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。
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)。
“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.
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。
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。
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。
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.
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。
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.