For years, BrewDog invited fans to become “Equity Punks.” Not just customers. Owners. Across seven crowdfunding rounds, roughly 220,000 investors poured in about £75 million (that’s more than $100 million).
“Well
“Take out your phone and open your ChatGPT app. Type this prompt: ‘Based on my past conversations, analyze my behavioral tendencies.'”
At a company keynote in Las Vegas, Salesforce CEO Marc Benioff invited the international employees to stand. He then joked that ICE agents were in the back of the room, ready to deport them. He doubled down with more immigration-enforcement punchlines. The crowd responded with faint boos. Slack lit up with employees calling the comments
“If you fire her, she will sue you and I will testify.”
AI meeting agents are everywhere. They join Zoom calls, transcribe conversations, summarize action items, and promise to save employees hours of note-taking. From a business perspective, the upside is obvious: better documentation, fewer “I don’t remember saying that” disputes, and cleaner follow-up.
I keep getting asked how employers can legally maintain DEI programs in today’s political climate. A federal judge just answered that question in a lawsuit the Missouri Attorney General brought against Starbucks—and in dismissing it, handed corporate America a roadmap.
When I was a kid, Mr. Rogers’ Neighborhood wasn’t background noise. You sat on the floor. You watched. You waited for him to come through the door, change his shoes, and pull on that cardigan. Nothing flashy happened. No one was mocked. No one was humiliated. No one “won.”
And yet, by the end, you
This week, the EEOC sent a strong message to corporate America when it went to federal court to force Nike to turn over years of documents tied to allegations that its DEI programs discriminated against White employees.
The EEOC isn’t suing Nike for discrimination—at least not yet. Instead, it has filed a subpoena enforcement action
Employers face a legitimate—and growing—problem: if older employees aren’t retiring on schedule (or at all), how do you plan for leadership transitions and future staffing needs without committing age discrimination?
The answer starts with recognizing that today’s workforce doesn’t retire the way it used to. Many employees expect to work past 65, often for financial
“When are you retiring?” That’s not an employer’s call to make.
Here’s a rule that employers still manage to forget or ignore: the decision about when to retire belongs to the employee. Start nudging. Start hinting. Start asking. Start factoring it into employment decisions. And you’re flirting with, if not outright committing, age discrimination.
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