Uber delivers food in Canada-Is this the new business model to follow?
Need a ride? Perhaps you’re looking for a bite to eat? Either way, you’re in luck: Uber has recently ventured into the food delivery service, launching UberEats in downtown Toronto. But now that this new option is available and has been for a couple of weeks, is this good for business or bad? And more importantly, should other industry leaders take note of this new enterprise?
Based in San Francisco, Uber Technologies Inc. has officially launched UberEATS, but what does that exactly entail? For starters, the company has teamed up with various restaurants, such as Bar Buca. Now, customers can order lunch from the app on their smartphone; the food will be delivered curbside within 10 minutes, with an extra $3 charge for shipping.
What does this mean for others in the industry?
Originally reported by the Globe and Mail, it’s believed that industry watchers think this new model could lead to Uber expanding even further into different areas, meaning existing e-commerce and delivery services stand to be rocked!
The UberEATS regional leader in Chicago, Elyse Knopf, stated the following: “This is a game changer. We’re talking about delivery in 10 minutes or less, often five minutes or less... We’re a technology company. We’re always looking for new and innovative ways to connect people.”
Because Uber continues to search for new and improved ways to enhance and apply its technology and data analytics, the company could ultimately threaten other ride-sharing services, right along with other delivery services. More so, Uber could put pressure on retailers to provide quick and efficient shipping services, too.
As it stands, Uber has already hurt taxi companies due to their convenience and low prices. However, in similar fashion, Amazon.ca launched its same-day delivery option in November, which has had a lot of positive feedback. Therefore, just with these two examples, the argument that individuals want what they want when they want it can definitely be seen.
As of now, UberEATS has partnered with 11 different restaurants, offering items that range in price from $8 to $12 each. The restaurants that are currently working with Uber include P&L Burger, IQ Food Co, Kupfert & Kim and Three Little Pigs.
For more on the food industry, make sure to visit our sister brand FDF World.
How changing your company's software code can prevent bias
Two-third of tech professionals believe organizations aren’t doing enough to address racial inequality. After all, many companies will just hire a DEI consultant, have a few training sessions and call it a day.
Wanting to take a unique yet impactful approach to DEI, Deltek, the leading global provider of software and solutions for project-based businesses, took a look at and removed all exclusive terminology in their software code. By removing terms such as ‘master’ and ‘blacklist’ from company coding, Deltek is working to ensure that diversity and inclusion are woven into every aspect of their organization.
Business Chief North America talks to Lisa Roberts, Senior Director of HR and Leader of Diversity & Inclusion at Deltek to find out more.
Why should businesses today care about removing company bias within their software code?
We know that words can have a profound impact on people and leave a lasting impression. Many of the words that have been used in a technology environment were created many years ago, and today those words can be harmful to our customers and employees. Businesses should use words that will leave a positive impact and help create a more inclusive culture in their organization
What impact can exclusive terms have on employees?
Exclusive terms can have a significant impact on employees. It starts with the words we use in our job postings to describe the responsibilities in the position and of course, we also see this in our software code and other areas of the business. Exclusive terminology can be hurtful, and even make employees feel unwelcome. That can impact a person’s desire to join the team, stay at a company, or ultimately decide to leave. All of these critical actions impact the bottom line to the organization.
Please explain how Deltek has removed bias terminology from its software code
Deltek’s engineering team has removed biased terminology from our products, as well as from our documentation. The terms we focused on first that were easy to identify include blacklist, whitelist, and master/slave relationships in data architecture. We have also made some progress in removing gendered language, such as changing he and she to they in some documentation, as well as heteronormative language. We see this most commonly in pick lists that ask to identify someone as your husband or wife. The work is not done, but we are proud of how far we’ve come with this exercise!
What steps is Deltek taking to ensure biased terminology doesn’t end up in its code in the future?
What we are doing at Deltek, and what other organizations can do, is to put accountability on employees to recognize when this is happening – if you see something, say something! We also listen to feedback our customers give us and have heard their feedback on this topic. Those are both very reactive things of course, but we are also proactive. We have created guidance that identifies words that are more inclusive and also just good practice for communicating in a way that includes and respects others.
What advice would you give to other HR leaders who are looking to enhance DEI efforts within company technology?
My simple advice is to start with what makes sense to your organization and culture. Doing nothing is worse than doing something. And one of the best places to start is by acknowledging this is not just an HR initiative. Every employee owns the success of D&I efforts, and employees want to help the organization be better. For example, removing bias terminology was an action initiated by our Engineering and Product Strategy teams at Deltek, not HR. You can solicit the voices of employees by asking for feedback in engagement surveys, focus groups, and town halls. We hear great recommendations from employees and take those opportunities to improve.