Tuesday, 21 July 2015

Blackboard Tries To Win Over Students With Software Overhaul

Blackboard Inc. will launch a massive overhaul of its much-criticized software today, promising a sleek, easy-to-use interface that the company's CEO compared to the beauty and seamlessness of Apple products.

Blackboard's market-dominating education software — which is used by tens of millions of students across the country to attend virtual classes, check grades, and submit homework — has long been known for a clunky, outdated interface and products that professors and students call counterintuitive and poorly integrated. It was designed, many said, for easy use by administrators and universities, not by students.

In the past few years, it has lost significant market share to younger, more agile startups which promise cleaner and more-user friendly technology; though Blackboard once controlled 70% of the market, its share has fallen by 30%.

The redesigned system, which the company calls its "New Learning Experience," is in some ways the first major test for Blackboard's new CEO.

Since he took over the newly-private Blackboard in 2012, CEO Jay Bhatt has been promising to win back the hearts of its often-frustrated end-users — the millions of college students and faculty who have made "I hate Blackboard" something of a meme. After a round of largely-internal changes spearheaded by Bhatt, the redesigned software will be the time that most of Blackboard's customers see major updates firsthand.

"I’m excited about this release because I've been dying to have the evidence of what we've been doing," Bhatt told BuzzFeed News of the new system, which has been in the works since he became CEO. "[My] good word can only go so far."

The new Blackboard, in addition to a cleaner, more modern user interface, improves the software's workflow and integrates tools, like data analytics, that previously only worked in separate windows. One of users' most common complaints was that Blackboard's system required many clicks to perform simple tasks. The company is also integrating its mobile app, an important step for a mostly-college-aged customer base.

"This isn't just a learning management system," Bhatt said. "It's mobile, analytics and collaboration tools, combined and consistently delivered."

Phil Hill, a market analyst and education software blogger, said he was "impressed with the design elements and intentions" of the new learning experience, which he got an early glimpse at. But he said he is concerned about the company's ability to actually deliver the user interface to its customers "in a reasonable timeframe."

"Some long-time customers are getting quite impatient, and Blackboard risks losing credibility" because of that, Hill said. "The question is whether most customers trust the company enough to be patient."

Bhatt will present the new software at the company's annual conference Tuesday.

"In the old industry of education, and the old Blackboard, we didn't serve students," he said. "We've been working towards that, but we didn't have the body of evidence. That's what's going on today: now we have the evidence."

Monday, 20 July 2015

PayPal Start Its New Life As A Giant, Independent Company

At $49 billion, the California-based payments company has a richer valuation than its former parent, eBay.

The San Jose-based company stated trading under the ticker PYLP Monday morning, the same ticker it used before eBay acquired it.

PayPal President and CEO Dan Schulman speaks before ringing the bell at Nasdaq on July 20, 2015 in New York City.

Spencer Platt / Getty Images

PayPal primarily makes money from transaction fees businesses pay on sales made using its service. It now 169 million active accounts, up 11% year on year.

Unlike eBay's core business (largely sales through ebay.com), PayPal has been expanding quickly -- it handled $66 billlion in transactions in its most recent quarter, up 20% from a year ago.


View Entire List ›

Unions' New Target For Improving T-Mobile: The German Government

As a partial owner of T-Mobile’s parent company, the German government is responsible for labor standards there, an international coalition of workers argues.

Joe Raedle / Getty Images

In a strategy that heads straight to the top of a global chain of corporate ownership, telecommunications workers in America and Europe are petitioning the German Bundestag, or parliament, to take responsibility for labor conditions at U.S.-based T-Mobile.

The German government owns a 31.7% share in Deutsche Telekom, the primary parent company of T-Mobile. This is enough, workers at Germany's ver.di union and the U.S. Communications Workers of America argue, to mean the government should use its shareholder power to pressure Deutsche Telekom into enforcing international labor standards at its subsidiary.

"They have hid behind one defense after another, but now they are revealed before their own congress," former CWA President Larry Cohen told BuzzFeed News. Cohen has worked for more than a decade to connect the role of the German government to what he calls T-Mobile's "outrageous" actions toward its American workforce.

If the CWA, a 700,000-strong union of telephone, broadcast, journalism, and government workers, and ver.di, its 2 million–member German counterpart, collect 50,000 signatures by Aug. 5, their petition will trigger a public government hearing on labor standards and protections.

It had collected close to 6,500 signatures online as of Monday. A CWA representative said an additional 20,000 signatures had been collected on paper between the unions in U.S. and Germany, and that they would be submitted soon.

The petition demands neutrality toward labor organizing at all Deutsche Telekom sites — in the U.S. and abroad — and asks the German government to investigate working conditions at T-Mobile in America (such as the company's time-off policies), which have been the site of union campaigns for improvement.

Ralph Orlowski / Reuters

"The federal government should work to ensure that companies that have their headquarters in Germany raise the standards when abroad rather than adapt downward," the petition reads. "Responsibility by the federal government especially exists in companies in which the Federal Republic of Germany holds shares."

Cohen said this tactic, which focuses on the role of the German government as a shareholder and required convincing members of parliament to participate, is "unprecedented."

Deutsche Telekom did not immediately respond to request for comment. In a statement to BuzzFeed News, T-Mobile said, "A petition in Germany has no bearing on T-Mobile in the U.S. We will continue to do what we do best, which is create a great place to work for our employees."

In March, a National Labor Relations Board judge found T-Mobile violated U.S. labor law by restricting workers' abilities to organize, compare wages, and speak to journalists about workplace conditions, among other rights. T-Mobile has appealed the ruling, stating the decision was due to "a technical issue in the law that relates to policies that are common to companies across the country."

Of the 11 policies found to be unlawful by the judge, T-Mobile has appealed the ruling on two counts, according to Jody Calemine, general counsel for CWA.

But the company has not disputed in court that nine of the eleven policies at hand violated U.S. labor law. Cohen says the NLRB ruling is crucial evidence of "illegal and continuous human rights violations" at the company.


View Entire List ›

Friday, 17 July 2015

Student Loan Guarantor Wants To Fine Students For Default Even If They Try To Repay

A student loan guarantor run by a former Bush administration official has sued the Education Department for the right to impose thousands of dollars in fines on struggling borrowers who default on their student loans, but immediately make efforts to repay them.

The case, which was first reported by the website Inside Higher Ed, is the latest in a series of clashes between the government and the cadre of private agencies it contracts with to guarantee, service, and collect on its massive portfolio of federal student loans. Many of those private firms have been accused of misconduct and abuse, acting against the interests of student borrowers in the pursuit of profit.

In 2012, USA Funds, a guarantor in a now-defunct student loan program, charged a woman named Bryanna Bible $4,500 in collection fees after she defaulted on her student loans, despite the fact that she started to repay them just 18 days later. The Education Department sided with Bible in a court case, saying that agencies were required to give borrowers a 60-day window to begin repaying their loans before hitting them with massive collection fees.

But USA Funds said the Department shouldn't be allowed to impose such a rule, and is fighting in court to be allowed to fine borrowers like Bible regardless of whether they make efforts to get their loans out of default. The firm's CEO, William Hanson, was a high-ranking education official under George W. Bush, steering the administration's higher ed policy.

The practice of tacking on large collection fees — which can go as high as 16% of a loan's balance — regardless of efforts to repay is common, and heavily criticized, among private student loan guarantors.

The Obama administration worked to end the lending program that put USA Funds into business, barring private corporations from originating federal student loans. But it still partners with private guarantors to service the loans they previously originated.

The Education Deaprtment has struggled to keep those lenders, and other private loan firms it does business with, in check. One nonprofit it contracts with to pursue the most despondent of borrowers, those who try to discharge their loans in bankruptcy, has been routinely accused of "ruthless tactics," chasing after people with terminal illnesses for their full loan sums.

And the department was forced to cut ties with many of its private guarantee agencies earlier this year, saying they had been misleading borrowers in order to maximize profits. An audit by the Inspector General had found the government's oversight of the guarantors was lacking.

Thursday, 16 July 2015

Eight Delicious Foods McDonald's Could Bring To The Masses

The Golden Arches is now selling lobster rolls. So what other fancy foods can it deliver fast and cheap?

instagram.com

What's remarkable about the McDonald's lobster roll, which has returned to restaurants in the Northeast this summer after a decade-long absence, isn't just the novelty of the fancy seafood sandwich at a fast food joint.

It's that it costs a mere $7.99, a bargain price relative to nearly anybody else selling lobster rolls, whose prices can often be easily double that.

It hints at perhaps McDonald's greatest strength: the company has a huge and extremely efficient supply chain that lets it buy food at lower prices than other restaurants, and capitalize on swings in commodity prices. And as its lobster roll illustrates, this advantage doesn't just extend to burgers.

McDonald's has often offered items with ingredients far fancier than Big Mac sauce, particularly in other countries. It makes you wonder what other fine dining dishes the chain could make mainstream in the U.S.--if it had the will.

It has tried, and failed, with similar experiments in the past, for example testing crab cakes in some stores in the early 2000s. Recent reviews of the new lobster roll haven't all been great either — Eater.com described it as "some awful sort of seafood salad," though Boston.com argued that for $7.99, it's "not too shabby." But there's always hope.

With that in mind, we spoke to some creative culinary industry types about the kind of things McDonald's could take from the land of tablecloths and wine menus to the wider world of drive-thrus and ketchup packets. Here are some ideas that could reshape the way we think about fast food.

Just imagine it all in take-out bags.

Truffle fries

Truffle fries

Faruk Ateş / Via Flickr: kurafire

McDonald's has experimented with truffle sauce in the past, using it in the Black Burger in Hong Kong, which cost about $2.27. Why not truffle fries? The chain is already testing shake-on seasonings — like ranch, chipotle BBQ and garlic parmesan — for its fries in certain markets.

There are artificial truffle flavor options that a manufacturer could turn to for price, consistency, and stability, "but there are also ways to extend the real product in affordable ways — infused oils or 'dust' made with less expensive forms [like] peelings, trim, less costly varieties," says Scott Allmendinger, who works on menu development projects as director of consulting at The Culinary Institute of America.


View Entire List ›

The Future Of Work Might Not Include Payday

Most on-demand companies are focused on creating greater efficiency for employers, not employees. But Activehours hopes to buck that trend, making payday as flexible as the future of work is supposed to be.

Jake Slagle / Via Flickr: jakeslagle

Phillip Ranglin started driving for Lyft because he wanted to be in control. He had just graduated from a PhD program in microbiology, and was facing student loans while also trying to launch his own business, Ranglin Biofeedstocks. "I wanted to have a way to get to independence without saying, 'Hey, let me borrow a lump sum' from my parents," he told BuzzFeed News.

So he bought a new car — he couldn't get approved on Lyft or Uber with his old one — and started driving. To avoid turning on the air conditioning, he works mostly at night, when it's not so hot in Atlanta. Ranglin, being from Jamaica, is used to warm weather, but his customers aren't, and he hates to waste the biofuel he manufactures himself each week on cooling down the car. "I know how much effort and time it took," he said.

Ranglin hoped that by working for ride-hail companies, the new car would pay for itself, and he was mostly right. But balancing loan payments, car payments, and a fledgling business at once wasn't easy. Between paychecks, which came once a week, "these little incidentals would come up," said Ranglin — and he wasn't always sure how he would pay for them. He did a Google search for payday loans but was turned off by the exorbitant interest rates. Then he saw a Facebook ad for Activehours.

Activehours is an app that helps employees get paid before payday. Hourly workers can send in a timecard, and Activehours will make a deposit in their account of up to $100 a day based on hours worked. When payday rolls around, Activehours automatically debits the account for the same amount. There are no fees and Activehours charges no interest; the company is fueled entirely by tips — which, yes, is somewhat counterintuitive, given that the user base is entirely made up of people struggling to make ends meet.

The goal, according to founder Ram Palaniappan, is simply to bring flexibility to the lives of those whose financial freedom is circumscribed by low wages, lots of debt, or unexpected costs like healthcare or remittances. And as of today, the company is able to offer that service to over 2 million workers from 4,000 retail, service, and hospitality companies and government offices, via new software integrations with three major timesheet companies.

Activehours

The American workforce is increasingly moving toward greater independence for workers, but, as Democratic presidential candidate Hillary Clinton recently mentioned, these flexible jobs of the future sometimes look more like an abdication of employers' responsibility to protect their employees. Payday on-demand companies, however, buck that trend, giving not just Uber drivers but hourly workers of all stripes — including Walmart, Target, and Starbucks employees — immediate access to the money they've earned, but not received. After all, trading small increments of time and effort for small increments of money — as ride-hail drivers, TaskRabbits, even Airbnb hosts, do — might make more sense if the people doing it didn't have to wait a week to get paid. (Although, for now, workers can only use Activehours with one company at a time.)

Which is why Activehours, one of few companies that leverages on-demand technology exclusively for the good of workers, seems almost too good to be true. And with a business model that runs entirely on tips, maybe it is.

Palaniappan had no intention of founding a payroll app. He was president of Rushcard, a prepaid debit card company, when realized that some of his employees were missing days of work because they couldn't afford the gas it took to drive into the office. So he set up a website through which they could get paid in advance. It wasn't until he left that company and the workers offered to pay him to keep the site going, Palaniappan told BuzzFeed News, that he realized he had a viable product on his hands.

While the idea of a cashier or salesperson getting paid for a shift the same day she works it sounds novel, Activehours isn't entirely alone in trying to disrupt payday. Last week, Square introduced a new payroll feature that has the potential to streamline the payment process for thousands of small businesses. Meanwhile, ZenPayroll, which promises "delightful, modern payroll" has raised more than $80 million in the last four years. Homebase is yet another San Francisco startup tackling payroll for local businesses. Meanwhile, larger companies and national brands tend to rely in industry veterans like ADP and Intuit which, given their command of the market, have relatively little incentive for innovation.

Activehours provides an add-on service to existing payroll companies and therefore isn't a direct competitor. But the more timesheet companies it adds to its roster (which currently includes TSheets, WebPunchClock, Brink Software, When I Work, and, as of today, Deputy, Nimble Schedule, and Processing Point Inc.) and the more workers it helps, the more Palaniappan's argument that the payroll industry is woefully backward is borne out.

A year ago, Activehours raised its first seed round to the tune of $4 million. But Palaniappan says, for him, the company is less about making money and more about making a point. Just because wage workers have to wait for payday, he argues, doesn't mean their bills do — which often means overdrafted bank accounts. The average overdraft fee in the U.S., according to Palaniappan, is $35, for a grand total of $32 billion a year. "We spend more on overdraft fees than on vegetables in this country," he said.

Compared to that expense, or to paying interest on a loan, tipping a few dollars per transaction in exchange for fast cash seems reasonable. For now, Palaniappan has no plans to change that model. But the reality of any platform is that, once a critical mass of users are on board, the rules are subject to change at any time. Though it seems unlikely, it's always possible that Activehours could introduce fees or other revenue streams to the system, especially if the tip rate decreases after the initial excitement wears off. For now, though, the company's investors seem satisfied by the growth of the user base.

"I think it's important to be able to come up with a product that people will use and find indispensable to their livelihood," said Aydin Senkut of Felicis Ventures, which participated in Activehours' seed round. "That's a lot more important than initial monetization." Another investor, Meyer Malka of Ribbit Capital, said he could see the business model evolving in a number of ways, including adding on additional features to the product, or getting employers to pay to offer it to their employees directly.

In practice, Activehours is really just a band-aid on a much gnarlier issue — low wages and rising inequality in the U.S. It doesn't change how much money you have, just when you get to have it. For some people, getting paid upfront might be even riskier than having to wait.

That said, the app has a real potential to empower workers. If the fair scheduling controversy among retail workers has proven anything, it's that stability is essential to the satisfaction and happiness of any workforce. ActiveHours affords employees more control over their personal finances which, from a morale standpoint, can be hugely important.

Even Ranglin, the Uber and Lyft driver with his own business and a PhD in microbiology, described just being able to pay his bills with a note of pride. "Knowing the money was on its way meant I could pay it on time and not worry about those awkward, embarrassing conversations," he said.


View Entire List ›

Department Of Labor: "Most Workers Are Employees"

A new reinterpretation of employee classification could help win on-demand workers rights and protections in court.

Ed Brown

Last month, the California Labor Commission ruled that an individual Uber driver was an employee. Today, the Department of Labor has issued a set of guidelines that suggests that all of them might be.

The 15-page document is a new interpretation of the existing labor laws that determine which workers should be classified as employees, and which as independent contractors. Misclassification of workers is an issue that has landed a number of tech companies — Instacart, Hand, Homejoy, Uber, and Lyft, to name a few — in court. The DOL found that, despite these companies' insistence that the flexibility they offer workers makes them contractors, most workers in the United States should be classified as employees.

The memo strongly links employment to financial dependence on one's boss — it argues, essentially, that whether or not one is "an employee" depends mainly on whether one is working for a living or as a side project.

David Weil, administrator of the DOL Wage and Hour Division, issued the new interpretation, which breaks down the definition under the Fair Labor Standards Act, and blogged about its implication for "overtime pay, unemployment insurance, worker's compensation," and other benefits.

The guidance stresses all factors should be considered in service of "the ultimate determination of whether the worker is really in business for him or herself (and thus is an independent contractor) or is economically dependent on the employer (and thus is its employee)."

Harvard labor law professor Benjamin Sachs told BuzzFeed News that the memo "clarifies the DOL's view of what it means to be an employee for purposes of minimum wage, overtime, and family leave. Courts that defer to this interpretation are likely to conclude that Uber and Lyft drivers — and most other on-demand workers — fit the bill. After all, according to the labor department, you can be an 'employee' even if you set your own schedule and even if your work is never directly supervised."

But, Sachs added, while the guidelines do make a statement, it would be "not that radical" for a court to come to a decision that was not in alignment with the DOL's new guidelines.

Increasingly, the drama of employee classification in the tech world is playing out on a national stage. Just this week, Sen. Mark Warner and presidential hopefuls Hillary Clinton and Gov. Jeb Bush each weighed in on the issue, with the Democrats in favor of classifying on-demand workers as employees and the Republicans in opposition. While some of this is, undoubtedly, bloviating by politicians, these theatrics do have the power to sway public opinion.

The class-action lawsuit against both Uber and Lyft stands not only to potentially threaten those companies' business models but to set a precedent for regulating the gig economy at large. Given that it will be decided by not a judge but a jury, what the public generally considers to be true about classifying on-demand workers could potentially have enormous impact.