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After a two-year battle with regulators, a federal judge ruled in late December to block the merger of grocery behemoths Kroger and Albertsons. The deal fell apart after facing significant pushbackand a lawsuitfrom the Federal Trade Commission under the Biden administration, in part over concerns that unionized grocery workers would have less leverage to negotiate wage increases and respond to layoffs following a merger. Those concerns were not unfounded: The overwhelming majority of grocery workers (92%) are frontline staff in nonsupervisory positions, according to data from the Bureau of Labor Statisticsand as industry leaders, Kroger and Albertsons employ 28% of grocery workers across the country. Hourly wages for all grocery workers have effectively stagnated for the past two decades, hovering just under $18 in 2024 when adjusted for inflation, and weekly earnings have actually dropped by 15%. A new report by the nonprofit organization Economic Roundtablewhich draws heavily on surveys of Kroger and Albertsons workers in California, Colorado, and Washington conducted by the United Food and Commercial Workers unionsuggests that understaffing at these grocery stores impacts many workers and exacerbates the industry-wide issue of depressed wages. For many grocery employees, chronic understaffing and being denied additional hours on the job without a meaningful increase in hourly pay makes it even more difficult to earn a living wage. The report’s authors argue that reduced staffing at grocery stores has affected the shopping experience for consumers, as workers struggle to keep shelves fully stocked and manage their workload. Three-quarters of workers surveyed by UFCW said they struggled to finish assigned tasks during shifts. Kroger itself reported 14.1% fewer labor hours per store in 2023 than in 2019. But the Economic Roundtables report estimates that Kroger decreased labor hours despite increased demand due to e-commerce sales, leading to a labor shortfall of 21% relative to 2019. At Albertsons, which the report found was already understaffed in 2019, the shortfall amounted to 13%. In a statement to Fast Company, a Kroger spokesperson said, We are committed to improving associates wages and benefits while keeping prices affordable for customers. We intentionally staff our stores to keep them running smoothly and creating an outstanding customer experience. Our decisions are data-driven to balance workload, schedules and customer service. Unrealistic demands by UFCW that do not reflect today’s competitive retail landscape will jeopardize the long-term sustainability of unionized businesses and advance non-union competitors. (Albertsons did not respond to a request for comment.) The rise of lower staffing levels alongside wage stagnation also measurably affects workers ability to manage their finances and cover basic expenses. In the UFCW surveys, many grocery workers report getting their hours cut or being denied additional hours by their employera trend that is also captured by BLS data, which indicates that average weekly hours logged by nonsupervisory workers have dropped 11% since 2003 to under 29 hours. Grocery workers are also more likely, on average, to be part-time employees relative to workers in other industries, with the share of workers being 58% greater. By and large, the workers surveyed believed their pay did not fairly compensate them for their workload and experience, and that they saw themselves as essential frontline workers but were not treated as such by their employers. Many of them reported struggling to afford monthly expenses like rent, with more than two-thirds of grocery workers claiming to not have secure housing. Only 16% of grocery workers said they made enough money to cover basic expenses. On average, annual pay for nonsupervisory grocery workers in the regions surveyed is just over $25,000and many such workers are eligible for Medicaid and other federal programs that help support low-income families. Over the past few decades, wage stagnationand the yawning gap between worker pay and executive compensationhas impacted rank-and-file employees across industries. Even so, many workers have actually seen a bump in pay: According to the Economic Roundtable report, weekly earnings have increased by 15% over the past 20 years for production and nonsupervisory workers in other industries. Grocery workers, however, have experienced the opposite, leading to a 50% gap in pay relative to workers in other industriesa shift that the report finds has also coincided with a notable decline in union membership across the grocery industry.
Category:
E-Commerce
If there’s one thing worse than having to assemble a PowerPoint presentation, it’s being forced to sit through an achingly dull one conducted by someone else. So what if there were a better optiona way anyone, regardless of skill, could create a sleek and actually engaging slideshow that looks like a professional designer had a hand in it? If you ask Grant Lee, we’ve already reached the point where that’s possible. And it doesn’t end with presentations. Lee is the founder of an AI-centric startup called Gamma. You may not have heard of it yet, but 50 million people haveand are already using the service. That’s led the scrappy, 30-person company to reach a milestone of $50 million in annual recurring revenue a mere two years into its existence. “I realized just how important it was for people to be able to communicate their ideas in a visual way that others can consume,” Lee says. “Many of us have these ideas in our heads, but then to be able to actually convey that in a way that gets in other people’s headsit’s really hard.” Lee came to that realization while working in investment banking. He spent his days immersed in underwhelming, clunky-to-create slide decks. Now, he wants to make sure no one else is forced to dawdle their days away with those sorts of distractions. If you’ve wasted any amount of time wading through painfully bad presentationsor documents, websites, or social media postsGamma could be just the upgrade you never knew you needed. But, like most generative AI tools of the moment, it isn’t without its limitations. A broader approach to AI creation Let’s get one thing out of the way now: On the surface, Gamma seems an awful lot like another AI-centric startup I wrote about for Fast Company last yeara now-eight-year-old presentation-making service called Beautiful.ai. But while both services do aim to take the pain out of presentation creation, they differ not only in their philosophical foundations but also in the scope of what they offer. “All of these [other] tools actually have the same sort of approach, which is a design-first approach,” Lee says. “We’ve always taken a completely different approach, which is: What if we were design later, or even design last? What if we were content first?” To that end, Gamma encourages you to not even think about things from a visual perspective. Instead, you just focus on the message, and the tool transforms that into any medium and form you want. “You start with writing or an outline or existing notes, then we turn that into something that’s much more dynamic, with rich content that can be shareable,” Lee says. Specifically, when you launch a new project in Gamma, you’re presented with three choices. You can paste in textbe it a series of loose notes or a fully finished document; you can import an existing document, presentation, or slideshow from PowerPoint, Google Slides, or another similar program; or you can simply input a single-line prompt and have Gamma’s network of AI models take the reins from there. Gamma gives you three choices to start creating, all with AI at the core. “We don’t expect you to go in and try to move pixels around,” Lee explains. “We expect you to go in with your thoughts. We’re going to help you shape them [and] visualize them.” So, yes: You can drag and drop elements and adjust specific parameters around colors, styling, and so on. But the idea is that you don’t have to do that. Instead, you can let Gamma handle that heavy lifting while you focus entirely on what you want to saynot how you want to convey it. “We’re not trying to be incrementally better slide-ware,” Lee says. “We’re introducing a new set of building blocks.” Lee’s ultimate goal is to allow us, as humans, to focus solely on the content itself by leaning on AI to handle practically everything else. Even if Gamma’s creations are more of a starting point than a final, polished product, working with the framework it gives you is intended to be akin to editing a documentwith a handy virtual helper at your side every step of the way. Want to improve the writing, for instance? Tighten up your copy? Even just make some block of text more visually appealingor replace some existing images with more eye-catching illustrations? You’ll find one-step commands for all of those things within Gamma’s slide-by-slide AI menus. All you’ve gotta do is click. Gamma has all sorts of AI-powered tools for editing, refining, and improving your creations. “It’s as if you have your expert designer sitting right next to you,” Lee says. “At the end, you get a beautiful output, and regardless of your technical or design abilities, you feel like you have something you’re proud to present to others.” The million-dollar question, of course, is how well all of that actually works in practice. After all, nearly every AI tool sounds incredible on paper. But when you move beyond the carefully controlled demos and start actually trying to use this type of technology in the wild, it’s frequently far less impressive than it initially appears. The short answer wth Gamma is that it dependsboth on the type of input you’re providing and on your expectations for how, exactly, the service should operate. The ups and downs of the AI designer We’ll start with the not-so-good piece of the puzzle: When I’ve tried putting in already-created PDFs or presentations and asking Gamma to jazz them up for me, the results haven’t exactly been awe-inspiring. Here, for instance, is a peek at Gamma’s take on an existing media kit presentation I had for my independent newsletter-publishing business, The Intelligence: Gamma’s adaptation of my existing presentation isn’t especially great. It’s an awkward and ineffective interpretation of the original that honestly feels like a step in the wrong direction. Where Gamma has worked better, for me, has been when I start fresh. I give it a simple prompt, let it build a completely new framework on its own, and then use that as a starting point to fill in the actual info I want and finish things off from there. A simple prompt allows Gamma to create a fantastic starting framework. With that in mind, I tried to re-create that very same media kit from scratch, and the results were actually pretty decent. The specific information here isn’t at all accurate or even remotely related to reality, but it creates an interesting and attractive structure to use for adding in the right data and molding it into something sensible. Gamma’s made-from-scratch framework provides a much better starting point for a professional presentation. And even that part of the process can be pleasingly easywith Gamma offering a helping hand, as needed, to refine and polish everything from text to the layout itself as individual assets move around. All that AI effort does come at a cost, as you’d imagine. Gamma leans on a variety of generative AI engines to power its producteverything from OpenAI to Anthropic and Google’s Gemini technology, though the underlying logic automatically selects what it believes to be the best option for any given purpose, and you’re rarely aware of which model is being used when. Because of the expenses involved, Gamma’s free tier limits you to 400 AI credits per account and only basic AI image generation. For the full experience, you’ll need to pony up $96 a year for unlimited AI creation and advanced image accessor bump up to $180 a year for even more powerful capabilities. Long term, Lee believes Gamma will be able to provide enough value in exchange that the tradeoff will be a no-brainer. The Gamma vision So far, Lee says Gamma’s customers have primarily been a category of users he calls “prosumers”individuals or small teams that need to create a lot of visuals and wouldn’t typically have the resources to work with a full-fledged design team in their organizations. But he envisions a future in which everyone, from freelancers and small business owners to sales and marketing teams in larger companies, relies on Gamma to do what’d otherwise require a lot of time, effort, and aggravationeven when traditional resources are readily available. And you’d better believe that same principle applies to creating PDFs, websites, and social media assets as much as it does presentations (and Lee says the list of available formats will only expand from here). The humble, hated slide deck was just the easiest and most logical entry point to what Lee sees as an entire ecosystem of convenient content creationall with AI at its core. Gamma’s current lineup is only the start of what the service may eventually offer. “We chose slides as the sort of initial wedge because slides as a format is ubiquitous,” he says. “[But] knowledge workers don’t just need to create slides. They actually have a need to create all forms of content.” Lee sees it all as a sliding scale with lots of blurred lines. At the end of the day, what’s really the difference between a presentation and a PDF? Or a PDF and a website? Or a website and a promotional LinkedIn post? Once you start relying on Gamma to help you create anything and everything, you quickly realize the various formats all share the same basic building blocks. And it doesn’t take much to move from one to the next. “Our bet is that presentations can always just be the gateway,” he explains. “We don’t want our users tohave to think about it in a traditional senselike, Oh, I’m creating a slide deck. It’s more, I’m creating a piece of content, and that can be consumed in different ways. The challenge, then, is getting peopleand organizationsto break their habits and inch away from the uninspiring but familiar tools they’ve relied on for ages. And by making Gamma so simple to use that it requires virtually no specific skills or training, Lee’s optimistic he can win over crowds and frame the service as the one-stop shop for anything creative. “A tool like Gamma is trying to lower the floor so any knowledge worker can pick up skills that they couldn’t have imagined being able to do in the past,” he says. “We really believe that’ll open up doors for them.” Be the first to find all sorts of interesting tech tools with my free Cool Tools newsletter from The Intelligence. You’ll get a single new off-the-beaten-path discovery in your inbox every Wednesday!
Category:
E-Commerce
Navigating professional transitions can be a whirlwind of emotions for employees, whether starting a new job or leaving a company. Onboarding is essential for creating a sense of belonging and shared purpose that extends throughout a new hires tenure. And this vital initiative should be about more than following a checklist. Onboarding provides an opportunity to make your newest colleagues feel genuinely connected to the team and confident in their contributions. This ensures they can thrive from day one until their final day with the company. The importance of onboarding The first 90 days are a crucial time for employees to establish themselves and for leadership to set the tone. Its a great time to encourage new hires to envision their contributions to the businesss success. When leadership actively engages and guides new team members through this process, it fosters a sense of alignment with the organizations goals. This transforms onboarding from a routine task into a long-term motivation, engagement, and loyalty initiative. Yet too often, companies miss the mark. A recent Gallup poll found that only 12% of workers strongly agreed that their firm excelled in onboarding them, and just 29% said they felt supported and fully prepared to start their role. These numbers reveal a huge opportunity gap. When companies approach onboarding as a mere formality, new employees can feel disconnected and disengaged, which leads to costly turnover and lost potential. Offboarding is another aspect of the employee experience that companies overlook. But its worth noting that how we support workers as they leave is just as important as onboarding them. A Gallup poll of 150 Fortune 500 CHROs found that just 10% considered their employer highly effective in managing departures. Leaders play a vital role in connecting employees to their colleagues and organization, especially during transitional seasons. Psychological safety invites belonging Thoughtfully designed onboarding and offboarding processes foster a supportive environment where the company makes new hires and seasoned veterans feel valued. Psychological safety is a critical element of this. It ensures employees can express themselvesask questions, offer ideas, or admit mistakeswithout fear of negative consequences. When managers promote this sense of security from day one, they lay the groundwork for their colleagues to make meaningful contributions to the businesss success throughout their tenure. Inclusion from the start The first three months are critical for new hires to understand their tasks and the companys culture and values. Preboarding and starting onboarding before an employees first day can ease the transition. Simple initiatives like giving a tour, pairing new employees with peers to answer questions, or sharing background materials in advance have a significant impact. By pacing out key details, you allow new hires to adjust in comfortable increments. This ensures that you make them feel supported and included from the start. A community approach to onboarding Onboarding isnt just about bringing our new colleagues up to speed. Its about helping them see themselves as integral team members. When you do this right, onboarding goes beyond basic training and allows new employees to envision the unique impact they can have on the companys success. This sense of ownership and alignment with the businesss values is critical, yet many companies still take a one-size-fits-all approach. Onboarding should be a strategic tool to drive long-term commitment and growth, benefiting both the employee and the company. Creating this connection requires a team efforteveryone has a role in making new team members feel welcomed and valued. Encourage early wins New hires often experience a mix of excitement and anxiety. While they may be eager to demonstrate what they can do, they might also be hesitant about when and how to engage. Empowering new recruits to take ownership of their work by notching early winswhether thats achievable projects or taskscan build confidence quickly. Assigning a familiar project that aligns with their prior experience validates employees contributions from the start and is a great way to ease them into their new role. An early win is more than a confidence boost. It creates a connection with the broader team, allowing new employees to find their footing during those pivotal first three months and beyond. Shape meaningful departures How a business approaches an employees departure reveals more about the leadership culture than it does about the individual who is leaving. A respectful and supportive offboarding process should be an extension of the sense of belonging that an employee cultivates throughout their career with the company. However, offboarding processes often lack care. An inclusive offboarding process aims to gather feedback, enhance retention, and build trust among current and future employees. Effective exit interviews allow departing workers to express their thoughts, helping organizations understand the employees reasons for leaving. When former employees feel appreciated, they advocate for the company, promoting a positive reputation in the job market. A valuable exit experience reflects the organization’s values and leaves a lasting impression, strengthening a sense of belonging for the departing employee and current and future team members. Foster cohesion through belonging Taking a team-based approach to onboarding deepens everyone’s sense of belonging. It fosters collaboration and empathy while bolstering cohesion and satisfaction. By working together to integrate new hires, existing team members can refine their leadership skills. This approach helps dismantle the hypercompetitive tendencies that can become destructive within some workplaces. When new employees feel that they are part of a team that works together, theyre more likely to engage fully and contribute to the company’s long-term success; then, when they are ready to move on, their experiences and insights shape and inform the next generation of talent.
Category:
E-Commerce
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