by RENATO PROFICO 
The exponential growth of the coronavirus outbreak is terrifying, wreaking havoc on the health and safety of millions of people around the world. Job growth is feeling the pain too, with a growing number of American companies clamping down on their hiring, budgets, and growth plans overall. Moody’s Analytics estimates nearly 80 million jobs in the U.S. economy are at high or moderate risk right now.
Not every company can afford to completely halt their hiring plans, as certain roles may be essential to sustaining and growing the business amidst these uncertain times. And for some industries, hiring is absolutely essential right now. Amazon, for example, plans to hire an additional 100,000 warehouse and delivery workers to keep up with the surge in online orders amid the coronavirus outbreak.

For Amazon and others, virtual recruiting will be a new way forward.
Onboarding is different because it’s the first official impression of a company and typically ....

by David Sluss and Edward Powley

https://hbr.org/2020/04/build-your-teams-resilience-from-home?ab=hero-subleft-2

 By Marcel Schwantes 

Ever wonder if you're true leadership material? Perhaps you've been told you are, but the question is, by what standard? Thousands of leadership books are written each year, many of them with marketing agendas to rehash and repackage what has been talked about for decades.

What is true about leadership that will remain unchanged through the centuries is this: It's about people and relationships. And that requires that leaders have a natural bent for both. If you're not into either, you're not a leader.

And you can start with the proven fact that great leaders aspire to lead by serving the needs of their people. You don't need flavor-of-the-month books and expensive formal training to learn this concept.

But you do need to develop and measure yourself against the standards of great leadership (which I strongly propose to be servant leadership). Here are four top leadership characteristics I have witnessed that float to the top. Do any describe you?  

Available in Paperback, on Kindle or as an Audiobook (Audible or iTunes)

by Nora Battelle, Multimedia Staff Writer at Thrive Global

76 percent of Americans — a clear majority — said they have or recently had a toxic boss, according to new research conducted by Monster and released today.
A positive work environment is crucial to performing good work — and to managing your own stress — and leadership often plays a vital part in setting that positive tone. 
Toxicity, in the survey, took several different forms, and the numbers on all of them were high: 26 percent of bosses, according to Monster’s survey, are “power-hungry,” 18 percent are “micromanagers,” 17 percent are “incompetent” and 15 percent are simply absent (“What boss? He/she is never around,” as the survey phrased it). 
These numbers are a stark contrast to the 19 percent of employees who see their boss as a mentor and the 5 percent who indicated that their boss is someone with whom they have “the best relationship.” 

Alan Benson, Ph.D., a professor of Work and Organizations at the Carlson School of Management at the University of Minnesota, explains the significance of these numbers to Thrive Global: “Facing a bad boss can be one of the greatest challenges we can have when managing our careers.” He suggests that there are three courses to take when faced with a bad manager who stresses you out: “Exit the team, voice your concerns to the boss or to HR or just suffer through it.” The choice you make, according to Benson, should “depend on your exact circumstances,” but his advice gives some helpful questions to consider as you decide on your approach.

When to go to HR
“Toxic,” in the survey and otherwise, is used as an umbrella term for a lot of different types of behavior.