Facebook为 “打击”LinkedIn，从招聘平台Refdash挖走高管团队文/Josh Constine, Ingrid Lunden
据TechCrunch报道，Facebook正在从招聘平台Refdash聘请大批人才来加剧其对LinkedIn的“打击”。
知情人士称，Refdash的部分领导高管成员正在加入到Facebook中。Refdash在技术招聘中具有独特优势和良好的口碑，可以弥补Facebook在服务和零售也工作机会之外的不足。2017年，Facebook上线工作列表功能，让用户即使在不积极寻找新就业机会的前提下，也可以接触浏览到各种工作机会内容。Facebook认为它的平台是人与工作连接最自然的地方。因为庞大的用户量，一些企业可能愿意付更高的费用在Facebook上，而从LinkedIn离开。
对于Refdash平台大量员工的转入，Facebook确认这不是一次收购项目。而随着Refdash领导团队的离开，Refdash没有公布下一步计划，它的网站平台上贴出公告称，“网站暂时停止访问，以便产品升级和为您带来更好的求职体验。”
Refdash于2016年在山景城(Mountain View)成立，并从创始人友好实验室(Founder Friendly Labs)获得了一笔未披露数额的资金。用户会进行模拟面试，打分，然后将他们的表现匿名分享给潜在雇主，让他们与合适的公司和职位匹配他们的技能。这使得工程师不必忍受与大量不同雇佣者的艰苦审讯。Refdash声称其用户遍布Coinbase，Cruise，Lyft和Mixpanel等创业公司。
消息称，Refdash专注于了解人们深厚的专业知识，并将其发送给合适的雇主，而无需通过可能会给流程带来偏见的表面简历来判断。它还鼓吹允许租用者在不知道他们的履历细节的情况下浏览候选人，这样可以减少歧视并帮助确保在求职过程中的隐私(特别是如果求职者仍在别处工作，并且在求职时尽量谨慎)。
很容易想象Facebook构建自己的编码挑战和谜题，程序员可以通过它的Jobs产品与合适的招聘人员配对。也许Facebook甚至可以建立一个类似Refdash的服务，尽管它进行的一对一反馈可能无法满足Menlo Park的喜好。如果Facebook不仅能让求职者更容易申请工作，还能让求职者更容易接受面试，那么它可能会把人才和广告商从LinkedIn吸引到一个已经成为人们日常生活一部分的产品上。
Refdash的联合创始人在建立帮助为现有服务添加新功能的公司方面有着良好的记录。Nikola Otasevic和Andrew Kearney分别担任Room 77的工程师和技术负责人，2014年谷歌将其用于帮助重建其垂直旅行搜索，当时它被描述为一项授权交易，尽管现在Refdash的创始人称之为收购。
通过远程测试改善招聘基本流程的构建工具可以帮助Facebook在技术招聘方面获得优势，但并不是唯一一个构建此类功能的人。Skype(与微软旗下的LinkedIn同类)去年公布了面试，让招聘人员用实时代码编辑器测试开发人员和其他申请技术职位的人。领英(LinkedIn)尚未将其纳入其平台。
以上为AI翻译，观点仅供参考。
原文来源： Facebook poaches leaders of Refdash interview prep to work on Jobs
匿名分享
2018年10月08日
匿名分享
企业级匿名分享应用 Memo：为员工之间坦诚交流架起桥梁
在过去的一年，我们看到大量匿名应用在手机上纷纷出现，允许用户与附近的人或是社交圈子里的人分享信息。但到目前为止，其中大多数匿名应用都专注于消费者市场。
一款名为 Memo 的新应用希望可以从企业级市场分得一杯羹，让公司员工可以与同事匿名、私下分享信息。
Memo 由纽约市一家名为 Collectively 的公司开发，该公司寻求以全新的方式“让工作变得更具人性化”。Memo 背后的创意与其他众多匿名分享应用的创意一样，即只要不让用户在帖子中暴露自己的身份，他们会更为坦诚地分享在实名状况下不敢公开的事情。
为了保证用户确实在某家公司工作，Memo 要求他们在注册时必须提供公司的电子邮箱地址，或是通过 LinkedIn 来验证他们的雇员身份。在身份验证步骤完成以后，Memo 会向用户提供唯一识别代码，但除此之外，不会保存其他任何身份信息。
一旦上述步骤全部完成，用户可以在公司内网与其他员工在私下交流。他们也可以与其他用户公开分享信息，但必须由 任职单位“ 验明正身”。
Collectively 首席执行官莱恩·延森（Ryan Janssen）表示，Memo 的目标是让公司的员工之间进行更坦诚的交流。他认为，不少大公司的高管经常不与普通员工接触。
延森在接受我电话采访时说：“一些企业之所以陷入困境，是因为他们不倾听员工的声音。”但他也暗示，员工们也不敢分享他们对发生在公司内一些事情的看法。
延森说：“管理层具有双重角色…一方面，他们被认为应该为公司内的交流提供便利，但另一方面，他们还决定着员工们的命运。这两种角色恰恰存在着矛盾。”
为了测试这种假设，Collectively 去年秋天首先面向惠普、IBM、亚马逊和花旗集团等大公司的员工推出 Memo。该应用被数千名员工下载到手机，当作私密移动留言板在这些公司中使用，如今 Memo 已经完全开放，所有人都能下载。
Memo 没有权限访问在这些私密留言板上进行的任何对话。Collectively 希望采用的商业模式是，推出一系列管理层可以使用的工具，包括分析工具、情绪分析工具，以及能对员工之间分享的消息作出回复的解决方案。
即便如此，有些公司仍然对员工在 Memo 上面匿名分享的事情感到不满。延森说，已有两家员工使用 Memo 的公司向 Collectively 发来“停止通知函”（cease-and-desist order），另外该公司还收到了其他多家企业发来的“措辞强烈”的电子邮件。
此外，延森告诉我，还有三家公司的员工“收到了一份备忘录，警告他们不要使用 Memo，这种做法真是具有讽刺性”。延森表示，他并未看到这些备忘录，只是通过 Memo 的信息反馈栏听说的。
有些公司还试图通过拦截身份验证电子邮件或是发自员工收件箱的邀请函，不让本公司员工使用 Memo。不过，延森认为企业的这种反应其实是件好事。在收到这种电子邮件以后，延森可以与一些公司坐下来谈一谈，找到更好的合作办法，同时研究 Collectively 应该推出哪些工具，帮助这些企业对员工在 Memo 中反映的事情作出回应。
虽然 Memo 迈出了不错的第一步，但很显然，在企业接受了有关员工在公司内部匿名分享信息的创意之前，Memo 还有很长的路要走。
Memo Brings Anonymous Group Sharing To The Enterprise
Over the last year, we’ve seen a bunch of anonymous (or anonymish) apps crop up on mobile phones, allowing users to share messages with people nearby or those in their social circles. To date, though, most of those apps have been focused on the consumer market.
A new app called Memo hopes to capture some of the enterprise market, enabling employees to share anonymously and privately with their coworkers.
Memo was created by a New York-based group called Collectively, which is looking for new ways to “help make work more human.” The theory behind Memo, like that behind many other anonymous sharing apps, is that by removing a user’s identity from a post they would be much more honest with the things they chose to post.
In order to ensure users work at a certain organization, Memo requires them to sign up with a company email address or verify their employment by connecting through LinkedIn. After that verification takes place, Memo provides users with a unique user ID but doesn’t save any other identifiable information.
Once that’s all done, users can share privately with other employees within their company’s network. They can also share publicly to any other users, but they are identified only by the company they work for.
For CEO Ryan Janssen, Memo’s goal is to open up more honest communication within an organization. All too often, he believes, senior management in many big companies is out of touch with the average worker.
“Companies are suffering because they aren’t listening to their employees,” Janssen told me in a phone interview. But he suggests employees are afraid to share what they really think about what’s happening in their organizations.
“Managers have this bifurcated role… On the one hand they are supposed to facilitate communication throughout the company, but they also determine employees’ futures. Those roles are in opposition to each other,” Janssen said.
To test out this hypothesis, the company made Memo available to employees within organizations like HP, IBM, Amazon, and Citigroup last fall. The app was downloaded by thousands of employees and used as a private mobile message board in those companies, and now it’s being opened up so that anyone can download it.
Memo doesn’t have access to any of the conversations that happen within those private boards. The business model it hopes to employ is to roll out tools that management can use that could include analytics tools, sentiment analysis, and ways to respond to messages that employees share.
That said, some companies aren’t happy about the things their employees have been sharing anonymously on Memo. Janssen says he’s received two cease-and-desist orders from companies with employees on Memo and some “strongly worded” emails from a few other organizations.
In addition, he told me employees at three other companies “received a memo not to use Memo, which is a little ironic.” Janssen says he hasn’t actually seen those memos, just heard about them through the app’s feedback form.
While some companies have tried to shut down use of Memo by blocking verification emails or email invites from hitting employee inboxes, Janssen thinks the backlash is actually a good thing. As a result of the emails he’s received, Janssen has been able to set up meetings with a few companies to figure out how he can better work with them and which tools he could implement to help them respond to employee feedback in the app.
It’s a good first step, but there’s obviously a long road ahead before companies get comfortable with the idea of anonymous sharing in the enterprise.
来源:techcrunch
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