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Estimated Reading Time: 4 mins. I've been searching for something like this for awhile, so it's a relief to find it. Honestly, I'd give it 5 stars, but I do have one complaint.
Every time I reset my Chromebook, the app logs me out. Is there anyway to make this not happen? Discord is a VoIP, instant messaging and digital distribution platform. It's just kind of an afterthought. DP: Part of that is also about asynchronous versus synchronous work. I know you've talked a lot about this, and it's been a buzzword for like a year and a half now.
But my sense is that it hasn't really overhauled the way everybody works yet. You obviously have a pretty wide vantage point on a lot of this stuff.
What is your sense of where we are in the push toward asynchronous work? And how far should that go? I think we need a lot more, better tools.
But I would definitely include reading and writing messages as asynchronous work, because your message might have been sent hours ago. Other things that come to mind are inserting comments in documents or presentations: asking questions, clarifying something, and hours later, someone answering them. There's all kinds of tools that support that. But I think they're not full-featured enough, and they're not easy enough.
There's all kinds of tools that support [async work]. But I think there's actually a bigger problem, which is like, here's your two options: Option A is to carefully and concisely write out your idea or your proposal, and then edit it for clarity, and include supplementary information and data and stuff like that, and then distribute it to everyone, and then carefully read their responses and incorporate blah, blah, blah, blah, blah.
Option B is let's have a meeting for half an hour. And it's a little bit like, would you like some vegetables, or would you like some candy? We're gonna choose the candy every time. And I'm absolutely guilty of this. And I think many times we can trick ourselves into these hyper-realistic work-like activities that consume a lot of time, but it's not the efficient way to do it. Because you might end up with 16 meetings over the course of 11 weeks or something like that, to get to a place that you could have got to in several hours of real preparation and attempts to articulate the proposal or whatever it is.
DP: I like the vegetables metaphor, because you can make a pretty convincing case that doing it in that careful way is better in all ways, including ultimately for the efficiency of your business. But dear God, do I not want to do that most of the time. There are absolutely times where I think it is preferable to get on the phone for two minutes or three minutes because it's just daunting to think about how you even would type something out.
Most of us are better at just freeform speaking. The other thing is, how can you make that option A as attractive as option B? Or at least much less less attractive than option B? Lizzy Lawrence: Another thing with the asynchronous movement is Slack is often depicted as the villain or the antihero within that movement.
It's sort of the poster child of constant communication. And I was curious what you make of that, and if there's a way to use async communication and Slack effectively. I think a lot of stuff gets really conflated, because there is a whole bunch of work where real-time communication to coordinate a bunch of people is the heart of the work.
So if you think about incident management or network operations engineers, or security teams or something like that, or for that matter, marketers launching a new website, people working on the event, streaming services: All this different stuff requires that back-and-forth communication. There's many areas of modern work that don't require that constant communication.
And I think it requires some discipline to configure notifications and break the habit of compulsively checking. The same things that people say about Slack today, they said about email and BlackBerry in like You think about the early days of the Industrial Revolution, in cities like Boston and London, the rivers would catch on fire. The Charles River or the Thames would just literally catch on fire. And over time, we've figured out how to reap the benefits of the technologies of the industrial revolution without lighting as much stuff on fire.
Similarly, we evolved over hundreds of thousands of years to seek all these social signals and approvals and recognition and acknowledgement and all kinds of stuff. We can't handle that. We're not good at budgeting or consuming an appropriate amount of those interactions, which I think is why we have all these challenges around social media and just scrolling your phones. And similarly, I think at an intellectual level, a lot of people end up with a kind of cognitive diabetes.
All of these signals, which were meant to be rare and precious, are hyper-abundant. And it's harder for us to control ourselves. I think at an intellectual level, a lot of people end up with a kind of cognitive diabetes. LL: How will the nature of that workplace communication evolve as we move from mostly in person and spoken to now mostly remote and written? I think we'll still see a lot of spoken, just not necessarily in person. We've been living in a world where a switch has occurred, from digital technologies supplementing in-person communication as the means of facilitating collaboration and productivity to the other way around — the in-person supplements the digital.
And the thought experiment I talked about earlier, where we were allowed to keep our offices but weren't allowed to keep our software, illustrates the importance of that. But if you've worked at a big company, there's great odds that there's 50 people on your floor or 80 people on your floor, and you don't really work with any of them. In fact, you don't even really work with anyone in this office campus, but a different office campus across town and a different time zone.
People who aren't physically present with you anyway. If we're able to provide the right tools — I don't mean just we, Slack, I mean the industry — then hopefully, we will see a switch towards more asynchronous forms of work. But it's probably going to be a minority. And there will be plenty of video calls and other forms of real-time communication to make the whole thing operate smoothly.
DP: We've passed this point where it's like, OK, we can all get work done remotely. Now the question is, how do we build a company that people are happy about and proud of and want to work in, and where they know their colleagues?
And my dear hope is that the age of Zoom happy hours is ending. But it does seem like these digital tools you're talking about have an obvious big role to play there. What is your sense of kind of where all that's going? Are Zoom happy hours here to stay? Please say no.
I mean, you can do them more effectively. There's definitely models for facilitation that I believe that people use, when they think about people doing World of Warcraft raids and being on the audio chat. It's a recreational activity, not getting to know your co-workers, but people can have fun hanging out with friends where the interaction is mediated by digital stuff rather than vibrations in the air because I happen to be in the same room.
But I think there's two things going on. This isn't really what you're asking about, but this is the Great Resignation, and the reevaluation of priorities and thinking about what work you do and you want to be meaningful.
The huge shift, from my perspective, is the balance of power to labor from employers. So it was always important, but it's more important now. But it's a huge amount of effort that's dependent on the leader. Most of the time, that's most of the reason the CEO gets up in front of the company at some kind of all-hands presentation. I think that things got much, much harder, because the importance of it just increased, given the Great Resignation.
And the fact that we don't have the in-person time, or have much less of that. It's fascinating to watch, and I think it takes a while for cultures to really drift. But I would expect that unless there's a real , we all end up back in offices Monday to Friday, 9 to 5 in the next six months.
Then over the year that's coming up, I think we'll see more and more organizations where they haven't invested in culture sufficiently start to really suffer. DP: We have a few lightning round things for you. No specific questions, just want to get your thoughts. First: the metaverse as a work thing. I think there are all kinds of industrial applications I can imagine that would be fantastic.
Repairing the inside of the subway tunnel with virtual goggles on and stuff like that. The hanging out does not seem very attractive to me. Maybe for the purpose of one specific meeting? But I can't imagine anyone hanging out in the metaverse all day at work. LL: What about geography-based pay? As you know, the workforce is spreading out.
What are your thoughts on that? It's a really tough one. Because there's a fairness angle no matter which way you decide. Compensation, historically, always has been determined by the market, and people got paid more in places where the cost of living was higher, because that's what you needed to pay them in order to get them to come work for you.
I had thought that we would more or less inevitably move towards single compensation bands for roles irrespective of geography, because it is a marketplace. And if enough companies decide that that's what they're going to do in order to compete, we all have to do it.
But that hasn't really materialized. So it's a little tough to predict. I absolutely believe so. And I personally found it so much easier during this pandemic era. Because it's very easy to wander away from my computer after a meeting and do something completely different: play with my 7-month-old or practice classical guitar, or go skiing or something like that, which would have been impossible if I was wandering away from my meeting in a conference room inside of our office.
Obviously, I'm in an incredibly fortunate position. But I think this makes it much, much easier. With the organization we started called Future Forum, we've done all this research, and flexibility is the second-most-important consideration after compensation for most people today. But the desire for flexibility around when you work is much higher. And I think the tyranny of time-based compensation for hours worked that arose during the Industrial Revolution, hopefully will kind of subside towards something with a little bit more of a compromise.
That sucks for the employer and the employee. It's not productive for anyone. In a tight labor market, businesses are competing for top talent, even as employees leave in droves. A record 4. The answers to this challenge should be informed by the root causes of employee dissatisfaction as well as retention drivers. The pandemic shifted many people's priorities—— and workers took stock of their careers. They're looking for more flexibility and alignment with their values as well as opportunities for growth and advancement.
And they're willing to make less to feel more fulfilled in their careers. More than a third of job-seekers said they'd even be willing to sacrifice salary in exchange for skill-building opportunities. Digital skills development is now table stakes — in a few short years, almost a third of all jobs globally will be transformed by technology.
Nearly half of respondents to a recent National Association for Business Economics NABE survey reported a shortage of skilled workers in the third quarter. Digital skills will continue to be in high demand. Upskilling programs should encourage the critical thinking and digital acumen needed for future success. And they should provide opportunities for scenario-based applied learning that demonstrates competency and translates to immediate business impact.
Upskilling should focus on job- and function-specific skills so organizations can be less reliant on institutional knowledge. Upskilling helps maintain competitive advantage over other employers, but it can also drive talent acquisition and retention. Effective learning programs let people know you're investing in them and value their career journey, no matter where it may lead. For the post-pandemic workforce, upskilling is the new k , and it's a perk and talent strategy lever that can boost engagement and foster loyalty.
This no-strings-attached approach can also serve the greater good. Easy access to upskilling can help address inclusion challenges, further improving a company's stickiness. When a work environment provides a safe space where employees feel valued and empathetic leaders can offer equal upskilling opportunities and resources for everyone, people not only feel safe to be themselves, but are empowered to invest in themselves too.
Get this combination right and people are more likely to hang around. Access to learning will be key. Through microlearning and credentialing experiences that are available to all staff, employers can level the playing field. Employee longevity is a benefit to the employer, but even if they leave to take their skills somewhere else, your organization's reputation can still shine.
An employee who had a good learning experience is more likely to speak positively about your company. As a result, their network may see your brand as a top employer, one that contributes to an employee's ability to have more control over their career trajectory.
Investing in future-forward skills not only helps boost talent acquisition and recruiting efforts, it contributes to greater social stability as well. When implemented successfully, upskilling initiatives have the potential to help create 5. To get higher impact — and ROI — on your upskilling investment, you need a program that meets your people at the intersection of skill level and function with engaging, hands-on experiences.
Today's upskilling should include training on technologies like automation that can power innovation and drive efficiency across the enterprise. ProEdge is PwC's upskilling and citizen-led innovation platform that identifies skills your organization needs for future success and creates personalized learning pathways.
In addition to industry-leading, curated content and opportunities to earn credentials, your people get access to a digital marketplace where they can contribute ideas for digital solutions as well as solutions they build themselves — once they know how. This kind of applied learning accelerates adoption. With the prevalence of low-code and no-code digital tools like bots, data visualizations and data wrangling, workers can use hands-on learning to quickly leverage digital tools.
This makes them more productive, boosts efficiency and helps the business overall. In the long run, upskilling where possible can reduce an organization's dependence on institutional knowledge, and this has never been more critical than during the Great Resignation.
ProEdge delivers function-specific, experiential learning to advance careers and align individual goals with business objectives. Let us help your workforce build a culture of innovation. Cloud IoT data and analytics provider Samsara went public today, but despite steady growth it will face challenges in its mission to move outside the world of fleet management.
Samsara got its start just six years ago and has built its customer base through a primary focus: IoT software that helps companies manage fleets of vehicles with artificial intelligence. The company provides GPS-based sensors, in-car cameras and analytics software to customers, helping them keep track of the people driving them and monitoring the vehicles themselves for maintenance and fuel efficiency.
But all sorts of companies own and rely on vehicles to conduct business, and that has helped Samsara connect with customers in an array of industries, Sekar said. Since then, the company has evolved like so many software companies do, tacking on new features and capabilities based on client needs.
Samsara has added tools for gauging driver safety and monitoring heavy equipment and construction sites, and offers mobile apps to help its customers move from paper to digital.
For now, Sekar declined to give examples of particular products in development, though the cash infusion from the IPO today gives him a lot to work with. Still, he said the company has added more than features since it started, and that will continue. Essentially, IoT sensors are data-generation and collection devices, producing an important raw material for building AI models.
For Samsara, that data comes in the form of trillions of vehicle-related data points and millions of hours of dash-cam video processed in its platform.
The idea is to find more ways to use that data to build AI systems that do things like monitor driver distraction and safety , or fuel and equipment efficiency and sustainability.
And, he said, that same data used to assess driver safety can apply to vehicle maintenance to address unplanned downtime of company vehicles or large freight trucks, for example. The company said it had 1, employees, of whom were salespeople. Partnerships with vehicle makers such as John Deere, Ford and Volvo — companies that embed Samsara sensors and connectivity services into their vehicles — have put Samsara in front of a lot of existing and potential customers.
Now, Sekar said, Samsara is starting to see customers integrate its data with other systems, such as HR and payroll systems. But the company faces challenges in its goal to expand beyond fleet management. To upsell or attract more big-ticket customers, Samsara must convince current customers to attach more sensors or cameras to more vehicles, equipment or other physical assets, or get them to pay more to turn on additional software features. Even surviving in the fleet-management services area where Samsara is anchored could be difficult.
For one thing, fleet-tracking services are somewhat commodified; for some customers, it comes down to price. A fintech startup wants to give people cash to take advantage of employer match programs that might otherwise be out of their reach.
Lendtable co-founders Sheridan Clayborne and Mitchell Jones want to people maximize their k s. Aisha Counts aishacounts is a reporting fellow at Protocol, based out of Los Angeles. She is a graduate of the University of Southern California, where she studied business and philosophy. She can be reached at acounts protocol. Mitchell Jones grew up in a predominantly Black, lower-middle income community in Dayton, Ohio, where his parents taught him to get a good education and save his money.
He found himself at Yale, which led to an internship at Goldman Sachs and his first exposure to investing, a newfound interest he was eager to share with his parents.
But Jones soon found out that his parents had never invested the money they made over their year careers. A quarter of Americans have no retirement savings at all. But for others, Jones said, cash flow is a problem. But in bypassing their k s, these workers can miss out on money their employers would have contributed to their retirement accounts.
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