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Cracks show one year after historic Amazon union victory

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One year after Amazon Labor Union’s historic victory at Staten Island warehouse JFK8, the movement to organize Amazon‘s workers is treading water.

Despite successfully forming a union on April 1 of last year, workers at the Staten Island warehouse are no closer to a contract. The union has called for a $30-an-hour starting wage and 180 hours of paid time off.

Amazon is hostile to ALU and has been reportedly a tough negotiator. However, current and former union members cite internal disagreements over strategy as a big reason workers still have no contract.

Current ALU President Christian Smalls has been accused by union members of ignoring the contract fight in favor of traveling and attempting to start new union drives in other warehouses.

Other organizers say Mr. Smalls is focused more on raising money and creating a permanent press campaign, which they blame for several election losses in neighboring warehouses, including one in Staten Island.

The ALU organized a union election in an Albany warehouse, ALB1, and lost by a roughly 2-to-1 margin. At an ALU board meeting after the election, Albany warehouse organizers told Mr. Smalls that the losses hurt the union’s image.

Heather Goodall, the lead ALU organizer at the Albany warehouse, told the New York Times that her workers received scant support from Mr. Smalls, with infrequent and unpredictable visits.

Mr. Smalls has dismissed criticism from other organizers, painting those who disagree with his strategy as being part of a coup.

He believes that filing for more elections in a shotgun-like strategy can bring more attention to the movement, and waiting for comprehensive support before an election can be tricky due to high turnover rates at warehouses.
A New York Times investigation found turnover for hourly employees at Amazon warehouses is nearly 150% annually.

Other union members think the focus should be on the only ALU union win and shoring up support for a strike to put further pressure on Amazon during contract discussions.

“We’re talking to workers, having one-on-ones, growing our power in the building,” Tristian Martinez, a JFK8 employee told the New York Times. “That’s where it matters. Chris flying all over the world is not going to make us get to a contract any sooner.”

While the prospect of a strike is attractive to organizers, workers may be more inclined to stay on the job in an time of rampant inflation.

Indeed, despite over 70% of U.S. citizens approving of labor unions, membership continues to dwindle.

According to the Bureau of Labor Statistics, just 10.1% of private-sector workers are part of a union in 2022, the lowest amount on record and a dip from 10.3% in 2021.

Soon after ALU won last year’s vote, Amazon filed over two dozen formal objections to the election, which tied up the results in court for months. Despite a federal labor court rejecting Amazon‘s complaints in January, the message was clear: the unionization fight was not over.

Earlier this year, the National Labor Relations Board found that Amazon violated U.S. labor laws in both Staten Island union drives.

According to the agency, Amazon threatened to withhold benefits and raises to pro-union employees and employed its solicitation rules in a discriminatory fashion.



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Pope Francis, 86, is suffering from respiratory infection and will stay in hospital ‘for a few days’, Vatican says

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POPE Francis has a respiratory infection and will need to be kept in hospital for “a few days”, the Vatican said tonight.

The 86-year-old was admitted to hospital in Rome on Wednesday after complaining of breathing difficulties.

Pope Francis being helped to his car on Wednesday morning after his weekly audience

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Pope Francis being helped to his car on Wednesday morning after his weekly audienceCredit: AP
Pope Francis meeting children at the end of his weekly audience at the Vatican

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Pope Francis meeting children at the end of his weekly audience at the VaticanCredit: AP

According to Italian media reports, Francis was rushed to hospital by ambulance after his weekly audience.

A Vatican source said his appointments for Thursday have been cancelled.

Vatican spokesman Matteo Bruni said Francis does not have Covid.

But he said the Pope had been struggling with breathing difficulties in recent days and was taken to the Gemelli hospital for tests.

Pope Francis bids farewell to Pope Emeritus Benedict XVI at funeral
Pope says priests & nuns watch porn — but it 'weakens the heart'

His admission to hospital comes just days before Easter, traditionally one of the busiest times for the Pope.

Francis, who marked 10 years as head of the Catholic Church this month, had earlier appeared in good spirits at his weekly audience at the Vatican, smiling as he greeted crowds from his “popemobile”.

But he was seen grimacing as he was helped getting into the vehicle.

Bruni said Pope Francis is “touched by the many messages received and expresses his gratitude for the closeness and prayer”.

The pontiff suffers from chronic knee pain and relies on a wheelchair.

Earlier this year, Francis bid farewell to his predecessor Pope Emeritus Benedict XVI, who died aged 95.

Francis was seen arriving in a wheelchair and stood using a stick as he paid tribute to the “wisdom, tenderness and devotion that he bestowed upon us over the years”.

The Gemelli is the same hospital where he underwent a major op on his colon in 2021.

He remained in hospital for 10 days.

Pope Francis had to cancel activities several times last year due to the pain his knee and acknowledged that he needed to slow down.

He said he would follow Benedict in stepping down if his health made him unable to do his job.



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Best Career Advice Ever (for my 4th book)

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I’m working on a new project, as you can tell from the title. I want to collect the best career advice ever, from around the world, from different professions and different eras, and compile it into a book.

You can contribute here: Share your best career advice ever

The Best Career Advice Ever book

Why am I putting this book together? Because I feel like a lot is said, especially here and from my colleagues, about current job search advice. That’s great. Also, job search advice changes very fast.

Career advice, though, this is something that should be timeless. Career advice should be something that inspires you as you make big, life-changing decisions. This is way beyond how many pages your resume should be, or what to wear in an interview.

Well, maybe those will come out in the book, who knows.

I want to gather the best career advice ever and I need your help. Please go to the link above (here, so you don’t have to scroll), and fill it out. The more detail the better.

When I’m done I’ll share it on my JibberJobber blog, and on my socials.

But before I can really begin, I need your help. Please share what you’ve heard decades ago, or yesterday, or what you tell others.

What’s the best career advice ever? Share here.

best career advice ever book

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Impact of COVID On Retail Industry Future Strategies & Retail Post COVID-19

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The impact of pandemic COVID-19 has affected all of us globally. It has crashed economic growth. A lot of people have lost their jobs and have suffered physically, emotionally, and financially due to this crisis. In just a few months, this pandemic has changed the whole scenario of how business houses and industries are going to function in the future to come.

Let us today talk specifically about how the retailers in India are facing the heat of the crisis and are coping up to run the business. The impact of COVID-19 on retail is evident, and in addition to this, it has also impacted the health and movement of the people.

COVID-19 Effect on Retailers: Current, Coming, and Future Phase

The situation of the Indian retailers has worsened due to the pandemic. They are facing the challenge of coping with the situation now, next, and beyond. Right now, we are living in the “now” phase that has observed a halt in the business.

Nowadays, essential commodities like groceries, medicines, and other food shops are allowed to operate, but they face many problems. There are various issues the retailers deal with that include managing the customer demand, coping with supply chain problems, following social distancing norms, and maintaining proper hygiene of all the employees.

In this pandemic crisis, the essential commodities are impacted to a lesser extent as compared to the other products available in the market. The customers have lost their faith in the services and have stopped purchasing other things except for the essential goods.

When the industry steps in the “next” phase, they need to make proper strategies to get back in motion. The retail post COVID scenario will put forward a new challenge to adjust according to new business techniques.

The retail industry’s future strategies will provide a roadmap to flourish well in the market. It will provide the shopkeepers with the challenge to prove their mettle and adopt different and effective ways to run their business smoothly.

Issues for retailers in different sectors

1. Employee welfare and management

Right now, the critical issue faced by most of the retailers is managing the expenses of the employees. They have to ensure a proper healthy environment for their frontline personnel.

2. Trade and supply chain

With the fear of lockdown, the demand for essential supplies has been skyrocketed. On the contrary, no one is looking to buy any non-essential items leading to hoarding of these things in stores.

Restriction in transportation has disrupted the supply chain for essential items, which in result has elevated the demand.

3. Brand and clientage protection

Retailers have to face massive crowds due to an increase in panic. They also have to prevent any negative marketing due to nuisance created by some maniacs. Moreover, they need to maintain their image while keeping a check on the hygienic standards.

4. Finance

With less demand for products, retailers need to regulate the flow of income for salaries and other expenses. They are looking for measures to plan in accordance with short term liquidity.

5. Technology and security

With an exponential rise for online services, it is crucial to maintain the online traffic. With this, retailers have to look into cybersecurity issues. Also, they have to incorporate advanced technologies to ensure maximum no-contact dealing with customers.

Change in Consumer Behavior Due to COVID-19

A drastic shift can be observed in consumer behavior due to the pandemic ranging from the “now” phase to the “beyond” phase.

The consumers in the “now” stage are busy piling the stock for the essential commodities for the future so that they don’t feel scarcity later on. All the food and grocery shops cater to the needs of people residing in rural and urban areas.

When the consumers enter the “next” phase, then daily life will start pacing as it was earlier, but the customers will start doubting everything.

Observing today’s situation, we can quickly evaluate that there will be a shift in the consumer buying pattern as they will be more inclined towards purchasing local brands as compared to expensive brands. Businesses need to digitize themselves in every way, making it a secure transaction so customers can have faith.

Top 6 Effective Resilience strategies for Indian retailers

The impact of COVID-19 on the retail market is visible. The retailers need to adopt the new marketing strategies so they are well prepared for the “now”, “next”, and “beyond” phase to cope up with the market needs. The retail industry’s future strategies will decide their new consumers.

Retailers have to invest in areas that have a high conversion rate. They have to keep in mind the needs of the new consumers that are relying on them. They need not only think of the present scenario but have to think about the future and even beyond that when normalcy will eventually prevail.

If retailers adapt speed and agility in current times, they are surely going to reap the fruits in the future to come.

1. Frugal in Managing Finance

Financial management will be a very cumbersome task for people across the nation. Many of us have suffered across the dwindling jobs, salaries, interest payments, and installments all over the world. This situation has forced retailers to optimize the costs to have enough cash flow and margin so that they can survive through this phase.

2. Agile in sustainable thinking

With COVID-19 pandemic came along a lot of uncertainty, and no one was well prepared for it. For the retail industry, they need to be flexible and adapt to new operational models. The product assortment should meet the requirement and that is of utmost importance.

3. Spruced up in supply chain

Retailers have to be very cautious to play a proper role in the supply chain. The demands keep on fluctuating in the supply process, but the retailers have to be vigilant enough to tackle every sort of supply. They have to make a proper plan to deal with all the logistics and inventory so that their business can work in any situation until the whole situation comes under control. If the company adopts digitized ways, then it can help to achieve strides. The business has to adopt delivery-based models so that the customer demands can be fulfilled.

4. Tactful in Talent Management

If you want your business to flourish in the next few years, you should become a good leader. Frequently ask your employees about their well-being so that you build trust in the organization over time. Once everything comes back to normal, they only have to reskill themselves to meet the business’s changing demands.

5. Effective in Client Retention and Management

Retention is going to be the key. Retailers have to ensure not losing their old customers. Regular feedback and quick response to queries will build a level of trust not only in the services but give them a elated shopping experience. They need to reflect that proper hygiene levels are being maintained for everyone’s safety.

6. Responsible in Regulatory and Legal Compliance

There have been various rules and laws passed by the state, central, and local governments to ensure citizens’ safety. To abide by all the rules and safety measures will cost a lot to the retailers. It will also hamper their resources. But they have to cooperate with the government because these steps are only for the betterment of the situation. The lockdown is being lifted in various stages, so it becomes the responsibility of every citizen to support the government.

As the COVID-19 is evolving, no one can predict what is going to happen to the sector due to its effects. This pandemic is an alarming bell for everyone to mend business ways and make the business flexible and agile. If this situation happens in the future, everyone should be prepared enough to handle it. It has forced every industry to focus on the digital means so that they have proper facilities to fight back. This is the time for the retailers to analyze the scenario properly and make ways to stand above all these crises.

Bottom line

The impact of COVID-19 on retailers cannot be estimated yet. We can only hope that it ends soon. A flexible business strategy and well-equipped team with all the resources will definitely stand out and survive the current situation. Digitizations is unquestionably the future we can predict as for now!

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Source by Molly J

Managers As Talent Magnets – Building a Progressive Organization

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As the world experiences uncertainty, be it in technology, markets, talent, or the opportunity landscape, organizations continue to grapple with managing human capital challenges in terms of acquisition, engagement, retention, and career planning. People will not shine in their careers unless they understand their key strengths and explore them, or their lacuna, further. In doing so, they can improve and deliver greater results. For many employees, the case of “No news is good news,” can be quite common as they only get to hear if things go wrong. Feedback is extremely critical for improving and perfecting performance, but if we do it in a constructive way, it acts as a highly motivational and life-changing exercise.

There are many ways of engaging and developing talent in organizations. A Performance Management System is one of the most trusted ways an organization can measure and evaluate best performance practices, and support the future development of its people. Every professional needs to know where he/she stands in their job performance. While every individual awaits his/her performance feedback at regular intervals, feedback is related to many facets of overall development, such as knowledge, skills, abilities, attitude, behavior, values, etc. Human capital is the most critical element for business success. If you are a leader who is serious about improving your capacity to attract the best talent, you need to develop the habits of a true talent magnet.

Performance management is a process where the manager and employee work together to plan, act, and review an employee’s goals and overall contribution to organization building. Performance management is the continuous process of setting objectives, assessing progress, and providing on-going coaching and feedback to ensure employees are meeting their objectives and career goals.

As a recipient of performance feedback, it’s extremely critical to understand feedback in the right perspective. Here are a few basic guidelines for performance appraisal:

  1. It’s an opportunity to present your achievements and highlight development areas in the right perspective (accurate self-assessment)
  2. Evaluating objectives vs. measurement criteria related to a job/project
  3. Measuring behavioral/values in a professional environment
  4. It’s an instrument which facilitates the receipt of both positive and negative feedback, and helps takes corrective action for self-development
  5. Appraisal also focuses on competence development; not only performance evaluation/review

Key Strategies to Become a Talent Magnet:

1. Be a TOP (Trust, Openness, and Purpose) Manager

Organizations, leaders, and teams need to develop a strong sense of trust among each other to achieve collective results. Considering that most employees spend their time at work, striving together, they often have work in multi-module, multi-modal, and multi-geo teams with responsibilities overlapping onto other people for their contribution.

Trust Model

ABCD (Able, Believable, Connected, Dependable) is a very powerful and credible model for building TRUST in teams. As managers/leaders, we should have demonstrable competence, and the ability to connect, coach, and drive results.

Build and nurture an environment where your behavior, actions, commitments are consistent, helping build credibility among your teams. People trust credible leaders because people will believe in your abilities, judgement, and actions. It’s also extremely important not only to be fair, but also seen as fair in all your actions, always.

Another important aspect of building trust is to invest in developing connections with teams beyond work, as being a manager means you need to open an emotional bank account with significant investments in your teams. Over a period, your investments will yield significant, rich dividends. Trusted managers do not hesitate to deal with any situation, be it difficult customers, conflicts in teams, crucial conversations, etc., as teams believe that a manager will step up and deal with such situations. They will see you as someone who does not hesitate to make tough decisions, and can work on creating a thriving work environment.

2. Be Real/Be Honest

The most talented people are attracted to leaders whom they can trust, and role models they want to emulate. Thus, ask yourself this question: “Why would any real talent want to work for me?” As managers, it’s very important to focus more on contributions of the employee and share the overall feedback on how best they become even better in their jobs instead of just critical incidents, numbers, ratings, and what the person did not do. While working on the annual appraisal of your employees, it’s extremely critical to be REAL AND HONEST in your assessment. You need to focus on covering the entire gamut of performance and not focus too much on recent events which may positively or negatively affect the overall performance. Today’s professional is extremely aware, smart, and well-informed. It may not be possible for managers to evade certain questions, if one is not fully informed about the progress of his/her team member. Not being honest, upfront, and real with employees about their performance in appraisals clearly becomes a controversial point for disagreements.

3. Be a SMART Manager

As managers, we need to create continuous value for individuals and organizations. It’s vital to be a SMART (Specific, Measurable, Achievable, Realistic, Timely) manager in your overall objectives, goals, and results. SMART managers demonstrate specific attention to detail on each team member’s performance, on a continuous basis, and works through regular one-to-ones to establish an emotional connect with employees. When the rules of engagement are well established, we can create well-performing teams. Use your courage to stand by your values, your reputation as a great manager/coach, or your soft power to bring opposites together. Then, set clear expectations from day one of what you are willing to do to help employees learn from you that which they can’t learn from anyone else. And tell them what you expect them to do to succeed in their career. Remember, you do not get what you expect, but you get what you inspect in a timely manner.

4. People-First Approach

The success of any company can be measured by the engagement/happiness quotient of its employees. What worked in the past may not work now or even in the future. The good, old practice of customer-first is of the past era. The employee is the epicenter of progress, growth, and success. As managers, if we surround ourselves with highly-talented, ambitious, passionate, committed, kind, and genuine people, we are assured of success in whatever we do. If we take care of our employees better than anyone else, they are bound to deliver extraordinary value to customers, managers, and organizations. We have the primary responsibility of adding significant value to our team members through structured reviews, timely and continuous performance feedback, genuine appreciation, practiced meritocracy, and effective coaching. Life is work, and work is life, and both are interesting and challenging. The need of the hour is to integrate both and bring out the passion for success in life.

5. Career Mentors

A manager as a mentor is about providing constructive feedback, direction, and kind-hearted advice. Mentoring is a journey and not a destination, and it’s a long process which involves intense participation and dedication. It is based on mutual convenience, commitment, and involvement in self-discovery and continuous learning. As a Manager, the primary role is to make the other person succeed in his/her professional life. Periodically, find time to have white-space discussions not focused on immediate tasks, but focused on a long-term career. Discuss ways, methods, and means for employees to progress in their professional journey and achieve their dreams.

In a nutshell, employees are the most vital and irreplaceable human capital for the progress of any organization. Managers and leaders alike have the great opportunity and responsibility of developing people who shoulder the responsibility of driving the new economy. Aim not to teach, but to inspire!

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Source by Nagan SJ

LA schools, workers reach a tentative deal; Here’s what happens next.

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hybrid work sustainable office net zero workplace climate action

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How does the office fit into the new ecosystem of work? How can we build sustainable office spaces that meet new expectations? What is the wider implication of hybrid working on our cities?

Join our session at the Workplace Trends Research Summit on 19 April 2023, where Kasia Maynard of the Gensler Research Institute reports on recent research and the ripple effect of hybrid working.

The latest research from the Gensler Research Institute explores how to best enable hybrid working, optimise the office environment, meet goals of NET zero, whilst also maximising employee experience and engagement. The research highlights innovative case studies for sustainable design, alongside cutting-edge data on 30 cities across the world, and new survey results from UK workplaces. As hybrid working develops in maturity, there is a greater opportunity to design workspaces that are sustainable, customisable, and effective.

The acceleration of hybrid working since the global pandemic has prompted a paradigm shift in the way we work. Professional workers have more autonomy and flexibility to choose where and how they conduct their work. As a result, a new scenario for work is emerging in the aftermath of the global pandemic that will change the way office buildings are used in the future.

Gensler has studied the UK workplace since 2005. We have mapped the trajectory of how employees work, the relationship they have with their office, and the effectiveness of space. Since the pandemic, we have seen a sudden shift. While the office remains a critical component, it is now part of a wider network of channels in which employees can access work. This has prompted a wide-scale re-evaluation of the role of the office to compete as a desirable place to work.

For the first time, the office has been challenged to rethink its approach to curating experiences amid a new context where employees expect more from their workplace. As hybrid working patterns become more established, employees will seek to customise their work experiences. They will choose workspaces based on their ability to facilitate the type of work they need to do.

Therefore, the office needs to be prepared for all eventualities. There is increasing pressure to create offices that cater for every need of the modern worker, whilst also being conscious about space and energy efficiency. Gensler’s research demonstrates practical case studies and applied research to indicate where the future workplace is heading based on more than 15 years of longitudinal data.

The shift to more flexible working has revealed a potential to make more sustainable decisions about the office. As an industry, we are witnessing universal momentum around addressing the urgent issue of climate change. This year will be marked by the passing of new legislation with the aim of reducing carbon emissions. This is reflected in the new position of the British Council for Office (BCO) to reduce office occupancy density and eliminate Cat A office fit outs. The momentum is propelled by new expectations of work and the office which has prompted more conscious decisions around how we use office space. The presentation will showcase case studies of Gensler’s pioneering climate action solutions that use creative, innovative design approaches in offices around the world.

This presentation will draw on data from Gensler’s latest research data including Climate Action – a catalogue of innovative sustainable case studies; City Pulse – a survey of urban residents in 30 cities around the world; and the UK 2023 Workplace Survey of 2,000 UK office workers. The research knits together the wider implications flexible working has on our workplaces, cities, and the world.

Find out all the details, the outcomes, recommendations from this research and the related case studies at the Workplace Trends Research Summit on 19 April 2023 in London and online.

Kasia Maynard, Gensler Research Institute

Kasia Maynard is a researcher and writer with a background in the future of work and urban design. She holds an MA in Urban Design and Planning and has more than six years’ experience forecasting trends on the future of work. Kasia works across the global workplace surveys published by the Gensler Research Institute. Prior to this, she worked as an editor with the WORKTECH Academy – a global platform focusing exclusively on the future of work and workplace. She has presented research and insights on the future of work internationally, delivered workshops, and facilitated panels with prominent thought leaders across the industry.

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Alleged Kalgoorlie gold thieves ‘unwitting bunnies’ in ‘above board’ deal, court told

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Lawyers for two Kalgoorlie men on trial over an alleged million-dollar gold theft have told the District Court they were duped into participating in the alleged fraud of miner FMR investments.

Russell Wilson Holden, 51, and his business partner, Simon Leslie Gash, 57, are fighting money laundering and fraud charges as part of the trial, which is now in its third week.

Patrick Rhyan Keogh, 42, the former general manager of FMR Investments, and former Greenfields Mill manager Christopher Robert Burns, 76, have both pleaded not guilty to stealing as a servant and other charges relating to the proceeds of an offence.

The charges relate to the alleged theft of 8,465 tonnes of gold-bearing ore from the Greenfields Mill, owned by FMR Investments, between December 2018 and January 2019.

Based on metal prices at the time, the gold the ore produced had an estimated value of $1.17 million.

Mr Keogh has maintained that FMR Investments founder, well-known WA mining entrepreneur Peter Bartlett, gave him permission to profit from the ore, referred to as the “clean-up pile”, during a conversation a decade ago. 

The court has heard that material mined by Mr Holden and Mr Gash was combined with the allegedly stolen ore to make a bigger parcel for a milling campaign.

A lawyer in a white business shirt leaving courthouse after long day at trial.
Defence lawyer David Grace KC said his client unknowingly played a role in the alleged scheme.(ABC Goldfields: Jarrod Lucas)

‘Unwitting bunnies’

In his closing address, Mr Gash’s lawyer David Grace KC told the court that the business partners were the “unwitting bunnies” in the case.

He said the pair were “not privy” to discussions between Mr Keogh and Mr Bartlett and were “entitled” to believe that the company’s general manager and mill manager were authorised to act as they did.

“There was no earthly reason for them to believe otherwise,” Mr Grace said.

“They have been dragged into this case … they’re the unwitting bunnies in all of this.”

Mr Grace reiterated that there was no evidence of fraud and said his client had an obligation to pay Mr Keogh and Mr Burns, so he did.

“The prosecution will tell you they must have known [about the allegedly stolen ore], but there’s no evidence of that,” he said.

“There’s nothing to prove they would descend to fraud … it’s a giant step to conclude they went out to defraud.

“They risked losing everything.”

A bespectacled man with short hair holds a suit jacket over his shoulder.
Defence lawyer Paul Yovich said Mr Holden had no reason to believe the deal was anything other than legitimate.(ABC News: Rhiannon Shine)

‘Above board’

Mr Holden’s lawyer Paul Yovich told the jury that his client had no reason to believe that the campaign was anything but “above board”.

“[Mr Keogh] tells them that, they act on good faith, it’s a handshake agreement,” Mr Yovich said.

“If there’s any deceit going on, [Mr Holden and Mr Gash] are deceived.

“They had no reason to believe it was anything other than an above board, arm’s length, gentleman’s agreement going on.”

A composite image of four men and a woman
Patrick Keogh (from left), Christopher Burns, Morgan Dombroski, Russell Holden and Simon Gash are on trial in the Kalgoorlie District Court.(ABC Goldfields: Jarrod Lucas)

The prosecution alleges the business partners knew about plans to combine the ore and defraud FMR Investments of its share.  

Mr Yovich told the jurors the case hinged on whether they believed Mr Keogh’s testimony or that of his former employer, Mr Bartlett.

“If [Mr Keogh] didn’t [steal the ore], and if you’re satisfied beyond a reasonable doubt, that’s the end of it,” Mr Yovich said.

“Mr Holden will have committed no offences, and that’s the same for the other co-accused.”

He later added: “If Mr Keogh is acquitted of count one [the charge of stealing as a servant], everyone goes home”.

A gold processing plant with large tanks in a remote mining area.
The Greenfields Mill at Coolgardie is operated by FMR Investments.  (Supplied: FMR Resources)

‘Human nature’

Mr Yovich said there was no evidence to support the prosecution case against Mr Holden.

“There is a gap … and the state is no Evel Knievel,” he said.

Mr Yovich told the jury to view Mr Holden’s December 16 2020 police interview with the knowledge that he had spent five hours in a cell before it began at 7pm.

The court also heard that his wife had been arrested that same day because she was a director of one of his companies, but she was later released without charge.

State prosecutor Paul Usher used his closing address to describe the nature of the group’s dealings as “nefarious” and surreptitious”.

Mr Usher spoke briefly on Thursday morning about “financial gain” as a “possible motive” for the offending.

“It’s human nature to look for a reason to explain why someone has done what they’ve done,” he told the jury.

“On the evidence, it is open for you to find Mr Keogh and Mr Burns had financial gain borne out of an opportunity to use the clean-up pile for their own use.”

Defence lawyers for the remaining  co-accused will make their closing arguments on Friday. 

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What If I Think I Need to Get the Offer in Writing?

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On an engineering project, Alex’s boss offered “fifty.” Alex negotiated it up to “sixty.” The trouble was, the boss meant “sixty-thousand dollars a year”; Alex was counting on sixty dollars an hour! That’s double: $120,000/year!

Unlikely? Yes, but it really happened!

Another example: Greg exceeded his sales quota. He was expecting a bonus equal to 10% if he reached or exceeded his goal. He received only a $5,000 bonus equal to 10% of his base SALARY not 10% of sales.

And there are hundreds more misunderstandings and memory lapses that can occur if you don’t “get it in writing.” Dates, durations, promotions, vacation, travel and other ancillary expenses, etc.

How can you prevent negotiating your compensation package only to find out later different from what you [thought you] negotiated? You should get it in writing.

On the other hand can “Getting It In Writing” be overkill? When the employer tells you out loud what the salary is, isn’t it tantamount to saying “your word isn’t good enough for me?”

Expensive misunderstandings can occur in the salary negotiation process, but you can prevent them easily enough by writing things down at the proper time.

Here’s four Guidelines that’ll help avoid these mistakes.

Guideline 1: When to get it in writing? Always get it in writing.

This is an ordinary and customary thing companies do – even small companies. Once you’ve finished the negotiations the employer will usually take the first step and say, “Well get this to you as a formal written offer by [date].”

If that doesn’t happen, then you should bring up the subject and leave it in their hands, but still with a deadline attached. Rarely, the written offer will be different than you expected. If that happens don’t delay at all in bringing it to the attention of the hiring decision maker. Guideline 3, “clarity initials” will minimize chances of a discrepancy showing up at this juncture.

Guideline 2: When to put it in writing – meaning when should you take the initiative and write up the agreement yourself.

Urgency is the key indicator. Often by the time someone is hired, the needs they’re expected to fill have now become pressing. In the urgency to get you in there up and running, your written offer can get lost in the shuffle. The longer the time period between the negotiation conversation and the written offer, the more likely things will be forgotten, recalled incorrectly, etc., on both your parts.

So, if it looks like that’s a possibility, you should offer to write it out. “Mr. Employer, since you want me at the training on Monday and fully operational by Wednesday, maybe I can lighten the load for you and write up what we agreed to in a letter of acceptance. Would that be okay?”

Guideline 3: Using the “clarity initials”

No matter who is going to compose the written agreement later, you’re always better off to use “initials” to clarify the negotiation right then and there. Why “initials”? Getting people to sign something often scares them; getting them to initial something feels less weighty, but it accomplishes the goal: something written right there in the negotiating session. That’s when things are fresh, and just a few written notes can avoid any surprises later.

How should you broach the subject? At the end of the negotiating session say, “Why don’t we just jot down what we’ve covered here, and we’ll sign an actual letter of agreement later. Sound OK?”

Write it down. When you’re done, give it to Ms. Employer and say, “is that accurate for now?” She says yes, and then you say, “Okay, let’s initial it and we’re good to go!” You initial it, and turn it to her to do the same. Copy it if convenient, and you keep an original.

Initial it? Isn’t that accusing them of being untrustworthy? Isn’t that overkill if it’s just one number and benefits? Not if you use the rationale of “clarity initials”: i.e. this is not about trust, it’s about clarity. Here’s another way to say it: “Here’s the notes I’ve got on compensation [read your notes], and I know that it’s always important to be very clear whenever money is involved. So, I’ll go ahead and initial this, and when you do the same, that ought to make sure we’re on the same page, OK?”

Guideline 4: Most negotiations have two back-and-forths. The company makes an offer; the candidate counter offers. The company makes a second offer; both reach a final agreement. In that average case, get it in writing at the end.

If the negotiation is complicated and has several rounds, use the Clarity Initials Principle to determine when to write it down. Formulations of stock value, setting performance criteria, laboratory and equipment requirements, succession guarantees, change in management clauses, severance, etc., all might take some back-and-forth time.

As you progress through the negotiations, you won’t need initials on every time, but whenever you think there might be any chance of misunderstandings, put it in writing. Don’t worry about upsetting your Mr. Employer. After the second time, he will smile, “Oh yes, you’re making sure we’re clear.”

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Source by JK Chapman

How Day-to-Day Alignment Reduces Turnover

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Written by: Officevibe


Published on: March 22, 2023 | 


Reading time: 3m

In our first Vibe Check episode, Julie Jeannotte, HR Expert and Researcher at Officevibe, chats with Andrea Kalavsky, People Consultant at peopleOsophy, to talk about all things alignment. More specifically, they dive into how prioritizing and maintaining alignment around a company’s mission, values, goals, and general outlook keeps employees engaged in the long haul (and less likely to look for greener pastures).

Read on and watch the full episode to learn how you can get your team to row in the same direction, even in rough seas.

https://www.youtube.com/watch?v=TwN4J4dlVA8

Watch the episode to learn about:

  • How organizational alignment leads to better business outcomes
  • How HR and leaders can foster and contribute to alignment
  • The importance of prioritizing alignment in each stage of the employee life cycle
  • The role technology plays in aligning employees and teams

“If your team knows what success means to your organization, they will do anything required to get there. And when things aren’t in alignment, they will call it out and challenge it.”

Andrea Kalavsky

How People Ops leaders can pilot alignment at work

Company-wide alignment isn’t a given. It’s something that organizations must actively work towards. And as our guest, Andrea, points out in this episode, People Ops teams have the power to pilot businesses to success by helping leaders, managers, and employees leverage the right tools and processes.

Use her key tips to get you started on the right track:

  1. Help employees at all levels understand the power of listening mechanisms and how to use them. These can be all-hands meetings, one-on-ones, team forums, or employee engagement platforms like Officevibe.
  2. Use these mechanisms as moments of connectivity where you can listen to and learn from one another. Psychological safety and trust are paramount to get your team fully in sync and aligned.
  3. Give your team a voice to help you uncover misalignment. Evaluate pain points so that you can properly pivot your strategy or process.
  4. Do the same to highlight your wins. Celebrate what’s going great, contributing to a stronger company culture, and leading to better business outcomes.
  5. Don’t shy away from using technology as a sidekick. It enables you to analyze and quantify employee sentiment so you can act on hard facts.

📺 Watch the full episode if you want more advice and insights from Andrea’s professional journey in people operations.

Meet our illustrious guest

Vibe Check - Andrea Picture

Andrea Kalavsky

Coach, advisor, mentor, and leader (in no particular order)

“I’ve found myself being able to thrive when my personal values, my motivations, and my aspirations are in alignment with where I work and what I do.”

Andrea Kalavsky

Andrea’s route to People leadership has been non-traditional. She started managing tech, social, and digital teams before realizing she was a people People person.

Since then, she’s worked in some small (and large) people-centric, mission-driven companies, including Innocent Drinks, Daylesford Organic, People Against Dirty (the people behind Method and Ecover), Koru Kids, and a handful of deep-tech post-seed start-ups.

Driven by a strong desire to experiment and do things differently, Andrea is naturally attracted to places and people who aspire to change their industries or categories for the better.

…And our Vibe Check host!

Vibe Check-Julie Picture

Julie Jeannotte

Officevibe’s HR Expert & Researcher

Julie’s (or JJ as we like to call her) life’s mission is to help organizations understand the value of placing their people at the heart of their strategy and business. Her background, research, and innate curiosity give her a unique perspective on day-to-day team challenges and the ever-evolving world of work.

Anyone who knows JJ knows this: she’s a wildflower who speaks from the heart. Inspired by the uniqueness of individuals and driven by the power of collectivity, she focuses on bringing out the best in humans to create meaningful change.

Vibe Check: A conversation series filled with real talk & genuine advice

Vibe Check, Officevibe’s brand-new conversation series, is a place where we have open, honest, and authentic conversations about the human side of business. Our goal is to help you achieve better business outcomes with people-led initiatives.

To set your business up for success, you need real, proven advice. And we have the right experts to give you just that. No sugarcoating or beating around the bush. Just real talk and genuine advice from people who’ve been there, done that. That’s what Vibe Check stands for.

So, what’s a vibe check? It’s a phrase for asking “how are you really doing?” It opens the door to meaningful conversations between colleagues, professionals, but most importantly, human beings.

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