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Amid the mass layoffs in tech and retail in the past month, YouTubes CEO Neal Mohan sent out a recent internal memo that hes also looking to lay off employeeswho volunteer. Mohan details how YouTube is undergoing a major AI-focused reorganization and introduces a Voluntary Exit Program with a severance package to eligible YouTube employees. This voluntary exit deal has been couched as an opportunity for employees, but its really just a buyout. Companies have long used this strategy as a way to reduce headcount, usually to avert traditional layoffs. For employees approaching retirement, voluntary severance may be a great opportunity, a wonderful deus ex machina late-career plot twist. But many employees worry that saying no, thank you now may mean an involuntary layoff later on. So how do you decide if you should take a voluntary layoff? Here are four questions to consider. Whats happening in your industry? YouTube has offered its employees a buyout because of AI restructuring. Duke University created a voluntary severance program in April 2025 in response to federal funding cuts. UnitedHealthCare invited an undisclosed number of employees to take part in its Voluntary Resignation Separation Program in early 2025 in response to the financially tumultuous fallout of the murder of its CEO, Brian Thompson, and to a 2024 cyberattack that cost the company $3 billion. In all of these cases, the organizations are offering buyouts because of larger technological, political, and economic forces. The decisions are about more than just whats happening in the organization itselfwhich may indicate that more changes are coming as the industries adapt. But not all buyouts are prompted by larger industry forces. Thats why its important to understand the bigger trends. Then you can better predict whether voluntary layoffs are likely to be the end of your companys reduction in forceor just the beginning. Typically, voluntary buyout packages are more generous than the kinds of severance packages that come with involuntary layoffs. What are your employment prospects? The best-case scenario for a voluntary layoff is either stepping straight into retirement or having a new job already lined up. Then your severance package becomes an unexpected pot of gold in the path you were already walking. Unfortunately, most of us arent that lucky. So if you werent planning on leaving before the buyout was announced, what prospects would you have if you took the voluntary severance? One of the upsides of voluntary layoffs is the opt-in window. Typically, employers offer a window of several weeks to several months to opt-in to voluntary severance, giving you some time to put out feelers for other potential job prospects. This can let you see what the job market is like before you make your decision. Whats in the severance package? While the specific severance package will vary from one organization to another, voluntary layoff programs typically make the buyout a tempting carrot in order to avoid more painful involuntary layoffs later on. Often, these severance packages will give volunteers several weeks or months worth of base pay, depending on the number of years of service. (And depending on which state you live in, you may be eligible for unemployment benefits once the severance pay has run out.) For instance, when Duke University offered voluntary severance earlier this year, it gave volunteers a compensation package equal to one week of severance pay, multiplied by years of service, up to a maximum of 26 weeks. But cash may not be the only benefit in your severance package. Your employer may also offer to pay health insurance benefits for a few months, provide career counseling, or offer financial planning services to help with the transition. What do you want? Learning that your employer is offering voluntary layoffs is stressful, but it doesnt mean the company has all the cards. The organization wants somethinga reduction in forcewhich means you have leverage. Because you can help give that to them, if they give you what you want. So just like when you were hired, figure out what you want and decide what youre willing to compromise to get it. Dont assume the severance package your employer offers is a take-it-or-leave-it proposition. Start with the severance compensation package. Just because the severance pay offered by the voluntary layoff program is capped at a certain amount doesnt mean you cant ask for more. The company is willing to pay people to quit, so feel free to ask for more money to give them what they want. Similarly, you could ask to be vested in the companys retirement plan if youre not fully there yet or ask to stay on the organizations health insurance until the next calendar year. The worst they can say is no. Deciding what you want to make leaving feel good can make a voluntary layoff a winning proposition for you, rather than an employment catch-22. Lay off me! If youre facing a Voluntary Exit Program or other euphemistically named quit-or-well-start-laying-people-off process, there are four questions you can ask yourself to help determine whether or not you should opt in. First, think about whats going on in your industry as a whole. If there are larger technological, political, or economic forces that are causing structural changes in your organization or in your industry, then it may make sense to take thebuyout, since there may be bigger shakeups on the horizon. From there, think about your employment prospects. Since buyouts typically have a window of several weeks for you to decide whether or not to opt-in, you have some time to determine if you can quickly find another position. Then consider whats in the severance package your company is offering, including the full payment amount and any additional perks that are included. Whats offered and how much is it worth to you? Finally, think about what you want. What would the company have to offer you to make walking away worthwhileand ask for it. Because a voluntary layoff is a negotiation, and you should treat it like one.
Category:
E-Commerce
When corporate crises hit, the public looks to the CEO. From product recalls to workplace discrimination to customer mistreatment scandals, CEOs are often thrust into the spotlight and forced to apologize. But do the exact words they choose really matter? Im a professor of marketing, and my preliminary research suggests the answer is yes. In fact, they can even move stock prices. A tale of 2 apologies Consider two examples from the not-too-distant past. When Samsung Electronics had to recall 2.5 million smartphones in 2016 due to battery fires, the company ran full-page ads in major American newspapers that said, We are truly sorry. Despite the apology, Samsungs stock continued falling, wiping out billions of dollars in market value. Contrast that with a famous case: the 1982 Tylenol crisis, in which seven people died after taking capsules that a still-unidentified criminal had laced with cyanide, circumventing the companys safety protocols. The then-CEO of Tylenols parent company, Johnson & Johnson, said I apologize to consumers and immediately ordered a nationwide recall, costing the company over US$100 million. His direct acknowledgment of responsibility and swift action helped restore public trust and became a case study in effective crisis leadership. The companys stock price didnt take much of a hit, either. While the two cases are different in many ways, together they illustrate a pattern my colleagues and I observed in our study: Markets respond differently to I apologize versus We apologize. Investors reward personal accountability I collaborated with marketing professors Jennifer H. Tatara and Courtney B. Peters to analyze 224 corporate apologies between 1996 and 2023. Using event-study methods common in finance, we tracked unusual stock returns around apology announcements and linked them to how CEOs framed their statements. Our results, which we are preparing for publication, were striking. CEOs who said I apologize often saw short-term stock returns rise by a statistically significant amount. CEOs who said We apologize saw no such effect. Saying I apologize lessens the market penalty by roughly 86%, we found. We think this is because markets reward leaders who take individual responsibility. I signals personal accountability and decisiveness. We, by comparison, dilutes ownership of the problem. But context matters, we found. When we zeroed in on diversity-related casesthose involving mistreatment based on race, gender, disability, or LGBTQ+ status, for examplethe positive effect of I apologize weakened or disappeared. Thats because investors often interpret diversity crises as signs of systemic failure, rather than isolated mistakes. In those cases, investors, employees, and the public may expect accountability that goes beyond the CEO. A lone I apologize can seem hollow, while We apologize may resonate more by acknowledging shared institutional responsibility. Beyond CEOs: Why stakeholders should care Apologies are among the most scrutinized executive communications. Their effects ripple across different audiences. For investors, apology language provides a real-time signal of leadership quality and future governance. Our research shows these signals are strong enough to move stock prices. For corporate boards, an apology can be as important as a balance sheet in shaping market perceptions. Our research suggests that boards should insist leaders prepare for crisis communications as a standard part of risk management. For employees and customers, apology language sends a message about corporate culture. I can demonstrate accountability; we can affirm inclusion and shared responsibility. Both matter, depending on the situation. Leading in a skeptical era Corporate apologies are nothing new. But in todays environmentwhere social media amplifies every word and trust in institutions is fragilethe stakes are higher. A single poorly framed statement can trigger outrage, stock sell-offs, or viral boycotts. The good news is that sorry doesnt have to be the hardest word. In fact, this research suggests that a good apology can pay off, literally. The key is to remember that apologies arent one-size-fits-all. The right words depend on the nature of the wrongdoing. Prachi Gala is an associate professor of marketing at Kennesaw State University. This article is republished from The Conversation under a Creative Commons license. Read the original article.
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E-Commerce
Racing along the Potomac River at 26 knots (almost 30 mph) usually guarantees a raucous ridebut not on a battery-electric Candela C-8 hydrofoil. Instead of the roar of a conventional boats fossil-fueled engine and the smack of its hull on the water, this vessel smoothly whirred along, barely shuddering over the wake of a passing water taxi as its foils cleanly sliced through the surface. The placid experience belied the speed shown on the C-8s touchscreen. And the loudest noise heard on a mid-October ride came not from the C-8s electric motor, but from planes taking off from Washington National Airport that were following a prescribed course above the river. Stockholm-based Candela (a Most Innovative Companies honoree in 2025) doesnt just want to electrify the boating-for-fun experience, however. Along with a few other companies, it aims to purge fossil fuels from the passenger ferries that regularly ply city waterways. A ride for the ruling class You can think of the C-8, starting at $300,000, as a Candela equivalent of the Tesla Roadsterthe high-priced plaything that helps boot up a line of more useful electrified conveyances. The hardtop edition we took around the Potomac and the Anacostia rivers is a sleek machine that drew compliments from boardwalk passersby when we pulled up to the Washington Harbour development in Georgetown. [Photo: Candela] The C-8 pulls out of a marina as a boat, but then starts flying on its foils at about 17 knots (19.5 mph). Candelas engineers are fixated on foilsnot only because of the speed they allow but also because, by getting the hull above the water, they vastly cut down on the drag. Candela quotes a range of 57 nautical miles (almost 66 miles) for the C-8s 69 kWh battery, with the ability to go from 10% of a charge to 80% in under 30 minutes with 135 kW DC charging. [Photo: Candela] You helm the C-8 via a steering wheel, a throttle, and a 15.4-inch touchscreen. Candelas software monitors the boat and will automatically slow it down if you bank it too muchas I found out firsthand during an August 2023 ride on the San Francisco Bay in an earlier model of the C-8. Three seats and a bench aft of them can accommodate up to six passengers, while a cozy belowdecks space forward of the controls hides sleeping quarters and, below a cover, a small toilet. [Photo: Candela] Almost two hours of cruising up and down the Potomac and the Anacostia, most of it on the foils, took the battery from 100% of a charge to 63%. Candela has sold more than 100 C-8s and delivered about 90, spokesman Mikael Mahlberg says; about half of those deliveries have gone to U.S. customers. It has also delivered 32 C-7 boats, the companys debut electric hydrofoil that it no longer produces. The privately held firm has raised $96.2 million in funding so far, according to Crunchbase data, but isnt disclosing financial details. Were aiming to be profitable next year, Mahlberg says, describing Candelas current phase as a hyper-growth curve optimized for research, development, and sales. Fossil-fuel-free ferries That joyride on the C-8 doubled as a chance to show off how passenger ferries can provide a useful transportation alternative. With Washington roads gridlocked due to Ukrainian President Volodymyr Zelenskyys White House meeting with President Trump, as well as the annual meetings of the International Monetary Fund and the World Bank Group, my boating-enthusiast friend Bob Vanasse couldnt make it to Columbia Island Marina on the south side of the Potomac. So we zipped up to Washington Harbour to pick him up there instead. Vanasse, whose day job is representing seafood and fishing-industry interests, pronounced himself impressed and gave an impromptu sales pitch to a guy at his boat club by the District Wharf in Southwest D.C., when we pulled up there. [Photo: Candela] Candela aims to offer that convenience to larger groups of people with its P-12 battery-electric hydrofoil ferry. It can transport up to 30 people at a cruising speed of 25 knots (almost 29 mph), with a range estimated at 40 nautical miles (46 miles). Candela doesnt specify a price for the ferry; Mahlberg only says its of course more expensive than the C-8 and slightly more expensive to purchase than the cheapest diesel vessels of the same sizeoffset by annual operating costs about 60% to 70% lower. As with electric vehicles, the low maintenance of an electric motor makes a large contribution to those savings. [Photo: Candela] The P-12, however, is just pulling out of the dock in terms of commercial deployment. One P-12 is providing ferry service around Stockholmwhere Candela was able to get a waiver from no-wake speed limits, cutting travel time on an 11-mile commuter route from an hour to 30 minutesand another serves as a demo vessel for the firm. Candela has 50 P-12 orders booked, with plans to deliver the first eight starting in the first quarter to customers in Saudi Arabia and Mumbai. And it has one new U.S. ferry operator, FlyTahoe, that’s considering the P-12 for a planned service going north and south across Lake Tahoe. FlyTahoe CEO Ryan Meinzer says that the company, based in San Francisco and Tahoe Vista, California, considered and rejected non-hydrofoil ferry concepts. [Image: Candela] Conventional hull and propulsion designseven when electricstill displace water as they push through it, making them far less efficient and less comfortable in choppy conditions, he says. Meinzer isnt disclosing FlyTahoes financial arrangements with Candela but says the company is advancing toward a tentative 2026 launch for our cross-lake service, subject to regulatory approval. Candela, meanwhile, will need to start building boats in the U.S. to advance its own ferry business herepre-Depression U.S. laws impose a buy-American requirement on vessels transporting people between American ports. The U.S. is potentially our biggest market potential, Candelas Mahlberg says. Were in advanced discussions with several states regarding a U.S. factory, and we hope we can shed more light on this soon, as we aim to deliver our first U.S. vessel in 2026. Other passenger ferry prospects Candela already has company in that market. Belfast-based boat builder Artemis Technologies inked an agreement in February with the U.S. firm Delta Marine to develop battery-electric hydrofoils for Puget Sound routes. Artemis’s EF-24 will carry 150 people at a cruising speed of 34 knots (39 mph) and a range on foils of 70 nautical miles (80.5 miles). And in the Bay Area, the San Francisco Bay Ferry placed an order in December for three battery-electric, 150-passenger catamaran ferries from All American Marine, with the first vessel set to begin service on its shorter routes in early 2027. That ferry operators electrification ambitions include converting four 400-passenger diesel ferries to electric power. Putting batteries in a boat might seem like a much more ambitious venture into zero-emission transportation than electric cars, but the concept also has some nonobvious virtues. [Photo: Candela] Ferries are the largest vessels capable of becoming pure electric due to their well-defined operational profilesoften the exact routes, energy profile, stoppage times, size, load requirements, etc., are accurately known during the powertrain design, eliminating range anxiety and allowing high-cost batteries or other energy storage systems to be right-sized, says Mika Takahashi, senior technology analyst at IDTechEx, a Cambridge, England-based research firm. But electric ferries also constitute a tiny raction of the worldwide ferry fleet. IDTechEx estimates that only 280 e-ferries have been sold, with 440 more sales predicted through 2030. In the U.S. alone, 604 passenger ferries were in service in 2022, per the latest Department of Transportation statistics available; the industry group Interferry estimated there were 15,400 in operation worldwide in 2019. Takahashi also notes two other possible obstacles. One is being a relatively small subset of the EV industry relative to cars, meaning a slower pace of innovation. Another is unpredictable policy shifts in the U.S. and other countriessuch as the Trump administrations weird and evidence-detached hostility to EVs.
Category:
E-Commerce
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