While Amazon claims it has taken serious measures to increase facility cleanings and encourage social distancing measures at its fulfillment centers, workers nationwide feel the tech giant’s response to the coronavirus pandemic has been inadequate.
Workers have complained that Amazon has maintained standard work procedures such as fulfilling an hourly pack rate to meet customer demand, which can be used to track and reward (or demote) worker performance. Employees claim the metrics don’t allow them time to practice safe sanitary practices like visiting the bathroom to wash their hands after sneezing or coughing. They also raised concerns about standing meetings, where workers are gathered shoulder-to-shoulder to receive updates.
Many workers have also lodged concerns about lack of transparency regarding confirmed cases at their warehouses. Multiple walkouts have been staged after confirmed cases were reported and the warehouses continued operations. Workers believe their managers are not disclosing the real number of cases.
The following is a non-exhaustive timeline of employee unrest at Amazon, and some of the company’s reactions.
- March 13: Two Amazon HQ office workers are diagnosed with COVID-19.
- March 16: Amazon announces effort to hire 100,000 additional employees and qualifying employees will receive increased pay of $2/hour in the US, Canada, the UK, and EU countries.
- March 17: Amazonians United NYC write a post on Medium petitioning for coronavirus protections from Amazon CEO Jeff Bezos. As of this writing, 5,210 workers from around the world have signed this petition.
- March 18: Workers at the DBK1 warehouse in Queens, New York, receive confirmation that a worker has been diagnosed with COVID-19. This is the first confirmed case at an Amazon warehouse.
- March 29: Two workers are diagnosed with COVID-19 at the EWR4 warehouse in Robbinsville, New Jersey.
- March 30: At least a dozen workers walk off the job at EWR4 in Robbinsville. Workers at Staten Island JFK8 warehouse stage an organized walkout led by Chris Smalls. He is fired later that day.
- March 31: Whole Foods workers organize sick-out demanding “guaranteed paid leave for employees who isolate or self-quarantine instead of coming to work; reinstatement of health care coverage for part-time and seasonal workers; hazard pay for coming to work; and the implementation of policies to facilitate social distancing between workers and customers.”
- April 1: A third confirmed case of coronavirus is announced to workers at the DTW1 warehouse in Romulus, Michigan. A handful of workers walkout.
- April 3: Chicago workers stage walkout after a colleague tests positive for COVID-19 a week earlier, demanding the facility be closed and sanitized.
- April 7: Amazon pilots disinfectant fogging, mandates social distancing, temperature checks, and masks throughout shifts.
- April 10: Amazon fires UX designers and outspoken members of Amazon Employees for Climate Justice Emily Cunningham and Maren Costa. A warehouse operations manager from Hawthorne, California dies of COVID-19, the first reported death at Amazon.
- April 13: Amazon says 100,000 jobs have been filled and another 75,000 will be added. Amazon encourages workers from especially impacted industries like hospitality, restaurants, and travel to apply.
- April 14: Amazon confirms firing Bashir Mohamed, a Minnesota worker who had also been calling for safer work conditions.
It is unclear exactly how many employees participated in each of the walkouts. It is unlikely that a protest by even 300 workers of the nearly 300,000 Amazon employees would have a major impact on production, or Amazon’s practices, for that matter.
But their efforts are gaining traction. New York Attorney General Letitia James, Senator Bernie Sanders, Representative Alexandria Ocasio-Cortez, and New York City Mayor Bill de Blasio have all made public statements denouncing Amazon’s treatment of its workers. Attorney General James is considering legal action for Chris Smalls firing.
Amazon has made significant efforts to use its resources as a positive force in the pandemic. The Amazon coronavirus blog tracks its charitable efforts, including donating laptops to Seattle students for remote learning and opening a Neighborhood Small Business Relief Fund in Seattle, among many other charitable moves. Though commendable, how a corporation treats its workers reveals a fundamental truth about its priorities.
According to Forbes, Jeff Bezos is the richest man in the world with an estimated net worth of $145.1 billion. Amazon recorded $280.5 billion in revenues and a record $11.5 billion in net profit in 2019.
One New Jersey warehouse worker has been on unpaid leave since March 13. Rachel Belz told Yahoo! Finance that she elected to stay home when at least 12 workers at her warehouse tested positive for the coronavirus, fearing exposing her son and parents to the deadly virus. “Money is a renewable resource – they’re not.”
Keep your company’s operations lean by following these proven strategies
(BUSINESS) Keeping your operations lean means more than saving money, it means accomplishing more in less time.
The past two years have been challenging, not just economically, but also politically and socially as well. While it would be nice to think that things are looking up, in reality, the problems never end. Taking a minimalist approach to your business, AKA keeping it lean, can help you weather the future to be more successful.
Here are some tips to help you trim the fat without putting profits above people.
Artificial intelligence frees up human resources. AI can manage many routine elements of your business, giving your team time to focus on important tasks that can’t be delegated to machines. This challenges your top performers to function at higher levels, which can only benefit your business.
Consider remote working
Whether you rent or own your property, it’s expensive to keep an office open. As we learned in the pandemic, many jobs can be done just as effectively from home as the workplace. Going remote can save you money, even if you help your team outfit their home office for safety and efficiency.
In today’s world, many are opting to completely shutter office doors, but you may be able to save money by using less space or renting out some of your office space.
Review your systems to find the fat
As your business grows (or downsizes), your systems need to change to fit how you work. Are there places where you can save money? If you’re ordering more, you may be able to ask vendors for discounts. Look for ways to bring down costs.
Talk to your team about where their workflow suffers and find solutions. An annual review through your budget with an eye on saving money can help you find those wasted dollars.
Find the balance
Operating lean doesn’t mean just saving money. It can also mean that you look at your time when deciding to pay for services. The point is to be as efficient as possible with your resources and systems, while maintaining customer service and safety. When you operate in a lean way, it sets your business up for success.
How to apply to be on a Board of Directors
(BUSINESS) What do you need to think about and explore if you want to apply for a Board of Directors? Here’s a quick rundown of what, why, and when.
What does a Board of Directors do? Investopedia explains “A board of directors (B of D) is an elected group of individuals that represent shareholders. The board is a governing body that typically meets at regular intervals to set policies for corporate management and oversight. Every public company must have a board of directors. Some private and nonprofit organizations also have a board of directors.”
It is time to have a diverse representation of thoughts, values and insights from intelligently minded people that can give you the intel you need to move forward – as they don’t have quite the same vested interests as you.
We have become the nation that works like a machine. Day in and day out we are consumed by our work (and have easy access to it with our smartphones). We do volunteer and participate in extra-curricular activities, but it’s possible that many of us have never understood or considered joining a Board of Directors. There’s a new wave of Gen Xers and Millennials that have plenty of years of life and work experience + insights that this might be the time to resurrect (or invigorate) interest.
Harvard Business Review shared a great article about identifying the FIVE key areas you would want to consider growing your knowledge if you want to join a board:
1. Financial – You need to be able to speak in numbers.
2. Strategic – You want to be able to speak to how to be strategic even if you know the numbers.
3. Relational – This is where communication is key – understanding what you want to share with others and what they are sharing with you. This is very different than being on the Operational side of things.
4. Role – You must be able to be clear and add value in your time allotted – and know where you especially add value from your skills, experiences and strengths.
5. Cultural – You must contribute the feeling that Executives can come forward to seek advice even if things aren’t going well and create that culture of collaboration.
As Charlotte Valeur, a Danish-born former investment banker who has chaired three international companies and now leads the UK’s Institute of Directors, says, “We need to help new participants from under-represented groups to develop the confidence of working on boards and to come to know that” – while boardroom capital does take effort to build – “this is not rocket science.”
NOW! The time is now for all of us to get involved in helping to create a brighter future for organizations and businesses that we care about (including if they are our own business – you may want to create a Board of Directors).
The Harvard Business Review gave great explanations of the need to diversify those that have been on the Boards to continue to strive to better represent our population as a whole. Are you ready to take on this challenge? We need you.
Average age of successful startup founders is 45, but stop stereotyping
(BUSINESS) Our culture glorifies (yet condemns?) startup founders as rich 20-somethings in hoodies, but some are a totally different type.
There’s a common misconception that startups are riddled with semi-nerdy, 20-something white dudes who do nothing but sip Nitro Brews and walk around the open office showing off the hoodie they wore yesterday. It turns out that it’s extremely rare that startup offices resemble The Social Network.
However, the academic backdrop for the real social network story (AKA Harvard), produced statistics that will serve to put the aforementioned misconception to rest. According to the Harvard Business Review, the average age of people who founded the highest-growth startups is 45. Say what?! A full-fledged adult?!
In fact, aside from the age category of 60 and over, ages 29 and younger were the smallest group of founders that are responsible for heading the highest-growth startups. I guess you can accomplish a lot when you’re not riding around the office on a scooter all day.
The study also found that older entrepreneurs are more likely to succeed. The probability of extreme startup success rises with age, at least until the late 50s. It was found that work experience plays an important role.
Many will argue, “Well, what about someone like Steve Jobs?” You could easily argue right back that it took Jobs until the age of 52 to create Apple’s most profitable product – the iPhone.
The study continues to answer questions like, why do Venture Capitalist investors bet on young founders? This goes back to the misconception at the start, and there’s a notion that youth is the key for successful entrepreneurship. Wrong.
There is also the idea that younger entrepreneurs are likely working with less financial options, so it may be common for them to take something from a VC at a lower price. As a result, they could be viewed as more of a bargain than older founders.
“The next step for researchers is to explore what exactly explains the advantage of middle-aged founders,” writes Pierre Azoulay, et al. “For example, is it due to greater access to financial resources, deeper social networks, or certain forms of experience? In the meantime, it appears that advancing age is a powerful feature, not a bug, for starting the most successful firms.”
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