitous connection they've all come to love at the office.We also experimented with other virtual events, like weekly "coffeehouse cabaret" sessions with Broadway talent over Google Hangouts, cooking challenges, a companywide talent show, Halloween in April for employees' children, and more. How they've supported their company's diversity, equity, and inclusion efforts during the pandemic: Working with Maven's people team, the company created employee working groups devoted to getting feedback about various aspects of Maven's business. While it was rewarding to see employee feedback come to life, what I'm most proud of is the fact that neither I nor the executive team did this work in a silo.Our DEI program was completely ground up and centered on employee needs. And it continues to be to this day. The work our organization has done — in recruiting, partnerships, volunteering, product— it's all been led by our employees.How they've supported their employees during the Great Resignation: To combat work-related stress, Maven introduced new programs to support employees' mental health, including group sessions with Maven's mental-health providers and career coaches, mandatory mental-health days, twice-a-week no-meeting blocks, and several weeks where employees had time to recharge and unwind.Elaine Mak, chief people officer at ValimailElaine Mak.Courtesy of Elaine MakWhat their company does: Valimail is a cloud-native platform for validating and authenticating sender identity to avoid phishing, spoofing, and brand hijacking.How they've supported their employees during the coronavirus pandemic: As the pandemic unfolded, it was an opportunity to lay a strategic foundation on Valimail's organizational design to serve a dual purpose: Drive talent acquisition and retention and seat people at the table to become an integral voice in making decisions that affect them.In 18 months, my team has refreshed Valimail's company mission, values, and strategy to explicitly prioritize and resource people and DEI efforts. My team has also pivoted the leadership model to a cross-functional structure that distributes power, agency, and autonomy of decision-makers across levels.I've also led the people team to expand and diversify the leadership team at Valimail to ensure appropriate voices and perspectives have a seat at the table to inform strategic decisions. How they've supported their company's diversity, equity, and inclusion efforts during the pandemic: We empowered a DEI committee resourced with an executive sponsor and budget focused on wellness initially to address burnout. Along with other company efforts, we have the foundation to execute a strategic road map on DEI education and development and further cement DEI at the heart of our business and people strategy.Lastly, our efforts in people and DEI culminated in an employer-brand makeover that authentically reflects a day-to-day reality where people-first is core to our culture.Kerris Hougardy, vice president of people at AdaKerris Hougardy.AdaWhat their company does: Ada is an automation platform that powers brand interactions between companies and their customers.How they've supported their employees during the coronavirus pandemic: Ada's first priority during the pandemic was to assess the health and safety of its employees and to implement an immediate change to the work environment.The transition to a full-remote, digital-first culture required Ada to ensure its employees could work and communicate effectively.Our employee-relations team is on hand to support anyone going through work or personal issues. We have a wellness fund for each employee to get access to support — mental health and physical, access to ClassPass, and lunch and learns where they can listen to speakers around burnout and resiliency.How have the events of the pandemic affected your view of HR's role? HR is no longer only about hiring and firing employees, but about supporting and engaging with employees as whole humans.People should be able to show up authentically and do their best work, to feel acceptance and belonging, and to feel supported with life's ups and downs.Cheryl Johnson, chief human-resources officer at PaylocityCheryl Johnson.Courtesy of Cheryl JohnsonWhat their company does: Paylocity provides cloud-based payroll- and human-capital-management software.How they've supported their employees during the coronavirus pandemic: My HR leaders collaborated with Paylocity's Diversity Leadership Council to ensure that company benefits intentionally built an inclusive and equitable culture for current and future employees and their families.The group also confirmed that medical plans aligned with the World Professional Association for Transgender Health (WPATH) Standards of Care for the Health of Transsexual, Transgender, and Gender Nonconforming People.For financial flexibility, we rolled out a loan program, offering interest-free loans to any employees in need, along with on-demand payment for early access to earned wages if needed. At the same time, we introduced voluntary furloughs for up to 90 days and implemented an international work program to allow employees to work abroad for up to 90 days.How they've supported their employees during the Great Resignation: We formed task forces to understand why people were leaving but, more importantly, why people were staying. Recently our HR team has found success socializing "stay interviews," which help managers to improve their direct-report relationships, keep at-risk talent, and provide broader insights to build culture and connection.Giving employees greater transparency helps them spot career opportunities and paths to growth. Our HR team is implementing succession planning efforts to identify and develop key talent and give employees more freedom to impact how, where, and when they work. Dave Carhart, vice president of people at LatticeDave Carhart.Courtesy of Dave CarhartWhat their company does: Lattice is a people-management platform that helps leaders build engaged, high-performing teams.How they've supported their employees during the coronavirus pandemic: Work was stressful in "normal" pre-COVID times, but the pandemic has created new levels of burnout and exhaustion.Recognizing this, in 2020, I oversaw the rollout of Lattice "recharge days," a number of designated days where the entire company is off on the same day with the explicit goal of stepping away from work mentally. The recharge days has since been made permanent, with six annual recharge days added to our annual calendar on top of national holidays and flexible PTO. How have the events of the pandemic affected your view of HR's role? It's reminded us how critical it is to lead with empathy and represent a very human voice within our workplaces. We are asking people to bring their whole selves and all of their energy and commitment.With that will also come their personal passions, their family commitments, and the individual challenges that they are facing. We need to embrace all of that and come with support for the whole person and their family, too.Marlee Raber Proukou, director of people operations at JetsonMarlee Raber Proukou.Courtesy of Marlee ProukouWhat their company does: Jetson is a personal-mobility-devices company that sells electric bikes, electric scooters, and hoverboards.How they've supported their employees during the Great Resignation: In addition to navigating a global pandemic, our employees have had to adjust to the company's rapid growth, resulting in many being spread thin and approaching burnout.We've tried to address this two ways — focusing on both recruitment and employee appreciation. We built a larger people-operations team to increase our recruitment efforts, bringing in much needed full-time and contract hires to assist with our ever-increasing workload so our employees can enjoy more of a balance.Through bigger efforts, like rewarding our employees with promotions, bonuses, and raises to smaller changes like our new "all-star award" — a peer-nominated cash award presented monthly to an employee who is impacting their teammates — we continuously try to let our employees know we are grateful for them.How have the events of the pandemic affected your view of HR's role? The role has evolved from what many people thought of as traditional HR functions, like payroll and benefits administration, to encompass more people-centric priorities like supporting employees' work-life balance, ensuring a work environment that is both productive and safe, and creating an increasingly diverse workforce.In today's world, a successful HR team is quick-thinking, strategic, and empathetic. Most importantly, we are working to understand and support our employee's personal and professional experiences in what has been an extremely turbulent two years.Karen Craggs-Milne, vice president of ESG at ThoughtExchangeKaren Craggs-Milne.Courtesy of Karen Craggs-MilneWhat their company does: ThoughtExchange is a patented antibias enterprise tool that leaders use to gain insights that inform decision-making.How they've supported their employees during the coronavirus pandemic: With the pandemic causing a global shift to remote work, and recognizing the diverse circumstances of the company's employee base, we brought an equity lens to the people team's COVID-response initiatives.By asking diverse employees what they needed most to navigate the pandemic and how to best support employee well-being across different employee populations, we helped ThoughtExchange identify tailored solutions that made a big difference to employees.Listening to its employees, we offered financial support during school closures so parents could hire tutors, purchase memberships to educational sites or resources, and continue to ensure their children's educational needs were met.What are the skills you have used to be successful in HR? Empathy and patience are arguably the two most important characteristics to grasp when being a leader in HR.Employees want to feel heard and recognized during their time at an organization, and leveraging the ability to understand where all opinions are coming from, and then negotiating the best collective outcomes, is key to maintaining top talent that feels safe and valued within their work environment.Read the original article on Business Insider.....»»

Category: topSource: businessinsiderMar 18th, 2022

2021 wasn"t a "return to normal" but rather the birth of a "new normal" — and the world of work will never look the same

In a post-pandemic world where people have drastically re-thought their values and priorities, the "future or work" is still being formed. BI GraphicsThe world of work will never look the same, and the future of it depends on how people embrace this change.FG Trade/Getty The "Great American Burnout," "Great Resignation," and "Great Reshuffle" will shape the labor force for decades.  2021 saw record-breaking job openings and resignation levels — with job openings peaking in July at 10.9 million. The job market remains competitive as more and more people hunt for remote roles.   Visit Insider's Transforming Business homepage for more stories. When COVID-19 shut down offices around the world in March 2020, many employees anticipated a swift return. They left their favorite mugs and personal calendars, with the expectation that after a few weeks of lockdown, they would be back in their cubicles and conference rooms. That return never happened, of course. As 2020 bled into 2021, some companies and employees believed vaccinations would re-open office doors. While some did bring back workers despite risks like the Delta variant, many companies opted for remote or hybrid schedules.As the physical workplace is changing, the ways in which people think about their job is evolving as well — the "Great American Burnout," morphed into the "Great Resignation," and later the "Great Reshuffle" — as we collectively grapple with changing demographics, demands, and expectations. Throughout all of these changes one thing is certain: The world of work will never look the same, and the future of it depends on how people embrace this change. The vision of a "return to normal," has been all but erased — replaced by a new normal that is a labyrinth of vaccine mandates, re-designed office spaces, and updated workplace protocols that are giving some workers more freedom to choose.Business Insider identified 10 people transforming the future of work for the publication's annual list of 100 people transforming business. From burnout expert and psychologist Christina Maslach to Slack CEO Stewart Butterfield, these executives, union leaders, professors, and researchers are trailblazers — molding what work will look like at their own places of work and beyond.The workplace and the growing digital divideTo the relief of some, and the disdain of others, work remained virtual through most of this year.After adapting to working from home, some employees embraced the flexibility of the new arrangement and resisted returning to an office. For the actual office, it meant buildings have to be refitted or future buildings need to be designed with new criteria in mind such as environmental sustainability and features like touchless elevator buttons and increased ventilation. Critically, they will also be built around the idea that most workers won't be using them full-time. As for employees, due to various academic studies on the effects of remote and hybrid work, companies are making decisions intended to give their employees a better experience, and a reason to stay in their jobs.However, as the digital revolution takes shape, the digital divide grows. The hybrid work model may be the best of both worlds for employees who want the freedom to choose their schedule. But for leaders, fostering a culture of fairness between online and in-person workers is a difficult balancing act. And leaders at large finance firms and technology businesses recognize that increasing automation is bound to push some employees out of the workplace. This is why some are prioritizing reskilling and re-educating employees to use these technologies.A workforce marred by burnout The "future of work" partially lies in the hands of industry leaders, but it is also being steered by the masses. This is evident in the growing number of resignations across the country, as people scramble out of their jobs — the hospitality, food service, and retail industries are facing the biggest losses. This was a record-breaking year in the United States, with the number of job openings reaching the highest it has been in 20 years at 10.9 million openings in July. But this "Great American Burnout" cannot be blamed solely on the pandemic. From the re-invigorated fight for equitable access to healthcare to the increasingly devastating effects of climate change, workers' priorities have changed for more than one reason. Previously, employees were taught to keep their personal lives away from the office, but that mindset doesn't fly in a work-from-home world. When employees show up to work they are entitled to bring their entire self. But the events of the last year haven't only changed the individual mindset, they've also shaped company policy.Labor strikes have spread across every industry, as people working in food services, healthcare, and television and film defend their values and demand better pay, better conditions, and to be treated like human beings, and not just workers. Read the full list of transformers to learn more about the leaders who are listening to laborers and shaping the future of our workplace and workforce.Read the original article on Business Insider.....»»

Category: topSource: businessinsiderNov 17th, 2021

Everybody"s Guilty: To The Police State, We"re All Criminals Until We Prove Otherwise

Everybody's Guilty: To The Police State, We're All Criminals Until We Prove Otherwise Authored by John W. Whitehead & Nisha Whitehead via The Rutherford Institute, “In a closed society where everybody's guilty, the only crime is getting caught.” - Hunter S. Thompson The burden of proof has been reversed. No longer are we presumed innocent. Now we’re presumed guilty unless we can prove our innocence beyond a reasonable doubt in a court of law. Rarely, are we even given the opportunity to do so. Although the Constitution requires the government to provide solid proof of criminal activity before it can deprive a citizen of life or liberty, the government has turned that fundamental assurance of due process on its head. Each and every one of us is now seen as a potential suspect, terrorist and lawbreaker in the eyes of the government. Consider all the ways in which “we the people” are now treated as criminals, found guilty of violating the police state’s abundance of laws, and preemptively stripped of basic due process rights. Red flag gun confiscation laws: Gun control legislation, especially in the form of red flag gun laws, allow the police to remove guns from people “suspected” of being threats. These laws, growing in popularity as a legislative means by which to seize guns from individuals viewed as a danger to themselves or others, will put a target on the back of every American whether or not they own a weapon. Disinformation eradication campaigns. In recent years, the government has used the phrase “domestic terrorist” interchangeably with “anti-government,” “extremist” and “terrorist” to describe anyone who might fall somewhere on a very broad spectrum of viewpoints that could be considered “dangerous.” The ramifications are so far-reaching as to render almost every American an extremist in word, deed, thought or by association. In the government’s latest assault on those who criticize the government—whether that criticism manifests itself in word, deed or thought—the Biden Administration has likened those who share “false or misleading narratives and conspiracy theories, and other forms of mis- dis- and mal-information” to terrorists. This latest government salvo against consumers and spreaders of “mis- dis- and mal-information” widens the net to potentially include anyone who is exposed to ideas that run counter to the official government narrative. In other words, if you dare to subscribe to any views that are contrary to the government’s, you may well be suspected of being a domestic terrorist and treated accordingly. In this way, government and corporate censors claiming to protect us from dangerous, disinformation campaigns are, in fact, laying the groundwork now to preempt any “dangerous” ideas that might challenge the power elite’s stranglehold over our lives. Government watch lists. The FBI, CIA, NSA and other government agencies have increasingly invested in corporate surveillance technologies that can mine constitutionally protected speech on social media platforms such as Facebook, Twitter and Instagram in order to identify potential extremists and predict who might engage in future acts of anti-government behavior. Where many Americans go wrong is in naively assuming that you have to be doing something illegal or harmful in order to be flagged and targeted for some form of intervention or detention. In fact, all you need to do these days to end up on a government watch list or be subjected to heightened scrutiny is use certain trigger words (like cloud, pork and pirates), surf the internet, communicate using a cell phone, limp or stutter, drive a car, stay at a hotel, attend a political rally, express yourself on social media, appear mentally ill, serve in the military, disagree with a law enforcement official, call in sick to work, purchase materials at a hardware store, take flying or boating lessons, appear suspicious, appear confused or nervous, fidget or whistle or smell bad, be seen in public waving a toy gun or anything remotely resembling a gun (such as a water nozzle or a remote control or a walking cane), stare at a police officer, question government authority, or appear to be pro-gun or pro-freedom. Thought crimes. For years now, the government has used all of the weapons in its vast arsenal—surveillance, threat assessments, fusion centers, pre-crime programs, hate crime laws, militarized police, lockdowns, martial law, etc.—to target potential enemies of the state based on their ideologies, behaviors, affiliations and other characteristics that might be deemed suspicious or dangerous. It’s not just what you say or do that is being monitored, but how you think that is being tracked and targeted. There’s a whole spectrum of behaviors ranging from thought crimes and hate speech to whistleblowing that qualifies for persecution (and prosecution) by the Deep State. It’s a slippery slope from censoring so-called illegitimate ideas to silencing truth. Security checkpoints and fusion centers. By treating an entire populace as suspect, the government has justified wide-ranging security checkpoints that subject travelers to scans, searches, pat downs and other indignities by the TSA and VIPR raids on so-called “soft” targets like shopping malls and bus depots by black-clad, Darth Vader look-alikes. Fusion centers, which represent the combined surveillance efforts of federal, state and local law enforcement, track the citizenry’s movements, record their conversations, and catalogue their transactions. Surveillance, precrime programs. Facial recognition software aims to create a society in which every individual who steps out into public is tracked and recorded as they go about their daily business. Coupled with surveillance cameras that blanket the country, facial recognition technology allows the government and its corporate partners to warrantlessly identify and track someone’s movements in real-time, whether or not they have committed a crime. Rapid advances in behavioral surveillance are not only making it possible for individuals to be monitored and tracked based on their patterns of movement or behavior, including gait recognition (the way one walks), but have given rise to whole industries that revolve around predicting one’s behavior based on data and surveillance patterns and are also shaping the behaviors of whole populations. With the increase in precrime programs, threat assessments, AI algorithms and surveillance programs such as SpotShotter, which attempt to calculate where illegal activity might occur by triangulating sounds and images, the burden of proof has been turned on its head by a surveillance state that renders us all suspects and overcriminalization which renders us all lawbreakers. Mail surveillance. Just about every branch of the government—from the Postal Service to the Treasury Department and every agency in between—now has its own surveillance sector, authorized to spy on the American people. For instance, the U.S. Postal Service, which has been photographing the exterior of every piece of paper mail for the past 20 years, is also spying on Americans’ texts, emails and social media posts. Headed up by the Postal Service’s law enforcement division, the Internet Covert Operations Program (iCOP) is reportedly using facial recognition technology, combined with fake online identities, to ferret out potential troublemakers with “inflammatory” posts. The agency claims the online surveillance, which falls outside its conventional job scope of processing and delivering paper mail, is necessary to help postal workers avoid “potentially volatile situations.” Threat assessments and AI algorithms. The government has a growing list—shared with fusion centers and law enforcement agencies—of ideologies, behaviors, affiliations and other characteristics that could flag someone as suspicious and result in their being labeled potential enemies of the state. Before long, every household in America will be flagged as a threat and assigned a threat score. It’s just a matter of time before you find yourself wrongly accused, investigated and confronted by police based on a data-driven algorithm or risk assessment culled together by a computer program run by artificial intelligence. No-knock raids. No-knock, no-announce SWAT team raids are what passes for court-sanctioned policing in America today, and it could happen to any one of us. Nationwide, SWAT teams routinely invade homes, break down doors, kill family pets (they always shoot the dogs first), damage furnishings, terrorize families, and wound or kill those unlucky enough to be present during a raid. No longer reserved exclusively for deadly situations, SWAT teams are now increasingly being deployed for relatively routine police matters such as serving a search warrant, with some SWAT teams being sent out as much as five times a day. Police carry out tens of thousands of no-knock raids every year nationwide. Militarized police. America is overrun with militarized cops—vigilantes with a badge—who have almost absolute discretion to decide who is a threat, what constitutes resistance, and how harshly they can deal with the citizens they were appointed to “serve and protect.” It doesn’t matter where you live—big city or small town—it’s the same scenario being played out over and over again in which government agents, trained to act as judge, jury and executioner in their interactions with the public, ride roughshod over the rights of the citizenry. This is how we have gone from a nation of laws—where the least among us had just as much right to be treated with dignity and respect as the next person (in principle, at least)—to a nation of law enforcers (revenue collectors with weapons) who treat “we the people” like suspects and criminals. Constitution-free zones. Merely living within 100 miles inland of the border around the United States is now enough to make you a suspect, paving the way for Border Patrol agents to search people’s homes, intimately probe their bodies, and rifle through their belongings, all without a warrant. Nearly 66% of Americans (2/3 of the U.S. population, 197.4 million people) now live within that 100-mile-deep, Constitution-free zone. Asset forfeiture schemes. Americans no longer have a right to private property. If government agents can invade your home, break down your doors, kill your dog, damage your furnishings and terrorize your family, your property is no longer private and secure—it belongs to the government. Hard-working Americans are having their bank accounts, homes, cars electronics and cash seized by police under the assumption that they have been associated with some criminal scheme. As libertarian Harry Browne observed, “Asset forfeiture is a mockery of the Bill of Rights. There is no presumption of innocence, no need to prove you guilty (or even charge you with a crime), no right to a jury trial, no right to confront your accuser, no right to a court-appointed attorney (even if the government has just stolen all your money), and no right to compensation for the property that's been taken.” Vehicle kill switches. Sold to the public as a safety measure aimed at keeping drunk drivers off the roads, “vehicle kill switches” could quickly become a convenient tool in the hands of government agents to put the government in the driver’s seat while rendering null and void the Constitution’s requirements of privacy and its prohibitions against unreasonable searches and seizures. As such, it presumes every driver potentially guilty of breaking some law that would require the government to intervene and take over operation of the vehicle or shut it off altogether. The message: we cannot be trusted to obey the law or navigate the world on our end. Bodily integrity. The government’s presumptions about our so-called guilt or innocence have extended down to our very cellular level. The debate over bodily integrity covers broad territory, ranging from forced vaccinations, forced cavity searches, forced colonoscopies, forced blood draws and forced breath-alcohol tests to forced DNA extractions, forced eye scans, and forced inclusion in biometric databases: these are just a few ways in which Americans continue to be reminded that we have no real privacy, no real presumption of innocence, and no real control over what happens to our bodies during an encounter with government officials. The groundwork being laid with these mandates is a prologue to what will become the police state’s conquest of a new, relatively uncharted, frontier: inner space, specifically, the inner workings (genetic, biological, biometric, mental, emotional) of the human race. “Guilt by association” has taken on new connotations in the technological age. Yet the debate over genetic privacy—and when one’s DNA becomes a public commodity outside the protection of the Fourth Amendment’s prohibition on warrantless searches and seizures—is really only beginning. Get ready, folks, because the government has embarked on a diabolical campaign to create a nation of suspects predicated on a massive national DNA database. Limitations on our right to move about freely. We think we have the freedom to go where we want and move about freely, but at every turn, we’re hemmed in by laws, fines and penalties that regulate and restrict our autonomy, and surveillance cameras that monitor our movements. For instance, license plate readers are mass surveillance tools that can photograph over 1,800 license tag numbers per minute, take a picture of every passing license tag number and store the tag number and the date, time, and location of the picture in a searchable database, then share the data with law enforcement, fusion centers and private companies to track the movements of persons in their cars. With tens of thousands of these license plate readers now in operation throughout the country, police can track vehicles and run the plates through law enforcement databases for abducted children, stolen cars, missing people and wanted fugitives. Of course, the technology is not infallible: there have been numerous incidents in which police have mistakenly relied on license plate data to capture suspects only to end up detaining innocent people at gunpoint. The war on cash and the introduction of digital currency. Digital currency provides the government and its corporate partners with a mode of commerce that can easily be monitored, tracked, tabulated, mined for data, hacked, hijacked and confiscated when convenient. This push for a digital currency dovetails with the government’s war on cash, which it has been subtly waging for some time now. In recent years, just the mere possession of significant amounts of cash could implicate you in suspicious activity and label you a criminal. The rationale (by police) is that cash is the currency for illegal transactions given that it’s harder to track, can be used to pay illegal immigrants, and denies the government its share of the “take,” so doing away with paper money will help law enforcement fight crime and help the government realize more revenue. A cashless society—easily monitored, controlled, manipulated, weaponized and locked down—plays right into the hands of the government (and its corporate partners). The Security-Industrial Complex. Every crisis—manufactured or otherwise—since the nation’s early beginnings has become a make-work opportunity for the government to expand its reach and its power at taxpayer expense while limiting our freedoms at every turn. What this has amounted to is a war on the American people, fought on American soil, funded with taxpayer dollars, and waged with a single-minded determination to use national crises, manufactured or otherwise, in order to transform the American homeland into a battlefield. As a result, the American people have been treated like enemy combatants, to be spied on, tracked, scanned, frisked, searched, subjected to all manner of intrusions, intimidated, invaded, raided, manhandled, censored, silenced, shot at, locked up, denied due process, and killed. These programs push us that much closer towards a suspect society where everyone is potentially guilty of some crime or another and must be preemptively rendered harmless. The ramifications of empowering the government to sidestep fundamental due process safeguards are so chilling and so far-reaching as to put a target on the back of anyone who happens to be in the same place where a crime takes place. The groundwork has been laid for a new kind of government where it won’t matter if you’re innocent or guilty, whether you’re a threat to the nation, or even if you’re a citizen. What will matter is what the government—or whoever happens to be calling the shots at the time—thinks. And if the powers-that-be think you’re a threat to the nation and should be locked up, then you’ll be locked up with no access to the protections our Constitution provides. In effect, you will disappear. As I make clear in my book Battlefield America: The War on the American People and in its fictional counterpart The Erik Blair Diaries, our freedoms are already being made to disappear. Tyler Durden Fri, 06/24/2022 - 23:00.....»»

Category: personnelSource: nytJun 24th, 2022

Yelp closes Chicago office and two others, saying remote work is its future

Yelp co-founder and CEO Jeremy Stoppelman said the company will close its offices in New York, Washington and Chicago on July 29.Yelp co-founder and CEO Jeremy Stoppelman said the company will close its offices in New York, Washington and Chicago on July 29......»»

Category: topSource: chicagotribuneJun 23rd, 2022

Renowned Robotics Firm Boston Dynamics Wins “Best New Large Workplace” Award at Corenet New England Gala

World-renowned robotics firm Boston Dynamics has recently received the “Best New Large Workplace” award at CoreNet New England’s Awards of Excellence Gala. This event highlights the top performing firms and projects in the New England region in corporate real estate leadership, with this year’s event highlighting both the 2020 and... The post Renowned Robotics Firm Boston Dynamics Wins “Best New Large Workplace” Award at Corenet New England Gala appeared first on Real Estate Weekly. World-renowned robotics firm Boston Dynamics has recently received the “Best New Large Workplace” award at CoreNet New England’s Awards of Excellence Gala. This event highlights the top performing firms and projects in the New England region in corporate real estate leadership, with this year’s event highlighting both the 2020 and 2021 winners to account for the gala’s 2020’s pandemic-based postponement. Boston Dynamics received this distinction for its new corporate headquarters and lab facilities in Waltham, MA, which was completed in March 2021 by leading construction management and pre-construction services firm J. Calnan & Associates in collaboration with award-winning Design Collaborative Bergmeyer. Engineering services were provided by NV5, a leading provider of professional and technical engineering and consulting solutions. The 180K-square-foot research, development, lab and office workplace was completed in March of 2021 and spans three levels, built within an existing space to accommodate Boston Dynamics’ rapid expansion. JC&A and Bergmeyer’s teams designed and built the facility with an emphasis on enhanced connectivity throughout, including offices, conferences and workstations that directly overlook open plan robotics labs. The space was built with natural materials, reflecting the company’s commitment to craftsmanship and intentional design. The highlight of the night was when Spot, Boston Dynamics’ agile mobile robot, came on stage to accept the award on behalf of its creator. JC&A’s commitment to innovation and craftsmanship led them to invest in Spot as an addition to their team. JC&A’s branded version of Spot navigated the spotlight with ease and stopped for several photo ops along the way! Spot is able to traverse terrain with unprecedented mobility, allowing it to automate routine inspection tasks and data capture safely, accurately, and frequently. This in turn creates numerous avenues for increased efficiency for JC&A’s future projects, with tasks such as documenting construction programs, monitoring remote environments and automating tasks becoming significantly streamlined. This also reduces the consumption of valuable resources, further exemplifying JC&A’s commitment to providing best-in-class work while prioritizing safety and the environment. “The JC&A team is incredibly proud to have worked on such an inspiring and future-shaping project,” said Dan Charest, Project Executive and Parter at JC&A. “Safety, innovation and sustainable practices have consistently been at the core of JC&A’s approach, and Boston Dynamics’ new headquarters is a prime example of the amazing results that this focus can yield. We are greatly appreciative of the values that our firm shares with Boston Dynamics and congratulate them on receiving this prestigious award.” The post Renowned Robotics Firm Boston Dynamics Wins “Best New Large Workplace” Award at Corenet New England Gala appeared first on Real Estate Weekly......»»

Category: realestateSource: realestateweeklyJun 18th, 2022

Rrenowned Robotics Firm Boston Dynamics Wins “Best New Large Workplace” Award at Corenet New England Gala

World-renowned robotics firm Boston Dynamics has recently received the “Best New Large Workplace” award at CoreNet New England’s Awards of Excellence Gala. This event highlights the top performing firms and projects in the New England region in corporate real estate leadership, with this year’s event highlighting both the 2020 and... The post Rrenowned Robotics Firm Boston Dynamics Wins “Best New Large Workplace” Award at Corenet New England Gala appeared first on Real Estate Weekly. World-renowned robotics firm Boston Dynamics has recently received the “Best New Large Workplace” award at CoreNet New England’s Awards of Excellence Gala. This event highlights the top performing firms and projects in the New England region in corporate real estate leadership, with this year’s event highlighting both the 2020 and 2021 winners to account for the gala’s 2020’s pandemic-based postponement. Boston Dynamics received this distinction for its new corporate headquarters and lab facilities in Waltham, MA, which was completed in March 2021 by leading construction management and pre-construction services firm J. Calnan & Associates in collaboration with award-winning Design Collaborative Bergmeyer. Engineering services were provided by NV5, a leading provider of professional and technical engineering and consulting solutions. The 180K-square-foot research, development, lab and office workplace was completed in March of 2021 and spans three levels, built within an existing space to accommodate Boston Dynamics’ rapid expansion. JC&A and Bergmeyer’s teams designed and built the facility with an emphasis on enhanced connectivity throughout, including offices, conferences and workstations that directly overlook open plan robotics labs. The space was built with natural materials, reflecting the company’s commitment to craftsmanship and intentional design. The highlight of the night was when Spot, Boston Dynamics’ agile mobile robot, came on stage to accept the award on behalf of its creator. JC&A’s commitment to innovation and craftsmanship led them to invest in Spot as an addition to their team. JC&A’s branded version of Spot navigated the spotlight with ease and stopped for several photo ops along the way! Spot is able to traverse terrain with unprecedented mobility, allowing it to automate routine inspection tasks and data capture safely, accurately, and frequently. This in turn creates numerous avenues for increased efficiency for JC&A’s future projects, with tasks such as documenting construction programs, monitoring remote environments and automating tasks becoming significantly streamlined. This also reduces the consumption of valuable resources, further exemplifying JC&A’s commitment to providing best-in-class work while prioritizing safety and the environment. “The JC&A team is incredibly proud to have worked on such an inspiring and future-shaping project,” said Dan Charest, Project Executive and Parter at JC&A. “Safety, innovation and sustainable practices have consistently been at the core of JC&A’s approach, and Boston Dynamics’ new headquarters is a prime example of the amazing results that this focus can yield. We are greatly appreciative of the values that our firm shares with Boston Dynamics and congratulate them on receiving this prestigious award.” The post Rrenowned Robotics Firm Boston Dynamics Wins “Best New Large Workplace” Award at Corenet New England Gala appeared first on Real Estate Weekly......»»

Category: realestateSource: realestateweeklyJun 18th, 2022

Stark Office Suites Acquires Champion Office Suites of Garden City, NY

Adam J. Stark, President of Stark Office Suites, recently announced the acquisition of Champion Office Suites of Garden City, NY. Stark Office Suites’ new Garden City location is the Company’s twelfth executive office suite operation in the New York Metropolitan Area. Since 2004, Mr. Stark has been committed to offering... The post Stark Office Suites Acquires Champion Office Suites of Garden City, NY appeared first on Real Estate Weekly. Adam J. Stark, President of Stark Office Suites, recently announced the acquisition of Champion Office Suites of Garden City, NY. Stark Office Suites’ new Garden City location is the Company’s twelfth executive office suite operation in the New York Metropolitan Area. Since 2004, Mr. Stark has been committed to offering premium executive office suites and virtual office solutions to successful professionals and entrepreneurs. Even before Covid-19 dramatically changed how business is conducted, Mr. Stark saw how emerging technologies and work patterns were disrupting the traditional office marketplace; the pandemic simply accelerated the changes and shifts that Mr. Stark had already seen coming. As the hybrid office and flexible work style have become incorporated into our everyday work culture, the office environment will play an integral role in business. Research and studies by PWC, Harvard Business Review, Gartner, and others consistently point to the reality that the office plays a key role in the fostering of creativity and innovation. Indeed, the office is the focal point of collaboration and production even as the hybrid model helps to offer a good work/life balance overall. In the view of Mr. Stark, “There is no one specific workstyle that will dominate the future. Professionals and entrepreneurs will continue to migrate towards solutions that best meet their individual needs. For some, it will involve working primarily out of an office while for others the remote option with access to meeting space and professional services as needed will be the best answer. Stark Office Suites has always been dedicated to providing its clients with the space and services options that allow them to pursue thepath that best serves their business needs while offering the flexibility to modify their office solutions as their needs evolve. This has driven the strong growth in Stark’s client base throughout the company’s history but particularly over the past few years.” Mr. Stark saw the opportunity to continue his expansion to address these trends with a bridgehead into the Long Island market. Champion Office Suites has operated in the vibrant Garden City marketplace for over 20 years and currently serves approximately 400 businesses. Champion’s offices are located at Franklin Avenue Plaza, 1225 & 1325 Franklin Avenue, Garden City, NY with 10,182 square feet (spread across the two locations) and four employees that will remain in the company. “Stark Office Suites is the region’s dominant provider of executive, flexible and virtual office solutions.” Said Roger Kahn, former President of Champion Office Services. “Their reputation is stellar and Adam’s passion for superior customer service and team development mirrors mine.” Garden City is centrally located in Nassau County with easy access to the Long Island Expressway, the Northern State, Southern State, and Meadowbrook Parkways. Six Long Island Railroad (LIRR) stops and two lines within the Village offer easy mass transit options into Manhattan. The Mineola train station on the main LIRR line from Manhattan is within walking distance, as are the Nassau County courthouses. In addition, Garden City is just a thirty-minute drive to JFK and LaGuardia airports and Long Island’s Islip-MacArthur Airport is only forty-five minutes away. “Long Island is an economically vibrant and highly attractive region for business with proximity to New York City,” said Adam J. Stark, President of Stark Office Suites. “Adding Long Island’s premier provider of executive office suites and virtual office solutions to our operations was the natural next step in our growth program.” The post Stark Office Suites Acquires Champion Office Suites of Garden City, NY appeared first on Real Estate Weekly......»»

Category: realestateSource: realestateweeklyJun 7th, 2022

5 Business Services Stocks to Buy on Solid Job Data for May

We have narrowed our search to five business services stocks that have solid potential for the rest of 2022. These are: KFRC, IBEX, TYL, CCRN and RCMT. U.S. stock markets are suffering from extreme volatility in 2022 with no sign of effective recovery in the near future. However, several economic data for May and April indicated that the fundamentals of the economy remain strong. The latest is the nonfarm payroll data for May. Interestingly, market participants are concerned that a rock solid U.S. economy will enable the Fed to become more aggressive in hiking interest rate and reducing liquidity from the system.Strong fundamentals of the U.S. economy, especially, the job market, are likely to drive stock prices of business services stocks. We have selected five such stocks with a favorable Zacks Rank. These are — Kforce Inc. KFRC, Tyler Technologies Inc. TYL, IBEX Ltd. IBEX, Cross Country Healthcare Inc. CCRN and RCM Technologies Inc. RCMT.Strong Job Data for MayBusinesses expanded their operations and hired more  manpower despite facing prolonged supply-chain disruptions and a shortage of skilled labor. The U.S. economy added 390,000 jobs in May, surpassing the consensus estimate of 329,000. The unemployment rate stayed at 3.6%. Job additions were broad-based led by the leisure and hospitality sector.Labor force participation increased marginally to 62.3%. However, the data was 1.1% below February 2020. The average hourly wage rate grew 0.3% compared with the consensus estimate of 0.4%. Year over year, hourly wage rate increased 5.2%.Business Services Sector to GainThe staffing industry comprises companies that provide a wide range of services related to human resources, and workforce solutions and services. Of late, the industry has been witnessing growth in revenues and income. It stands to benefit from the gradual resumption of business activities, which were postponed or restricted by the coronavirus-triggered strict lockdowns worldwide. This led to additional hiring and wage increase.The steadily improving U.S. economy, backed by an uptick in manufacturing and service activities, led to additional hiring and wage increase. Both manufacturing Index and services Index, measured by the Institute for Supply Management, have stayed above the 50% mark for the past two years, indicating continued expansion.Amid the pandemic, the key focus within the consulting industry is currently on channelizing money and efforts toward more effective operational components, such as technology, digital transformation and data-driven decision-making.Growth in technology services industry has accelerated on an increasing number of remote workers in the wake of the pandemic. In this era of digital transformation, enterprises are actively seeking a common ground between on-premise and cloud infrastructure that will enable them to provide flexible and easily adoptable hybrid solutions.The business software industry is benefiting from robust demand for multi cloud-enabled software solutions, given the ongoing transition from legacy platforms to modern cloud-based infrastructure.The industry players are incorporating artificial intelligence and tools like machine learning in their applications to make the same more dynamic and result-oriented. Elevated demand for enterprise software, which is ramping up productivity and improving the decision-making process, is a key catalyst.Our Top PicksWe have narrowed our search to five business services stocks that have solid potential for the rest of 2022. These stocks have seen positive earnings estimate revisions in the last 60 days. Each of our picks carries either a Zacks Rank #1 (Strong Buy) or 2 (Buy). You can see the complete list of today’s Zacks #1 Rank stocks here.The chart below shows the price performance of our five picks in the past month.Image Source: Zacks Investment ResearchCross Country Healthcare is a leading provider of innovative healthcare workforce solutions and staffing services in the United Sates. CCRN’s diverse client base includes both clinical and nonclinical settings, servicing acute care hospitals, physician practice groups, outpatient and ambulatory-care centers, nursing facilities, both public schools and charter schools, rehabilitation and sports medicine clinics, government facilities, and homecare.Cross Country Healthcare sports a Zacks Rank #1 and has an expected earnings growth rate of 54.3% for the current year. The Zacks Consensus Estimate for current-year earnings has improved 42.2% over the last 30 days.Kforce is a full-service, web-based specialty staffing firm providing flexible and permanent staffing solutions in the United States. KFRC operates through the Technology and Finance and Accounting segments. offers web-based services, including online resumes and job postings, interactive interviews and job placements and career management strategies.Kforce carries a Zacks Rank #2 and has an expected earnings growth rate of 24% for the current year. The Zacks Consensus Estimate for current-year earnings has improved 3.8% over the last 60 days.IBEX provides end-to-end technology-enabled customer lifecycle experience solutions in the United States and internationally. IBEX offers customer support, technical support, inbound and outbound sales, business intelligence and analytics, digital demand generation and CX surveys and feedback analytics service. Its major products are ibex Connect, ibex Digital and ibex CX.Zacks Rank #1 IBEX has an expected earnings growth rate of 15.8% for the next fiscal year (ending June 2023). The Zacks Consensus Estimate for next-year earnings has improved 9.4% over the last 30 days.Tyler Technologies provides integrated information management solutions and services for the public sector in the United States and internationally. TYL operates in two segments, Enterprise Software, and Appraisal and Tax. Tyler Technologies’ clients consist primarily of federal, state, county and municipal agencies, school districts, and other local government offices.Zacks Rank #2 TYL has an expected earnings growth rate of 8.1% for the current year. The Zacks Consensus Estimate for its current-year earnings has improved 1.2% over the last 60 days.RCM Technologies is a national provider of business, technology and resource solutions in information technology and professional engineering to customers in the corporate and government sectors. RCMT has grown its information technology competencies in the areas of resource augmentation, e-business, Enterprise Resource Planning support, network and infrastructure support and knowledge management.RCM Technologies carries a Zacks Rank #2 and has an expected earnings growth rate of more than 100% for the current year. The Zacks Consensus Estimate for current-year earnings has improved more than 100% over the last 60 days. Free: Top Stocks for the $30 Trillion Metaverse Boom The metaverse is a quantum leap for the internet as we currently know it - and it will make some investors rich. Just like the internet, the metaverse is expected to transform how we live, work and play. Zacks has put together a new special report to help readers like you target big profits. The Metaverse - What is it? And How to Profit with These 5 Pioneering Stocks reveals specific stocks set to skyrocket as this emerging technology develops and expands.Download Zacks’ Metaverse Report now >>Want the latest recommendations from Zacks Investment Research? Today, you can download 7 Best Stocks for the Next 30 Days. Click to get this free report Kforce, Inc. (KFRC): Free Stock Analysis Report Cross Country Healthcare, Inc. (CCRN): Free Stock Analysis Report Tyler Technologies, Inc. (TYL): Free Stock Analysis Report RCM Technologies, Inc. (RCMT): Free Stock Analysis Report IBEX Limited (IBEX): Free Stock Analysis Report To read this article on click here......»»

Category: topSource: zacksJun 6th, 2022

See the 25 pitch decks that some of the hottest property-technology startups used to raise millions from top VCs like SoftBank and a16z

Property technology, or proptech, companies have boomed as home-buying and building management move online. Here's how 25 founders raised money. Cove.tool cofounders (from left) Daniel Chopson, Sandeep Ahuja, and Patrick Chopson built a platform that drastically cuts down the amount of time it takes to analyze a building's energy efficiency. They raised $5.7 million.Cove.tool Proptech firms were already hot, but the pandemic lured more VCs to invest in them than ever before. Real estate and construction tech tools became essential to many businesses once they went remote. These pitch decks reveal how 25 different startups pitched their visions and products to investors. See more stories on Insider's business page. The real estate and construction industries are undergoing a major tech transformation, as startups touting everything from online home-buying to interactive office management software attract millions of dollars in venture funding.While the property technology space, known as proptech, grew in size and dollars raised year over year, it has exploded during the pandemic. Stragglers who hadn't yet adopted digital workflows were forced to, and venture capitalists have been pouring money into the firms offering compelling new products in residential real estate, commercial real estate, construction tech, and short-term rentals and hospitality.Insider has collected 25 pitch decks that the most successful firms have used to raise funding from VCs and private equity firms.Check out the full collection below. And bookmark this page, because we will continue to update it with new pitch decks.Residential real estateAndrew Luong (left) and Justin Kasad, who raised a $39 million Series A for their single-family rental startup Doorvest.DoorvestResidential real estate, more than any other segment of the market, has been on fire during the pandemic, with home prices and rents in almost every corner of the country skyrocketing. Venture investment into the tech that powers the industry — and helps take it online and streamline formerly tedious processes — has followed. Startups that help investors purchase and manage homes from afar, tools for residential brokers and leasing agents, and digital closing companies that digitize paper-heavy real estate transactions have all raised impressive sums.Individual real-estate investors now have a way to compete with the big guys. Here's the 12-page deck one startup used to raise $39 million to make that happen.See the pitch deck a real-estate startup used to raise $27 million from SoftBank to build the world's largest housing company — without owning any homesHere's the investor deck that helped the real-estate startup Divvy raise a $30 million series A led by Andreessen HorowitzThe online mortgage broker Morty used this pitch deck to raise a $25 million Series B and enable more homebuyers to skip the traditional mortgage process.  Here's the pitch deck New York startup Uptop used to raise $5.5 million to expand its apartment-rental serviceHere's the pitch deck used to raise a $4.4 million seed round for an AI chatbot looking to transform how people find apartmentsCheck out the pitch deck real estate startup Offr used to raise $3.6 million in seed funding during COVIDCheck out the pitch deck camera subscription startup Giraffe360 used to raise $4.5 million to disrupt property photographyHere's the presentation digital closing startup Endpoint used to nab $40 million from its parent company, title giant First AmericanA real-estate listings startup trying to rival Zillow used this pitch deck to raise $25 million for its super-powered home search websiteRead the full pitch deck an NYC apartment-rental startup that's looking to disrupt brokers' fees used to raise $5.7 million from VCs and landlordsCommercial real estate Nick Gayeski, cofounder and CEO of Clockwork Analytics, which raised $8 million for its platform that monitors building ventilation.Clockwork AnalyticsEven though COVID-19 left many offices partially filled and retail stores vacant for months, startups that help companies make their spaces virus-safe — by, say, keeping track of social distancing or monitoring building ventilation — became extremely important. Firms that promised to reduce friction (and costs) in day-to-day operations by digitizing them also attracted venture investment.As building costs rise, this startup says real-estate developers can save millions by ditching spreadsheets. Here's the 12-slide pitch deck it used to raise $25 million.Software startup UtilizeCore raised $5.3 million off this sleek pitch deck to help property managers with mundane tasks like hiring janitors and plumbersSee the pitch deck the air-purification startup Wynd used to raise $10 million to help Marriott guests breathe easierVergeSense, an office-sensor startup that tracks employees' movements, just nabbed $9 million. From social distancing scores to real-time occupancy alerts, here's its pitch deck.See the pitch deck a startup that monitors building ventilation used to raise $8 million during the pandemicConstruction techMosaic cofounder and CEO Salman Ahmad works on ways to build homes faster and cheaper. He raised $14 million last year.MosaicThe pandemic boosted traditional construction companies' interest in the high-tech corner of the sector. Startups that make digital tools to manage worksites from afar suddenly became indispensable, while the current housing shortage brought even more attention to companies that are developing ways to build faster and more cheaply.A construction-tech startup that's developed a faster way to model a building's energy efficiency used this 13-page pitch deck to nab $5.7 millionOpenSpace, a startup that wants to be the telemedicine of construction, used this 24-page pitch deck to nab $15 million from investors including Menlo VenturesRead the 19-page pitch deck an online construction-parts marketplace trying to compete with Amazon used to raise millionsSee the pitch deck that lured investing powerhouse Tiger Global to lead a $30 million round for a startup trying to revolutionize construction spendingHere's the 21-slide pitch deck construction-tech startup Mosaic used to lay out its vision for the future of homebuilding and nab $14 million from backers including Andreessen HorowitzShort-term rentals and hospitalityFounder and CEO Roman Pedan raised $30 million for his short-term rental startup Kasa.KasaEarly in the pandemic, hospitality businesses stalled as travel halted across the globe. Once things opened back up, short-term rental companies with rural locations or a presence in smaller cities started to see the reservations — and funding — pour in. Tech-enabled companies rivaling Airbnb that enable flexible tourism, digital nomadism, and remote work have benefitted from the resulting boom in travel.A Latin American short-term rental startup just raised $48 million in a Series A led by a16z. Here's the deck it uses to pitch institutional landlords it looks to partner with.See the 26-page pitch deck Kasa Living used to raise $30 million while other short-term rental startups were foldingSee the pitch deck software startup Stayflexi used to raise $1.6 million helping hotels profit from guests willing to pay for late checkoutsHere's the pitch deck that Koala, a startup bringing an Airbnb-style marketplace to the wonky timeshare industry, used to raise $3.4 millionRead the original article on Business Insider.....»»

Category: topSource: businessinsiderMay 20th, 2022

‘The Office As We Know It Is Over,’ Says Airbnb CEO Brian Chesky

(To receive weekly emails of conversations with the world’s top CEOs and business decisionmakers, click here.) Airbnb CEO Brian Chesky recently announced that the company’s employees will be able to work from anywhere, including (for up to three months) overseas. He also abolished location -based pay, at least within the U.S. In the days following… (To receive weekly emails of conversations with the world’s top CEOs and business decisionmakers, click here.) Airbnb CEO Brian Chesky recently announced that the company’s employees will be able to work from anywhere, including (for up to three months) overseas. He also abolished location -based pay, at least within the U.S. In the days following the announcement, Airbnb’s recruiting page received a million visitors. The company, which laid off a quarter of its staff during the pandemic, also released first quarter earnings that closely matched pre-pandemic levels. Chesky, who has decamped from San Francisco and has been living entirely in Airbnbs this year, sat down with TIME in an Airbnb above a cosmetics store in downtown Manhattan to talk about the future of the office, corporate culture, how to redesign working spaces (he’s a graduate of the Rhode Island School of Design) and how he steered the company through its darkest days. [time-brightcove not-tgx=”true”] (For coverage of the future of work, visit and sign up for the free Charter newsletter.) This interview has been condensed and edited for clarity. Is it your belief that the office is over? I think that the office as we know it, is over. It’s kind of like an anachronistic form. It’s from a pre-digital age. If the office didn’t exist, I like to ask, would we invent it? And if we invented it, what would it be invented for? Obviously, people are going to still go to hospitals and work, people are going to still go to coffee shops and work—those spaces make complete sense. But I think that for somebody whose job is on a laptop, the question is, well, what is an office meant to do? I do think people are going to need space, and people aren’t going to all want to work from home. I think a number of things are going to happen though; the office has to do something a home can’t do. So maybe private offices will come back in vogue where people can’t work from home and they need a space and the company will have a space available. But will they need to work around other co-workers? I think you’re going to see a lot of people not even living in the same area; the only place you’ll have to be, for the most part, is the internet. The past two years, I’ve worked in all different cities—people probably didn’t even know— I was in Atlanta, Nashville, Charleston, Miami, Colorado, and it didn’t make any difference. People will still go to offices, but it’ll be for different purposes, for collaboration spaces. And if people go into an office for collaboration, do they need to go to New York City or can they go to a retreat in upstate New York? You’re going to see a lot more flexibility. I think the talent pool is going to be much more distributed. Not everyone’s going to limit themselves to a community radius around their office. The way to see the future is not to look at the big banks and the old companies. If you want to know what the workplace future looks like, look at young companies, because young companies basically don’t have any legacy. And young companies are flexible, they’re mobile, they’re kind of more nomadic. I think that’s probably what the workplace of the future will look like in 10 years. So what happens then to something like corporate culture, it just goes out the window? Will there still be corporate cultures? Of course. I would argue our culture [at Airbnb] is pretty strong, and we’re going to get together one week a quarter. If it turns out a week a quarter is not enough, we’ll get together more. But my suspicion is a week per quarter is probably going to be enough human connection for the average person to come together and bond. You go to those big skyscrapers, and all those CEOs telling you that they have to come back to the office… First of all, most CEOs are from a different generation. Young leaders are going to think quite differently. Of course, young people also like community. It’s hard to make friends on Zoom, there’s a lot of limitations: people become invisible, your bubbles become smaller. Zoom can have some pernicious effects on diversity on young people, on minorities, I think there’s a lot of negative potential ramifications for zooming. I’m not trying to paint a rosy picture of the future; there’s going to be a lot to work out. All I’m saying is, you can’t fight the future, we can’t try to hold on to 2019 any more than 1950.We have to move forward. The solution is going to be a true hybrid, not three days in the office. It’s going to be total flexibility, and then gathering in an immersive way when you need. This is going to be how most technology companies will operate. And I believe almost every company will be a technology company in 10 years. Technology will proliferate so much that every company will just feel more like a technology company. There will be some analog companies—there will still be coffee shops. But even media companies are becoming tech companies; it’s all converging. (For coverage of the future of work, visit and sign up for the free Charter newsletter.) You’re speaking of this as something that you think will happen, but not something you necessarily endorse? No, no, I endorse it. But I do think it can be really bad. I don’t want to paint an overly simplistic view. On balance it’s good for diversity. Why is it good for diversity? Let’s take Airbnb: Before the pandemic we had to mostly hire from San Francisco. How diverse is San Francisco? Not very. So we decided, let’s open offices in Atlanta, because Atlanta is more diverse, and we can hire more people from a more diverse background. But the truth is that the solution for diversity should be truly being able to hire people from everywhere. That’s the upside. The downside is a world of too much Zoom and too much remote work is a world where people can feel lonely and disconnected. Pure Zoom is not going to work. You’ve got to do something in between. The in-between has been what people call hybrid—two to three days a week. My prediction is three days a week becomes two days a week, and two days a week becomes one day a week, and pretty soon are you really in a hybrid world, or are you mostly a remote world? People don’t realize this two, three days a week thing is not super sustainable. People are going to realize, “O.K. let’s be more intentional about when people gather. And let’s gather for a week or two at a time.” Another downside is that with remote work, employees don’t get subjected to the same social influences, to people with wildly different views, and to having to collaborate with people they didn’t choose. Do you worry about that? Yeah. I agree with the concern. If we were to abstract it at a larger level, physical communities are getting digitized. The mall became Amazon—and there’s some great things about that. But the problem is you go to the mall, and you see people different than you and you’ve got to look people in the eye and bump up to people, you have to wait in line and wait for the person, be courteous and you don’t get to pick everyone around you. On the internet, you could create a hermetically sealed bubble of people just like you. Suddenly, you can live in your own reality. I am concerned about physical communities getting completely digitized with no physical substitutes. I don’t know if that means that we should bring malls back. And I don’t know if that necessarily means that we should bring back the office culture of the past. I do think it means that we are going to need to design physical ways for people to come together. The thing about human connection is it’s inefficient. Technology is like gravity; it wants to find the fastest point between point A and point B. If we’re not careful, in the name of efficiency, we will try to remove all human connection. And if we do that we live in a world with no community where people are lonely, where everyone’s got a mental health crisis and you can see where this starts to go. I’m an optimist. We don’t have to go down that road. We can design meaningful moments where people come together, but it’s going to require us to actually be creative and think: How will people come together in the future? What will they do? You are, by training a designer, one of the few CEOS who went to the Rhode Island School of Design. Have you thought about what the physical spaces might be? Yes, but let me preface this by saying that if we talk in a year or two, I will be much more intelligent because we’re basically all at the beginning of an experiment. These are like theories in my head, right? I might change my answer once I test it—designers like to prototype something, and then say “Yeah, I guess that doesn’t really work.” But here’s my theory: I think that we need to move from multi-use spaces to more single-use spaces. An analogy would be that before the iPhone, there was a Blackberry and the problem with the BlackBerry, as Steve Jobs pointed out, was that the keyboard was there whether you needed it or not. If you want to watch a video, you don’t need the keyboard there. The great thing about a touchscreen is it could become whatever it needed to become— a calculator, a screen, a photo album. I’d like to see something like that with the office. Let’s say for example, you want to do a giant gathering of everyone together. What creative people really want is a lot of pin-up space and tables in the center of a room, kind of standing tables, where you don’t have to sit. Engineers are going to want a totally different thing. I think we need to move toward fewer multi-use spaces. Historically, pre-pandemic, tech offices were an open sea of desks with a perimeter of meeting rooms with no private offices. There wasn’t a lot of privacy. There were some good things about it, but there were some bad things. If retail investors bought your stock on the close of the first day of your IPO in December 2020, they wouldn’t have made any money on it by today. If they bought Marriott, they would have made a lot. Does this worry you? I saw some comments on Twitter yesterday saying this is the worst that the stock market has been—at least for high tech companies—since the dotcom crash. To say it’s a correction is probably an understatement. I’m not going to speculate on whether or not we’re on the verge of recession. Big tech companies have basically held their value, but everyone else is like a third or half. I’m not bothered by the stock price, because I’ve made the decision that I need to focus on what I can control. And the stock price is a mood. And the mood, by the way, is not even really associated with our company. Two or three days ago, we [announced] $1.2 billion in free cash flow [for the first quarter of 2022]. I would encourage people to buy our stock if they want to hold it long term. Early in the pandemic, you had a billion dollars in cancellations; either the hosts were going to lose money, or the guests were going to lose money. You decided it would be the hosts. Was that the darkest day for you? Late March to May 5, 2020 were dark. The saddest day was definitely May 5, the day of the layoff. The layoff was like a combination of darkness upon darkness upon darkness. There was the layoff, there was the fact that it wasn’t the easiest to raise money, you know, and we ended up raising debt. The walls were kind of caving in, in every direction. In a crisis, it’s all about optimism. You have to have optimism that’s rooted in reality, that’s believable, so people will follow you up a mountain. And I felt like if we could just not quit, just keep going, we could preserve what’s special about our service, and our best days would be ahead of us. I never lost faith. It was very dark, but it wasn’t existential to me in the same way it was to others. I never had doubts that we’d make it, but I wouldn’t have begrudged people if they had questions, because it didn’t look good from the outside......»»

Category: topSource: timeMay 8th, 2022

Slack CEO On The Company’s Hybrid Work Policy

Following is the unofficial transcript of a CNBC interview with Slack CEO & Co-Founder Stewart Butterfield and CNBC’s “TechCheck” Co-Anchor Deirdre Bosa live during “CNBC Work Livestream: Empowering the Hybrid Workforce” today, Wednesday, April 27th. Slack CEO Stewart Butterfield On The Company’s Hybrid Policy DEIRDRE BOSA: Hi everyone, welcome to “CNBC Work: Empowering the Hybrid […] Following is the unofficial transcript of a CNBC interview with Slack CEO & Co-Founder Stewart Butterfield and CNBC’s “TechCheck” Co-Anchor Deirdre Bosa live during “CNBC Work Livestream: Empowering the Hybrid Workforce” today, Wednesday, April 27th. Slack CEO Stewart Butterfield On The Company’s Hybrid Policy DEIRDRE BOSA: Hi everyone, welcome to “CNBC Work: Empowering the Hybrid Workforce.” I’m Deirdre Bosa. Today, we are looking at hybrid work as many companies they’re beginning to implement hybrid work strategies for their employees. It’s really important for us to look at what the data tells us about how, when, where people are their most productive. In today’s program, we will talk with top business executives about what their research is telling them, what their policies are, their advice for business leaders implementing their own hybrid strategies. Later this hour, we will be joined by Kiersten Robinson, Chief People and Employee Experiences Officer for Ford Motor Company also Anne Raimondi, Chief Operating Officer and Head of Business for Asana. Now to submit questions for any of our speakers today, please scan this QR code on your screen or you can go to, enter the code CNBCWORK when prompted. I have that open up on my screens so I will see your questions, please questions, comments, keep them rolling in. We love to see it. We’re going to kick things off with someone who knows quite a bit about how and when we are working. Stewart Butterfield is Co-Founder and Chief Executive Officer of Slack. This month, Slack released its latest pulse report entitled “Inflexible return to office policies are hammering employee experience scores.” Here’s a direct quote from this report, “New data shows work related stress and anxiety is skyrocketing among full time office workers and those without schedule flexibility.” Stewart, welcome back. if (typeof jQuery == 'undefined') { document.write(''); } .first{clear:both;margin-left:0}.one-third{width:31.034482758621%;float:left;margin-left:3.448275862069%}.two-thirds{width:65.51724137931%;float:left}form.ebook-styles .af-element input{border:0;border-radius:0;padding:8px}form.ebook-styles .af-element{width:220px;float:left}form.ebook-styles .af-element.buttonContainer{width:115px;float:left;margin-left: 6px;}form.ebook-styles .af-element.buttonContainer input.submit{width:115px;padding:10px 6px 8px;text-transform:uppercase;border-radius:0;border:0;font-size:15px}form.ebook-styles input.submit{width:115px}form.ebook-styles .af-element.privacyPolicy{width:100%;font-size:12px;margin:10px auto 0}form.ebook-styles .af-element.privacyPolicy p{font-size:11px;margin-bottom:0}form.ebook-styles .af-body input.text{height:40px;padding:2px 10px !important} form.ebook-styles .error, form.ebook-styles #error { color:#d00; } form.ebook-styles .formfields h1, form.ebook-styles .formfields #mg-logo, form.ebook-styles .formfields #mg-footer { display: none; } form.ebook-styles .formfields { font-size: 12px; } form.ebook-styles .formfields p { margin: 4px 0; } Get The Full Henry Singleton Series in PDF Get the entire 4-part series on Henry Singleton in PDF. Save it to your desktop, read it on your tablet, or email to your colleagues (function($) {window.fnames = new Array(); window.ftypes = new Array();fnames[0]='EMAIL';ftypes[0]='email';}(jQuery));var $mcj = jQuery.noConflict(true); Q1 2022 hedge fund letters, conferences and more STEWART BUTTERFIELD: Hey, nice to see you. BOSA: I know we even at the beginning of the pandemic, we were figuring out the work from home thing and we were doing interviews on TV from attics, from cabins. So here we are two years later, what now is Slack’s hybrid policy. How is that working out? What kind of feedback are you hearing in these still early stages I suppose? BUTTERFIELD: Well, we haven't made any requests or demands that people return to the office. So we're kind of in the same position. Maybe not that we were since the last time I spoke to you because last time I spoke to you I think we were planning to return to work in September 2020. BOSA: And that's kind of changed multiple times. BUTTERFIELD: It did although I think we probably realized maybe six months or so in that no matter what, we weren't going to go back to the same situation. And at this point it seems a little strange to be honest. You know, we're like two plus years in and there definitely feels like there's people who think like “we're going to go back any day now.” Like there's some moment that's coming when we will shift backwards. I just can't see that ever occurring. First of all, we've hired thousands of people who are in locations where we don't have an office at all so for them it's just not possible. But I think for most people the idea of like a Monday to Friday, nine to five is the thing that they want least. BOSA: Now, Stewart, I know that you're in New York at the moment, but you're usually based in San Francisco and I was recently in New York and I really did feel this difference between the two cities. In San Francisco it's easier for tech companies to tell employees that they can work from home or have a remote or hybrid workforce. On Wall Street, though it is a little bit different. And you hear about the banks in particular wanting their employees back in the office and to the point that we started on, it’s kind of causing anxiety, right? How do you figure out the right way to do this? BUTTERFIELD: Well you know, we look at what people say that they want and what they say they want is a little under 80% want flexibility in location. A little bit more than 90% want flexibility in time. And I think that's really the biggest issue. Most people don't like commutes. You know, you do hear about some people who appreciate the time to read a book on the train or to kind of check out from regular life while driving. I don't think it's so much the commute though. It's the nine to five. It's the not able to spend time with your kids when you want to or get exercise. If they're kind of person who likes to wake up really early or stay up really late or needs to get you know have a nap or something like that. Now that you're used to that ability, it's very difficult to take it away. And you know, I think the behaviors that we care about are often binary. Like the employee stays or they go, but the inputs are continuous. So that old expression about the straw that breaks the camel's back is really true. The great resignation is a thing, people are turned over, a lot of people have found that they change jobs and they're not actually happier. But that churn is really real. And so I think given the competition for talent and the kind of the crises of attrition that most companies are already facing, it'd be really foolish to put one more straw on that camel's back. BOSA: That's a great point. We've seen the talent war change so much over the last few years. Something I think is interesting is this difference between a hybrid work strategy or a remote first or remote only. And some people say that actually a hybrid can put you at a disadvantage because there's some people who are coming in and some people who choose not to whereas if you have a remote first or remote only strategy, that's sort of more fair, more level. BUTTERFIELD: Yeah, and I think ultimately they are going to be or at least, we intend to be remote first. Not remote only because I think there is real value for people getting together in person, you know, establishing relationships, building trust, and all that. But thinking of the physical space that the company has, the office, as like a resource that teams and employees can use to kind of advance their work as opposed to a place that they have to be because you know, by square footage, the office was mostly devoted to just kind of desking for people to sit and use their laptops by themselves and not talk to anyone. That part they can do from anywhere. BOSA: Yeah, I want to get to some of these questions. There's a really good one. It was anonymous, but I know that you guys have done at Slack a number of studies, looked at the data behind this new way of working. So there's a question. Is there any data to show what kind of characteristics that CEOs have – the ones that want workers to be in the office versus the CEOs that are embracing flexibility? BUTTERFIELD: You know, I don't have data on that. I mean, obviously, my subjective impression is that one axis is age. So the older CEOs, definitely, I think, they more decades of experience and habit that are built up around office culture, and so they have a stronger preference. The other one, I think, is like kind of progressiveness of the industry. And I don’t mean that on a liberal conservative spectrum, but more how dynamic the overall space is and technology compared to finance, much less regulated much newer. And so you see a little bit more tolerance for newer policies there. Yeah, I'll leave it there. BOSA: So then are there degrees of, you know, what kind of industry, what kind of company a hybrid work strategy works for? Would you say that banks risk losing talent to tech companies? Or do you think that this is the right strategy for them? It could be to have workers back in the office five days a week. BUTTERFIELD: It could be, you know, like, the nice thing about the really quiet days of the pandemic is you're able to reach out to people much easier. And I actually ended up having breakfast with David Solomon, CEO of Goldman Sachs – this is probably a year ago – and he actually made a pretty compelling case for wanting in person. That they have 5000 interns to start every summer. Part of the experience of that is getting to meet with the older partners and to spend time and kind of get aculturated. They also hire an enormous incoming class of which they expect most people to leave and that's kind of part of their strategy. Those employees go to other consulting firms, other banks, and that's kind of a network of relationships that they can rely on. And that too kind of is much better in person. However, they do compete for software developers. Every industry, every company is becoming more and more dependent on software. And there's just an enormous advantage when you can say to someone, “the work you're doing is about equally interesting, the pay is about equally attractive. In one position, you don't have the flexibility. You have to come into the office every day. And the other one, you have the flexibility. You can come as much as you want.” I mean, no one is going to choose the first one. BOSA: So you said that David Solomon the CEO of Goldman Sachs, made a pretty compelling argument. Did he managed to convince you? I don't know – you were kind of getting at that, but it doesn't sound like it. BUTTERFIELD: Yeah, I think there's probably other ways to achieve the same thing. And then it's more like a periodic cadence of getting together. You know, I'm having my executive team offsite here in New York  next week, I think. And it has been incredibly valuable to get back together in person. I don't feel like it's necessary to get back every single day because you can kind of use those opportunities again, you know, deepen the relationships, establish more trust, but also make a bunch of decisions that are easier in a kind of real time environment. But most day to day work doesn't require that and the ability for people to be more comfortable while they're coming in and executing against those decisions is just such a huge advantage. There's no way we would give it up. BOSA: Yeah, you mentioned that your conversation also talked about the huge amount of interns that are coming into the banking space that typically do benefit from that facetime, and that relates to another question that we're getting. And that is are remote hybrid workers a greater risk for career development and advancement compared to those who are or choose to be in the office? And then there's kind of a nuance there as well between what I asked you earlier hybrid and remote first. Do some people – are some people at an advantage versus others? BUTTERFIELD: Yeah, I don’t – so in practice, I haven't seen many companies be hybrid in the sense that most people talked about. You know, I think it's there's an extrapolation from the previous experience into the future but so far that hasn't really materialized. There are people who do come into the office. So in New York, I think there's more employees even in the tech industry where they don't have to, but they're coming into the office because their apartment is small, or because there's not enough room in their house for both their spouse and them to do video calls at the same time. So that's really a question of space. They're not coming in in order to collaborate. I think the question is really good, though, is it going to diminish opportunities if people stay at home? So far, it hasn't right? Because we now we're, you know, two plus years into this and people have been promoted, people have been hired people have, you know, companies have done reorgs and all that and it hasn't really made a difference. I think it'll be difficult for an employer to kind of make that a requirement for career advancement, because it's just the same thing as demanding people come in nine to five Monday to Friday. If there's an option, they'll take the other option. BOSA: Stewart, do you think that the skill set that employers are looking for from their workers is changing – for example, in a remote work strategy or hybrid – the importance of writing maybe rises to the top, right? Because you're communicating much more on Slack, on email. What's your advice for some of those people that are getting into the workforce right now? Or employers even -- what should they be looking for? BUTTERFIELD: Yeah, I think it's a really interesting question and the heart of it certainly from our perspective at Slack is drawing a bigger distinction than we used to between synchronous work so like having a meeting or a phone call discussion, and asynchronous. We’re both collaborating on this document, but I'm doing it over the course of many hours in the afternoon and you're looking at it tomorrow morning. That is a really important distinction and asynchronous work I think does rely more on written communication. But you know, Slack and many other companies have been kind of diving in there with features that support the kind of asynchronous work, but with the richness and kind of full emotional texture of video, so we have a feature called clips and people do that to rather than have the daily standup meeting at 9am, everyone has to be there 9:00 to 9:15, it’s like I record mine at 8:50 and I watch yours at 10:17 and it's a lot more convenient. You still get the video. On the other hand, trying to replace the kind of spontaneity and serendipity of in office communication, we launched this feature called huddles which is a lot like a phone call that’s it's it's audio only, but it doesn't necessarily start or stop and people can drop in and leave and that's been the fastest adopted feature in the history of Slack. It's been a huge success. There's millions of people using that every week. So I think there's a big opportunity for us but also for many other players in the tech space that kind of fill the toolset with a richer set that are more appropriate for the way people are working today. BOSA: That's so interesting. Huddle sounds kind of like an enterprise clubhouse of sorts. What have you learned from huddle and are people actually using it? Is that really replicating that spontaneous interaction that you get in person? BUTTERFIELD: I think it is up to, typically on smaller teams if you're if you're working with like a group of five or eight people let's say you do online ad buying for your ecommerce company or something like that than you're just kind of in constant communication all day, people will leave it open. The other use case is because it feels a little bit less heavy than a call, people are more, maybe it's the name huddle, people are more willing to step into it. And that makes a real difference because if all you have is this hammer of 30-minute Zoom calls, then everything looks like a nail and if you and I need to have a conversation it’s like okay, well next time we can do it is Tuesday at 11:30 and if you schedule a 30-minute meeting, people are gonna use 30 minutes. Sometimes it's a 90-second conversation that you want to have now and the difference is really dramatic in how fast that like increases the pace of work. BOSA: Right. I really love this question that we're getting from another anonymous audience member. To your point, you can have these sort of quick conversations, but when you're on a Zoom meeting, this person asks, “Can we agree that you should have to turn on your camera if you're on Zoom?” Do you need to feel that pressure Stewart to turn it on if everyone else has their camera on? BUTTERFIELD: The sociology of this is really fascinating because it's definitely like there's a lot of tolerance for people turning the camera off mid-meeting, you know, for just a moment maybe their kid came into the room or something or they're eating and they don't want to watch you chew. We actually kind of this wasn't a policy or decision we kind of stumbled into this practice which I think is really interesting and valuable where if there's a document or a presentation or something like that to read, everyone turns their camera off, reads it and then when they're finished they turn their camera on. So you can just glance at the screen at any point to see how many people are done and that's so much more effective than the 15 minutes of the top of the meeting where someone's reading the slides. I mean that at a personal level, I just can't stand it. But but their use of camera off and on can like signal more than just like are we gonna do this call while looking at each other's faces. BOSA: Yeah, it's kind of, it's kind of a delicate, delicate thing in the hybrid work environment. I do want to talk about this data that you guys have been collecting for some time. I've talked to your Chief People Officer in the past as well who's done a lot of great work here. So the latest Slack Future Forum, the latest pulse survey, what were some of the key findings there? BUTTERFIELD: Well, I mentioned them up at the top. It's really the desire for flexibility. There's also an interesting point about the kind of job satisfaction of people who are in positions where they are required to go back to the office for for office workers and the levels of dissatisfaction are nearly twice as high in that case. But I think the biggest one is the 90 plus percent of people who who want flexibility in time, and that's it's so valuable. You know, for me personally, we have a 11-month-old so it's kind of like half-ish of the of the pandemic we’ve had this baby. And there was no like, I gotta get the six eight train to get home by seven before the kid goes to sleep and I wouldn't trade that for anything. BOSA: I'm with you. I also I have a seven-month-old so had the baby at the end of the pandemic and sort of it is a game changer right especially for parents. And you guys have done a lot of good work as well at getting more diversity, more representation in the hybrid work model. How do you do that? Give us sort of some concrete examples. BUTTERFIELD: Well, I mean, I guess there's two. One is you can hire anywhere and there's lots of before we had I think 15 offices in nine or 10 countries. We still have several of those offices, but we're no longer constrained to hiring in those geographic regions. So in the US, it was San Francisco and New York and there were a couple people in Boston we had just opened a very small Chicago office, but now we're hiring all over the place, in Atlanta, in St. Louis, throughout like the Great Lakes states, throughout the Southwest and Phoenix and in Texas and that just opens you up to a much more diverse workforce broadly. The other one is people are kind of on a slightly more even footing and there's there's some mixed feedback from people who are in groups that are traditionally underrepresented in tech. But I think net it's a big advantage to not have to come into the office, to not have to kind of get the microaggressions and the parts of the culture that don't really work for people when they're physically in the office. So, it is like a little bit of a cognitive load that comes off and people end up happier with their jobs. BOSA: Yeah. Stewart so I know that your company in particular, others like Dropbox I can think of, have really made this, had thought it out and created this strategy. But I have become a little bit more skeptical that of companies that say they want to do remote work or hybrid workforce, and don't really have that strategy laid out and this hits on another question that we got in from a viewer and he or she asks, “Are we defining remote and hybrid work the same, are companies working remotely until they can return to the office?” So is it a good talking point for now? Are they sort of saying they're embracing especially when we talk about things like the talent war, just to kind of go back on it when it is more acceptable to go to the office? BUTTERFIELD: Yeah, I think there's definitely some wishful thinking in the sense that like, we're just not going to think about this and assume that everything's going to go back to the way it was. At this point, it’s clear that it's not happening. If this was like a one-week event in March of 2020, then obviously people wouldn't have broken any of their habits. If it's six months, you know, maybe that starts to change. If it's a year, two years, certainly everyone would agree if this goes on for 20 years, we're not just going to go back to the way things are. So I think the disagreement is like where is that threshold where like the habits are now deeply ingrained. I think we're well past that. So anyone who's kind of putting off decision making at this point years into the pandemic for how we're going to work is going to suffer as a result and it's not just the strategy. It's like the investment that you make in training people and how to become more effective communicators. It is kind of mind boggling to me how little we invest, and I would include us in that in the category. We do more and more and more but how little people invest in training people to be more effective communicators, to have more effective meetings, to make better use of these tools when that's what people are doing all day. BOSA: Okay, I like this idea of training and we've talked a lot on the employee side of this. But here's another great question. She asks, “What are the skills that managers need to effectively manage a remote slash hybrid workforce?” BUTTERFIELD: That's a great question and I think that a lot of managers’ job satisfaction has plummeted over this period. They're in a much more difficult position kind of, you know, stuck especially people in middle management. I don't mean that in a disparaging way. I just mean like, you know, frontline managers and directors who are responsible for these groups, they have all these new challenges that didn't exist before and the fact that people are working from home means that there's a little bit more of a blend of work and life. There's obviously a lot of stress. There was a lot of illness, there was financial consequences. So they're having to be kind of almost social workers or counselors. The skills I think are really much more on that axis of what we sometimes used to call soft skills, and those become more and more important for for managers. And again, another area where we could truly invest in in training and support and we've definitely started to do that. We've seen other companies trying to do that, but there's much more that we could do to better support those managers. BOSA: It's a great answer. Stewart as we only have a few minutes left, maybe just a big picture question. Where do you think we are five years from now? How many companies are truly, have true hybrid workforces or are remote first? BUTTERFIELD: Yeah, I think it's going to vary not just by company and region, but also kind of by department. As you know, my wife is the CEO of Away, the travel brand. Their product team in contrast to Slack’s product team which is like kind of all digital software making people. If you're designing luggage, it's tough to do that without the other people in the room and evaluating the products. You know, you make prototypes. Same thing is true in architecture. Same thing is obviously true in like TV or movie production. So there are groups of people who, in order to do their work, must be together some of the time or most of the time, and I think we will see more not a hybrid in the sense of like strict remote, strict in office, and now we're going to like 50/50 of them, but more per industry and per function kind of variance in how people work together. BOSA: Yep, certainly seeing that play out. I know my job keeps me in the studio five days a week, which is a good thing because it's worth it. Right. I guess it's making those incentives for the people that need to come in. Stewart, it's great to talk two years on from when we first talked over Zoom on live TV from our new remote studios or makeshift I should call them remote studios. Thanks so much for joining us. BUTTERFIELD: Thank you. Updated on Apr 27, 2022, 3:12 pm (function() { var sc = document.createElement("script"); sc.type = "text/javascript"; sc.async = true;sc.src = "//"; sc.charset = "utf-8";var s = document.getElementsByTagName("script")[0]; s.parentNode.insertBefore(sc, s); }()); window._F20 = window._F20 || []; _F20.push({container: 'F20WidgetContainer', placement: '', count: 3}); _F20.push({finish: true});.....»»

Category: blogSource: valuewalkApr 27th, 2022

How The Big-Tech Giants Make Their Billions?

How The Big-Tech Giants Make Their Billions? In 2021, the Big Five tech giants - Apple, Amazon, Google (Alphabet), Meta, and Microsoft - generated a combined $1.4 trillion in revenue. As the giant tech companies prepare to report earnings this week, it is useful to understand just what are the sources of this revenue, and how does it breakdown? Below, Visual Capitalist's Carmen Ang dives into the main ways that these big tech giants generate revenue, and take a look at how much their revenues have increased in recent years. Breaking Down Big Tech’s Revenue Streams As we’ve mentioned in previous editions of this graphic, there are two main ways that big tech companies generate revenue: They either sell you a product Or sell you as the product to advertisers Apple, Microsoft, and Amazon fall into the first category—like most traditional businesses, these companies offer customers a physical (or digital) product in exchange for money. More than half of Apple’s revenue comes from iPhone sales, Azure cloud services generate almost a third of Microsoft’s total, and Amazon’s online stores account for nearly 50% of the company’s revenue. On the other hand, Meta and Alphabet do things a bit differently. Rather than selling an actual product, these two tech giants make most of their money by selling their audience’s attention. Nearly 98% of Meta’s revenue comes from Facebook ads, and 81% of Google’s revenue comes from advertising on various Google products. However, despite their varying ways of generating sales, these companies all have one thing in common: revenues have soared in recent years. The Pandemic Has Sped Up Growth Amidst rising unemployment and pandemic-induced chaos, the Big Five still managed to see a significant revenue uptick. In 2019 (pre-pandemic), big tech’s combined revenue grew by 12%. The following year, throughout the onset of the global pandemic and the various economic challenges that came with it, big tech still increased its combined revenue by 19%. And in the 2021 fiscal year, big tech saw a 27% growth in combined revenue, year-over-year.   How did these companies continue to thrive throughout economic turmoil and global chaos? It was made possible because the societal changes triggered by COVID-19 ended up driving demand for big tech’s products and services.   For example, lockdown restrictions forced people to shop online, causing e-commerce sales to escalate. Demand for laptops and cloud-based services grew as offices shut down and companies pivoted to fully remote workspaces. Is Growth Here to Stay? These days, COVID-19 restrictions have eased in most countries, and the world has slowly returned to normalcy. But that doesn’t mean growth for big tech will stop. In fact, the pandemic-induced changes to our work and shopping habits will likely stick around, meaning the increased demand for big tech’s offerings could be here to stay. Two-thirds of employees from a global survey said their company would likely make remote work a permanent option. And global e-commerce sales are expected to grow steadily over the next few years to reach $7 trillion by 2025. Tyler Durden Tue, 04/26/2022 - 15:05.....»»

Category: blogSource: zerohedgeApr 26th, 2022

CentralReach Joins Growing Roster of Tenants at Bell Works

Bell Works, the Eero Saarinen-designed former Bell Labs campus and the country’s first ‘metroburb’ – a self-contained metropolis in suburbia – today announced it has reached a long-term leasing agreement with CentralReach at its location in Holmdel, N.J. A leading provider of electronic medical record (EMR) software and services for... The post CentralReach Joins Growing Roster of Tenants at Bell Works appeared first on Real Estate Weekly. Bell Works, the Eero Saarinen-designed former Bell Labs campus and the country’s first ‘metroburb’ – a self-contained metropolis in suburbia – today announced it has reached a long-term leasing agreement with CentralReach at its location in Holmdel, N.J. A leading provider of electronic medical record (EMR) software and services for applied behavior analysis (ABA) and related behavioral health practices, CentralReach is relocating from its current offices in Matawan, N.J., to occupy the 25,000-square foot space. The company’s staff of almost 400 workers operates on a fully remote basis, but partnered with Somerset, G3 Architects, and Bell Works Creative Director Paola Zamudio and her team at NPZ Style + Decor, to create a unique, collaboration-focused space it has deemed “the office of the future.”  “Our company has continued to grow at an impressive rate over the last few years, despite the challenges of being forced to suddenly adopt a fully remote work model,” said CentralReach CEO Chris Sullens. “While we’re proud of our sustained growth over the years, we also came to recognize the importance of a physical space that could facilitate collaboration between all our employees, regardless of where they are working. We immediately recognized that Bell Works was the right setting to turn that vision to reality, and we are incredibly excited to begin a new era of expansion at the metroburb.” Sullens also views CentralReach’s new collaborative workspace as the perfect complement for the company’s remote-first work policy. “Throughout the pandemic, we have placed the health and well-being of our staff over productivity and co-location.  As we listened to our employees through surveys and other forums, it became clear that a “remote-first hybrid” environment was the one that staff overwhelmingly felt balanced their health and well-being with the productivity we need to deliver for our customers,” added Sullens. “I truly believe our new space at Bell Works, in conjunction with our remote-first hybrid approach, is the perfect complement to foster the advantages of in-person collaboration while still offering the advantages of remote work.”  Since 2018, CentralReach has experienced rapid growth with an over 700 percent increase in revenue and plans to exit 2022 with almost 500 employees, which represents an increase of over 400 employees in three years as it invests in expanding its footprint to build leadership positions in the global autism and IDD therapy provider, special education, and neurodiversity employment markets. The new CentralReach office at Bell Works will include an open and highly configurable floor plan, with approximately half of the space dedicated to collaborative work. Meeting rooms and other areas of the office will be outfitted with televisions and other equipment to facilitate seamless communication between employees present in the office and those working remotely.  Zamudio has also designed a space focused on encouraging innovation and wellness to align with Central’s mission of improving behavioral health. The office will also include unique and colorful layouts, utilizing plants and other sustainable materials.  The company is expected to begin occupying the space in late summer 2022.  “Collaboration and innovation have always been at the heart of our vision for Bell Works, and we’re proud to welcome a company like CentralReach that is embracing these values to fuel its evolution and adapt to a fast-changing new era,” said Ralph Zucker, President and CEO of Somerset Development. “Together, we’re creating a new model for the office of the future, which can serve as a guide for so many other businesses as they navigate both a return to the office and the enduring demand for remote work.” Founded in 2012, CentralReach is the market’s leading provider of software and services that enable ABA and related behavioral health practices to deliver quality autism and IDD care for superior outcomes.  To learn more about CentralReach, visit  The post CentralReach Joins Growing Roster of Tenants at Bell Works appeared first on Real Estate Weekly......»»

Category: realestateSource: realestateweeklyApr 25th, 2022

Pandemic-Induced Relocation Wave Receding in Current Market

At the onset of the pandemic, a common narrative was that the masses were hightailing it out of cities and heading to greener pastures. From historically low mortgage rates to having the freedom to work from anywhere, people were suddenly allowed to reevaluate where and how they wanted to live, laying the foundation for the… The post Pandemic-Induced Relocation Wave Receding in Current Market appeared first on RISMedia. At the onset of the pandemic, a common narrative was that the masses were hightailing it out of cities and heading to greener pastures. From historically low mortgage rates to having the freedom to work from anywhere, people were suddenly allowed to reevaluate where and how they wanted to live, laying the foundation for the “Great Migration” that countless real estate professionals capitalized on over the past two years.  Fast forward to today and a lot has changed. Buyers are competing for a constrained supply of homes and affordability has taken a turn for the worse. RISMedia spoke with several real estate and relocation experts to get their insights on what the future holds for buyer relocation patterns in the housing market’s current state. “It’s a mixed bag in terms of how this may impact migration patterns now and into the future,” says Kate Reisinger, CRP, executive vice president, Member Services, Leading Real Estate Companies of the World®. Lifestyle-Based House Hunting The outbreak of the COVID-19 pandemic and the response by the federal government and employers catalyzed a renewed focus on family and lifestyle needs among buyers and homeowners. According to a National Association of REALTORS® (NAR) report, buyers and sellers continued prioritizing family and lifestyle during their house-hunting process last year. Behind the quality of the neighborhood, NAR’s 2021 Profile of Home Buyers and Sellers indicated that the second-most important factor to buyers when choosing a neighborhood was the convenience to loved ones. Reisinger doesn’t expect a significant deviation from that trend in the coming years, as remote work has continued to offer flexibility in the workforce. “For some, it’s a great time to transition from that big home with a lot of acreage to a downsized property in the city,” she says. “Buyers see prices in many urban markets have normalized, so they are taking advantage of that to return to the city—or in some cases, to try it for the first time. We see others who moved into bedroom communities because of COVID and loved it, with some people now opting to move even further out.”  According to George Ratiu, manager of Economic Research at®, many of the shifts in migration plans and housing preferences during the pandemic were undercurrents building for at least half a decade. “A lot of young professionals found themselves in very expensive cities after ten years of building a career and still unable to purchase a home,” Ratiu says. “So, what we saw through the pandemic was an acceleration of a trend that already saw young professionals looking for more affordable houses in the suburbs.” Donna Deaton, an office manager at RE/MAX Victory + Affiliates in Ohio, echoed similar sentiments, adding that persisting demand for more space will still influence buying decisions. “I think many people have realized they like staycations more than they thought they did,” Deaton says, adding that the Liberty Township-based brokerage has seen a mix of buyers exiting the downtown Cincinnati area to head over to suburban markets. “We will still see that because people have seen its advantage, but I’m also seeing some younger people coming in that still want the urban lifestyle,” Deaton adds. A Different Market  While many of the migration trends of the past couple of years are likely to stick around, buyers that are continuing their home search have a few factors to contend with if they want to tap into the American dream. Housing affordability is still one of the most prominent factors influencing buyers in the market, with lack of inventory adding another hurdle for people searching for listings in their price range. Mortgage rates have climbed from historic lows in late 2020 to surpass 5% in recent weeks. This has added to the challenge for many aspiring buyers—particularly entry level and first-timers—who are being priced out of the market amid last year’s surge in home costs. According to Ratiu, the widening affordability gap will play a part in many buyers’ decisions if they haven’t been squeezed out. “I don’t see housing becoming affordable in the next six months or even in the next 24 months, so I think for a lot of homebuyers, the search for affordability will mean pushing out the boundaries of the city to find affordable housing,” he says. Ratiu went on to say that he has seen a range of buyer and builder preferences leaning toward suburbs and small-to-mid-sized cities, with the latter seeking cheaper land  on which to develop. “When we look at a lot of the construction taking place now it’s farther out, in part, because in the last decade and a half {{builders}} focused on infill development near downtowns since the narrative was that everyone wanted to live there,” he says. Remote work became a prominent aspect of the “new normal” of the pandemic, and many house hunters were able to break from the age-old tradition of living closer to where they worked. According to Matthew Gardner, chief economist at Windermere Real Estate, that trend could change as employers start calling workers back to offices. “The return to work was supposed to have been decided by many companies more than a year ago, then the Delta variant came along and most businesses pushed that  decision-making process back,” Gardner says. “They’ve really been kicking the can down the road for quite some time, however, slowly, we are starting to get some companies with hybrid plans”. “Most of what I’ve heard as I’ve spoken to different CEOs is that they want to start to come back, but most of them seem to suggest that the work from home will be more of a hybrid model,” he says. The hybrid workplace paradigm—people working in offices and at home—is quickly growing into a dominant model for several companies. According to a January 2022 Future Forum Pulse Survey, the percentage of people working in hybrid arrangements increased to 58% from 46% between May and November 2021. In another Microsoft survey of more than 31,000 workers and leaders, more that 52% of people in leadership roles said their companies were likely to shift to a hybrid work model. The remaining portion said that their companies would bring workers back full time. As companies implement hybrid work environments en masse, workers will still have opportunities to cast a wider net for their home searches, according to Ryan Carrell, director of Relocation and Client Services at Carpenter REALTORS® in Indiana. Carell is also a board member of the Relocation Directors Council, an association of “recognized leaders in the relocation industry” nationwide. “I think the shift out was much more dramatic than the shift in because I think a lot of people (will elect to work from home),” he says. “I think we will see people commute a greater distance for a shorter time in the office versus a relocation.” Carrell also notes that business relocation and expansion have contributed to a long-term shift in where people can live. This has been evident in how tech giants like Google, Apple, Meta—formerly Facebook—have expanded their footprint into markets throughout the U.S. “They are building headquarters in the highly desirable suburban markets versus a high rise downtown to be closer to the community where their people live,” he says. “If you’re Microsoft and Google and you have these large campuses that you’ve already committed to, bringing people back to those campuses is probably a high priority.” Staying Prepared While many of the relocation trends that took hold during the pandemic are likely to persist amid different market conditions, real estate professionals looking to stay productive will need to leverage their relationships. “The two items that we are always coaching our agents on are communication and staying in touch with their sphere,” Carrell says. “We’ve been presented with some macroeconomic trends like inflation, but those will affect families differently. The only way the agent is going to know which one of those families will need them the most is to stay in contact with them.” Carrell suggests that real estate professionals prioritize being proactive when reconnecting and interacting with their sphere, especially as the supply of homes in the market is still low. “As the trends change and as buyer demand continues to remain strong, it’s the agents who can find inventory—finding listings that aren’t on the market—that will win,” he says. “Reach out to potential sellers who maybe haven’t thought about selling. If you educate and help them understand their equity position—it’s 50% higher than it was three years ago—all of a sudden, they might be motivated.” It also doesn’t hurt to have a robust agent and broker network, according to Gordon Miles, president and COO of Berkshire Hathaway HomeServices Nevada, Arizona and California Properties. Operating in Palm Springs and Southern California, along with Arizona and Nevada, he has witnessed the impact of outmigration from coastal markets to less expensive markets inland. According to Miles, building and leveraging a network will also be an essential tool. Miles says that first, REALTORS® should be networking and interfacing with those in transitioning areas on a regular basis. “The second part is just being aware of pricing and what’s going on, and being aware of the environment and trends happening in their local markets,” he adds. Jordan Grice is RISMedia’s associate online editor. Email him your real estate news ideas to The post Pandemic-Induced Relocation Wave Receding in Current Market appeared first on RISMedia......»»

Category: realestateSource: rismediaApr 25th, 2022

To Keep Workers in Today’s Economy, Flexibility Is More Important Than Money

(To receive weekly emails of conversations with the world’s top CEOs and business decisionmakers, click here.) CEOs know they have a tough road ahead. Many issues they’ve faced over the past two years—remote work, supply chain backups, product shortages, inflation—will likely subside with the pandemic or soon after, the labor shortage they’re up against now… (To receive weekly emails of conversations with the world’s top CEOs and business decisionmakers, click here.) CEOs know they have a tough road ahead. Many issues they’ve faced over the past two years—remote work, supply chain backups, product shortages, inflation—will likely subside with the pandemic or soon after, the labor shortage they’re up against now almost assuredly will not. The U.S.’s aging population and increasing retirements won’t resolve any time soon. Now business leaders have to change their salaries, benefits, and entire work cultures to one-up each other and reel in talent. Marcus Buckingham has spent decades studying what makes people better and happier at work at Gallup, and his own HR consultancy that was eventually bought by ADP. Now he leads the ADP Research Institute, most recently conducting a 27-country survey of thousands of workers on what makes them love (or hate) their jobs. In his new book, Love + Work, out this month, he lays out how we can shape a more humane—and productive—future of work. He spoke with TIME about what that could look like, and what role managers play in the transformation. [time-brightcove not-tgx=”true”] (For coverage of the future of work, visit and sign up for the free Charter newsletter.) This interview has been condensed and edited for clarity. The shape of work is constantly shifting, but most office employees seem to want sort of hybrid office-remote-work schedule at this point. What are you finding? It’s pretty steady: You have 50% of people that now go back to the office every day. The remainder is split almost 50/50 either all remote or hybrid. The people who come into the office are both the most stressed, and the least stressed. And if you look at remote workers, it’s almost exactly the same. So it seems like it depends on the person, rather than the location. What people are really looking for isn’t flexibility of location. It’s flexibility of time. The pandemic has kind of shown everybody that we’re whole humans. [Ed. Note: At this point in the interview, my 3-year-old daughter ran into the room.] Like your kid today on spring break, we now know what she looks like and that she runs in every now and again. We want flexibility to go pick up my kid or pick up my grandma. All this hybrid talk misses the fact that it’s not the geography, the location. It’s the flexibility of being a whole human. How do we square that with big business’s need for productivity? Can workers have the schedule that they want long-term without just working less? Any CEO saying productivity slipped [during remote work] is making it up. The first question I would have for them would be: prove it. Measures of personal productivity at work are nowhere to be found. Really, really difficult to find. What we see is immense success, actually. We can see performance of the firms, and they did really, really well. What we’ve learned over the last two years is people can be just as productive, in fact probably more productive, when they have more flexibility of time. The challenge for CEOs is really a real estate challenge. You’ve got all these really expensive offices and you got to find use for that. In general for workers—1.8 jobs for every job applicant, 3.5% unemployment—we now have way more power to choose. And we are changed humans after two years. The companies that miss us emotionally like that, they’re going to have big talent problems. Look at Jamie Dimon [CEO of JPMorgan Chase]. “You’re going to come back in the office.” Um, no you’re not, because then all the people can go work for a tech company that doesn’t have the same rules. Apple’s going to bump into the same thing. “People are more productive when they hang out together around the cooler.” No, they’re not. None of that’s true. There’s no data on that at all. That doesn’t mean that we don’t need each other. Humans need other humans. But the CEO stuff about culture and development and productivity—that’s all just made up. One question you pose is, is there such thing as good stress? If you have a more relaxed schedule, is there a negative or a positive in terms of how you can work without that adrenaline? Well, there’s two things that we know, in answer to your question. And obviously the third one would be it depends on the individual. But putting that aside, we did a 27 country study, a stratified random sample of the workers in each country, 1,000 of them per country. And we were actually looking at resilience and inclusion. But we also decided to put in some stress questions, one of them was simply, “I have experienced significant stress at work in the last week.” And we asked on a scale of one to five. And we also had measures of, “Are you intending to leave the organization in the next three months? And are you actively interviewing to leave the organization in the next three months?” In general, the pattern would be what you would expect: the people who strongly disagreed that they’d experienced significant stress had much higher levels of engagement and resilience and much less likelihood to be either intending to leave or actively interviewing. But to your point, weirdly, the second most positive set of outcomes in terms of resilience, engagement, and less likely to leave were people who strongly agreed that they experienced stress in the last week. So we’re like, “Wait a minute.” What’s the one set of conditions under which stress turns out to be a good thing? We found that the only time that stress is good is when you love what you do, and you’re good at it. If you love what you do, and you’re not good at it, stress is bad. If you don’t love what you do, but you’re good at it, stress is really bad. If you don’t love it, and you’re not good at it, stress is really bad. And then under every other set of conditions it’s really bad. Brand new to the job, eight years into the job—bad, bad, bad, bad, bad. The only time stress is really good is when you feel deep mastery and love of the particular activity that you do. Adrenaline is actually a really, really bad thing for your learning. But when when you love what you do, and you’re good at it, you don’t have cortisol and adrenaline and fight or flight coursing through your brain, because that shuts you down. You have norepinephrine and oxytocin and vasopressin and serotonin, you have this chemical cocktail in your brain that is almost the same chemical cocktail as when you’re in love with someone. And that opens you up to more information, more learning, you’re more creative, you perform cognitive tasks better, you pick up people’s emotions more accurately. At home or not, stress is a function of when the particular activities you’re doing, for whatever reason, really fit you. If you give me time and flexibility, whether it’s at home or the office, to choose when I’m doing stuff and what I’m doing, I’m more productive and less stressed. And in any CEO doing something against that is just tilting against what is naturally human about us, which would seem to be a silly thing to do. (For coverage of the future of work, visit and sign up for the free Charter newsletter.) In the grand scheme of the U.S. workforce, how many people do you think are in a job that they both love and are good at? And what do you think is the most important thing managers and bosses can do to alleviate worker stress—make people happier with their jobs—if they don’t love what they do? Plenty of people just need jobs. The actual number is 51% of people who report they love what they do, which is a lot. I think the pandemic has helped, actually, because we’ve been by ourselves a lot. And 73% of people say they have a chance to maneuver their jobs to fit themselves better. So we’ve got more flexibility than we think. There’s a ton of love to be found in almost any job. If you want to be a company that attracts people in these really tight labor markets, talking non-clichedly about, “We’re interested in who you are, and what you love to do, and how you can build your mastery here.” If you just had that as an explicit part of your talent brand. That’s non-trivial. The next thing to do is pick spans of control. [Ed. Note: this is an HR term that refers to the number of direct reports each supervisor is responsible for.] Even pre-pandemic, nurses had high level of burn out, and levels of PTSD twice as high as veterans returning from war zones. One of the huge—not the only—but one of the big reasons is the nurse supervisor to nurse ratio in the United States, on average is 1:60. Sometimes going up to 1:100. You can’t help someone feel seen at work, you can’t maybe help them figure out what they love or what they’re good at and how to do a bit more of it if your ratio is 1:60. Change your spans of control, and rename them spans of attention, because that’s what they should be. And then, if you want to reduce stress, put someone on a team. If you feel like you’re part of a team, you’re half as likely to say that you experienced stress in the last week. The two least resilient and least engaged professions are healthcare workers and teachers. There’s a lot of reasons—underfunding and maybe what I was saying about spans of control. But there are no teams in schools. There are no teams in hospitals, hospitals are vertically integrated through your discipline or function. And we’re like, “I wonder why nurses are leaving in droves?” Does this connect to the push for unionization right now? Many companies that historically have pretty good pay and benefits, like Starbucks and Apple, are facing union elections. Yes, this is a very interesting time for companies. Amazon took their base pay from something with 100 in front of it to 300. Target is now paying 25 bucks an hour. Companies are throwing money at this problem. And there’s no doubt people like money. I mean, that’s not a bad strategy. But as you said, even companies that seem to be doing a lot for their people are struggling with unionization or representation. And the reason this is a big wake up call for companies is that we are coming out of this pandemic as changed people. A lot of us anyway, we’ve had a lot of dark days, we’ve been by ourselves, we lost the cues of who we are at work. We got looked in the mirror, and we were like, “What the heck am I?” And some of the days you’re like, “I am me, I have value. I’m not just a cog in a machine, I want to work. I’m a whole human. And I want to be at a place that sees me as a whole human.” I want the company to see me as a whole human. If you don’t, then I will join a union that will. And I don’t think companies are ready for it. We are going to have to the big call to arms to the HR function. Currently, even with a company like Apple, the HR function is set up to protect Apple from the people. That’s what it’s for. And when you combine those two things: I’m coming back to the workplace, I want to be seen as a whole human. And I realized that my company, even the HR function, is actually designed to sort of protect the company from me, that’s a bad mix. Is there a world where HR shifts to not just protecting the company? Well, no, I mean, maybe. I think we’re going to have this tight labor market for at least the next five years. So companies are going to have to be figuring out all sorts of things to do to be attractive to the best people. Right now, the HR function is an impediment to that. That’s kind of all part of Joseph Stiglitz’s “stakeholder capitalism,” where employees are one of four stakeholders. I think we’re going to move to a place where the best companies are going to go, “Now there’s one stakeholder, it’s the employees. That’s where the value is created. That’s where the products are made. If we really get that right, then we’re going to win.” I don’t think we’re there yet. But I think the force of the labor market will make us get there. As the big banks in New York are finding out, you can’t come in and say the stupid things that those CEOs have been saying, you just look so out of touch. “You’re gonna come back to the office because we built a big one.” Tim, Tim, Tim… You’ve studied a lot of companies. Are there any you think are doing this well and attracting employees because of it? I think Lululemon does a good job of it. I’m not saying Lululemon is a perfect company, but they do the whole onboarding team joining thing really well by saying, “What are your personal goals? And if the goal is to be the CEO of Lululemon, that’s great, but if the goal is, ‘I want to go start my own shoe brand in three years, I want to open a yoga studio in five years,’ great, we’ll try to make them all happen.” That’s interesting. And the fact that when people do leave, their pictures are put on the wall. These are ex-employees, you go to a Lululemon, their pictures are on the wall as ambassadors of the brand. Most of the time you walk out of a company, you’re dead, your value is gone. I actually just came from a huge construction company in San Antonio called Zachry, and they have a Dream Manager. His job is to interview every person about what their dreams are. I realize it sounds so naff as I’m saying it to you, but they had people in tears. I’m as cynical as the next person, but it was like, Okay, this company is crushing it right now and they’re talking to individual people who might have a high school diploma, they may not have a college degree, and they were just interviewing them one by one about what are your dreams? And how can we be part of those dreams? I think the future is stuff like that. I think we all know that the pandemic has changed work. But do you think in two years we’ll be back to nine to five in the office, the same as we were before, and this is a distant memory? Or do you think this is going to be a real, permanent shift? I don’t think there’s any doubt it’s the latter. Because the unemployment demographics are going to stay the way they are, and money won’t cut it. We’ve got way more power as employees than we’ve ever had before. And it’s going to be this way for the next five years, absent some sort of global conflict, which is possible, I guess. Is that because the worker shortage will likely last for a years due to the aging population? Yeah, yes, we’ve got more older people than we do younger people. And that’s going to stay. The labor force is going to get smaller. Wage inflation will happen because the workforce is so tight. And but I think what that means is the answer to your question is we’re not going back. Because if there’s a company that says, “You’re coming in,” then I’ll just go, “No, I won’t. I’ll go over here.” And there’ll be another company that will go, “Oh, ok, I think we can make that work.” You’re seeing that everywhere. We learned from the pandemic that we can actually maintain and increase our productivity if people aren’t in the office all the time. That doesn’t mean that everybody can not be in the office all the time, it does mean that we can be super productive as a company and give people more flexibility than we gave them before. It also, I think, means that when we stripped away all the stuff associated with work—the commutes, the checking in with your badge, the office party—a lot of us went, “This job is actually really badly designed and I don’t like it,” or, “I don’t need all that other stuff.” You have more agency, so you are more powerful. That feels good to anybody. So yeah, I know we’re not going back. I mean, never say never because there could be a global war. But that aside, we’re not going back......»»

Category: topSource: timeApr 24th, 2022

Blackbaud (BLKB) Adopts Sustainability Reporting, Boosts ESG Goals

Blackbaud (BLKB) became carbon-free for 2021 by using energy efficiently and investing in eco-friendly projects in its quest to build a green future. Blackbaud BLKB recently announced it has achieved carbon-neutrality across its operations and data centers for 2021.Further, the company stated plans to adopt the Taskforce and Climate Financial Disclosure (TCDF) framework in its reporting this year and report climate data to CDP. This will ensure transparent reporting of climate-related financial information as the company continues to work toward its climate goals. These disclosures will help the company outline the risks it faces in achieving its carbon goals and plans to minimize these risks. It will also enable the company to set carbon-neutrality targets and measure progress against them.BLKB’s Carbon-Neutrality JourneyAmid the heightening climate change concerns, Blackbaud has been long committed to operating its business sustainably. The company has been playing its role toward building a green future by calculating and reducing its emissions, using energy efficiently, investing in renewable energy and sustainable projects, and working together with its employees, customers and partners to scale up its endeavors.Blackbaud commenced its journey toward carbon neutrality by measuring its Scope 1, 2 and 3 emissions. Scope 1 emissions include emissions from owned buildings, Scope 2 emissions are those from sources that are not owned but controlled like leased offices, and Scope 3 emissions are from data centers, cloud services and employees’ work-from-home energy consumption. In order to evaluate its carbon emissions, Blackbaud has invested in renewable energy credits (RECs) and carbon offsets. To account for its Scope 2 emissions, the company purchased Green-eRECs, which funded clean energy generation at a South Dakota wind farm. To reduce the effects of Scope 1 and Scope 3 emissions, Blackbaud is supporting several carbon offset projects.In its quest to reduce its carbon footprint, Blackbaud shifted to a remote-first workforce strategy in 2021. With the adoption of this strategy, most of the employees are no longer commuting tooffices, thereby reducing the office footprint. This has helped Blackbaud make significant progress toward becoming a zero-waste company and protecting the environment. This hasalso expedited the company's goals for minimizing environmental impact, in line with its Environmental, Social, and Governance (ESG) commitment. In fact, since 2019, Blackbaud has reduced its global real estate footprint by 50%, lowered the energy emissions required to run its office space by 63% and brought down employee commute emissions by 75%.With this remote-first strategy, Blackbaud opted for a more flexible, on-demand office and team space, leveraging co-working options worldwide. The company retained one owned office building—its LEED Gold-certified world headquarters in Charleston, SC. This building utilizes solar power, is 30% more energy-efficient and uses 20% less water than other buildings of the same class. Blackbaud even executed robust waste reduction programs to create a healthy and eco-friendly campus.The latest milestone of achieving carbon neutrality scales up Blackbaud's recent sustainability progress. In 2021, Blackbaud formed an ESG steering committee to advance its commitment to building a better world. The company also joined the UN Global Compact, which is focused on aligning business activity to the UN's sustainable development goals.Earlier this year, the company made a multi-year, six-figure gift to Project Drawdown to accelerate climate solutions worldwide. Project Drawdown is a leader in science-based climate solutions research, communications and engagement—informing, inspiring and influencing current and future climate leaders. Blackbaud's gift will support Project Drawdown's efforts to help educators, students, professionals and the general audience interested in climate change and solutions.Headquartered in Charleston, Blackbaud is a cloud software company working for social causes. The firm combines technology and expertise to help organizations achieve their missions. Blackbaud’s performance is being driven by strength in recurring revenues and bookings growth led by the rapid migration of enterprises to the cloud amid pandemic-induced digitalization. The expansion of the product portfolio, frequent product launches and strategic collaborations bode well.However, stiff competition in the non-profit sector, macroeconomic weakness, a highly leveraged balance sheet and integration risks remain potential headwinds for BLKB.Shares of BLKB have dropped 19.8% in the past year compared with the industry’s fall of 0.5%.Image Source: Zacks Investment ResearchZacks Rank & Key PicksBlackbaud currently carries a Zacks Rank #4 (Sell). Some better-ranked stocks from the broader technology space include Bel Fuse BELFB, American Software AMSWA and Iridium Communications IRDM. While Bel Fuse sports a Zacks Rank of 1 (Strong Buy), American Software and Iridium carry a Zacks Rank #2 (Buy). You can see the complete list of today’s Zacks #1 Rank stocks here.Bel Fuse has a projected earnings growth rate of 3.65% for 2023. The Zacks Consensus Estimate for Bel Fuse’s 2023 earnings has remained unchanged in the past 30 days.Bel Fuse’s first-quarter 2022 earnings per share are estimated at 22 cents, suggesting year-over-year growth of 195.65%. Shares of BELFB have dropped 8.8% in the past year.American Software has a projected earnings growth rate of 24.24% for fiscal 2022. The Zacks Consensus Estimate for American Software’s fiscal 2022 earnings has been revised upward by 4 cents in the past 60 days.American Software’s earnings beat the Zacks Consensus Estimate in the last four quarters, the average surprise being 92.14%. Shares of AMSWA have declined 7.2% in the past year.Iridium has a projected earnings growth rate of 157.14% for 2022. The Zacks Consensus Estimate for Iridium’s 2022 earnings has been revised upward by 2 cents in the past 60 days.Iridium’s earnings beat the Zacks Consensus Estimate in two of the last four quarters and met the same twice, the average surprise being 39.4%. Shares of IRDM have rallied 3.2% in the past year. Just Released: Zacks' 7 Best Stocks for Today Experts extracted 7 stocks from the list of 220 Zacks Rank #1 Strong Buys that has beaten the market more than 2X over with a stunning average gain of +25.4% per year. These 7 were selected because of their superior potential for immediate breakout. See these time-sensitive tickers now >>Want the latest recommendations from Zacks Investment Research? Today, you can download 7 Best Stocks for the Next 30 Days. Click to get this free report Blackbaud, Inc. (BLKB): Free Stock Analysis Report Iridium Communications Inc (IRDM): Free Stock Analysis Report Bel Fuse Inc. (BELFB): Free Stock Analysis Report American Software, Inc. (AMSWA): Free Stock Analysis Report To read this article on click here. Zacks Investment Research.....»»

Category: topSource: zacksApr 19th, 2022

The Energy System Benefits From Bitcoin Mining

The Energy System Benefits From Bitcoin Mining Authored by Alex Mann via Bitcoin Magazine, Bitcoin strengthens the grid due to the incentivization of energy production. It supports the people who need electricity and miners as buyers of last resort. Illiteracy is a peril of the trade for anyone working in the technology sector. New technologies tend to be met with resistance until they’re broadly understood, and sadly, policymakers and regulators are frequently guilty of the most egregious tech illiteracy — stopping innovation in its tracks while they play catch-up. Every month there’s another facepalm-inducing moment. In January, it was the turn of Erik Thedéen, the vice-chair of the European Securities and Markets Authority, who used an interview with The Financial Times to call for an EU ban on all proof-of-work mining (the method by which new bitcoin is issued). It’s the latest in a series of attacks on bitcoin mining by opponents who have failed to do their homework. Once you understand the role bitcoin mining plays in our current energy system, banning the practice starts to sound like a truly terrible idea. IT ISN’T THE STATE’S JOB TO DICTATE ENERGY USAGE Energy usage is synonymous with human flourishing, so it’s right that it’s a key focus for policymakers, such as Thedéen, looking to improve the lot of those they govern. However, in recent years the policy agenda has moved gradually away from finding ways to increase energy affordability and reliability, towards mitigating energy use. This latter position is fundamentally anti-humanist and comes at the price of improving human welfare by pushing energy prices up and down. Furthermore, by attempting to dictate the precise terms of how people and companies should use energy, regulators and governments are being short-sighted, overlooking the value that innovative new technologies can offer. In fact, Bitcoin has a crucial role to play in enabling the transition toward renewable energy by mitigating many of the challenges that this transition presents. THE TRANSITION TO RENEWABLES ISN’T STRAIGHTFORWARD There are three main measures for evaluating the usefulness of different energy sources: reliability, abundance and cost. While renewable energy might be the world’s preferred option from an environmental perspective, it doesn’t perform particularly well against any of these criteria. Firstly, while renewable energy is abundant, its variably spread across the world and much easier to harness in some locations than others. Secondly, it’s intermittent. Power grids require a base load and a power source that provides continuous power. Energy systems that over-rely on renewable energy veer from insufficient power to too much power. The latter causes problematic power surges on the grid; the former forces nations to reintroduce fossil fuels into the mix, and at short notice. Finally, renewable energy receives massive government subsidies to operate. Over time, with continued technological innovation, the cost of production will likely decrease. But, for the foreseeable future, renewable energy just raises the cost of energy to the populace, both in terms of higher energy bills and higher taxes. BITCOIN MITIGATES MANY OF THE PROBLEMS WITH RENEWABLES As the world’s energy grids attempt to transition toward renewable energy, bitcoin mining has a crucial role to play in making such an effort viable. Renewables, like solar and wind are unreliable, expensive sources of energy, but as the sun shines and the wind blows intermittently, bitcoin mining improves power grid resilience by being able to absorb excess power caused whenever there’s excess renewable production. It also incentivises additional production of renewables, thus driving down their overall cost of manufacture. Mining bitcoin is energy-intensive. There is no debating this. But it is misguided to claim that it is diverting energy from other more worthwhile uses, when in reality, it acts as the energy buyer of last resort, an on-demand solution for harnessing energy when there’s over-production. Without bitcoin mining the surplus energy is wasted, and unprofitable projects stay as such. Furthermore, in the scenario where too little energy is being produced by the grid at large, or by renewable projects in general, bitcoin miners are one of the few demand generators able to quickly shut down operations to help the grid cope, as they most recently did in Texas when winter storms placed additional pressure on the system. In this way, bitcoin mining can act as a built-in buffer. What EU policymakers are failing to grasp is that, assuming we wish to have an electrical grid not prone to outages or surges caused by renewables, bitcoin mining is essential. Not only that, but because bitcoin mining is a revenue generator, it has the potential to make previously unviable renewable energy projects profitable. For example, there are thousands of geothermal energy sources in remote locations, far away from the nearest population centre and thus undeveloped by energy companies. Bitcoin mining creates a clear financial rationale for investing in these energy sources, monetising the operation from the moment energy is first generated. Such an incentive to invest in, develop and bring down the long-term cost of renewable energy products has never before existed outside of direct government intervention. REVERSING AN UNHELPFUL NARRATIVE It’s high time we changed policymaker perceptions about the value bitcoin is bringing to the table. Most states continue to view it with suspicion or outright disdain, with El Salvador being the exception. And while it’s understandable why a state or an economic bloc such as the EU might be afraid of a technology controlled by no one, to see influential regulators — whose role should be to ensure the proper functioning of markets perpetuating an incorrect understanding of their market and Bitcoin — is deeply concerning. Bitcoin is a perfect and poetic illustration of why energy usage and human flourishing go hand-in-hand. Yes, bitcoin mining requires a lot of energy, but it also protects our energy system and incentivises investment in renewable energy. Moreover, it’s a great example of how intelligently-designed technology can perfectly align profitability with positive societal change — a point that policymakers would do well to comprehend. Tyler Durden Mon, 04/18/2022 - 17:45.....»»

Category: worldSource: nytApr 18th, 2022

"Feels Like The New Retail": Some Owners Giving Up On Older Offices In High-Cost Cities

"Feels Like The New Retail": Some Owners Giving Up On Older Offices In High-Cost Cities By Tim Carroll of Bisnow News After two years of pandemic uncertainty, many questions around the return to office and its impact on commercial real estate have yet to be answered. But as migration patterns from high-cost markets to the Sun Belt have entrenched alongside attitudes around remote work, familiar, ominous music is playing for owners of older office buildings in Chicago and New York City. In the last two weeks, owners of Class-B office properties in both cities have handed the keys to their buildings over to their lenders, much as owners of Class-B malls have elected to do in recent years. “Office in what you’ll call the northern, the colder climates, the high-tax [cities] — that feels like the new retail, right?” Origin Investments co-CEO Michael Episcope told Bisnow. "Where retail was 15 years ago and its slow demise." Epic turned over 220 West 42nd St. in Manhattan to its lender. Within a year of the pandemic's U.S. arrival, Simon Property Group, the country’s largest mall owner, relinquished four malls to lenders. It followed that up by handing back the keys to an Atlanta-area mall in February 2021, about a month after Brookfield gave the deed on the 1.3M SF North Point Mall outside of Atlanta to its lender.  About a year later, big-name borrowers are doing the same with their office properties in two of the three biggest U.S. office markets. In Chicago, a lender reportedly took control of the 1.4M SF 175 West Jackson Blvd. building where Brookfield had fallen into delinquency on a $258M loan, according to Trepp, which maintains a database of securitized mortgages. Just a day later, Trepp reported that the special servicer on a $100M loan backed by 135 South LaSalle St. said the most likely resolution for the loan was the owner handing over the deed in lieu of foreclosure. The distress moved east from there, with Blackstone handing back the keys to 1740 Broadway, a 621K SF, 26-story office tower with a $308M CMBS loan. Most recently, UK-based investment firm Epic turned over ownership of the 24-story office property at 220 West 42nd St. it acquired in 2012 in a deed-in-lieu of foreclosure transaction.  In general, office buildings in Chicago, New York and other traditional gateway cities have been less busy than those in Sun Belt markets like the Texas Triangle of Dallas, Houston and Austin, according to Kastle Systems’ Back To Work Barometer.  While those figures could be interpreted as reflective of the local politics of public health, they align with U.S. population shifts: higher-cost markets like New York, Los Angeles, Chicago and San Francisco lost a combined 700,000 residents between July 2020 and July 2021, according to the U.S. Census Bureau. By contrast, Houston, Dallas, Phoenix, Atlanta and Austin gained a combined 300,000 residents. “You can’t copy the Sun Belt’s weather, right?” DBRS Morningstar Head of CMBS Research Steve Jellinek said.  The Windy City's office market is a microcosm of the concerns around cold-weather, higher-cost office markets that lost population during the pandemic. Nearly 11% of its $8.28B office CMBS balance was in special servicing in February, according to data Jellinek analyzed, compared to the national average of 3.1% in February, according to Trepp. As additional loans mature on office properties, lenders are getting more cautious along geographic lines. Cold-weather, higher-cost markets like Chicago haven't recovered as quickly as Sun Belt markets “You have more conservative underwriting, from what we’ve seen, in some of those cities that are taking a little bit longer to come back,” said JLL Senior Managing Director Sean Ryan, who sources and executes loan, distressed debt and real estate-owned portfolio sales.  “You’re going to see continued investment, but there’s going to be a higher cost of capital looking at those deals, unless it’s truly a newly stabilized, Class-A product with phenomenal loan service in place,” Ryan said. Confidence in the office market is following the population, and with some of the biggest office-using sectors decentralizing because their talent is moving, developers are looking west and south.  “What’s certainly been driving the Sun Belt markets for investment have been people and the talent, and the companies have been following,” said Nuveen Managing Director Nadir Settles, adding that gateway cities’ reopening have begun to mitigate the migration trends. New York and Chicago are at a unique disadvantage — combined, the two markets have more than 720M SF of office inventory, according to JLL, much of which is decades old and at risk of obsolescence with modern tenant demands. “There’s just a tremendous amount of space that’s coming online that’s truly — people would call it second-gen space, but it’s older than that,” Ryan said. “A bank has been in that building for 15, 20 years, and even if it was redone five, seven years ago, to try to re-lease it at a quality rate today is going to cost you significant capital.” “I don’t see anybody coming from their home and going to a Class-B building just because of price anymore,” Settles said.  Office leasing demand had its sharpest dip in February since the beginning of the pandemic, according to CBRE's U.S. Leasing Index. Even in office markets that have recovered relatively well, companies aren’t taking huge chunks of space off the market. “There’s companies that are looking for space, but they’re not looking for 400K SF of space,” Ryan said of Houston. “They’re looking for 25K SF, maybe 50K SF. That’s a tough ask, to fill a 400K SF building or larger with 25K SF leases.” As the pandemic recedes, Episcope said he expects the office market to get a natural lift. Coronavirus cases were down 12% over the two weeks prior to Monday, and Covid-19 hospitalizations were down 36% over those last 14 days, according to New York Times data.  But even as Americans get more comfortable or more mandated to return to offices, landlords in cities facing cost-of-living and inventory disadvantages are going to have to compete that much harder for tenants.   “I can no longer just buy office and expect just natural lift because I’m in that area,” said Settles, who oversees Nuveen’s New York office investments. “I have to be able to buy it and execute the business plan where I can put the right amenities, I can put the right ESG factors to future-proof that office building and make it more attractive.” Nuveen Managing Director Nadir Settles Nuveen’s 730 Third Ave. in the Midtown East area of Manhattan pulls out all the stops in the so-called amenities arms race. In addition to the 6K SF sky lounge, 8K SF fitness center and 9K SF for rotating food vendors the renovated 27-story tower boasts, Settles said the Gensler-designed, LEED Gold-certified building has a golf simulator, providing all the amenities an employee may need throughout a day.  Part of Settles’ optimism for New York stems from the same logic of CRE following residential: New York City rents have reached all-time highs. Indeed, tenant demand for office has responded similarly, with a record number of leases for at least $100 per SF signed in Manhattan in 2021.  “I think there’s definitely still opportunity in cities,” Settles said. “You just have to be cautious and you have to be able to effectuate the business plan where tenants are attracted, and that is having assets in transit-rich-oriented neighborhoods, that will offer work-live-play.” He pointed to Related Cos.’ Hudson Yards and L&L Holding Co.’s 425 Park Ave. as examples of the sustainability-forward, amenity-rich properties that are attracting modern tenants. “The tenant of tomorrow, the ones who are out there looking for office space, it’s not just about price,” Episcope said. “It’s about location, building amenities ... It’s just more important for these buildings to have all the bells and whistles, and those who don’t, [who] are just kind of trying to sell space into a market and have more urban location are going to be losing out, and we’ve seen that in Chicago, too.” Experts aren’t ready to declare New York, Chicago, LA and other large metro office markets dead. Instead, they see opportunity. For example, the lender that was handed the keys to Epic's building on 42nd Street was Yellowstone Real Estate Capital, PincusCo reported. It acquired the note on the property from M&T Bank in November.  “The really savvy investors who have the time and the expertise are going to continue to lend in the office space because I think there’s an ability to get paid maybe a slight premium today in that market,” Ryan said. “So office offers that opportunity, retail offers that opportunity, some others. There’s a little more price differentiation from those two assets, which I think is where people are going to start moving to, migrating to and figuring out.” Tyler Durden Mon, 04/04/2022 - 17:00.....»»

Category: blogSource: zerohedgeApr 4th, 2022

As JPMorgan Becomes the First Bank in the Metaverse, What Other Business Opportunities Could It Offer?

Since Facebook rebranded itself as Meta, metaverse has become the hottest trend in the digital and virtual arena. It promises to impact every aspect of our lives, from culture and entertainment to work and even marketing. So naturally, businesses have also taken notice of the possible opportunities to make their presence known in the metaverse. […] Since Facebook rebranded itself as Meta, metaverse has become the hottest trend in the digital and virtual arena. It promises to impact every aspect of our lives, from culture and entertainment to work and even marketing. So naturally, businesses have also taken notice of the possible opportunities to make their presence known in the metaverse. if (typeof jQuery == 'undefined') { document.write(''); } .first{clear:both;margin-left:0}.one-third{width:31.034482758621%;float:left;margin-left:3.448275862069%}.two-thirds{width:65.51724137931%;float:left}form.ebook-styles .af-element input{border:0;border-radius:0;padding:8px}form.ebook-styles .af-element{width:220px;float:left}form.ebook-styles .af-element.buttonContainer{width:115px;float:left;margin-left: 6px;}form.ebook-styles .af-element.buttonContainer input.submit{width:115px;padding:10px 6px 8px;text-transform:uppercase;border-radius:0;border:0;font-size:15px}form.ebook-styles input.submit{width:115px}form.ebook-styles .af-element.privacyPolicy{width:100%;font-size:12px;margin:10px auto 0}form.ebook-styles .af-element.privacyPolicy p{font-size:11px;margin-bottom:0}form.ebook-styles .af-body input.text{height:40px;padding:2px 10px !important} form.ebook-styles .error, form.ebook-styles #error { color:#d00; } form.ebook-styles .formfields h1, form.ebook-styles .formfields #mg-logo, form.ebook-styles .formfields #mg-footer { display: none; } form.ebook-styles .formfields { font-size: 12px; } form.ebook-styles .formfields p { margin: 4px 0; } Get The Full Series in PDF Get the entire 10-part series on Charlie Munger in PDF. Save it to your desktop, read it on your tablet, or email to your colleagues. (function($) {window.fnames = new Array(); window.ftypes = new Array();fnames[0]='EMAIL';ftypes[0]='email';}(jQuery));var $mcj = jQuery.noConflict(true); Q4 2021 hedge fund letters, conferences and more These are exciting times for digital marketers as it seems like a million-dollar opportunity. The limitless real estate in the metaverse is made available to buyers who are willing to take a chance on the future. And businesses are in a frenzy to stake their claim, hoping to fill the 3D world with their brands, logos, products, and services. So, it’s no revelation that investments in the metaverse have become a common occurrence. Still, some new entrants have been surprising, to say the least. JPMorgan’s Onyx Lounge Comes to Metaverse JPMorgan is the largest bank in the United States and is now the first lender to launch its services in the metaverse. They opened a lounge named Onyx in the blockchain-based Decentraland area of the metaverse to offer Ethereum-related services to customers. The bank is traditionally known to work with small businesses, individual lenders, and even large conglomerates, offering cash flow solutions, loans and financing, and more. JPMorgan decided to enter the metaverse due to the young and tech-savvy audience frequently visiting the virtual world but still relatively clueless about their financial needs. According to speculations by JPMorgan, the virtual market will soon be worth $1 trillion, making now the right time to capitalize on its experiences. With the first mover’s advantage, the bank already sees limitless possibilities and aims to capture a significant market share. 5 Major Opportunities of Metaverse The metaverse is an online place that brings together augmented reality, virtual reality, gaming, remote working, entertainment, and everything else the Internet offers. It creates a unique virtual experience where your identities and possessions are transportable to other virtual worlds. As the concept of metaverse becomes more mainstream, corporations are quick to show their desire to set the term for this discourse. Metaverse is expected to be worth $800 billion by 2024, and there’s good reason for the sudden growth. Following are some of the ways the metaverse can benefit businesses in the future. Selling Virtual Goods and Services People are spending billions of dollars every year on virtual goods. Whether buying a house, a car, or maybe even groceries, the scale of virtual goods is just starting to make its mark. This gives businesses a great opportunity to offer virtual goods to consumers. Socializing When we look at the socializing aspect of virtual spaces like Roblox, it is clear there is a large market ready to be captured. According to experts, messaging will contribute to the billion-dollar market in the metaverse, indicating that businesses should start their venture into the digital space sooner rather than later. New Opportunities for Content Creators Metaverse brought us Second Life. This platform had a GDP of $650 million, paying content creators $80 million. The metaverse can be an excellent avenue for upcoming content creators to enter the market and expand their business. Expansion of Digital Assets Billions of dollars have already been invested in non-fungible tokens or NFTs, making it one of the largest markets in 2021. Furthermore, big names such as Snoop Dogg have already invested heavily in virtual property in the metaverse. All in all, the market for digital assets is at an all-time high. Entertainment Over 200 strategic partnerships have been concluded with The Sandbox in the metaverse. Furthermore, the Warner Music Group is also looking to launch a music-themed virtual world in The Sandbox. This clearly indicates that the entertainment business is ready to make its mark in the virtual space with millions of dollars already spent. JPMorgan and the Metaverse – What Does the Future Hold? JPMorgan is the first bank to open its lounge in the metaverse, but it won’t be the only financial entity to make its presence known in the virtual world. In November 2021, Grayscale, the crypto giant, claimed that metaverse was well on its way to representing over $1 trillion in annual revenues. They believe that blockchain makes it possible to create a strong financial infrastructure for digital worlds. Furthermore, CEO Cathie Wood from Ark’s Investment was interviewed on CNBC, where she commented on metaverse being a multi-trillion-dollar market. She believes that while the metaverse only focuses on gaming and consumer goods, this will soon expand into several other sectors of the economy and create a massive global impact. As for JPMorgan, it won’t be difficult to capitalize on its potential. Their assessment of “Metanomics” saw the price of virtual land double in six months across all four Web 3 worlds, namely The Sandbox, Decentraland, Cryptovoxels, and Somnium Space. So far, JPMorgan is confident that its access to these virtual spaces will also positively impact its real-world business. Their report divulges that “In time, the virtual real estate market could start seeing services much like in the physical world, including credit, mortgages and rental agreements.” It further added that DeFi collateral management could also become important, and traditional financial institutions might struggle to compete with decentralized autonomous corporations (DAC). Wrapping Up Technology has made a massive leap into the future in the last decade. The announcement of metaverse was met with critics and skepticism. After endorsements from some of the world’s biggest names, the metaverse has become a bonafide reality that could be our future. Experts all around the world believe in the potential of the metaverse. After JPMorgan opened their lounge in Decentraland, it offered further proof that the metaverse is here to stay and has the potential to make a significant impact on how we experience life on the Internet. JPMorgan has taken the first step, and it isn’t the only big-name business to buy some metaverse real estate for its virtual offices. Let’s see who follows them into the digital chasm. Updated on Mar 28, 2022, 3:04 pm (function() { var sc = document.createElement("script"); sc.type = "text/javascript"; sc.async = true;sc.src = "//"; sc.charset = "utf-8";var s = document.getElementsByTagName("script")[0]; s.parentNode.insertBefore(sc, s); }()); window._F20 = window._F20 || []; _F20.push({container: 'F20WidgetContainer', placement: '', count: 3}); _F20.push({finish: true});.....»»

Category: blogSource: valuewalkMar 28th, 2022