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The complaint — filed last month with the Securities and Exchange Commission and the Department of Justice, as well as the FTC — says thousands of employees still had wide-ranging and poorly tracked internal access to core company software, a situation that for years had led to embarrassing hacks, including the commandeering of accounts held by such high-profile users as Elon Musk and former presidents Barack Obama and Donald Trump.

the whistleblower document alleges the company prioritized user growth over reducing spam, though unwanted content made the user experience worse. Executives stood to win individual bonuses of as much as $10 million tied to increases in daily users, the complaint asserts, and nothing explicitly for cutting spam.

Chief executive Parag Agrawal was “lying” when he tweeted in May that the company was “strongly incentivized to detect and remove as much spam as we possibly can,” the complaint alleges.

Zatko described his decision to go public as an extension of his previous work exposing flaws in specific pieces of software and broader systemic failings in cybersecurity. He was hired at Twitter by former CEO Jack Dorsey in late 2020 after a major hack of the company’s systems.

“I felt ethically bound. This is not a light step to take,” said Zatko, who was fired by Agrawal in January. He declined to discuss what happened at Twitter, except to stand by the formal complaint. Under SEC whistleblower rules, he is entitled to legal protection against retaliation, as well as potential monetary rewards.

“Security and privacy have long been top companywide priorities at Twitter,” said Twitter spokeswoman Rebecca Hahn. She said that Zatko’s allegations appeared to be “riddled with inaccuracies” and that Zatko “now appears to be opportunistically seeking to inflict harm on Twitter, its customers, and its shareholders.” Hahn said that Twitter fired Zatko after 15 months “for poor performance and leadership.” Attorneys for Zatko confirmed he was fired but denied it was for performance or leadership.

A person familiar with Zatko’s tenure said the company investigated Zatko’s security claims during his time there and concluded they were sensationalistic and without merit. Four people familiar with Twitter’s efforts to fight spam said the company deploys extensive manual and automated tools to both measure the extent of spam across the service and reduce it.

Overall, Zatko wrote in a February analysis for the company attached as an exhibit to the SEC complaint, “Twitter is grossly negligent in several areas of information security. If these problems are not corrected, regulators, media and users of the platform will be shocked when they inevitably learn about Twitter’s severe lack of security basics.”

Zatko’s complaint says strong security should have been much more important to Twitter, which holds vast amounts of sensitive personal data about users. Twitter has the email addresses and phone numbers of many public figures, as well as dissidents who communicate over the service at great personal risk.

This month, an ex-Twitter employee was convicted of using his position at the company to spy on Saudi dissidents and government critics, passing their information to a close aide of Crown Prince Mohammed bin Salman in exchange for cash and gifts.

Zatko’s complaint says he believed the Indian government had forced Twitter to put one of its agents on the payroll, with access to user data at a time of intense protests in the country. The complaint said supporting information for that claim has gone to the National Security Division of the Justice Department and the Senate Select Committee on Intelligence. Another person familiar with the matter agreed that the employee was probably an agent.

“Take a tech platform that collects massive amounts of user data, combine it with what appears to be an incredibly weak security infrastructure and infuse it with foreign state actors with an agenda, and you’ve got a recipe for disaster,” Charles E. Grassley (R-Iowa), the top Republican on the Senate Judiciary Committee,

Many government leaders and other trusted voices use Twitter to spread important messages quickly, so a hijacked account could drive panic or violence. In 2013, a captured Associated Press handle falsely tweeted about explosions at the White House, sending the Dow Jones industrial average briefly plunging more than 140 points.

After a teenager managed to hijack the verified accounts of Obama, then-candidate Joe Biden, Musk and others in 2020, Twitter’s chief executive at the time, Jack Dorsey, asked Zatko to join him, saying that he could help the world by fixing Twitter’s security and improving the public conversation, Zatko asserts in the complaint.

In 1998, Zatko had testified to Congress that the internet was so fragile that he and others could take it down with a half-hour of concentrated effort. He later served as the head of cyber grants at the Defense Advanced Research Projects Agency, the Pentagon innovation unit that had backed the internet’s invention.

But at Twitter Zatko encountered problems more widespread than he realized and leadership that didn’t act on his concerns, according to the complaint.

Twitter’s difficulties with weak security stretches back more than a decade before Zatko’s arrival at the company in November 2020. In a pair of 2009 incidents, hackers gained administrative control of the social network, allowing them to reset passwords and access user data. In the first, beginning around January of that year, hackers sent tweets from the accounts of high-profile users, including Fox News and Obama.

Several months later, a hacker was able to guess an employee’s administrative password after gaining access to similar passwords in their personal email account. That hacker was able to reset at least one user’s password and obtain private information about any Twitter user.

Twitter continued to suffer high-profile hacks and security violations, including in 2017, when a contract worker briefly took over Trump’s account, and in the 2020 hack, in which a Florida teen tricked Twitter employees and won access to verified accounts. Twitter then said it put additional safeguards in place.

This year, the Justice Department accused Twitter of asking users for their phone numbers in the name of increased security, then using the numbers for marketing. Twitter agreed to pay a $150 million fine for allegedly breaking the 2011 order, which barred the company from making misrepresentations about the security of personal data.

After Zatko joined the company, he found it had made little progress since the 2011 settlement, the complaint says. The complaint alleges that he was able to reduce the backlog of safety cases, including harassment and threats, from 1 million to 200,000, add staff and push to measure results.

But Zatko saw major gaps in what the company was doing to satisfy its obligations to the FTC, according to the complaint. In Zatko’s interpretation, according to the complaint, the 2011 order required Twitter to implement a Software Development Life Cycle program, a standard process for making sure new code is free of dangerous bugs. The complaint alleges that other employees had been telling the board and the FTC that they were making progress in rolling out that program to Twitter’s systems. But Zatko alleges that he discovered that it had been sent to only a tenth of the company’s projects, and even then treated as optional.

“If all of that is true, I don’t think there’s any doubt that there are order violations,” Vladeck, who is now a Georgetown Law professor, said in an interview. “It is possible that the kinds of problems that Twitter faced eleven years ago are still running through the company.”

The complaint also alleges that Zatko warned the board early in his tenure that overlapping outages in the company’s data centers could leave it unable to correctly restart its servers. That could have left the service down for months, or even have caused all of its data to be lost. That came close to happening in 2021, when an “impending catastrophic” crisis threatened the platform’s survival before engineers were able to save the day, the complaint says, without providing further details.

One current and one former employee recalled that incident, when failures at two Twitter data centers drove concerns that the service could have collapsed for an extended period. “I wondered if the company would exist in a few days,” one of them said.

The current and former employees also agreed with the complaint’s assertion that past reports to various privacy regulators were “misleading at best.”

For example, they said the company implied that it had destroyed all data on users who asked, but the material had spread so widely inside Twitter’s networks, it was impossible to know for sure

As the head of security, Zatko says he also was in charge of a division that investigated users’ complaints about accounts, which meant that he oversaw the removal of some bots, according to the complaint. Spam bots — computer programs that tweet automatically — have long vexed Twitter. Unlike its social media counterparts, Twitter allows users to program bots to be used on its service: For example, the Twitter account @big_ben_clock is programmed to tweet “Bong Bong Bong” every hour in time with Big Ben in London. Twitter also allows people to create accounts without using their real identities, making it harder for the company to distinguish between authentic, duplicate and automated accounts.

In the complaint, Zatko alleges he could not get a straight answer when he sought what he viewed as an important data point: the prevalence of spam and bots across all of Twitter, not just among monetizable users.

Zatko cites a “sensitive source” who said Twitter was afraid to determine that number because it “would harm the image and valuation of the company.” He says the company’s tools for detecting spam are far less robust than implied in various statements.

“Agrawal’s Tweets and Twitter’s previous blog posts misleadingly imply that Twitter employs proactive, sophisticated systems to measure and block spam bots,” the complaint says. “The reality: mostly outdated, unmonitored, simple scripts plus overworked, inefficient, understaffed, and reactive human teams.”

The four people familiar with Twitter’s spam and bot efforts said the engineering and integrity teams run software that samples thousands of tweets per day, and 100 accounts are sampled manually.

Some employees charged with executing the fight agreed that they had been short of staff. One said top executives showed “apathy” toward the issue.

Zatko’s complaint likewise depicts leadership dysfunction, starting with the CEO. Dorsey was largely absent during the pandemic, which made it hard for Zatko to get rulings on who should be in charge of what in areas of overlap and easier for rival executives to avoid collaborating, three current and former employees said.

For example, Zatko would encounter disinformation as part of his mandate to handle complaints, according to the complaint. To that end, he commissioned an outside report that found one of the disinformation teams had unfilled positions, yawning language deficiencies, and a lack of technical tools or the engineers to craft them. The authors said Twitter had no effective means of dealing with consistent spreaders of falsehoods.

Dorsey made little effort to integrate Zatko at the company, according to the three employees as well as two others familiar with the process who spoke on the condition of anonymity to describe sensitive dynamics. In 12 months, Zatko could manage only six one-on-one calls, all less than 30 minutes, with his direct boss Dorsey, who also served as CEO of payments company Square, now known as Block, according to the complaint. Zatko allegedly did almost all of the talking, and Dorsey said perhaps 50 words in the entire year to him. “A couple dozen text messages” rounded out their electronic communication, the complaint alleges.

Faced with such inertia, Zatko asserts that he was unable to solve some of the most serious issues, according to the complaint.

Some 30 percent of company laptops blocked automatic software updates carrying security fixes, and thousands of laptops had complete copies of Twitter’s source code, making them a rich target for hackers, it alleges.

A successful hacker takeover of one of those machines would have been able to sabotage the product with relative ease, because the engineers pushed out changes without being forced to test them first in a simulated environment, current and former employees said.

“It’s near-incredible that for something of that scale there would not be a development test environment separate from production and there would not be a more controlled source-code management process,” said Tony Sager, former chief operating officer at the cyberdefense wing of the National Security Agency, the Information Assurance divisio

Sager is currently senior vice president at the nonprofit Center for Internet Security, where he leads a consensus effort to establish best security practices.

Zatko stopped the material from being presented at the Dec. 9, 2021 meeting, the complaint said. But over his continued objections, Agrawal let it go to the board’s smaller Risk Committee a week later.

“A best practice is that you should only be authorized to see and access what you need to do your job, and nothing else,” said former U.S. chief information security officer Gregory Touhill. “If half the company has access to and can make configuration changes to the production environment, that exposes the company and its customers to significant risk.”

The complaint says Dorsey never encouraged anyone to mislead the board about the shortcomings, but that others deliberately left out bad news.

The complaint says that about half of Twitter’s roughly 7,000 full-time employees had wide access to the company’s internal software and that access was not closely monitored, giving them the ability to tap into sensitive data and alter how the service worked. Three current and former employees agreed that these were issues.

An unnamed executive had prepared a presentation for the new CEO’s first full board meeting, according to the complaint. Zatko’s complaint calls the presentation deeply misleading.

The presentation showed that 92 percent of employee computers had security software installed — without mentioning that those installations determined that a third of the machines were insecure, according to the complaint.

Another graphic implied a downward trend in the number of people with overly broad access, based on the small subset of people who had access to the highest administrative powers, known internally as “God mode.” That number was in the hundreds. But the number of people with broad access to core systems, which Zatko had called out as a big problem after joining, had actually grown slightly and remained in the thousands.

The presentation included only a subset of serious intrusions or other security incidents, from a total Zatko estimated as one per week, and it said that the uncontrolled internal access to core systems was responsible for just 7 percent of incidents, when Zatko calculated the real proportion as 60 percent.

When Dorsey left in November 2021, a difficult situation worsened under Agrawal, who had been responsible for security decisions as chief technology officer before Zatko’s hiring, the complaint says.

Agrawal didn’t respond to requests for comment. In an email to employees after publication of this article, obtained by The Post, he said that privacy and security continues to be a top priority for the company, and he added that the narrative is “riddled with inconsistences” and “presented without important context.”

On Jan. 4, Zatko reported internally that the Risk Committee meeting might have been fraudulent, which triggered an Audit Committee investigation.

Agarwal fired him two weeks later. But Zatko complied with the company’s request to spell out his concerns in writing, even without access to his work email and documents, according to the complaint.

Since Zatko’s departure, Twitter has plunged further into chaos with Musk’s takeover, which the two parties agreed to in May. The stock price has fallen, many employees have quit, and Agrawal has dismissed executives and frozen big projects.

Zatko said he hoped that by bringing new scrutiny and accountability, he could improve the company from the outside.

“I still believe that this is a tremendous platform, and there is huge value and huge risk, and I hope that looking back at this, the world will be a better place, in part because of this.”

By the end of World War II, however, American corporations were facing severe talent shortages. Their senior executives were growing old, and a dearth of hiring from the Depression through the war had resulted in a shortfall of able, well-trained managers. Finding people who had the potential to rise quickly through the ranks became an overriding preoccupation of American businesses. They began to devise a formal hiring-and-management system based in part on new studies of human behavior, and in part on military techniques developed during both world wars, when huge mobilization efforts and mass casualties created the need to get the right people into the right roles as efficiently as possible. By the 1950s, it was not unusual for companies to spend days with young applicants for professional jobs, conducting a battery of tests, all with an eye toward corner-office potential.

But companies abandoned their hard-edged practices for another important reason: many of their methods of evaluation turned out not to be very scientific.

this regime, so widespread in corporate America at mid-century, had almost disappeared by 1990. “I think an HR person from the late 1970s would be stunned to see how casually companies hire now,”

Many factors explain the change, he said, and then he ticked off a number of them: Increased job-switching has made it less important and less economical for companies to test so thoroughly. A heightened focus on short-term financial results has led to deep cuts in corporate functions that bear fruit only in the long term. The Civil Rights Act of 1964, which exposed companies to legal liability for discriminatory hiring practices, has made HR departments wary of any broadly applied and clearly scored test that might later be shown to be systematically biased.

about a quarter of the country’s corporations were using similar tests to evaluate managers and junior executives, usually to assess whether they were ready for bigger roles.

Aptitude, skills, personal history, psychological stability, discretion, loyalty—companies at the time felt they had a need (and the right) to look into them all. That ambit is expanding once again, and this is undeniably unsettling. Should the ideas of scientists be dismissed because of the way they play a game? Should job candidates be ranked by what their Web habits say about them? Should the “data signature” of natural leaders play a role in promotion? These are all live questions today, and they prompt heavy concerns: that we will cede one of the most subtle and human of skills, the evaluation of the gifts and promise of other people, to machines; that the models will get it wrong; that some people will never get a shot in the new workforce.

Knack makes app-based video games, among them Dungeon Scrawl, a quest game requiring the player to navigate a maze and solve puzzles, and Wasabi Waiter, which involves delivering the right sushi to the right customer at an increasingly crowded happy hour. These games aren’t just for play: they’ve been designed by a team of neuroscientists, psychologists, and data scientists to suss out human potential. Play one of them for just 20 minutes, says Guy Halfteck, Knack’s founder, and you’ll generate several megabytes of data, exponentially more than what’s collected by the SAT or a personality test. How long you hesitate before taking every action, the sequence of actions you take, how you solve problems—all of these factors and many more are logged as you play, and then are used to analyze your creativity, your persistence, your capacity to learn quickly from mistakes, your ability to prioritize, and even your social intelligence and personality. The end result, Halfteck says, is a high-resolution portrait of your psyche and intellect, and an assessment of your potential as a leader or an innovator.

When the results came back, Haringa recalled, his heart began to beat a little faster. Without ever seeing the ideas, without meeting or interviewing the people who’d proposed them, without knowing their title or background or academic pedigree, Knack’s algorithm had identified the people whose ideas had panned out. The top 10 percent of the idea generators as predicted by Knack were in fact those who’d gone furthest in the process.

What Knack is doing, Haringa told me, “is almost like a paradigm shift.” It offers a way for his GameChanger unit to avoid wasting time on the 80 people out of 100—nearly all of whom look smart, well-trained, and plausible on paper—whose ideas just aren’t likely to work out.

He has encouraged the company’s HR executives to think about applying the games to the recruitment and evaluation of all professional workers.

scoring distance from work could violate equal-employment-opportunity standards. Marital status? Motherhood? Church membership? “Stuff like that,” Meyerle said, “we just don’t touch”—at least not in the U.S., where the legal environment is strict. Meyerle told me that Evolv has looked into these sorts of factors in its work for clients abroad, and that some of them produce “startling results.”

consider the alternative. A mountain of scholarly literature has shown that the intuitive way we now judge professional potential is rife with snap judgments and hidden biases, rooted in our upbringing or in deep neurological connections that doubtless served us well on the savanna but would seem to have less bearing on the world of work.

We may like to think that society has become more enlightened since those days, and in many ways it has, but our biases are mostly unconscious, and they can run surprisingly deep. Consider race. For a 2004 study called “Are Emily and Greg More Employable Than Lakisha and Jamal?,” the economists Sendhil Mullainathan and Marianne Bertrand put white-sounding names (Emily Walsh, Greg Baker) or black-sounding names (Lakisha Washington, Jamal Jones) on similar fictitious résumés, which they then sent out to a variety of companies in Boston and Chicago. To get the same number of callbacks, they learned, they needed to either send out half again as many résumés with black names as those with white names, or add eight extra years of relevant work experience to the résumés with black names.

a sociologist at Northwestern, spent parts of the three years from 2006 to 2008 interviewing professionals from elite investment banks, consultancies, and law firms about how they recruited, interviewed, and evaluated candidates, and concluded that among the most important factors driving their hiring recommendations were—wait for it—shared leisure interests.

Lacking “reliable predictors of future performance,” Rivera writes, “assessors purposefully used their own experiences as models of merit.” Former college athletes “typically prized participation in varsity sports above all other types of involvement.” People who’d majored in engineering gave engineers a leg up, believing they were better prepared.

the prevailing system of hiring and management in this country involves a level of dysfunction that should be inconceivable in an economy as sophisticated as ours. Recent survey data collected by the Corporate Executive Board, for example, indicate that nearly a quarter of all new hires leave their company within a year of their start date, and that hiring managers wish they’d never extended an offer to one out of every five members on their team

In the late 1990s, as these assessments shifted from paper to digital formats and proliferated, data scientists started doing massive tests of what makes for a successful customer-support technician or salesperson. This has unquestionably improved the quality of the workers at many firms.

In 2010, however, Xerox switched to an online evaluation that incorporates personality testing, cognitive-skill assessment, and multiple-choice questions about how the applicant would handle specific scenarios that he or she might encounter on the job. An algorithm behind the evaluation analyzes the responses, along with factual information gleaned from the candidate’s application, and spits out a color-coded rating: red (poor candidate), yellow (middling), or green (hire away). Those candidates who score best, I learned, tend to exhibit a creative but not overly inquisitive personality, and participate in at least one but not more than four social networks, among many other factors. (Previous experience, one of the few criteria that Xerox had explicitly screened for in the past, turns out to have no bearing on either productivity or retention

the idea that hiring was a science fell out of favor. But now it’s coming back, thanks to new technologies and methods of analysis that are cheaper, faster, and much-wider-ranging than what we had before

Gone are the days, Ostberg told me, when, say, a small survey of college students would be used to predict the statistical validity of an evaluation tool. “We’ve got a data set of 347,000 actual employees who have gone through these different types of assessments or tools,” he told me, “and now we have performance-outcome data, and we can split those and slice and dice by industry and location.”

Evolv’s tests allow companies to capture data about everybody who applies for work, and everybody who gets hired—a complete data set from which sample bias, long a major vexation for industrial-organization psychologists, simply disappears. The sheer number of observations that this approach makes possible allows Evolv to say with precision which attributes matter more to the success of retail-sales workers (decisiveness, spatial orientation, persuasiveness) or customer-service personnel at call centers (rapport-building)

There are some data that Evolv simply won’t use, out of a concern that the information might lead to systematic bias against whole classes of people

When Xerox started using the score in its hiring decisions, the quality of its hires immediately improved. The rate of attrition fell by 20 percent in the initial pilot period, and over time, the number of promotions rose. Xerox still interviews all candidates in person before deciding to hire them, Morse told me, but, she added, “We’re getting to the point where some of our hiring managers don’t even want to interview anymore”

what most excites him are the possibilities that arise from monitoring the entire life cycle of a worker at any given company.

Mullainathan expressed amazement at how little most creative and professional workers (himself included) know about what makes them effective or ineffective in the office. Most of us can’t even say with any certainty how long we’ve spent gathering information for a given project, or our pattern of information-gathering, never mind know which parts of the pattern should be reinforced, and which jettisoned. As Mullainathan put it, we don’t know our own “production function.”

What begins with an online screening test for entry-level workers ends with the transformation of nearly every aspect of hiring, performance assessment, and management.

I turned to Sandy Pentland, the director of the Human Dynamics Laboratory at MIT. In recent years, Pentland has pioneered the use of specialized electronic “badges” that transmit data about employees’ interactions as they go about their days. The badges capture all sorts of information about formal and informal conversations: their length; the tone of voice and gestures of the people involved; how much those people talk, listen, and interrupt; the degree to which they demonstrate empathy and extroversion; and more. Each badge generates about 100 data points a minute.

he tried the badges out on about 2,500 people, in 21 different organizations, and learned a number of interesting lessons. About a third of team performance, he discovered, can usually be predicted merely by the number of face-to-face exchanges among team members. (Too many is as much of a problem as too few.) Using data gathered by the badges, he was able to predict which teams would win a business-plan contest, and which workers would (rightly) say they’d had a “productive” or “creative” day. Not only that, but he claimed that his researchers had discovered the “data signature” of natural leaders, whom he called “charismatic connectors” and all of whom, he reported, circulate actively, give their time democratically to others, engage in brief but energetic conversations, and listen at least as much as they talk.

His group is developing apps to allow team members to view their own metrics more or less in real time, so that they can see, relative to the benchmarks of highly successful employees, whether they’re getting out of their offices enough, or listening enough, or spending enough time with people outside their own team.

Torrents of data are routinely collected by American companies and now sit on corporate servers, or in the cloud, awaiting analysis. Bloomberg reportedly logs every keystroke of every employee, along with their comings and goings in the office. The Las Vegas casino Harrah’s tracks the smiles of the card dealers and waitstaff on the floor (its analytics team has quantified the impact of smiling on customer satisfaction). E‑mail, of course, presents an especially rich vein to be mined for insights about our productivity, our treatment of co-workers, our willingness to collaborate or lend a hand, our patterns of written language, and what those patterns reveal about our intelligence, social skills, and behavior.

people analytics will ultimately have a vastly larger impact on the economy than the algorithms that now trade on Wall Street or figure out which ads to show us. He reminded me that we’ve witnessed this kind of transformation before in the history of management science. Near the turn of the 20th century, both Frederick Taylor and Henry Ford famously paced the factory floor with stopwatches, to improve worker efficiency.

“The quantities of data that those earlier generations were working with,” he said, “were infinitesimal compared to what’s available now. There’s been a real sea change in the past five years, where the quantities have just grown so large—petabytes, exabytes, zetta—that you start to be able to do things you never could before.”

People analytics will unquestionably provide many workers with more options and more power. Gild, for example, helps companies find undervalued software programmers, working indirectly to raise those people’s pay. Other companies are doing similar work. One called Entelo, for instance, specializes in using algorithms to identify potentially unhappy programmers who might be receptive to a phone cal

He sees it not only as a boon to a business’s productivity and overall health but also as an important new tool that individual employees can use for self-improvement: a sort of radically expanded The 7 Habits of Highly Effective People, custom-written for each of us, or at least each type of job, in the workforce.

the most exotic development in people analytics today is the creation of algorithms to assess the potential of all workers, across all companies, all the time.

The way Gild arrives at these scores is not simple. The company’s algorithms begin by scouring the Web for any and all open-source code, and for the coders who wrote it. They evaluate the code for its simplicity, elegance, documentation, and several other factors, including the frequency with which it’s been adopted by other programmers. For code that was written for paid projects, they look at completion times and other measures of productivity. Then they look at questions and answers on social forums such as Stack Overflow, a popular destination for programmers seeking advice on challenging projects. They consider how popular a given coder’s advice is, and how widely that advice ranges.

The algorithms go further still. They assess the way coders use language on social networks from LinkedIn to Twitter; the company has determined that certain phrases and words used in association with one another can distinguish expert programmers from less skilled ones. Gild knows these phrases and words are associated with good coding because it can correlate them with its evaluation of open-source code, and with the language and online behavior of programmers in good positions at prestigious companies.

having made those correlations, Gild can then score programmers who haven’t written open-source code at all, by analyzing the host of clues embedded in their online histories. They’re not all obvious, or easy to explain. Vivienne Ming, Gild’s chief scientist, told me that one solid predictor of strong coding is an affinity for a particular Japanese manga site.

Gild’s CEO, Sheeroy Desai, told me he believes his company’s approach can be applied to any occupation characterized by large, active online communities, where people post and cite individual work, ask and answer professional questions, and get feedback on projects. Graphic design is one field that the company is now looking at, and many scientific, technical, and engineering roles might also fit the bill. Regardless of their occupation, most people leave “data exhaust” in their wake, a kind of digital aura that can reveal a lot about a potential hire.

professionally relevant personality traits can be judged effectively merely by scanning Facebook feeds and photos. LinkedIn, of course, captures an enormous amount of professional data and network information, across just about every profession. A controversial start-up called Klout has made its mission the measurement and public scoring of people’s online social influence.

Now the two companies are working together to marry pre-hire assessments to an increasing array of post-hire data: about not only performance and duration of service but also who trained the employees; who has managed them; whether they were promoted to a supervisory role, and how quickly; how they performed in that role; and why they eventually left.

Over time, better job-matching technologies are likely to begin serving people directly, helping them see more clearly which jobs might suit them and which companies could use their skills. In the future, Gild plans to let programmers see their own profiles and take skills challenges to try to improve their scores. It intends to show them its estimates of their market value, too, and to recommend coursework that might allow them to raise their scores even more. Not least, it plans to make accessible the scores of typical hires at specific companies, so that software engineers can better see the profile they’d need to land a particular job

Knack, for its part, is making some of its video games available to anyone with a smartphone, so people can get a better sense of their strengths, and of the fields in which their strengths would be most valued. (Palo Alto High School recently adopted the games to help students assess careers.) Ultimately, the company hopes to act as matchmaker between a large network of people who play its games (or have ever played its games) and a widening roster of corporate clients, each with its own specific profile for any given type of job.

When I began my reporting for this story, I was worried that people analytics, if it worked at all, would only widen the divergent arcs of our professional lives, further gilding the path of the meritocratic elite from cradle to grave, and shutting out some workers more definitively. But I now believe the opposite is likely to happen, and that we’re headed toward a labor market that’s fairer to people at every stage of their careers

For decades, as we’ve assessed people’s potential in the professional workforce, the most important piece of data—the one that launches careers or keeps them grounded—has been educational background: typically, whether and where people went to college, and how they did there. Over the past couple of generations, colleges and universities have become the gatekeepers to a prosperous life. A degree has become a signal of intelligence and conscientiousness, one that grows stronger the more selective the school and the higher a student’s GPA, that is easily understood by employers, and that, until the advent of people analytics, was probably unrivaled in its predictive powers.

the limitations of that signal—the way it degrades with age, its overall imprecision, its many inherent biases, its extraordinary cost—are obvious. “Academic environments are artificial environments,” Laszlo Bock, Google’s senior vice president of people operations, told The New York Times in June. “People who succeed there are sort of finely trained, they’re conditioned to succeed in that environment,” which is often quite different from the workplace.

because one’s college history is such a crucial signal in our labor market, perfectly able people who simply couldn’t sit still in a classroom at the age of 16, or who didn’t have their act together at 18, or who chose not to go to graduate school at 22, routinely get left behind for good. That such early factors so profoundly affect career arcs and hiring decisions made two or three decades later is, on its face, absurd.

I spoke with managers at a lot of companies who are using advanced analytics to reevaluate and reshape their hiring, and nearly all of them told me that their research is leading them toward pools of candidates who didn’t attend college—for tech jobs, for high-end sales positions, for some managerial roles. In some limited cases, this is because their analytics revealed no benefit whatsoever to hiring people with college degrees; in other cases, and more often, it’s because they revealed signals that function far better than college history,

Google, too, is hiring a growing number of nongraduates. Many of the people I talked with reported that when it comes to high-paying and fast-track jobs, they’re reducing their preference for Ivy Leaguers and graduates of other highly selective schools.

This process is just beginning. Online courses are proliferating, and so are online markets that involve crowd-sourcing. Both arenas offer new opportunities for workers to build skills and showcase competence. Neither produces the kind of instantly recognizable signals of potential that a degree from a selective college, or a first job at a prestigious firm, might. That’s a problem for traditional hiring managers, because sifting through lots of small signals is so difficult and time-consuming.

all of these new developments raise philosophical questions. As professional performance becomes easier to measure and see, will we become slaves to our own status and potential, ever-focused on the metrics that tell us how and whether we are measuring up? Will too much knowledge about our limitations hinder achievement and stifle our dreams? All I can offer in response to these questions, ironically, is my own gut sense, which leads me to feel cautiously optimistic.

Google’s understanding of the promise of analytics is probably better than anybody else’s, and the company has been changing its hiring and management practices as a result of its ongoing analyses. (Brainteasers are no longer used in interviews, because they do not correlate with job success; GPA is not considered for anyone more than two years out of school, for the same reason—the list goes on.) But for all of Google’s technological enthusiasm, these same practices are still deeply human. A real, live person looks at every résumé the company receives. Hiring decisions are made by committee and are based in no small part on opinions formed during structured interviews.

Last month, the company’s current chief, Stefan Vanoverbeke, and financial director, Dariusz Rychert, were questioned along with Mr. Baillot for 48 hours by the judicial police before being placed under formal investigation. That set in motion a process in which the next step, if it comes, would be the filing of criminal charges.

In transcripts of police interviews, Mr. Paris and his colleagues in the risk management department acknowledged receiving frequent requests from Ikea store managers across France for criminal background checks, driving records and vehicle registrations — though only a fraction of those inquiries uncovered a notable offense. Usually the requests were limited to one or two people after a theft or a complaint of harassment among employees. But sometimes lists containing dozens of names of employees or job applicants were submitted for vetting, and then forwarded to one of a handful of trusted private investigators for processing.

Chamath Palihapitiya, a venture capitalist who was an early employee at Facebook, said in November that the social network was “ripping apart the social fabric of how society works.”

The new Center for Humane Technology includes an unprecedented alliance of former employees of some of today’s biggest tech companies. Apart from Mr. Harris, the center includes Sandy Parakilas, a former Facebook operations manager; Lynn Fox, a former Apple and Google communications executive; Dave Morin, a former Facebook executive; Justin Rosenstein, who created Facebook’s Like button and is a co-founder of Asana; Roger McNamee, an early investor in Facebook; and Renée DiResta, a technologist who studies bots.

Its first project to reform the industry will be to introduce a Ledger of Harms — a website aimed at guiding rank-and-file engineers who are concerned about what they are being asked to build. The site will include data on the health effects of different technologies and ways to make products that are healthier

“Facebook appeals to your lizard brain — primarily fear and anger,” he said. “And with smartphones, they’ve got you for every waking moment.”

Apple’s chief executive, Timothy D. Cook, told The Guardian last month that he would not let his nephew on social media, while the Facebook investor Sean Parker also recently said of the social network that “God only knows what it’s doing to our children’s brains.”Mr. Steyer said, “You see a degree of hypocrisy with all these guys in Silicon Valley.”

The new group also plans to begin lobbying for laws to curtail the power of big tech companies. It will initially focus on two pieces of legislation: a bill being introduced by Senator Edward J. Markey, Democrat of Massachusetts, that would commission research on technology’s impact on children’s health, and a bill in California by State Senator Bob Hertzberg, a Democrat, which would prohibit the use of digital bots without identification.

Mr. McNamee said he had joined the Center for Humane Technology because he was horrified by what he had helped enable as an early Facebook investor.

Truth About Tech campaign was modeled on antismoking drives and focused on children because of their vulnerability.

He said the people who made these products could stop them before they did more harm.

This made the employee feel like remote work was just another set of disempowering rules.

Workers clearly felt empowered by having more control over their own work life. Companies must give people choices that match their unique work and life needs.

People crave predictability. Surprises make it harder for employees to plan their lives and have peace of mind. When constant change is inflicted on them, without a chance to anticipate it or participate in decisions about it, people get anxious and passive, and dream of escape.

For instance, workers who get unexpected spot bonuses sometimes feel that they don't know what to count on when calculating their future compensation; they'd rather have a predictable total package.

People thrive when their value is acknowledged by getting more responsibility, recognition and stature, such as a bigger title.

Jobs that convey a sense of purpose and meaning are more likely to exercise an emotional hold on people. Whether or not the company overall thinks it stands for social responsibility, people want to see that chance to make a difference in their immediate work experience.

Conventional wisdom holds that the best way to improve employment circumstances is to get an offer from a new company. That shouldn't have to be the case. Managers who want to retain people should act as if they are just now hiring them.

The best labor pool could be the one companies already have. They should treat their people as a precious resource and give them what they want from work. Rewarding them will reward the business.

In these cultures, leaders are fearful of losing their livelihood and use the same fear to lead their employees. So, it is not surprising that so many of us have experienced unjust and inequitable working conditions in command and control cultures where leaders use fear and aggression as the means to drive employee productivity.

Eventually, the very thing she was trying to protect, her livelihood, was lost. Would she have saved her own job had she opted for a different organizational structure or a nicer management style?

Though, historically, the command and control management structure and its many iterations of management styles has been successfully used by many companies, there is evidence that organizational cultures based on value systems that reward initiative, creativity and innovation result in greater employee productivity, loyalty and engagement than cultures based on control. In other words, organization's that adopt command and control management structures, even when coupled with friendlier management styles, are likely to find that employee productivity, engagement and loyalty are not as high as those organizational cultures that encourage initiative, creativity and innovation.

In the process, fit has become a catchall used to justify hiring people who are similar to decision makers and rejecting people who are not.

The concept of fit first gained traction in the 1980s. The original idea was that if companies hired individuals whose personalities and values — and not just their skills — meshed with an organization’s strategy, workers would feel more attached to their jobs, work harder and stay longer.

in many organizations, fit has gone rogue. I saw this firsthand while researching the hiring practices of the country’s top investment banks, management consultancies and law firms. I interviewed 120 decision makers and spent nine months observing

While résumés (and connections) influenced which applicants made it into the interview room, interviewers’ perceptions of fit strongly shaped who walked out with job offers.

Crucially, though, for these gatekeepers, fit was not about a match with organizational values. It was about personal fit. In these time- and team-intensive jobs, professionals at all levels of seniority reported wanting to hire people with whom they enjoyed hanging out and could foresee developing close relationships with

To judge fit, interviewers commonly relied on chemistry. “

Many used the “airport test.” As a managing director at an investment bank put it, “Would I want to be stuck in an airport in Minneapolis in a snowstorm with them?”

interviewers were primarily interested in new hires whose hobbies, hometowns and biographies matched their own. Bonding over rowing college crew, getting certified in scuba, sipping single-malt Scotches in the Highlands or dining at Michelin-starred restaurants was evidence of fit; sharing a love of teamwork or a passion for pleasing clients was not

it has become a common feature of American corporate culture. Employers routinely ask job applicants about their hobbies and what they like to do for fun, while a complementary self-help industry informs white-collar job seekers that chemistry, not qualifications, will win them an offer.

Selection based on personal fit can keep demographic and cultural diversity low

In the elite firms I studied, the types of shared experiences associated with fit typically required large investments of time and money.

Class-biased definitions of fit are one reason investment banks, management consulting firms and law firms are dominated by people from the highest socioeconomic backgrounds

Also, whether the industry is finance, high-tech or fashion, a good fit in most American corporations still tends to be stereotypically masculine.

Perhaps most important, it is easy to mistake rapport for skill. Just as they erroneously believe that they can accurately tell when someone is lying, people tend to be overly confident in their ability to spot talent. Unstructured interviews, which are the most popular hiring tools for American managers and the primary way they judge fit, are notoriously poor predictors of job performance.

Organizations that use cultural fit for competitive advantage tend to favor concrete tools like surveys and structured interviews that systematically test behaviors associated with increased performance and employee retention.

For managers who want to use cultural fit in a more productive way, I have several suggestions.

First, communicate a clear and consistent idea of what the organization’s culture is (and is not) to potential employees. Second, make sure the definition of cultural fit is closely aligned with business goals. Ideally, fit should be based on data-driven analysis of what types of values, traits and behaviors actually predict on-the-job success. Third, create formal procedures like checklists for measuring fit, so that assessment is not left up to the eyes (and extracurriculars) of the beholder.

But cultural fit has become a new form of discrimination that keeps demographic and cultural diversity down

To counter the weak employment market, Summers called for major growth in government expenditures to fill needs that the private sector is not addressing:In our society, whether it is taking care of the young or taking care of the old, or repairing a lot that needs to be repaired, there is a huge amount of very valuable work that needs to be done. It’s much less clear, to use a modern phrase, that there’s a viable business model for getting it done. And I guess the reason why I think there is going to need to be a lot of reflection on the role of government going forward is that, if I’m right, that there’s vitally important work to be done for which there is no standard capital business model that will get it done. That suggests important roles for public policy.

the report calls for tax and regulatory policies to encourage employee ownership, the strengthening of collective bargaining rights, regulations requiring corporations to provide fringe benefits to employees working for subcontractors, a substantial increase in the minimum wage, sharper overtime pay enforcement, and a huge increase in infrastructure appropriations – for roads, bridges, ports, schools – to spur job creation and tighten the labor market.

Summers also calls for significant increases in the progressivity of the United States tax system.

He advocates aggressive steps to eliminate “rents” — profits that result from monopoly or other forms of government protection from competition. Summers favors attacking rents in the form of “exclusionary zoning practices” that bid up the price of housing, “excessively long copyright” protections, and financial regulations “providing implicit subsidies to a fortunate minority.”

Signaling that he now finds himself on common ground with stalwarts of the Democratic left like Elizabeth Warren and Joe Stiglitz, Summers adds, “Government needs to try to make sure everyone can get access to financial markets on an equal basis.”

Summers supports looking past income inequality to the distribution of wealth. During our conversation, he pointed out that “a large fraction of capital gains escapes taxation entirely” through “the stepped up basis at death.”

The idea that an economy could suffer from a persistent shortage of demand is an enormous switch for Summers or anyone who had been adhering to the economic orthodoxy in the three decades prior to the crisisin 2008. Baker goes on to argue that Summers “now recognizes that the financial system needs serious regulation.”

Many of the policies outlined by Summers — especially on trade, taxation, financial regulation and worker empowerment — are the very policies that divide the Wall-Street-corporate wing from the working-to-middle-class wing of the Democratic Party. Put another way, these policies divide the money wing from the voting wing.

Summers has forced out in the open a set of choices that Hillary Clinton has so far avoided, choices that even if she attempts to elide them will amount to a signal of where her loyalties lie.

“The core problem,” according to Summers, is thatthere aren’t enough jobs, and if you help some people, you can help them get the jobs, but then someone else won’t get the jobs. And unless you’re doing things that are affecting the demand for jobs, you’re helping people win a race to get a finite number of jobs, and there are only so many of them.

he is “all for” more schooling and job training, but as an answer to the problems of the job marketplace, “it is fundamentally an evasion.”

Summers’s analysis of current economic conditions suggests that free market capitalism, as now structured, is producing major distortions. These distortions, in his view, have resulted in gains of $1 trillion annually to those at the top of the pyramid, and losses of $1 trillion every year to those in the bottom 80 percent.

Summers’s ascendance is a reflection of the abandonment by much of the party establishment of neo-liberal thinking, premised on the belief that unregulated markets and global trade would produce growth beneficial to worker and C.E.O. alike.

Larry Summers, who withdrew his candidacy for the chairmanship of the Federal Reserve under pressure from the liberal wing of the Democratic Party in 2013, has emerged as the party’s dominant economic policy strategist. The former Treasury secretary’s evolving message has won over many of his former critics.

Leisure is essential to civilization… and with modern technique it would be possible to distribute leisure justly without injury to civilization.

The question of the proper number of working hours is one that has bothered economic and ethical thinkers for 2,000 years.

Still, some employees have opted to remain fully remote.

he environmental nonprofit has yet to bring anyone back to the office on a regular bas

"The pandemic has really had us rethink what it means to get work done, and how we get the work done,"

"What's been really exciting is to see folks coming back into the office and wanting to be around other people,

He envisions the office as a place where his employees interact not just with each other but with the public.

it is our hope that the federal government will follow the science and reopen facilities to taxpaying Americans."

Neal said it's probably going to be a hybrid

I think ... you're probably going to see more people working remotely.

Many, including TSA and Border Patrol officers, had no choice but to remain on site.

managers have already been calling some employees back into the office on a voluntary basis.

We're nowhere near herd immunity. And we don't want the vulnerable populations that we serve exposed to packed lobbies where people are going to literally have to wait post-pandemic like they did pre-pandemic for hours just to turn in documents."

Neal said there are other concerns for managers, including employee morale.

"Lots of people connecting remotely probably presents far more risk of hacking than than a bunch of people connecting on a network in a government building," Neal added.

"It's an opportunity to fundamentally reimagine what it means to work for the federal government,

Lisa Ashton had the same problem. She received a PPP loan for her business, Northern Lights Holistic, a wellness center in Portsmouth, Rhode Island. But she quickly realized she wouldn't be able to spend it in eight weeks, especially since her business won't be allowed to open before June 1. She called her bank and asked to give the money back.

"We'd rather survive and live to fight another day, even if eventually we owe the government some money," Huffman said.

Kurt Huffman, who owns the restaurant group ChefStable in Oregon, sees the PPP loan as a welcome lifeline but says the eight-week window to qualify for forgiveness is much too tight for restaurants.

"I told them the situation and I told them that it's going to be too much money for me to spend," Ashton said. Her bank agreed to take half back -- and she can now pay her 16 freelancers and rent through July 1, without accruing loan debt. "I won't have to worry about the interest or everything accumulating ... and being stuck with that payment. So I feel really good about that."

It's unclear whether either will happen. But a new report from the inspector general overseeing the Small Business Administration recommends that the SBA review its 75/25 rule for divvying up how the money must be spent. The IG noted that the law that created the program does not create any such restriction.

"The Paycheck program is underperforming because Treasury unilaterally required that 75% of the funds be used for payroll within eight weeks of receiving the loan," Seiberg wrote in a note to clients. "The frustration in Washington is that Treasury could unilaterally fix the problems tomorrow because it created them. ... If Treasury won't fix Paycheck, expect Congress to change the terms in the next stimulus."

Moreover, to the extent that people have unconscious biases, there is no clear-cut way to measure them

The main tool for measuring unconscious bias, the Implicit Association Test (IAT), has been in use for twenty years but is highly contested.

meta-analytic reviews have concluded that IAT scores — in other words, unconscious biases — are very weak predictors of actual behavior.

The vast majority of people labeled “racist” by these tests behave the same as the vast majority of people labelled “non-racist.” Do we really want to tell people who behave in non-racist ways that they are unconsciously racists, or, conversely, tell people who behave in racist ways that they aren’t, deep down, racists at all?

Instead of worrying what people think of something or someone deep down, we should focus on ways to eliminate the toxic or prejudiced behaviors we can see. That alone will drive a great deal of progress.

Scientific evidence suggests that the relationship between attitudes and behaviors is much weaker than one might expect.

Even if we lived in a world in which humans always acted in accordance with their beliefs, there would remain better ways to promote diversity than by policing people’s thoughts.

Organizations should focus less on extinguishing their employees’ unconscious thoughts, and more on nurturing ethical, benevolent, and inclusive behaviors.

This means focusing less on employees’ attitudes, and more on organizational policies and systems, as these play the key role creating the conditions that entice employees (and leaders) to behave in more or less inclusive ways.

This gets to the underlying flaw with unconscious bias trainings: behaviors, not thoughts, should be the target of diversity and inclusion interventions.

Tomas Chamorro-Premuzic is chief talent scientist at Manpower Group and a professor at University College London and Columbia University.

Bias can be thought of as a malleable and quickly-adapting entity. It is important to anticipate situations which are likely to lead to bias or have led to discrimination in the past, and create systems to eliminate or lessen the likelihood of these behaviors from occurring.

Another aspect of unconscious bias training should include the standardization of company policies, protocol, and procedures.

when unconscious bias training is implemented, it is imperative to have measures in place to assess incremental changes and progress. How will you then learn whether the training was successful if you don’t know what point you started at? Data should be collected at several stages of the training intervention, which can ensure the effectiveness of the training.

“Our systems are effective at reducing harmful content, and we’ve invested billions in safety, security and brand suitability solutions,” said Samantha Stetson, a Meta vice president who handles relations with the advertising industry. She said the prevalence of inappropriate content on Instagram is low, and that the company invests heavily in reducing it.

The Journal set up the test accounts after observing that the thousands of followers of such young people’s accounts often include large numbers of adult men, and that many of the accounts who followed those children also had demonstrated interest in sex content related to both children and adults

The Journal also tested what the algorithm would recommend after its accounts followed some of those users as well, which produced more-disturbing content interspersed with ads.

The Canadian Centre for Child Protection, a child-protection group, separately ran similar tests on its own, with similar results.

Meta said the Journal’s tests produced a manufactured experience that doesn’t represent what billions of users see. The company declined to comment on why the algorithms compiled streams of separate videos showing children, sex and advertisements, but a spokesman said that in October it introduced new brand safety tools that give advertisers greater control over where their ads appear, and that Instagram either removes or reduces the prominence of four million videos suspected of violating its standards each month. 

The Journal reported in June that algorithms run by Meta, which owns both Facebook and Instagram, connect large communities of users interested in pedophilic content. The Meta spokesman said a task force set up after the Journal’s article has expanded its automated systems for detecting users who behave suspiciously, taking down tens of thousands of such accounts each month. The company also is participating in a new industry coalition to share signs of potential child exploitation.

Following what it described as Meta’s unsatisfactory response to its complaints, Match began canceling Meta advertising for some of its apps, such as Tinder, in October. It has since halted all Reels advertising and stopped promoting its major brands on any of Meta’s platforms. “We have no desire to pay Meta to market our brands to predators or place our ads anywhere near this content,” said Match spokeswoman Justine Sacco.

Even before the 2020 launch of Reels, Meta employees understood that the product posed safety concerns, according to former employees.

Robbie McKay, a spokesman for Bumble, said it “would never intentionally advertise adjacent to inappropriate content,” and that the company is suspending its ads across Meta’s platforms.

Meta created Reels to compete with TikTok, the video-sharing platform owned by Beijing-based ByteDance. Both products feed users a nonstop succession of videos posted by others, and make money by inserting ads among them. Both companies’ algorithms show to a user videos the platforms calculate are most likely to keep that user engaged, based on his or her past viewing behavior

The Journal reporters set up the Instagram test accounts as adults on newly purchased devices and followed the gymnasts, cheerleaders and other young influencers. The tests showed that following only the young girls triggered Instagram to begin serving videos from accounts promoting adult sex content alongside ads for major consumer brands, such as one for Walmart that ran after a video of a woman exposing her crotch. 

When the test accounts then followed some users who followed those same young people’s accounts, they yielded even more disturbing recommendations. The platform served a mix of adult pornography and child-sexualizing material, such as a video of a clothed girl caressing her torso and another of a child pantomiming a sex act.

Experts on algorithmic recommendation systems said the Journal’s tests showed that while gymnastics might appear to be an innocuous topic, Meta’s behavioral tracking has discerned that some Instagram users following preteen girls will want to engage with videos sexualizing children, and then directs such content toward them.

Current and former Meta employees said in interviews that the tendency of Instagram algorithms to aggregate child sexualization content from across its platform was known internally to be a problem. Once Instagram pigeonholes a user as interested in any particular subject matter, they said, its recommendation systems are trained to push more related content to them.

Preventing the system from pushing noxious content to users interested in it, they said, requires significant changes to the recommendation algorithms that also drive engagement for normal users. Company documents reviewed by the Journal show that the company’s safety staffers are broadly barred from making changes to the platform that might reduce daily active users by any measurable amount.

The test accounts showed that advertisements were regularly added to the problematic Reels streams. Ads encouraging users to visit Disneyland for the holidays ran next to a video of an adult acting out having sex with her father, and another of a young woman in lingerie with fake blood dripping from her mouth. An ad for Hims ran shortly after a video depicting an apparently anguished woman in a sexual situation along with a link to what was described as “the full video.”

Instagram’s system served jarring doses of salacious content to those test accounts, including risqué footage of children as well as overtly sexual adult videos—and ads for some of the biggest U.S. brands.

Part of the problem is that automated enforcement systems have a harder time parsing video content than text or still images. Another difficulty arises from how Reels works: Rather than showing content shared by users’ friends, the way other parts of Instagram and Facebook often do, Reels promotes videos from sources they don’t follow

In an analysis conducted shortly before the introduction of Reels, Meta’s safety staff flagged the risk that the product would chain together videos of children and inappropriate content, according to two former staffers. Vaishnavi J, Meta’s former head of youth policy, described the safety review’s recommendation as: “Either we ramp up our content detection capabilities, or we don’t recommend any minor content,” meaning any videos of children.

At the time, TikTok was growing rapidly, drawing the attention of Instagram’s young users and the advertisers targeting them. Meta didn’t adopt either of the safety analysis’s recommendations at that time, according to J.

Stetson, Meta’s liaison with digital-ad buyers, disputed that Meta had neglected child safety concerns ahead of the product’s launch. “We tested Reels for nearly a year before releasing it widely, with a robust set of safety controls and measures,” she said. 

After initially struggling to maximize the revenue potential of its Reels product, Meta has improved how its algorithms recommend content and personalize video streams for users

Among the ads that appeared regularly in the Journal’s test accounts were those for “dating” apps and livestreaming platforms featuring adult nudity, massage parlors offering “happy endings” and artificial-intelligence chatbots built for cybersex. Meta’s rules are supposed to prohibit such ads.

The Journal informed Meta in August about the results of its testing. In the months since then, tests by both the Journal and the Canadian Centre for Child Protection show that the platform continued to serve up a series of videos featuring young children, adult content and apparent promotions for child sex material hosted elsewhere. 

As of mid-November, the center said Instagram is continuing to steadily recommend what the nonprofit described as “adults and children doing sexual posing.”

Meta hasn’t offered a timetable for resolving the problem or explained how in the future it would restrict the promotion of inappropriate content featuring children. 

The Journal’s test accounts found that the problem even affected Meta-related brands. Ads for the company’s WhatsApp encrypted chat service and Meta’s Ray-Ban Stories glasses appeared next to adult pornography. An ad for Lean In Girls, the young women’s empowerment nonprofit run by former Meta Chief Operating Officer Sheryl Sandberg, ran directly before a promotion for an adult sex-content creator who often appears in schoolgirl attire. Sandberg declined to comment. 

Through its own tests, the Canadian Centre for Child Protection concluded that Instagram was regularly serving videos and pictures of clothed children who also appear in the National Center for Missing and Exploited Children’s digital database of images and videos confirmed to be child abuse sexual material. The group said child abusers often use the images of the girls to advertise illegal content for sale in dark-web forums.

The nature of the content—sexualizing children without generally showing nudity—reflects the way that social media has changed online child sexual abuse, said Lianna McDonald, executive director for the Canadian center. The group has raised concerns about the ability of Meta’s algorithms to essentially recruit new members of online communities devoted to child sexual abuse, where links to illicit content in more private forums proliferate.

“Time and time again, we’ve seen recommendation algorithms drive users to discover and then spiral inside of these online child exploitation communities,” McDonald said, calling it disturbing that ads from major companies were subsidizing that process.

Some companies provide paid leave anyway. In the last year, high-profile employers like Facebook and Goldman Sachs introduced or expanded paid leave for their employees.

But Clinton’s proposal differs from the bill in one crucial way. In order to finance the replacement wages that workers would get, the Gillibrand-DeLauro bill would impose a small payroll tax, of 0.4 percent, that employers and employees would split evenly.

Clinton has criticized that approach repeatedly because it would mean higher taxes on lower- and middle-income workers.

Sen. Marco Rubio (R-Fla.), the only Republican presidential candidate to address the issue formally, has said he’d offer small tax breaks to companies that offer paid leave -- an approach unlikely to have much impact, except perhaps to help well-off workers.

“The benefit of being one of the last countries in the world to adopt paid maternity leave is that we have been able to learn from other countries' experiences and the results are clear,” Betsey Stevenson, a University of Michigan economist and former adviser to President Barack Obama, told the Huffington Post on Thursday.

To advocates like Heather Boushey, chief economist and executive director of the Washington Center for Equitable Growth, that’s a welcome sign that American politics is finally talking about the challenges of parents who also have jobs.

The frustration has been compounded by the lack of recourse for Mr. Alefantis, his friends and employees. Yelp blocked the comments sections of Comet Ping Pong’s review page after reports of abusive comments and fake news in reviews. YouTube said it prohibits threats, harassment and hate speech and has tools for flagging violations and filing complaints for the site to take further action, but has largely not blocked comments on these videos. Twitter declined to comment, and Facebook did not have any further comment.

After employees and Mr. Alefantis complained to Reddit about how Comet Ping Pong was being targeted on the site, the #pizzagate discussion thread posted a warning that revealing personal information about individuals was prohibited.“We know that we have more work to do and we take our responsibility to address online abuse seriously,” Reddit said in a statement

This corruption map of France seems to be a local initiative. Similar maps of other countries would make for equally compelling reading. Except of course the corruption maps of Somalia, South Sudan and North Korea – they would be totally blank.