Roxanne Lessard has served on boards of admiration for six years and realized that many members were going through the same issues as her. With her team of developers, she took note of all the problems experienced by the Boards of NPOs and private organizations. “We developed tailor-made software to help CAs in their governance, explains the founder of Panorama in an interview. The goal is to remove the thorn from the foot of all that is administrative burden, documentation, legal obligations that organizations must comply with. By better structuring the activities of a board, we can improve decision-making and facilitate access to financing,” she says. It is not just a simple meeting organization and note-taking software, explains Roxanne Lessard. Panorama automates the register of resolutions, standardizes the minutes and allows new board members to acquire knowledge of governance and better understand their role and responsibilities. Panorama’s pricing is adapted to the use and needs of organizations. Roxanne Lessard wants to export her software. It also has an employee in the United Kingdom who is developing a version adapted to the regulations of the country.
Job seekers are demanding clear information on the salaries offered when posting jobs. According to a study by Indeed, 75% of Canadians are more likely to apply if the salary range is indicated in the job advertisement. “The more you are able to adopt a pay transparency policy, the better it is for your employer brand,” advises Stepan Arman, senior director of Quebec sales at Indeed in an interview with La Presse. When a candidate applies, is interviewed, and learns that the salary is not what they were looking for, the process ends with a bad experience with the company or organization. “Even if the employer later indicates the salary information in its job postings, there is little chance that the same candidate will apply again,” says Stepan Arman, who points out that a national movement towards transparency is in the process of being initiated. While in 2021, 60% of job offers in Quebec had information on salaries, this number climbed to 68% in 2022 while in Canada, there were 74%.
According to a survey of the 300 employers who will be present at the Career Event on April 19 and 20 at the Palais des congrès de Montréal, 75% of them prefer to receive applications for their vacant positions in person. In a context of historical labor shortages, it is true that employers want to find employees quickly. However, making a mistake when hiring costs time, money and energy. Receiving resumes online is convenient, but not always successful. Employers therefore hope to meet thousands of future candidates during the Job and Continuing Education Fair. While in 2018, 3,000 positions were to be filled, this year, no less than 16,000 jobs must find takers in two days.
Will AI be a tool for workers or rather a replacement for them? Artificial intelligence software company Beautiful.ai surveyed 3,000 managers across the United States about the use of artificial intelligence at work. The results were published in the American magazine Employee Benefit News (EBN), which specializes in benefits, human resources and corporate culture. Nearly 70% of managers believe that artificial intelligence would be financially beneficial to their company if they could use it to replace employees. If AI could produce comparable work, 66% of managers say they would gladly replace their employees with AI tools. The magazine explains that these results reflect the pressure that business leaders are under in the face of inflation and an impending recession. However, managers are aware that the implementation of these tools scares workers: 75% think that their employees fear being fired because of AI.
Despite what you might think, zero tolerance for talented assholes at work is risky, argues The Economist. These characters are so corrosive that many companies have a zero asshole policy like Netflix, where director Reed Hastings repeats, “Don’t tolerate brilliant idiots.” “However, in practice, the risk that you have to get rid of the next Steve Jobs is minimal, underlines the British magazine. Toxic behaviors are contagious and can quickly become the norm if left unchecked. However, a zero asshole policy involves subjectivity. There is a fine line between setting high standards and pushing employees to burn out, as is the line between being candid and crushing them. Rather than having to enforce a policy, the oblivious asshole, who doesn’t realize he’s bothering others, may just need to be told. While we can telecommute situational morons, who may be angry, alone at home.
