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As Elon Musk orders Tesla staff back to the office, many tech companies are doing the opposite – CBC News

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A sternly worded internal email, apparently sent by Elon Musk ordering Tesla employees to either return to the office or leave, is raising a lot of eyebrows at a time when employees are increasingly seeking flexible work arrangements. 

In a screenshot of the email, shared on Twitter, the richest man in the world warns employees at his electric car company that remote work is no longer acceptable.

Musk replied to the leaked email on Twitter and said people who think coming into work is antiquated “should pretend to work somewhere else.”

Just two days after that ordered was issued, Reuters reported that Musk sent an email to executives titled “pause all hiring worldwide.” In the email, he said he had a “super bad feeling” about the economy and needs to cut about 10 per cent of jobs at Tesla.

The company and its subsidiaries employ almost 100,000 people.

The hard-line approach on working arrangements from the controversy-prone billionaire, who once tweeted “the coronavirus panic is dumb,” strongly contrasts against how some other CEOs — particularly those in the tech and startup world — are handling this latest phase of working in a pandemic. New research also suggests it’s something employees value as much as a raise, and that it could even contribute to diversity in the workplace.

Vancouver-based entrepreneur Greg Gunn said he’ll give Musk credit for being very clear about what he wants from his employees. 

“It’s a power move,” Gunn said. “Tesla historically has been a great place to work and it’s been a coveted place to work.”

But he said Musk is ultimately “endorsing an old way of building businesses.” He ultimately finds the order disappointing.

WATCH | Hybrid work schedules becoming more common: 

Hybrid work the norm as office workers head back

2 months ago

Duration 0:55

On the streets of downtown Toronto on Monday morning, a number of workers spoke to CBC on their way into the office. While their circumstances differ, on the whole they were pleased to be back, and expecting a mix of office life and working from home to be their norm from now on.

Gunn co-founded Canadian company Commit in 2019, which has always been fully remote. The professional network, which has no physical headquarters, is an online community where startup engineers get paid to find their next career opportunities.

As someone who is strongly in favour of remote workplaces, Gunn said the approach allows him to recruit the best people for the job, regardless of where they live.

He said it also removes obstacles that can make it difficult for some people to integrate into a physical workspace.

“There’s the subtle politics and social capital that you have to gain in an office that, if you’re a caretaker or maybe you have some neurodiversity qualities, it creates barriers.”

Ontario public service more flexible than Musk

While remote work is impossible or impractical for many fields of work, such as health care and education, various sectors are offering different options for employees in this latest phase of the pandemic. 

Even outside the tech sector, Musk’s approach to enforcing full-time office work is stricter than some more traditional workplaces.

The Ontario public service, which includes about 60,000 public servants, so far requires staff who were working remotely to come into the office a minimum of three days a week.

“The OPS remains committed to providing employees with flexibility,” Ontario Treasury Board Secretariat spokesperson Kyle Richardson said in an email to CBC News.

Some bureaucrats who work at Queen’s Park in Toronto, pictured here on June 18, 2021, have more flexible work options than Tesla employees (Chris Young/The Canadian Press)

Canadian insurance company Intact Financial has gone even further, recently launching what it calls a “Hybrid World model,” which allows teams to discuss and plan when they will work from home and when they will work in office. 

Meanwhile, in the highly competitive tech industry, flexible work arrangements is being used as a way to recruit talent.

Video game company Ubisoft Montreal, for example, is now 100 per cent hybrid work and does not enforce minimum in-office work hours. 

“Our employees have the choice to come as they want or stay at home,” public relations manager Antoine Leduc-Labelle said in an email to CBC News.

At video game company Ubisoft Montreal, employees have the choice to work from home or come into the office, as they wish. (Graham Hughes/The Canadian Press)

AirBnb has taken a similar approach, announcing that the vast majority of employees will be allowed to live and work anywhere they want, given that the pandemic ended up being “the most productive two-year period” in the company’s history.

Brian Chesky, CEO of the online vacation rental platform, said limiting the company’s workforce to people who live within a commuting radius would only hurt the talent pool. 

“Today’s startups have embraced remote work and flexibility, and I think this will become the predominant way that we all work 10 years from now. This is where the world is going,” he said in an email sent to staff in April. 

‘This isn’t going to work’

Jose Maria Barrero, a co-founder of the WFH (Working From Home) Research Project, said his gut reaction to Musk’s approach is “this isn’t going to work very well for Tesla.”

He’s been surveying Americans monthly with other academic researchers since the start of the pandemic to gather information about people’s attitudes toward working arrangements.

Barrero said the data generally suggests flexible working arrangements are as valuable as about a 10 per cent pay increase for most people. He said the group’s research suggests women, as well as racial and ethnic minorities, tend to have a higher preference for working from home. 

In the tech industry and beyond, many companies are offering a variety of hybrid work arrangements ranging from options with a minimum number of in-office days to fully-flexible options. (Evan Mitsui/CBC)

He added the caveat that a single, blanket approach to working arrangements across an entire company might not be best.

Instead, he suggested, it’s better if companies look at role-specific work arrangements, based on whether someone works on a factory floor versus developing computer code.

“I think that companies that are asking people back to work [in office] full-time are ignoring this and are basically setting themselves up for the employees to call their bluff,” Barrero said. 

Hard to put the genie back in the bottle

JPMorgan Chase CEO Jamie Dimon acknowledged the new standard directly in his latest annual shareholder letter, in which he wrote “it’s clear that working from home will become more permanent in American business.” 

Dimon said he expects roughly 40 per cent of his employees will continue to work under a hybrid model with varying flexibility. 

Barrero said for many who work desk jobs, things will probably never go back to how they were before the pandemic.

“It’s very hard to put the genie back in the bottle,” Barrero said. 

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Natural gas producers await LNG Canada’s start, but will it be the fix for prices?

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CALGARY – Natural gas producers in Western Canada have white-knuckled it through months of depressed prices, with the expectation that their fortunes will improve when LNG Canada comes online in the middle of next year.

But the supply glut plaguing the industry this fall is so large that not everyone is convinced the massive facility’s impact on pricing will be as dramatic or sustained as once hoped.

As the colder temperatures set in and Canadians turn on their furnaces, natural gas producers in Alberta and B.C. are finally starting to see some improvement after months of low prices that prompted some companies to delay their growth plans or shut in production altogether.

“We’ve pretty much been as low as you can go on natural gas prices. There were days when (the Alberta natural gas benchmark AECO price) was essentially pennies,” said Jason Feit, an advisor at Enverus Intelligence Research, in an interview.

“As a producer, it would not be economic to have produced that gas . . . It’s been pretty worthless.”

In the past week, AECO spot prices have hovered between $1.20 and $1.60 per gigajoule, a significant improvement over last month’s bottom-barrel prices but still well below the 2023 average price of $2.74 per gigajoule, according to Alberta Energy Regulator figures.

The bearish prices have come due to a combination of increased production levels — up about six per cent year-over-year so far in 2024 —as well as last year’s mild winter, which resulted in less natural gas consumption for heating purposes. There is now an oversupply of natural gas in Western Canada, so much so that natural gas storage capacity in Alberta is essentially full.

Mike Belenkie, CEO of Calgary-headquartered natural gas producer Advantage Energy Ltd., said companies have been ramping up production in spite of the poor prices in order to get ahead of the opening of LNG Canada. The massive Shell-led project nearing completion near Kitimat, B.C. will be Canada’s first large-scale liquefied natural gas export facility.

It is expected to start operations in mid-2025, giving Western Canada’s natural gas drillers a new market for their product.

“In practical terms everyone’s aware that demand will increase dramatically in the coming year, thanks to LNG Canada . . . and as a result of that line of sight to increased demand, a lot of producers have been growing,” Belenkie said in an interview.

“And so we have this temporary period of time where there’s more gas than there is places to put it.”

In light of the current depressed prices, Advantage has started strategically curtailing its gas production by up to 130 million cubic feet per day, depending on what the spot market is doing.

Other companies, including giants like Canadian Natural Resources Ltd. and Tourmaline Oil Corp., have indicated they will delay gas production growth plans until conditions improve.

“We cut all our gas growth out of 2024, once we’d had that mild winter. We did that back in Q2, because this is not the right year to bring incremental molecules to AECO,” said Mike Rose, CEO of Tourmaline, which is Canada’s largest natural gas producer, in an interview this week.

“We moved all our gas growth out into ’25 and ’26.”

LNG Canada is expected to process up to 2 billion cubic feet (Bcf) of natural gas per day once it reaches full operations. That represents what will be a significant drawdown of the existing oversupply, Rose said, adding that is why he thinks the future for western Canadian natural gas producers is bright.

“That sink of 2 Bcf a day will logically take three-plus years to fill. And then if LNG Canada Phase 2 happens, then obviously that’s even more positive,” Rose said.

While Belenkie said he agrees LNG Canada will lift prices, he’s not as convinced as Rose that the benefits will be sustained for a long period of time.

“Our thinking is that markets will be healthy for six months, a year, 18 months — whatever it is — and then after that 18 months, because prices will be healthy, supply will grow and probably overshoot demand again,” he said, adding he’s frustrated that more companies haven’t done what Advantage has done and curtailed production in an effort to limit the oversupply in the market.

“Frankly, we’ve been very disappointed to see how few other producers have chosen to shut in with gas prices this low. . . you’re basically dumping gas at a loss,” Belenkie said.

Feit, the analyst for Enverus, said there’s no doubt LNG Canada’s opening will be a major milestone that will help to support natural gas pricing in Western Canada. He added there are other Canadian LNG projects in the works that would also provide a boost in the longer-term, such as LNG Canada’s proposed Phase 2, as well as potential increased demand from the proliferation of AI-related data centres and other power-hungry infrastructure.

But Feit added that producers need to be disciplined and allow the market to balance in the near-term, otherwise supply levels could overshoot LNG Canada’s capacity and periods of depressed pricing could reoccur.

“Obviously selling gas at pennies on the dollar is not a sustainable business model,” Feit said.

“But there’s an old industry saying that the cure for low gas prices is low gas prices. You know, eventually companies will have to curtail production, they will have to make adjustments.”

This report by The Canadian Press was first published Oct. 25, 2024.

Companies in this story: (TSX:TOU; TSX:AAV, TSX:CNQ)

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Corus Entertainment reports Q4 loss, signs amended debt deal with banks

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TORONTO – Corus Entertainment Inc. reported a fourth-quarter loss compared with a profit a year ago as its revenue fell 21 per cent.

The broadcaster says its net loss attributable to shareholders amounted to $25.7 million or 13 cents per diluted share for the quarter ended Aug. 31. The result compared with a profit attributable to shareholders of $50.4 million or 25 cents per diluted share in the same quarter last year.

Revenue for the quarter totalled $269.4 million, down from $338.8 million a year ago.

On an adjusted basis, Corus says it lost two cents per share for its latest quarter compared with an adjusted loss of four cents per share a year earlier.

The company also announced that it has signed an deal to amend and restate its existing syndicated, senior secured credit facilities with its bank group.

The restated credit facility was changed to reduce the total limit on the revolving facility to $150 million from $300 million and increase the maximum total debt to cash flow ratio required under the financial covenants.

This report by The Canadian Press was first published Oct. 25, 2024.

Companies in this story: (TSX:CJR.B)

The Canadian Press. All rights reserved.

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Hiring Is a Process of Elimination

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Job seekers owe it to themselves to understand and accept; fundamentally, hiring is a process of elimination. Regardless of how many applications an employer receives, the ratio revolves around several applicants versus one job opening, necessitating elimination.

Essentially, job gatekeepers—recruiters, HR and hiring managers—are paid to find reasons and faults to reject candidates (read: not move forward) to find the candidate most suitable for the job and the company.

Nowadays, employers are inundated with applications, which forces them to double down on reasons to eliminate. It’s no surprise that many job seekers believe that “isms” contribute to their failure to get interviews, let alone get hired. Employers have a large pool of highly qualified candidates to select from. Job seekers attempt to absolve themselves of the consequences of actions and inactions by blaming employers, the government or the economy rather than trying to increase their chances of getting hired by not giving employers reasons to eliminate them because of:

 

  • Typos, grammatical errors, poor writing skills.

 

“Communication, the human connection, is the key to personal and career success.” ― Paul J. Meyer.

The most vital skill you can offer an employer is above-average communication skills. Your resume, LinkedIn profile, cover letters, and social media posts should be well-written and error-free.

 

  • Failure to communicate the results you achieved for your previous employers.

 

If you can’t quantify (e.g. $2.5 million in sales, $300,000 in savings, lowered average delivery time by 6 hours, answered 45-75 calls daily with an average handle time of 3 and a half minutes), then it’s your opinion. Employers care more about your results than your opinion.

 

  • An incomplete LinkedIn profile.

 

Before scheduling an interview, the employer will review your LinkedIn profile to determine if you’re interview-worthy. I eliminate any candidate who doesn’t have a complete LinkedIn profile, including a profile picture, banner, start and end dates, or just a surname initial; anything that suggests the candidate is hiding something.  

 

  • Having a digital footprint that’s a turnoff.

 

If an employer is considering your candidacy, you’ll be Google. If you’re not getting interviews before you assert the unfounded, overused excuse, “The hiring system is broken!” look at your digital footprint. Employers are reading your comments, viewing your pictures, etc. Ask yourself, is your digital behaviour acceptable to employers, or can it be a distraction from their brand image and reputation? On the other hand, not having a robust digital footprint is also a red flag, particularly among Gen Y and Gen Z hiring managers. Not participating on LinkedIn, social media platforms, or having a blog or website can hurt your job search.

 

  • Not appearing confident when interviewing.

 

Confidence = fewer annoying questions and a can-do attitude.

It’s important for employers to feel that their new hire is confident in their abilities. Managing an employee who lacks initiative, is unwilling to try new things, or needs constant reassurance is frustrating.

Job searching is a competition; you’re always up against someone younger, hungrier and more skilled than you.

Besides being a process of elimination, hiring is also about mitigating risk. Therefore, being seen as “a risk” is the most common reason candidates are eliminated, with the list of “too risky” being lengthy, from age (will be hard to manage, won’t be around long) to lengthy employment gaps (raises concerns about your abilities and ambition) to inappropriate social media postings (lack of judgement).

Envision you’re a hiring manager hiring for an inside sales manager role. In the absence of “all things being equal,” who’s the least risky candidate, the one who:

  • offers empirical evidence of their sales results for previous employers, or the candidate who “talks a good talk”?
  • is energetic, or the candidate who’s subdued?
  • asks pointed questions indicating they’re concerned about what they can offer the employer or the candidate who seems only concerned about what the employer can offer them.
  • posts on social media platforms, political opinions, or the candidate who doesn’t share their political views?
  • on LinkedIn and other platforms in criticizes how employers hire or the candidate who offers constructive suggestions?
  • has lengthy employment gaps, short job tenure, or a steadily employed candidate?
  • lives 10 minutes from the office or 45 minutes away?
  • has a resume/LinkedIn profile that shows a relevant linear career or the candidate with a non-linear career?
  • dressed professionally for the interview, or the candidate who dressed “casually”?

An experienced hiring manager (read: has made hiring mistakes) will lean towards candidates they feel pose the least risk. Hence, presenting yourself as a low-risk candidate is crucial to job search success. Worth noting, the employer determines their level of risk tolerance, not the job seeker, who doesn’t own the business—no skin in the game—and has no insight into the challenges they’ve experienced due to bad hires and are trying to avoid similar mistakes.

“Taking a chance” on a candidate isn’t in an employer’s best interest. What’s in an employer’s best interest is to hire candidates who can hit the ground running, fit in culturally, and are easy to manage. You can reduce the odds (no guarantee) of being eliminated by demonstrating you’re such a candidate.

_____________________________________________________________________

 

Nick Kossovan, a well-seasoned veteran of the corporate landscape, offers “unsweetened” job search advice. You can send Nick your questions to artoffindingwork@gmail.com.

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