In an update Thursday, the company now says it won’t mandate either a specific return date or amount of time in the office.
Instead, it will let individual teams decide their own hybrid-working strategy, with managers taking a call based on discussions with colleagues.
“We haven’t ironed out every different scenario, but we’re asking employees to think about what works for them, where they do their best work, and how does your team work best,” Teuila Hanson, LinkedIn’s chief people officer, told Insider.
“This is with the understanding that our employees are truly coming from a place of what works best for them.”
That could in theory see some teams favor all five days a week in the office, whereas some may never come in at all.
Data indicates staff will opt for the middle ground. In an internal poll, 87% of LinkedIn’s 16,000 global workers said that they would still like to come into the office at least some of the time. Hanson said the company still plans to invest in its physical office space.
“It’s going to be hard, it’s going to require our managers to talk to us and to engage in dialogue as leaders and as an organization,” said Hanson.
Many of LinkedIn’s offices have not fully reopened, with individual workplaces set to open on a location-by-location basis based on local guidance.
US technology firms have differed on the return to work. Apple and Google have told employees they should expect to work two to three days in the office. Others, such as Twitter, are allowing employees to be fully remote if they wish.
LinkedIn is not currently mandating that employees in the office must be double-vaccinated.
LinkedIn has gone for a trust-based approach to the office
LinkedIn is leaning into the idea that companies should trust employees to know where they work best.
This will be an important factor in a smooth return to work, said Claudia Crummenerl, global practice lead and managing director for workforce and organization at Capgemini Invent.
“The trend you can see is there’s a desire to be more flexible and to have choice. Even if people will go to the office three or four days a week, it’s their choice. It’s not somebody forcing them to do something.”
As a solopreneur, I spend a lot of quality time on Linkedin. I enjoy making connections with people in my industry as well as other professionals doing interesting things with their career or businesses.
Whenever I make a new connection, I always send them a message so that the request to become their friend on the platform is more personal and doesn’t seem random.
The art of meeting people on social media has become the number one way I’ve made new friends during the pandemic, as well as business connections that have led to new mentors, partnerships, and even an increase in sales.
So after you connect with someone on Linkedin, what do you say to them and how do you say it? These are the scripts I use to build a genuine online relationship with someone.
Keep the first message concise
The first message you send to a person should be just a few sentences. The goal? For them to know you’re a real person (not spam) and that you’re glad to have virtually met them on the platform.
Begin the message with a quick hello:
It’s nice to meet you! I look forward to learning more about you and hope we can continue to connect.
You can add on a sentence about anything you have in common (location, industry, mutual friends).
A quick intro: I’m _____(name) and I _____ (job, business, etc.). I connected with you because ____________.
Looking forward to following your adventure here.
Be sure to reach out with value
Over the next few weeks, find a reason to message the person again. This time, provide value. Compliment them on something they’ve done (a job promotion, a post they wrote on the platform, news about them or their company, etc.).
Here’s an example:
It was great to see _____(news, promotion, post they wrote). I enjoyed learning about _______ and find it useful as I _____(add in a personal detail about you). I look forward to continuing to follow your adventure.
You can also share something with them that you think they would like (an article, podcast, book, conference, etc.).
Here’s an example:
It’s been a pleasure following you on this platform. I was recently listening to this podcast episode about ____ and thought it might be something you enjoy because you often discuss ______ topic. Give it a listen if you’re interested! I look forward to continuing to stay up to date on your adventure.
Only make an ‘ask’ once there’s a relationship
If the person you’ve connected with has responded to previous messages and you’ve built a genuine relationship with them, it’s OK to take things to the next level with a specific ask from them, such as connecting in person or over the phone.
You can send a message like this:
It’s been a pleasure chatting with you here over the past few months. If you’re interested, ______ (ex: let’s meet for coffee/jump on a 20-minute call).
I’d be interested in hearing more about ______ (your career journey, business,etc.) and sharing more about ______ (your career journey, business,etc.).
Even though connecting with someone on the internet might feel a little less personal than meeting in-person, you still want to treat the relationship with authenticity and not be in a rush to use it as personal gain or for personal value.
Ease into getting to know the person before asking for anything. That’s the true secret to LinkedIn connections and online networking.
“Interested candidates are encouraged to creatively and authentically showcase their skillsets and experiences, and use #TikTokResumes in their caption when publishing their video resume to TikTok,” the company said.
Several years ago, Rosanna Durruthy took a seat in the reception area of a New York City office. She was there to meet an executive with whom she had talked on the phone for weeks regarding a potential business deal.
When a secretary told the executive, a white man, that Durruthy had arrived, he walked into the reception area, looked around, and went back into his office. He repeated this two times.
“I thought you said she was here,” the executive said to the secretary.
“She is.” the secretary said, pointing to Durruthy, an Afro-Latina. A look of shock washed over the man’s face as if he wasn’t expecting to see a person of color, Durruthy said. He also ended the meeting abruptly despite their strong rapport over the phone.
Durruthy said these types of experiences are far too common for those with marginalized backgrounds. Because of this, she’s dedicated her 35-year career to forging a more inclusive corporate culture.
Today, Durruthy is the head of diversity and inclusion at LinkedIn, where she’s on a mission to inspire others to embrace their unique identity at work. A big part of that personal mission comes from knowing firsthand the pain of not being accepted for who you are in the corporate world.
For Durruthy, Pride Month is a time to double down on the work she’s spearheading. Executives need to focus not only on diversity, but inclusion, she said. One in three LGBTQ+ professionals face blatant discrimination and/or microaggressions at work, per a recent LinkedIn survey.
“As a leader, bravery has had to take different forms,” Durruthy said. “Making people visible often requires not just ‘marching people into a room,’ but having leaders take on new behaviors that allow them to be present when they’re interacting with members of their workforce.”
Durruthy spoke to Insider about the trials and triumphs of her ascension to LinkedIn’s head of diversity, lessons she’s learned along the way, and how she’s clearing the path for other queer professionals.
This interview has been edited for length and clarity.
What does Pride Month mean to you personally and professionally?
Coming of age as a queer Afro-Latina, there was a time when being out just did not seem feasible as a professional. It felt laden with risk. Working now for a company where our mission is to create economic opportunity for every member of the global workforce, it is inspiring and it’s exciting to know that Pride Month is more than the significance of a month. It is about the work created by organizations to create a space where we can each feel safe, where we can be ourselves.
It’s also the recognition that that’s still not an option for everyone. I have a great privilege to lead this work in an environment like LinkedIn, and from the work that we’re doing to create a safer platform for all members. In doing so, it also makes me feel very aware of how much further we have to go to be a part of creating the solution that allows others to feel as comfortable in their skin as I get to be in mine.
You mentioned there was a time where you weren’t comfortable being an openly queer Afro-Latina. When did that change?
I think it happened early in my career, but the irony isn’t lost upon me that it was really a personal reckoning when I was getting ready to accept my first chief diversity officer role [at beverage company Seagram.] It was obvious that I was Black. I was very clear about my Latina heritage and roots. I’m proud to be a Puerto Rican woman. But being gay was something that I was not comfortable with.
I realized I really had to have a conversation with myself about whether I was equipped to lead diversity and inclusion for a company and not be out. And so it was one of those moments where the function of my work itself forced me to come out as opposed to hiding because I felt it would be disingenuous to lead diversity and not authentically be who I am.
What made you want to become a corporate DEI leader? Was there a specific moment in your life where you realized that you had the potential to make a difference?
I think I’m one of those individuals who were fortunate and blessed at a really young age to be aware of what was going on in the world around me. My own intersectional identity gave me the ability, in some cases, to hide that I was gay. It gave me the agility to be in environments where people often assume that I was someone different. There were times where I was made to feel not fully a member of the Black community because somehow being Hispanic made me not qualify as Black at that time, or that being Black made me not Latina enough. So the intersection cuts both ways.
The journey to being myself really came from an understanding of the civil rights era. I saw the work that Martin Luther King, Jr. lost his life for. I knew that I wanted to make a difference when I grew up. And when I began my career, diversity and inclusion didn’t exist. So in many ways, I was preparing for something that didn’t already exist in the business environment.
I feel like it’s been a real journey to create something that’s necessary.
Has there ever been a time when you’ve had to help someone work through difficulties regarding queerness in the workplace?
Yeah, throughout my career, there have actually been numerous times. Even as we look at the most recent research that LinkedIn has released, we look at the fact that over half of LGBTQ professionals today believe that being out negatively impacts your job search, and more than a third of LGBTQ professionals have faced discrimination and/or microaggressions at work.
The work that I do in diversity is not something I do alone. It’s the kind of work that requires others to stand alongside you, not only members of our LGBTQ+ community, but allies as well to recognize and regard the importance of ensuring that everyone in that environment has the ability to realize great potential. But it only happens if the organization empowers and enables that.
Great companies are going to establish clear anti-discrimination and anti-harassment policies. They’re going to create safe spaces for their employees and they’re going to enable brave conversations to take place because these aren’t one-sided conversations. And ultimately, they’re going to commit to inclusive hiring practices and goals, which means they’re willing to stand up and say, “I see you, and I want you in my environment, and I want you to bring your perspective to the work that we’re doing.”
And lastly, it’s not just about bringing people in the door; it’s about building inclusive leaders who are able to unlock the potential in each and every one of their team members, equipping leaders with the skills to understand and confront bias, to actively create a culture of inclusion, and to create the experience of belonging for another.
No one wants the mental stress of having to be someone that they’re not.
Earlier you mentioned the word brave. Could you tell me about a time in your career that you’ve had to be brave?
You just want one time? [laughs] As human beings, there’s always fear in creating something that hasn’t existed before. And the work of diversity, inclusion, and belonging is ultimately still a very new concept, despite the fact that I’ve spent the last 35 years doing this work. And the newness of the concept is this bravery to help people see that each and every one of us is different. We’re born different.
The real bravery of leadership is to create something that didn’t exist previously. When we talk about systemic bias, what we’re also talking about is the permission that society has given to create unfairness, to build in preferences that say you belong here when you come from certain environments or you look a certain way, or your degree is from a certain school, or you speak a certain way.
Ultimately that also lends to how you look, how you walk, the gender you possess, and who you live your life with. And I think bravery happens in each and every day when we say it’s not right, that we are excluding people, that we are designing systems and products and services to benefit some, but effectively are designed to exclude others, to ignore others in many instances.
What is a goal that you want to accomplish in the next year?
I personally would love to see us reach gender parity as an organization in leadership. It may not be in the next year, but I think the progress that we’re making will allow us to see it in a fairly reasonable period of time. And that we continue with the programs and the commitments that we’ve made over the next three years. We’ve pledged to double the number of Black and Latino underrepresented talent in the United States at the senior individual contributor level and beyond. So this year is largely about continuing to make a mark in that progression and that journey of doubling the number of people at LinkedIn who are Black and Latino.
Congratulations to the Class of 2021! This is a big accomplishment and a testament to your hard work and the support of those who stood behind you every step of the way.
In your next chapter as a rising professional, you get to discover what you love to do and get better at that step-by-step.
What lies ahead can be life-changing. Some of you will launch new industries, earn Nobel Prizes, start impactful nonprofits, and better your communities. Maybe one of those people is you.
How do you get from here to there?
The first step is realizing that this one-time period of study you just completed is not the end.
In many ways, it’s just the beginning.
You’re navigating your career at a time that’s being shaped by forces unlike anything we’ve seen before – the sudden shift to online education, the push for diversity and equity, the gig economy and new possibilities for working remotely, and so much more.
The good news for all of you starting your job search is that we’re on the road to economic recovery from COVID-19.
Data from our 2021 Grads Guide to Getting Hired shows the hiring rate for fresh college grads returned to pre-COVID levels in October 2020, which suggests that all of you 2021 grads are heading into a healthier job market.
But this is just one moment. The rapid change underway in the workforce is going to be constant. That means you will need to keep learning to keep pace.
Trust me, it’s not the textbook learning you’ve been doing. This is the fun stuff.
Something I wish I knew earlier in my career: you don’t need to have it all figured out at once.
Your job and what you want to do may change – in five years, three years, or next year. You may have a career pivot (or a few), take time off, have setbacks, grow your skills and learn new ones.
At the end of the day, what employers really want to know is whether you can do the job.
So focus less on what job you want in ten years, and more on how you’re going to keep learning over the next ten years.
It can be as simple as taking time to learn something new every day. Listen to a podcast, read articles and books, keep up with trends and thought leaders, or take online courses. Most importantly, build a network of diverse people so you can learn and grow together.
Start with the network you already have of peers, teachers, and mentors, reach out to alumni, or join interest-based groups. These small steps will broaden your network exponentially.
And it works: Members are 4X more likely to get hired when they leverage their networks on LinkedIn while job seeking.
And though you may not believe it now, you’ll soon be in a place to help others with their careers. By building a strong, diverse network you can help others who face significant barriers to opportunity because of their backgrounds, such as where they grew up and who they know.
It’s on all of us to help create a future where two people with equal talent have equal access to opportunity. By giving a chance to one person, we have the potential to help thousands of people.
I’ll leave you with a story that’s been impactful in my own career.
When I was 10, I asked my dad about a Shakespeare quote that had been taped up next to his work phone for years: “When the sea was calm, all ships alike showed mastership in floating.”
He told me that true character and success is defined not by how you act when everything is going your way, rather it’s how you respond when everything isn’t.
I’ve returned to this conversation often because the seas aren’t always calm, something we’ve all learned over the past year.
Congratulations again on this important milestone. Find what you love to do, and get better at it as you go along.
And remember to keep your head up when the seas aren’t calm. Your professional life will be invigorating, exciting, and sometimes challenging – but it will also be life-changing, and maybe even world-changing.
If you’re a burned out professional day-dreaming of quitting your job, you are might find yourself spending more time on LinkedIn.
Microsoft CEO Satya Nadella said the company saw “record engagement” on LinkedIn, as conversations increased by 43%, content shared increased 29%, and hours learning new skills increased by a whopping 80% in the first three months of 2021.
And despite major job losses following the COVID-19 pandemic, businesses spent 60% more on marketing jobs on LinkedIn over the last year than the previous year – bringing in a total of $3 billion.
“We once again saw record engagement, as LinkedIn’s 756 million members use the network to connect, learn, create content, and find jobs,” Nadella said on a call to investors on April 27.
Though more time spent on LinkedIn might initially suggest an improving job market, Dan Wang, an associate professor at the Columbia Business School who completed a study about LinkedIn learning in January, said the trend has more to do with the changing attitude of wealthy job seekers rather than an indication that the economy is coming back.
“It’s not obvious to me that it’s the availability of jobs that’s driving increased activity on LinkedIn,” Wang said in an interview with Insider.
“Individuals are more contemplative about their career prospects. They were left to reflect more about their careers, their achievements and positions,” he added. “It’s more of these big cognitive shifts that the pandemic has induced that’s simply being reflected in LinkedIn activity.”
A rise in LinkedIn usage could be a sign that the ‘YOLO economy’ is alive and well.
The New York Times’ Kevin Roose recently reported wealthy professionals are leaving their high-intensity jobs in tech and business for passion projects. He coined the new trend the “YOLO (“you only live once”) economy,” as many professionals have realized during the pandemic that life is too short to waste away typing on Excel. Insider has reported on widespread burnout in consulting, tech, media, and other professional industries.
A similar trend happened during the Great Recession in 2008, when white collar workers who lost cushy jobs in finance turned to entrepreneurship. Some today’s hottest companies – including Uber, Venmo, and Instagram – grew out of the financial crisis.
“So it would not surprise me that there would be an explosion of creative energy as well that follows this period,” Wang said.
Wang said active LinkedIn users tend to have college degrees and a “higher than average level of employability.” These people probably used April stimulus checks on improving their professional prospects, rather than basic necessities.
Economists said the post-pandemic recovery was “K-shaped,” or devastating to lower-paid Americans yet fruitful for the richest. Wang said the desire for white-collar workers to follow their passions is “emblematic” of the K-shaped recovery.
“The pandemic gave folks who are already kind of fairly well to do an opportunity to reevaluate their careers and perhaps in the opportunity to have a boost in their careers as well,” he said.
In his final letter to shareholders as Amazon’s CEO earlier this month, Jeff Bezos downplayed concerns about the company’s working conditions, defending it as “Earth’s best employer and Earth’s safest place to work.”
When Amazon announced its quarterly earnings call this week, it leaned on another source to prove that it’s a great place to work: LinkedIn. On Wednesday, the Microsoft-owned job platform published a list ranking “the 50 best workplaces to grow your career in the U.S.” in 2021.
According to LinkedIn’s criteria, Amazon earned the top spot, which the company touted in its earnings release along with high marks on lists by Fortune and Boston Consulting Group.
Amazon did not respond to a request for comment on this story.
LinkedIn did a massive overhaul of its criteria for this year’s list – which it explained in depth in an accompanying blog post – eventually landing on what it said were seven “pillars” that researchers have shown lead to career progression: “ability to advance; skills growth; company stability; external opportunity; company affinity; gender diversity and educational background.”
While any list claiming to rank the “top” anything is ultimately based on subjectively chosen criteria, several seemingly important factors didn’t make the cut, including salary data or any demographic data beyond gender.
LinkedIn confirmed salaries were not factored into the rankings but wouldn’t comment further about salaries on the record.
“In terms of the diversity pillars, we measure gender diversity, specifically, which looks at gender parity within a company, as well as educational background, analyzing the spread of educational attainment among employees. We are working on additional diversity criteria and hope to continue expanding this pillar in future years,” LinkedIn spokesperson Maggie Boezi told Insider in an email.
But the path upward is narrow for employees of color at Amazon.
Among corporate employees, 47% are white, while 34.8% were Asian, 7.2% were Black, 7.5% were Latinx, 3% were multiracial, and 0.5% were Native American. Among senior leadership, 70.7% were white, 20% were Asian, 3.8% were Black, 3.9% were Latinx, 1.4% were multiracial, and 0.2% were Native American.
LinkedIn’s decision to rank Amazon as the best place to grow your career without accounting for racial diversity data may be especially surprising to some members of Amazon’s diversity and inclusion teams, who told Recode that internal Amazon data showed that Black employees are promoted at a lower rate and given worse performance reviews than white coworkers.
As for Amazon’s warehouse workers, Bloomberg reported in December that Amazon is “transforming the logistics industry from a career destination with the promise of middle-class wages into entry-level work that’s just a notch above being a burger flipper or convenience store cashier,” citing government data that showed more than 4,000 Amazon employees are on food stamps in just nine states.
One possible explanation for why LinkedIn’s list still ranked Amazon first despite the above data may be that its list appeared to focus on white-collar workers.
In her blog post explaining the methodology, LinkedIn senior managing editor Laura Lorenzetti, said that the list “since its inception showed professionals where people like them were most eager to work.”
Boezi, the LinkedIn spokesperson, told Insider that the list included all full-time and part-time employees regardless of job title – except freelancers and interns – and that LinkedIn “regressed our findings against outside sources such as the World Bank and the Bureau of Labor Statistics, and evaluated various scoring mechanisms for every pillar we selected.”
While LinkedIn’s list may not single-handedly change jobseekers’ minds, Amazon’s case reveals how the underlying data that goes into such rankings is far from unbiased.
Microsoft beat revenue expectations in its third quarter thanks to soaring demand for its cloud services as people worked from home during the pandemic, the company said in its earnings call on Tuesday.
Here are the six key takeaways from the call:
1. Microsoft’s revenue hit $41.7 billion, beating expectations
Microsoft said revenue hit $41.7 billion, up 19% from the same period last year, beating predictions of $41.03 billion, according to IBES data from Refinitiv.
Revenue in its “Intelligent Cloud” division was $15.1 billion, up 23%. Azure, the company’s cloud-computing platform, grew revenue by 50%.
“Digital technology will be the foundation for resilience and growth over the next decade,” CEO Satya Nadella said.
2. LinkedIn is doing really well, and we’re spending 80% more hours on it
Revenue for professional networking site LinkedIn increased 25%. The number of conversations on the site rose by 43%, and content being shared rose 29%.
Overall, the hours people spent on LinkedIn was up by 80%.
It now has 756 million members.
Microsoft said it expected continued revenue growth as the advertising and employment markets recover from the pandemic.
3. Teams now has more than 145 million daily active users, nearly double the amount last year
The workplace chat platform Teams has almost doubled its daily active user numbers to more than 145 million since last year.
Nadella said that, even in countries where workers are returning to the office, such as Australia, New Zealand, and South Korea, Teams was still growing.
4. Xbox Series X and S consoles are in high demand, and Minecraft is still adding users
There was “record engagement” in its gaming segment, with revenue up 50%, CFO Amy Hood said.
Xbox hardware revenue climbed 232% thanks to the release of new consoles. Demand for the Series X and S consoles “significantly exceeded” supply, Hood said.
Xbox content and services revenue was up 34%, fueled by Minecraft’s popularity. The sandbox video game has more than 140 million monthly active users, up 30% since last year. Players have spent more than $350 million on add-ons since 2017.
5. Dividends and share buybacks increased from last year
Microsoft returned $10 billion to shareholders through dividends and share repurchases, up 1% compared to the same time last year.
6. The US military is using Microsoft’s AI services
Azure’s artificial intelligence platforms are being used by big public and private organizations, including AT&T, Duolingo, and the US Army.
“We’ve seen dramatic advances in research and development by OpenAI whose models are trained and hosted exclusively on Azure, ” Nadella said.
The US Army will use HoloLens mixed-reality headsets, integrating with Microsoft’s cloud services. The headsets will give troops “next-generation night vision,” the US Army said in a press announcement last month.
Last week, hundreds of companies, law firms, and nonprofits united to oppose restrictive voter laws in an ad published in The New York Times and Washington Post.
Hoffman, now a partner at the venture capital investment firm Greylock, was one of the business leaders who signed the statement, which said in part: “Voting is the lifeblood of our democracy, and we call upon all Americans to take a nonpartisan stand for this basic and most fundamental right of all Americans.”
Following widespread claims of voter fraud in the 2020 election, legislators from nearly every state have introduced a total of 361 bills with restrictive voting measures, the Brennan Center for Justice at New York University said. Five of those have already been signed into law, with dozens more moving through legislatures, according to the center.
The personal data of 1.3 million Clubhouse users has leaked online on a popular hacker forum, according to a Saturday report from Cyber News.
The scraped data of Clubhouse users includes names, social media profile names, and other details.
Clubhouse did not immediately respond to Insider’s request for comment that was made on Saturday. As Cyber News reported, the exposed data could enable bad actors to target users through phishing schemes or identity theft.
Clubhouse on Sunday pushed back on the Cyber News report, posting on Twitter: “Clubhouse has not been breached or hacked,” it said. “The data referred to is all public profile information from our app, which anyone can access via the app or our API (application programming interface).”
The invite-only social media app launched in March 2020 and has grown into a popular platform and attracted millions of users. Its audio community allows users to tune into conversations, or “rooms,” about various topics. The company is reportedly in talks for a funding round that values the company at $4 billion.
The development comes after two high-profile data breaches surfaced within the past week.
Paul Prudhomme, an analyst at security intelligence company IntSights, told Insider that the exposed data is significant because bad actors could use it to attack companies through their employees’ information.