The hottest Employee Relations Substack posts right now

And their main takeaways
Category
Top Business Topics
Big Technology 16387 implied HN points 07 Mar 24
  1. Google's open culture deteriorated, impacting its product quality and employee morale.
  2. Issues began when Google shut down discussions on sensitive topics like diversity and employee concerns.
  3. The closure of open channels for questioning within Google led to a negative impact on the company's innovation and decision-making processes.
In My Tribe 364 implied HN points 02 Dec 24
  1. Teamwork relies on everyone doing their part. If some people don't contribute, it can hurt the whole team's chances of success.
  2. Hiring people who are responsible and committed can help encourage teamwork. When employees feel connected to their mission or colleagues, they're less likely to slack off.
  3. Measuring how well employees cooperate can improve teamwork. Giving clear examples of what good teamwork looks like can help everyone understand how to contribute.
Sheep Code 67 implied HN points 16 Dec 24
  1. Amazon announced that employees must return to the office five days a week, ending the hybrid work model. This change caused a lot of stress and uncertainty for many workers who had enjoyed remote work.
  2. The move to return to office signals bigger trends in the industry, with other companies likely following Amazon's lead. Many believe this decision might push talented employees to look for jobs elsewhere, but Amazon might prioritize diligent workers over talent.
  3. For those still working remotely at Amazon, it's important to plan ahead. If you want to stay in your role but can’t relocate, it's wise to think about your next steps and prepare for potential changes in your job situation.
benn.substack 562 implied HN points 01 Mar 24
  1. If you're a visionary founder who raises a lot of money and then sells shares for personal gain before mismanagement leads to the company's downfall, VCs will prioritize your ability to grow and persuade over your financial choices.
  2. In the world of venture capital, making money often trumps moral values, with investors backing those who are monetizable rather than necessarily 'nice.'
  3. While secondary sales by founders may raise concerns about focus and fairness to employees, making them transparent to the entire company could help ensure accountability and address potential disillusionment.
peoplefirstengineering 7 implied HN points 08 Jan 25
  1. When employees feel supported by their company, they're more motivated to do great work. But if the company doesn't keep its promises, employees might just do the bare minimum.
  2. This situation can lead to what's called the 'Employee's Dilemma,' where both the worker and the employer end up not trusting each other, creating a sad work environment.
  3. To break this cycle of unhappiness, companies need to build trust and show they care. If they do, it can improve the workplace for everyone.
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The Radar 59 implied HN points 29 Mar 24
  1. Amazon shocked managers with a pay freeze despite record profits and successful quarters, damaging trust and morale.
  2. The pandemic revealed the dedication of Amazon managers, who now feel undervalued due to frozen pay based on share price fluctuations.
  3. Amazon's leadership actions risk eroding trust and confidence, raising questions about their motives, behaviors, and commitment to mutual benefit.
The Radar 59 implied HN points 11 Jan 24
  1. Amazon's shift towards a strict return-to-office policy after the pandemic has caused employees to face unexpected challenges and disruptions in their work-life balance.
  2. The company's focus on cost control and downsizing has led to a shift away from its previous values, resulting in the departure of talented employees and a potential brain drain.
  3. The tactics employed by Amazon, such as enforcing compliance through threats and disregarding prior assurances, raise concerns about the company's treatment of its employees and its adherence to its own stated values.
Klement on Investing 2 implied HN points 16 Dec 24
  1. Leadership sets the culture of a company. If managers are good, employees will stay, but bad managers drive people away.
  2. High employee turnover often means poor corporate culture. People leave bad work environments, showing how they really feel about their jobs.
  3. Companies with staggered boards tend to have worse cultures. This setup allows old board members to stay, making it hard for shareholders to demand changes.
The Founder Memo 19 implied HN points 14 Mar 24
  1. When an employee leaves with unvested stock, the company usually needs to buy it back within a short time, like 90 days. If they don't, that stock could stay with the former employee forever.
  2. There are two main ways companies can handle unvested shares: by repurchasing them or by automatic forfeiture. It's really important to know which method your company uses.
  3. After firing someone, companies should quickly check their stock agreements to see what to do about unvested shares. Handling it properly can prevent bigger problems later.
Splattern 39 implied HN points 11 Sep 23
  1. Finding joy and laughter at work can make a big difference in how people feel about their jobs. Having good coworkers who you can connect with is really valuable.
  2. Strong management and dedicated owners can inspire employees to work hard and be committed. When leaders show up every day, it encourages the team to do the same.
  3. In some places, like St Louis, the culture emphasizes hard work and values like family and spirituality. This sense of community can shape people's attitudes towards their jobs.
The Radar 19 implied HN points 25 Jan 24
  1. Companies can fall into the trap of using internal propaganda to influence their employees, but this often backfires, eroding trust and confidence.
  2. Staged interactions and lack of authenticity in leader propaganda can make employees disengage and lose confidence in leadership.
  3. Highlighting frontline workers' stories can build unity and purpose within a team and should be prioritized over showcasing senior executives in internal communications.
🔮 Crafting Tech Teams 39 implied HN points 21 Jun 23
  1. Never burn bridges, especially during a recession when sacrifices have to be made. Executing layoffs well can lead to the possibility of rehiring old employees who were let go.
  2. Failing startups can provide valuable lessons and opportunities for growth. Embracing the challenges can lead to personal development and resilience.
  3. Maintaining positive relationships with ex-employees can be beneficial in the long term. Good terms with former coworkers can lead to potential opportunities in the future.
Logos 39 implied HN points 17 Mar 22
  1. In the corporate world, people often pretend to be collaborative, but it's really very competitive. You need to be aware of these power dynamics to navigate successfully.
  2. Using phrases like 'let's take a step back' can establish you as a thought leader in meetings, but be cautious not to overdo it. Everyone needs to contribute to keep things productive.
  3. Dressing differently, like wearing a suit in a casual workplace, can signal status and create a perception of power. Be strategic about how you present yourself to others.
DruGroup 19 implied HN points 24 Aug 21
  1. Leaders play a big role in blessing others' ideas. When you give your support, it helps people feel confident to move forward with their plans.
  2. Sometimes people come to leaders seeking permission to proceed. By giving your approval, you empower them to act and take on new challenges.
  3. Leaders can protect those they support by standing up for them. This shows others that you believe in their work and helps keep them focused on their goals.
China Story 2 HN points 27 Apr 23
  1. Interviewers at Pinduoduo weed out those who speak out to maintain a silent workforce.
  2. Pinduoduo uses high salaries to tempt and drive discourse among employees.
  3. Pinduoduo tightly controls employees to prevent leaks, including strict social interaction rules and non-compete agreements.
Fund Marketer 1 implied HN point 21 Feb 24
  1. More employees in asset management are speaking up about their workplace issues. This change is happening because of struggles within the industry and the willingness to share grievances online.
  2. Companies like Jupiter and Citigroup are facing internal conflicts that are spilling into the public eye. Instead of just keeping things quiet, these issues are being reported, highlighting struggles between management and their internal teams.
  3. There may be some benefits to this openness, as leaks about misconduct could lead to improvements in industry practices. By exposing problems, employees hope to push for better working conditions and accountability.
It Depends / Nimble Autonomy 0 implied HN points 29 Jan 24
  1. Focus on what's important for the company. Always align your team's work with company priorities to stay relevant.
  2. Make sure your top performers get recognized. Highlight their achievements to boost visibility and keep your team strong.
  3. Don't hesitate to let go of low performers. It benefits both the team and the individual, and helps to maintain a positive environment.
Splattern 0 implied HN points 12 Sep 23
  1. The Amazon Pivot Program offers employees a tough choice: you can either accept a severance package and leave or try to improve performance in a month.
  2. Feedback about performance comes from managers and peers, but it can be unclear how it specifically affects the decision to enter the Pivot Program.
  3. Deciding whether to stay and fight or take the severance depends on personal goals, learning opportunities, and the work environment you want.
Stateless Machine 0 implied HN points 11 Jul 24
  1. Having a good boss is harder than having good coworkers because you usually only have one boss. With colleagues, you can mix and match different relationships, but there’s less room to do that with your boss.
  2. Relationships with peers often feel like a trade-off. You help each other out, creating a sense of teamwork, while the boss-employee relationship can lack that mutual support.
  3. A boss may not have strong incentives to be a great leader. They prioritize their own goals, which may not align with making you happy, so it can be tough to expect them to act like a supportive figure.
The Radar 0 implied HN points 13 Sep 23
  1. Organizations are not families - they don't operate in the same way. While workplace bonds may feel strong, the dynamics are different.
  2. Leaders should avoid likening professional settings to families to prevent manipulation. Loyalty in a work setting should be earned, not assumed like in a family.
  3. Work decisions can have lasting effects on trust within an organization. Actions that prioritize business interests over personal connections can lead to disillusionment.