【马来西亚】按需工作零工平台GoGet获200万美元A轮融资
马来西亚按需工作平台GoGet今天宣布，已获得由Monk's Hill Ventures领投的200万美元A轮融资。该平台目前拥有2万名gig worker，他们被称为 "GoGetters"，已经入驻了5000家企业，包括马来西亚Lazada、马来西亚宜家、Foodpanda和送花服务BloomThis。
虽然马来西亚还有其他按需工作平台，包括Supahands和Kaodim，但每个平台都有自己的定位。Supahands专注于在线任务，而Kaodim则提供家庭维修、餐饮和健身培训等专业服务。GoGet更类似于TaskRabbit，GoGetters从事跑腿或临时工作，如送货、搬运大件物品、活动餐饮、数据录入和办公室管理。
首席执行官兼联合创始人Francesca Chia于2014年创立了GoGet。她告诉TechCrunch，这家初创公司决定关注零工工人，因为东盟（东南亚国家联盟）国家存在劳动力缺口。
"如今，东盟劳动力市场上的大多数人都是中低端技术人才，大多数人的工作保障、未来的职业发展道路以及保险和储蓄等金融服务都得不到保障。"她说。"在另一端，东盟超过70%的就业人员来自中小企业，他们寻求在不扩大全职成本的情况下扩大规模，并发现很难培训和维持一个可靠的员工队伍。"
她补充说，GoGet希望通过连接企业与经过验证的灵活工人来弥补这一差距。GoGetters能够在不同类别的工作之间进行切换，Chia表示，这给了企业学习新技能的能力。企业获得了管理功能，包括能够创建一个他们希望再次合作的GoGetters名单，以及招聘、培训和支付的工具。
A轮融资将用于拓展GoGet在马来西亚的业务。许多商业模式围绕着零工经济的公司在扩大规模时需要努力解决的问题之一，包括那些因工作不均衡、低薪和缺乏作为全职员工的福利而感到沮丧的工人。例如，在加州，这导致了一场政治斗争，因为Uber、DoorDash和Lyft等公司试图推翻立法，迫使他们将更多的零工工人归类为全职员工。
Chia表示，GoGet的 "愿景是以可持续的方式将灵活的工作带到全世界"。其中一部分需要让GoGet的零工工人获得与全职员工类似的按需储蓄和保险计划等福利。GoGet的平台还具有职业建设功能，包括在线培训和网络工具，因此工人可以为需要不同技能的工作做准备。
虽然GoGet的短期计划是专注于在马来西亚的发展，但它最终也计划进入其他东盟国家。
蒙山创投联合创始人兼管理合伙人林国义在一份有关投资的新闻声明中说："随着公司和工人同时寻求灵活性和适合性，工作的性质正在被重新定义。这一趋势在流行病的影响下被加速了，因为企业正在进行响应的转型，需要更有弹性的劳动力。GoGet提供了一个由积极进取、训练有素的工人组成的社区，但更重要的是，它的平台扩展了企业的人员管理系统，以确保质量、合规性和无缝工作流程。"
作者：Catherine Shu 来自TC
TC
2020年10月13日
TC
Fama：帮助企业找出候选人社交媒体中的“危险信号”
如果你几年前在 Twitter 上发布的一些蠢话影响到了你找工作的机会，可能你会很讨厌这样的事情，不过 Fama 的首席执行官兼联合创始人本·莫纳斯（Ben Mones）表示，一些雇主已经在实施这种社交媒体筛选——只是他们的做法还不是非常全面和系统。
莫纳斯并不认为这种做法是件坏事。毕竟，社交媒体可以让雇主更好地知道这个人是不是适合这份工作，以及他们有没有可能会在网上发布一些有损公司的内容，从而让公司陷入麻烦。
莫纳斯认为，“你在网上是个什么样的人也代表了——如果不是完全对等——你在现实生活中是一个什么样的人。这一点是人们才开始认识到的事情。”
Fama 的客户可以指定他们想要筛选的社交媒体中的“危险信号”，比如吸毒、性内容、偏见或是亵渎等等。该公司会分析文本、图片和视频（部分是利用亚马逊的众包平台 Mechanical Turk)。
莫纳斯表示，一般来说，雇主对于候选人是否在大学里吸过大麻或是酗酒等内容并不怎么关心，他们更关心的是比如对于女性是否给予尊重这样的内容。
莫纳斯还强调，Fama 不会提供推荐。它只是为招聘经理提供额外信息——这种区分可以让该服务避免让人头疼的法律纠纷。
“我们不会给人打分，或得做出关于是否应该雇佣此人的结论，”莫纳斯说。我们所做的是为招聘经理提供足够的经过提炼的数据，这样他们就可以做出决定。我们的做法是推动大家的行动。这有助于确保我们 (或是我们的客户) 不会因诽谤而被控告，因为我们并没有打分。”
此外，莫纳斯表示 Fama 遵守《公平信用报告法》，而且不会突出种族、性别、残疾等 保护类 信息。
Fama 今天宣布了与人力资源工作流及背景调查公司 CARCO 的 合作伙伴关系 ，两家将联合提供产品服务。
Fama Helps Businesses Find Social Media “Red Flags” Before Hiring Someone
Fama Technologies aims to help companies screen potential employees by analyzing their social media posts.
You might not like the idea that something dumb you posted years ago on Twitter could affect your chances of getting a job, but Fama CEO and co-founder Ben Mones said employers are already performing this kind of social media screening — they’re just not doing it very comprehensively or systematically.
And he doesn’t see that as a bad thing. After all, social media can give an employer a better sense of whether someone will be a good fit, and also whether they’re likely to get the company in trouble by posting something offensive.
“Who you are online is very indicative — if not equally indicative — of who you are in the offline world,” Mones argued. “This is what people are just starting to come to terms with.”
Fama customers can identify the “social media red flags” that they want to screen for, whether it’s drug use, sexual content, bigotry or profanity, among other things. The service analyzes text, images and video (in part by leveraging Amazon’s crowdsourcing platform Mechanical Turk).
Mones said that in general, employers are less interested in, say, whether or not you smoked pot or drank a lot in college, and more in issues like whether or not you act respectfully toward women.
He also emphasized that Fama doesn’t provide recommendations. It just gives hiring managers additional data — a distinction that could help the service avoid thorny legal problems.
“We’re not assigning a score to individuals, or drawing conclusions/making claims about whether or not someone should be hired,” he said. “What we are doing is providing enough distilled data to hiring managers so they can make a decision. Bringing folks to the precipice of action. This helps us ensure that we (or our clients) are never held for libel, because we aren’t scoring.”
He added that Fama is compliant with the Fair Credit Reporting Act, and that does not highlight protected classes of information, like race, gender or disability.
Fama also announced a partnership today with HR workflow and background check company CARCO to offer combined products.
来源：TC
公开分享薪酬并不是实现薪酬透明的正确方法
不久前，一名前谷歌员工为了提高办公室里的薪酬透明度，制作了一个电子表格让同事们分享自己的薪酬信息。在过去两周里，我看到有许多媒体报道与此事有关，而且很多评论都说其他人也应该这么做，效果非常好。
我理解这种评论的动机。大家都想确保自己在薪酬上得到了公平对待。从表面上看，与同事公开讨论薪酬来对抗薪酬不平等听起来是个可行的解决方案。但这其实是个糟糕的想法，理由如下：
薪酬待遇从来都不简单
某个职位的薪酬通常会在一个区间内，而不会是固定值。从事同一工作的员工的薪酬会在一个区间内，不一定都会获得相同的薪酬。
这不是员工薪酬机制的运作方式。影响一个人薪酬的因素有很多，比如多年经验、特殊技能组合、证书、管理经验、绩效等。
除非你还打算要求所有人在分享他们薪酬的同时分享简历和绩效评估，否则你不可能知道让你和同事的薪酬不相等的所有因素。
你的雇主也会和“劳动力市场”中争夺同一种人才的其他雇主比较薪酬。雇主们通过地理范围、行业、组织规模以及其他因素来定义劳动力市场，这些因素都会影响员工的薪酬。一个组织也会在多个劳动力市场中争夺人才。
比如，在西雅图，从小初创公司到谷歌、微软、亚马逊和 Facebook 等科技巨头都在争夺科技人才。如果雇主想要雇佣软件开发者和其他相关工人，就必须提供比人力资源、销售、营销等部门更好的薪酬待遇。
因此，工程经理的薪酬不大可能和人力资源经理的薪酬一样。你也许不喜欢这种情况，但这实际上很公平。市场对人力资源经理的争夺并不激烈。
我们都是凡人
你是否觉得公开和同事分享薪酬会让事情变得难堪呢？绝对会这样。一些人赚的比其他人多，而如果公司内没有对薪酬差异的公开讨论，你就会自己想为什么会出现这种差别。
人们肯定会产生愤恨情绪。很可能工作中的确存在一些歧视，也可能是其他人的条件更好，因此可以要求更高的薪酬。
因此，尽管我认为薪酬透明至关重要，但在电子表格中分享薪酬并不能解决薪酬平等的问题。误解这一数据的空间太大。
而且，肯定有一些人对公开和同事谈论薪酬感到不适。这些人怎么办呢？如果他们不愿意和同事分享自己现在的薪酬，是否他们就不应该在薪酬上获得平等对待呢？
我们和他们的对立并非解决之道
真正的薪酬透明应该是雇主和员工间的公开对话。根据随意分享的误导数据而向人力资源部门要求薪酬平等，这不大现实。
谷歌（和其他雇主）需要从这次事件中吸取的教训是，当和雇员就薪酬策略以及实践沟通不畅时，当公司无法确保薪酬机制依然公平时，员工们就有了猜测的余地。
而员工的猜测不大可能对公司有利。缺少信息自然会导致信任崩溃。
最近我们做了一项员工调查，询问他们是否认为自己目前获得的薪酬低于自己应得的。结果显示，有 55% 认为自己的薪酬低于市场价的人，实际上的薪酬就是市场价或高于市场价。人们通常不会因为自己的薪酬低于市场价而离职，但会因为认为自己的薪酬低于市场价而离职。
如果公司对于薪酬策略太过于守口如瓶，他们就有可能因为误解而失去自己最优秀的员工。
而如果确实存在不公平的地方，坦诚公司将如何消除不平等对于维持员工的信任就很有用。比如，Salesforce 首席执行官马克·贝尼奥夫 (Marc Benioff) 最近宣布 ，将积极审视公司内任何可能导致男女共同不同酬的问题，他将仔细检查全公司 1.6 万名员工的薪酬情况。
他也承认，要解决这一问题可能要花几年时间，但这是他公开承诺的第一步。其他公司也可以仿效，更公开地讨论薪酬实践。
这并不意味着要公开所有人的薪酬，而是要主动地和员工讨论薪酬。对薪酬进行保密的坏处要比好处多。
Sharing Salaries In A Spreadsheet Is Not The Way To Pay Transparency
I’ve seen a lot of media coverage in the last couple weeks regarding one former Google employee’s effort to bring more paytransparency to her workplace by creating aspreadsheet for co-workers to share their salary information with one another. Since that story broke, the commentary has been along the lines of, “Yes! You should do this, too. Just tell everyone what you make. It will work out great.”
I understand the motivation. Everyone wants to ensure they’re being paid fairly. On its face, battling against potential pay inequity by openly discussing pay with co-workers sounds like a valid solution. But here’s why it’s actually a terrible idea.
Compensation Is Not That Simple
Salaries typically fall within a range, rather than being a set number for a specific position. Different employees working the same job will hopefully be somewhere within that range, but won’t necessarily have identical salaries.
That’s not how employee compensation works. There are many factors that may have an impact on someone’s compensation — years of experience, special skill sets, certifications, management experience, performance, etc.
Unless you’re planning to ask everyone to share their resumes and performance evaluations along with their salary, you can’t possibly know all the factors that may have impacted a co-worker’s compensation compared to your own.
If companies are too close-mouthed about how they set compensation … they risk losing their best employees over a misunderstanding.
Your employer is also hopefully comparing pay data at your organization with similar employers competing for the same talent in your city — what’s called a “labor market.” Employers define labor markets using geography, industry, the size of the organization and a number of other facets that can have an impact on compensation for employees. A single organization may be competing for talent in more than one labor market.
For example, in Seattle, the tech talent pool is highly sought after by companies ranging from small startups to the tech giants Google, Microsoft, Amazon and Facebook. If you employ software developers and other related workers, you may have to be more competitive with pay packages for that set of employees than you would be for other departments — human resources, sales, marketing, etc.
So, a manager in engineering likely won’t make the same salary as a manager in human resources. You don’t have to like it, but that actually is fair. The market for human resource managers simply isn’t as competitive.
We’re Only Human
Do you think things might get awkward if you share your salary openly with your co-workers? It absolutely will. Somebody is going to be making more than somebody else, and if there isn’t an open dialogue happening with your company about why people are paid theway they are, you’re left to figure out why the differences might exist.
Resentment is almost guaranteed. It’s certainly possible that there’s some discrimination at work. It’s also possible that someone has better qualifications than you, and therefore demands a higher salary.
So while I believe transparency around pay is essential, sharing salaries in a spreadsheetisn’t going to solve issues around pay equity. There’s too much room for misunderstanding the data and what it actually is revealing.
Also, some people will just never feel comfortable talking openly about their own pay with peers. What about them? Do they not deserve fair pay if they’re not willing to share with co-workers what they’re currently making?
Us Versus Them Is Not The Path Forward
True pay transparency should be an open dialogue between employers and employees. Storming your HR department to demand fair pay based on what could be misleading data shared haphazardly is unlikely to result in what you really want — fair pay based on the current labor market for your position and qualifications.
What Google (and other employers) need to take away from this is that when you’re notcommunicating well with your employees about your compensation strategy and practices, and how you as a company are ensuring that pay remains equitable, you leave room for speculation.
People are not always leaving companies because they’re underpaid, but because they believe they are.
And the speculation is unlikely to be favorable. A lack of information naturally leads to a breakdown in trust.
We recently asked our employee survey respondents whether they believed they were underpaid. It turns out 55 percent of those who felt underpaid were actually paid at or above market value. People are not always leaving companies because they’re underpaid, but because they believe they are.
If companies are too close-mouthed about how they set compensation — what data they use, how they determine their labor markets, why employees fall where they do within a range — they risk losing their best employees over a misunderstanding.
And, if pay inequities do exist, being open about how the organization is attempting to remedy those inequities can go a long way in maintaining trust with employees. Salesforce CEO Marc Benioff, for example, recently announced that he’s actively examining any issues that may exist around a gender pay gap at the company by closely examining the salaries of its 16,000 employees.
He has admitted that it may take a couple of years to rectify all the issues, but it’s a first step — and one that he’s making publicly rather than behind closed doors. Other companies would be wise to follow suit and discuss compensation practices more openly.
That doesn’t mean posting everyone’s salary up on the wall, but it does mean being proactive about discussing compensation with your employees. Keeping it secret does far more harm than good.
来源：TC
TC
2015年08月31日
TC
YC旗下创业公司GO1，想要挑战企业传统合规培训
美国企业孵化器Y Combinator 2015年夏季主打公司GO1，一家成立于北美的员工培训企业，旨在用更有效更新潮的方法教育和培训员工。
想必在大公司工作过的人都应该体验过完成年度合规培训的挫败感。通常情况下，所谓的合规培训就是要你连续看几个小时的网络研讨会，会议的内容是教你如何成为公司团队的一员，如避免腐败等等。举个简单的例子，你要浏览每张幻灯片的信息，哪怕幻灯片上的内容非常浅显易懂。
GO1的培训教师团队由来自牛津大学的澳大利亚人组成，GO1运用的一些培训理念是经过育智科技企业（比如Coursera和Udemy）实践认证的。
GO1的创始人Andrew Barnes是一位罗德学者（猎云网注：罗德奖学金是一个世界级的奖学金，有“全球本科生诺贝尔奖”之称的美誉，得奖者被称为“罗德学者”。），是牛津大学的教育技术硕士。“对于很多公司而言，合规培训是特定的。”Barnes在采访中说道，“可是走形式的合规培训简直是在滥用员工的时间，造成员工对公司不满；真正的员工培训应该是让员工变得更有实力。”
GO1可为不同的组织机构定制不同的培训计划，它要么根据市场需求给组织机构增加培训课程，要么根据每个公司自身的材料制定计划；而不是随便放50页PPT就完事了，GO1的培训课程会请成功人士为你演讲，比如邀请一位将军，他会留给你两个有多项选择的问题，问题的内容是关于他所讲的故事对你的工作有何帮助。
公司可以上传任意PPT和网页文件到GO1上，它会自动将你上传的资料转换为超级文本标记语言（HTML）格式，以供员工下载。不管你是用笔记本电脑、平板电脑还是其它移动设备上传，员工都能看见这些文件；而且他们还能边看边做笔记，以备后续参考用。
“员工培训是个非常分散的市场，里面有很多小型提供商；这让人力资源管理者和员工很头疼。”Barnes说道，“我们的目标是就是帮管理者和员工解决这个问题，满足公司的培训和学习需求。”
在很多情况下，员工的合规培训是法律所需。比如，加利福利亚所有超过50名员工的公司根据法律要求，需为员工提供有关性骚扰的培训。Barnes在采访中说：“现在有很多公司根本不按法律办事，要么是因为他们没有意识到违法的后果，要么是因为他们觉得按法律办事有点困难。”
一年前，GO1在澳大利亚建立，从那时起，它一共为15万用户提供了培训计划，服务了近百家企业。
GO1为澳大利亚一家大的银行提供有关急救方面的培训，对银行员工和顾客进行应急急救教育。
GO1计划在参加YC项目期间打开在北美的市场，它对那些只有10名以下员工的公司提供免费的服务，对大公司也只收每用户1美元/每月。
YC-Backed GO1 Wants To Make Compliance Training Suck Less
GO1, an employee training startup out of Y Combinator’s Summer 2015 cohort, is launching in North America to help companies onboard and educate their employees in a more effective fashion.
Anyone who has worked for a large company knows the frustration of completing yearly compliance training. Generally this means watching a couple of hour-long web seminars about being a team player or avoiding corruption, for instance, which require you to click through slides of information that all seems rather obvious.
Founded by an Australian team of educators out of Oxford University, GO1 is applying some of the concepts proven by edtech startups, such as Coursera and Udemy, to employee training.
“For a lot of companies, compliance training is fairly ad-hoc,” says GO1 founder Andrew Barnes, who is a Rhodes scholar finishing up a masters in Education Technology at Oxford. “It’s a really bad use of people’s time and it creates a sense of resentment toward the company, when really, training should be empowering the staff.”
Organizations using GO1 can customize their own white-labelled training portal by either adding courses from GO1’s marketplace or creating their own with company materials. Instead of a generic 50-slide PowerPoint presentation about why listening is important, a GO1 course might feature a TED Talk by an Army general followed by two multiple-choice questions about how his story applies to your job.
Companies can upload any PowerPoint or web document to GO1, which automatically converts it into an HTML format that employees can download. Whether on a laptop, mobile device, or tablet, employees can view the documents and jot down notes that are saved for later reference.
“This is a very fragmented market, there are a lot of small providers and a lot of frustration for HR managers and employees,” says Barnes. “Our goal is to be the solution for both ends of that equation and provide a consistent single interface for all a company’s training and learning needs.”
In many cases, employee compliance training is required by law. All California businesses that employ more than 50 people, for instance, are legally obliged to provide sexual harassment training to their staff, according to Barnes. Currently many companies aren’t abiding by this law, Barnes says, either because they’re not aware of the legal consequences or because it’s too difficult to do so.
GO1 launched in Australia a year ago, and has since provided training for over 150,000 users spread across nearly a hundred companies.
Customers range from the largest ambulance training program in Australia to a major bank that’s using GO1 for both staff and customer education.
GO1 will focus on growing its business in North America for the duration of the YC program. The service is free for companies with under 10 employees, and currently costs $1 per user per month for larger companies.
Source:TC
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