The number of available jobs reached 11.01 million in December, up from 10.44 million the prior month and the highest figure since July, according to the Bureau of Labor Statistics. Economists had been expecting 10.25 million job openings for the month. Full Story: CNN (2/1)
Recruiting & Retention
How people with disabilities can move into leadership Many people with disabilities exude a resilience and internal strength that makes them ideal candidates for upper management and the C-suite, writes Nancy Solari, life coach and host of the radio show "Living Full Out with Nancy Solari." Solari outlines tactics people with disabilities should use to move into these executive roles, including advocating for their ideas and measuring the effect their work has made in their organization. Full Story: Entrepreneur (1/31)
Learn how to build age inclusion at work 83% of employers say a multigenerational workforce drives success and growth. Help your employees thrive in every phase of their careers. Download the free Employee Resource Group Toolkit from AARP that can help everyone work better together. Get the free toolkit.
What to know about pay transparency rules Pay transparency rules are proliferating, with California and Washington having recently enacted their own measures, and New York set to follow later in 2023. Here is a closer look at how these laws work. Full Story: Kiplinger (1/31)
Technology
EEOC eyes potential problems with AI-based hiring tools The Equal Employment Opportunity Commission is keeping an eye on the potential for discrimination that could result from the use of automated and artificial intelligence hiring tools, which already have been deployed at many companies. Panelists at a recent hearing agreed that audits of the software could be an option, although questions remain about who should conduct those audits. Full Story: National Public Radio (1/31)
Intentional mentoring, which involves meeting people where they are and learning about their needs, can help professionals of color advance in a company, health care executive and professor Errol Pierre writes. Such mentoring takes time and must center on building trust to tackle tough topics, with effectiveness measured by milestones and frequent evaluation, Pierre writes. Full Story: SmartBrief/Leadership (1/31)
About the Editor
Kanoe Namahoe 2023
(Kanoe Namahoe)
I talked to my daughter last night. She just got a promotion at work -- she’s been there less than two months -- and was bubbling with excitement about the role. She adores her boss and the CEO of the company (“I just love Ken. He’s such a good guy!”). She also gets to learn some new systems and work with some folks she hasn’t worked with yet. “It’s a lot of new stuff, but I’m cool with that. Summer is apparently a zoo here, so I have time to learn the systems so I can deal when it gets here,” she told me. “Right on, kiddo,” I said, smiling to myself. “Hit the ground running with this role. Own it. Especially in the beginning, when you’re learning. Be the first one in and the last one out.” She promised she would. I thought of that conversation when I read today’s Leadership & Development story about workaholics. Melody Wilding defines workaholics as the people who adopt the “first one in, last one out” mentality. I respectfully disagree. “Work ethic” and “workaholic” are not the same thing. Someone with work ethic works hard at their job. They aim to be competent at their work and reliable to their colleagues. They are often the first one in and the last one out of the office, but they know where to draw the lines. Workaholics, on the other hand, are emotionally dependent on their jobs. They are always in work mode. They are always “in the office.” They talk shop at social events. They work late and on weekends, frequently. They think about work constantly. For workaholics, work is not a job or a paycheck -- it’s their identity. It’s how they define their personal value. I want to be a hard worker at anything I do. I adopt the “first one in, last one out” mentality so I am always striving to produce my best work and be a support to my colleagues. But I also keep a keen eye on the line between work as a satisfying career and work as an emotional crutch. It was never designed to be that for us. What about you? How do you maintain a healthy balance in your perspective of work? Let me know! And if you enjoy this brief, tell others so they can benefit also.
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