San Francisco-based social media startup Buffer just did something unprecedented: It published the salaries of every one of its employees online, available for the public to see. “We hope this might help other companies think about how to decide salaries, and will open us up to feedback from the community,” CEO Joel Gascoigne wrote in…
As a fan of transparency, I’m very interested in seeing how this pans out. My expectations are high.
It’s amazing what you can do when you mix a driven CEO with the right designer.
A Yahoo internal memo this week said “it is critical that we are all present in our offices.” The backlash was swift and furious—but the move was likely less about improving workplace communication and more about creating attrition.
An even bleaker take on Yahoo!’s new ban on telecommuting.
What this reveals more than anything is that Yahoo management doesn’t have a clue as to who’s actually productive and who’s not. In their blindness they’re reaching for the lowest form of control a manager can assert: Ensuring butts in seats for eight hours between 9-5 .
It’s no surprise that DHH has possibly the most scathing, yet insightful, critique of Yahoo!’s decision to eliminate telecommuting.
I’m not interested in squeezing something so tight that I get every last drop. I don’t want, need, or care about every last drop. Those last drops usually don’t taste as good anyway. My thirst is usually well quenched far before that final drop.
It was a rough weekend for 49ers fans, but it was a little worse for Applebee’s and HMV, both of which have learned important lessons about employee relations and social media in 2013.
The entire technology industry uses the word “user” to describe its customers. While it might be convenient, “users” is a rather passive and abstract word. No one wants to be thought of as a “user” (or “consumer” for that matter). I certainly don’t. And I wouldn’t consider my mom a “user” either, she’s my mom. The word “user” abstracts the actual individual. This may seem like a small and insignificant detail that doesn’t matter, but the vernacular and words we use here at Square set a very strong and subtle tone for everything we do. So let’s now part ways with our industry and rethink this.
We’re about being in business for the long haul and keeping the team together over the long haul. I would never trade a short-term burst for a long-term decline in morale. That happens a lot in the tech business: They burn people out and get someone else. I like the people who work here too much. I don’t want them to burn out. Lots of startups burn people out with 60, 70, 80 hours of work per week. They know that both the people or the company will flame out or be bought or whatever, and they don’t care, they just burn their resources. It’s like drilling for as much oil as you possibly can. You can look at people the same way.