James' World 2

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In May, Charlie Youakim, the CEO of buy now pay later (BNPL) firm Sezzle went on the World of DaaS podcast which is hosted by Auren Hoffman, the CEO of Safegraph, a large location data broker. Both companies are data harvesters that package and resell data to other parties. Towards the end of the episode, the two self-professed data nerds segued to a favorite subject amongst entrepreneurs: Team-building, a euphemism for hiring, managing, and firing. Or, as Hoffman put it, “Moneyballing for talent.”

“It’s very similar to our product, taking as much data as you can at the initiation of meeting someone and use that data as part of this matrix of how you look at them and evaluate,” Youakim said. “We use Wonderlic”—an aptitude test whose validity in a variety of settings has long been controversial—” but it’s not the be-all-end-all for us. It’s a data point. So we look at that. If you’re a younger potential employee, I want to see a transcript. Like how did you do in school? What was your GPA?” Later they referred to SAT scores as another data point.

Then, Hoffman floated an idea: “​​Now if there is, like, a World of DaaS listener out there and they started a co-op to gather all the data of, like, inputs of what people look like and then how good they did in your company and you could see this across thousands of companies….”

“That’d be awesome,” Youakim said.

“Would that be something you’d want to subscribe to or something?” Hoffman asked.

“Oh, absolutely,” Youakim enthused.

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A toxic work culture is the biggest reason why people quit, and it’s 10 times even more important than pay, according to research published in the MIT Sloan Management Review. But what exactly does a toxic workplace actually look like?

Researchers analyzed 1.4 million Glassdoor reviews from nearly 600 major U.S. companies and found employees describe toxic workplaces in five main ways: non-inclusive, disrespectful, unethical, cutthroat, and abusive.

“Employees can have hundreds of different criticisms about their organization that they discuss on Glassdoor,” from IT problems to clueless management, says Charlie Sull, a researcher on the analysis. “Most won’t have a powerful emotive effect on their assessment of the organization, but we’re looking at a small sample of topics that do have a large effect on a company’s Glassdoor rating.” Those same factors can cost companies billions of dollars in employees quitting.

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A few years ago at a company picnic, I joined a handful of colleagues helping to haul boxes of sandwiches and soft drinks through the park. All of us had signed up for this manual labor a few days prior, back at the office. And all of us, it turned out, were women.

The gender imbalance of the picnic crew felt representative of a larger dynamic that I’d seen play out throughout my career. When a request for volunteers went out, women often seemed to be the ones who shuffled their schedules accordingly.

Out of sheer curiosity, I asked a couple of male co-workers why they hadn’t helped carry items for the picnic or responded to some other recent calls for volunteers. None of them had anything against the idea of helping in theory, they said. They’d just thought, I’m too busy.

I’m too busy. It’s a seemingly innocuous thought that can wind up having major consequences for equality in the workplace, as a report from the nonprofit Center for Talent Innovation shows.

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The good news is that a lot of white men support DEI efforts.  Photo by Reuters/Andrew Winning

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