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If you want to optimize your recruiting workflow, it’s vital to start by evaluating your current process. Identifying inefficiencies can lead to improvements that save time and resources. Collaborating with hiring managers to clearly define job roles is likewise important. Moreover, streamlining your screening methods and enhancing the candidate experience will make a significant difference. Finally, consider how an effective onboarding program can support new hires. Comprehending these steps can transform your recruitment strategy. What comes next? Key Takeaways Assess and analyze the current recruitment workflow to identify inefficiencies and bottlenecks for targeted improvements. Collaborate with hiring managers to create precise and aligned job descriptions that reflect organizational goals and required skills. Streamline the screening process using automation and pre-employment assessments to enhance efficiency and objectivity in candidate selection. Improve candidate experience through effective communication and timely feedback, ensuring candidates feel valued throughout the recruitment process. Develop a structured onboarding program that integrates new hires into the company culture and provides ongoing training and support. Assessing Your Current Recruitment Workflow How effectively is your recruitment workflow functioning? Evaluating your current recruitment workflow is vital for identifying inefficiencies. Start by reviewing each step, from job requisition to onboarding, to pinpoint areas that need improvement. Gather feedback from hiring managers, recruiters, and candidates to understand their experiences and pain points. This collective input will provide valuable insights into the challenges your recruiting workflow faces. Additionally, utilize hiring software analytics to uncover hidden inefficiencies, such as bottlenecks and high candidate drop-off rates, which mightn’t be immediately visible. Establish a structured roadmap for improvement based on your evaluation findings, ensuring each step is targeted toward enhancing efficiency. Regular evaluations of your recruitment workflow can lead to reduced time-to-hire and an improved candidate experience, in the end optimizing your entire recruitment process. Defining Job Roles and Requirements A well-defined job role is the cornerstone of an effective recruitment process. By collaborating with hiring managers, you can create precise job descriptions that clearly outline responsibilities and expectations. These descriptions should align with your organization’s goals and culture, attracting candidates who fit well. To streamline the screening process, specify the required skills, qualifications, and experience, establishing minimum and desirable criteria. Utilizing data from previous hiring processes can improve the accuracy of your job role definitions. Here’s a simple table to guide you in defining job roles: Aspect Details Responsibilities Outline key tasks and duties Required Skills List crucial skills and qualifications Cultural Fit Reflect organization’s values Adaptability Regularly update to match market needs Understanding the full cycle recruiting meaning allows you to optimize this stage effectively, ensuring you attract top talent. Streamlining the Screening and Selection Process To improve the efficiency of your recruitment efforts, streamlining the screening and selection process is essential. Implementing recruitment automation, such as automated resume screening tools, can greatly reduce initial screening time by up to 75%. This allows you to quickly filter out unqualified candidates, focusing on those who meet your criteria. Conducting initial phone screens helps assess candidate suitability and cultural fit, enabling you to concentrate on high-potential candidates for in-depth interviews. Integrating customized pre-employment assessments offers objective evaluations that can predict job performance with a 60-80% accuracy rate. Furthermore, leveraging video interviews for remote hiring expedites the process, allowing multiple stakeholders to assess candidates simultaneously from different locations. Involving diverse stakeholders in the selection process can lead to a 50% reduction in hiring biases, ultimately enhancing overall hiring decisions. These strategies work together to create a more efficient and effective recruitment workflow. Improving Candidate Experience During Recruitment Improving the candidate experience during recruitment is essential for attracting top talent and nurturing a positive organizational reputation. Effective communication plays a key role; 78% of candidates appreciate timely updates on their application status. By implementing recruitment process automation, you can provide clear and transparent information about the hiring process, reducing candidate anxiety—67% of job seekers prefer knowing each step. Offering timely feedback after each stage is critical, as 62% of candidates report it positively influences their perception of your organization. Personalizing the experience by addressing candidates by name and acknowledging their qualifications is important, with 69% valuing this approach. Remember, a smooth and respectful process can greatly improve your organization’s reputation; 80% of candidates who’ve a positive experience are likely to share it online or with others. Prioritize these strategies to improve candidate satisfaction and strengthen your employer brand. Onboarding and Integrating New Hires When new hires join your organization, a structured onboarding program is crucial for helping them feel welcomed and informed right from the start. It should cover important topics like company policies, culture, and job-specific training. Clearly communicating performance expectations and establishing key performance indicators (KPIs) during onboarding allows new employees to understand their roles and how success is measured. To improve workplace integration and morale, facilitate connections among new hires and existing team members through social events and mentorship programs. Additionally, provide ongoing training and development opportunities during this phase to encourage continuous growth and help new hires adapt effectively. Incorporating automated hiring processes can streamline onboarding tasks, making the experience smoother. Finally, solicit feedback from new hires about the onboarding process to identify areas for improvement, ensuring a more effective and engaging experience for future employees. Frequently Asked Questions What Are the 5 C’s of Recruitment? The 5 C’s of recruitment are Competence, Compatibility, Commitment, Culture, and Communication. Competence evaluates candidates’ skills necessary for the job. Compatibility assesses how well candidates fit within the team and role expectations. Commitment reflects their dedication, often seen in career history. Culture examines alignment between candidates’ values and the organization’s environment, essential for retention. Finally, Communication gauges how effectively candidates can convey ideas and collaborate with others, enhancing overall team dynamics. What Are the 7 Steps of the Recruitment Process? The recruitment process involves seven key steps. First, you identify hiring needs by clarifying the position’s purpose. Next, you craft a detailed job description outlining qualifications. Then, you source candidates through job boards and social media. After sourcing, you screen applications using tools and initial phone screenings. Following that, you conduct interviews to evaluate candidates. Finally, you make a selection and onboard new hires, ensuring they integrate smoothly into the organization. What Are the 5 Steps of the Recruitment Process? The recruitment process consists of five key steps. First, you’ll conduct an intake session to clarify job requirements with hiring managers. Next, you’ll create a structured job posting to attract suitable candidates. After that, you’ll screen resumes and perform initial conversations to assess fit. Then, you’ll conduct interviews to evaluate candidates’ skills and cultural alignment. Finally, you’ll extend an offer to the selected candidate, including salary discussions and necessary approvals. What Are the 3 P’s of Recruitment? The 3 P’s of recruitment are People, Process, and Performance. First, you need to engage the right individuals, like hiring managers and recruiters, to align on candidate qualifications and culture fit. Next, establish a structured process that guides you from job requisition to onboarding, ensuring consistency and efficiency. Finally, focus on performance by measuring key metrics such as time-to-hire and quality of hire, allowing you to refine your recruitment strategy continuously. Conclusion By following these five fundamental steps, you can greatly optimize your recruiting workflow. Evaluating your current process helps identify inefficiencies, whereas clearly defined job roles guarantee alignment with organizational goals. Streamlining screening through automation improves efficiency, and enhancing candidate experience promotes positive interactions. Finally, a structured onboarding program is vital for integrating new hires. Implementing these strategies not merely improves recruitment effectiveness but additionally contributes to long-term organizational success and employee satisfaction. Image via Google Gemini This article, "5 Essential Steps to Optimize Recruiting Workflow" was first published on Small Business Trends View the full article

If you want to optimize your recruiting workflow, it’s vital to start by evaluating your current process. Identifying inefficiencies can lead to improvements that save time and resources. Collaborating with hiring managers to clearly define job roles is likewise important. Moreover, streamlining your screening methods and enhancing the candidate experience will make a significant difference. Finally, consider how an effective onboarding program can support new hires. Comprehending these steps can transform your recruitment strategy. What comes next? Key Takeaways Assess and analyze the current recruitment workflow to identify inefficiencies and bottlenecks for targeted improvements. Collaborate with hiring managers to create precise and aligned job descriptions that reflect organizational goals and required skills. Streamline the screening process using automation and pre-employment assessments to enhance efficiency and objectivity in candidate selection. Improve candidate experience through effective communication and timely feedback, ensuring candidates feel valued throughout the recruitment process. Develop a structured onboarding program that integrates new hires into the company culture and provides ongoing training and support. Assessing Your Current Recruitment Workflow How effectively is your recruitment workflow functioning? Evaluating your current recruitment workflow is vital for identifying inefficiencies. Start by reviewing each step, from job requisition to onboarding, to pinpoint areas that need improvement. Gather feedback from hiring managers, recruiters, and candidates to understand their experiences and pain points. This collective input will provide valuable insights into the challenges your recruiting workflow faces. Additionally, utilize hiring software analytics to uncover hidden inefficiencies, such as bottlenecks and high candidate drop-off rates, which mightn’t be immediately visible. Establish a structured roadmap for improvement based on your evaluation findings, ensuring each step is targeted toward enhancing efficiency. Regular evaluations of your recruitment workflow can lead to reduced time-to-hire and an improved candidate experience, in the end optimizing your entire recruitment process. Defining Job Roles and Requirements A well-defined job role is the cornerstone of an effective recruitment process. By collaborating with hiring managers, you can create precise job descriptions that clearly outline responsibilities and expectations. These descriptions should align with your organization’s goals and culture, attracting candidates who fit well. To streamline the screening process, specify the required skills, qualifications, and experience, establishing minimum and desirable criteria. Utilizing data from previous hiring processes can improve the accuracy of your job role definitions. Here’s a simple table to guide you in defining job roles: Aspect Details Responsibilities Outline key tasks and duties Required Skills List crucial skills and qualifications Cultural Fit Reflect organization’s values Adaptability Regularly update to match market needs Understanding the full cycle recruiting meaning allows you to optimize this stage effectively, ensuring you attract top talent. Streamlining the Screening and Selection Process To improve the efficiency of your recruitment efforts, streamlining the screening and selection process is essential. Implementing recruitment automation, such as automated resume screening tools, can greatly reduce initial screening time by up to 75%. This allows you to quickly filter out unqualified candidates, focusing on those who meet your criteria. Conducting initial phone screens helps assess candidate suitability and cultural fit, enabling you to concentrate on high-potential candidates for in-depth interviews. Integrating customized pre-employment assessments offers objective evaluations that can predict job performance with a 60-80% accuracy rate. Furthermore, leveraging video interviews for remote hiring expedites the process, allowing multiple stakeholders to assess candidates simultaneously from different locations. Involving diverse stakeholders in the selection process can lead to a 50% reduction in hiring biases, ultimately enhancing overall hiring decisions. These strategies work together to create a more efficient and effective recruitment workflow. Improving Candidate Experience During Recruitment Improving the candidate experience during recruitment is essential for attracting top talent and nurturing a positive organizational reputation. Effective communication plays a key role; 78% of candidates appreciate timely updates on their application status. By implementing recruitment process automation, you can provide clear and transparent information about the hiring process, reducing candidate anxiety—67% of job seekers prefer knowing each step. Offering timely feedback after each stage is critical, as 62% of candidates report it positively influences their perception of your organization. Personalizing the experience by addressing candidates by name and acknowledging their qualifications is important, with 69% valuing this approach. Remember, a smooth and respectful process can greatly improve your organization’s reputation; 80% of candidates who’ve a positive experience are likely to share it online or with others. Prioritize these strategies to improve candidate satisfaction and strengthen your employer brand. Onboarding and Integrating New Hires When new hires join your organization, a structured onboarding program is crucial for helping them feel welcomed and informed right from the start. It should cover important topics like company policies, culture, and job-specific training. Clearly communicating performance expectations and establishing key performance indicators (KPIs) during onboarding allows new employees to understand their roles and how success is measured. To improve workplace integration and morale, facilitate connections among new hires and existing team members through social events and mentorship programs. Additionally, provide ongoing training and development opportunities during this phase to encourage continuous growth and help new hires adapt effectively. Incorporating automated hiring processes can streamline onboarding tasks, making the experience smoother. Finally, solicit feedback from new hires about the onboarding process to identify areas for improvement, ensuring a more effective and engaging experience for future employees. Frequently Asked Questions What Are the 5 C’s of Recruitment? The 5 C’s of recruitment are Competence, Compatibility, Commitment, Culture, and Communication. Competence evaluates candidates’ skills necessary for the job. Compatibility assesses how well candidates fit within the team and role expectations. Commitment reflects their dedication, often seen in career history. Culture examines alignment between candidates’ values and the organization’s environment, essential for retention. Finally, Communication gauges how effectively candidates can convey ideas and collaborate with others, enhancing overall team dynamics. What Are the 7 Steps of the Recruitment Process? The recruitment process involves seven key steps. First, you identify hiring needs by clarifying the position’s purpose. Next, you craft a detailed job description outlining qualifications. Then, you source candidates through job boards and social media. After sourcing, you screen applications using tools and initial phone screenings. Following that, you conduct interviews to evaluate candidates. Finally, you make a selection and onboard new hires, ensuring they integrate smoothly into the organization. What Are the 5 Steps of the Recruitment Process? The recruitment process consists of five key steps. First, you’ll conduct an intake session to clarify job requirements with hiring managers. Next, you’ll create a structured job posting to attract suitable candidates. After that, you’ll screen resumes and perform initial conversations to assess fit. Then, you’ll conduct interviews to evaluate candidates’ skills and cultural alignment. Finally, you’ll extend an offer to the selected candidate, including salary discussions and necessary approvals. What Are the 3 P’s of Recruitment? The 3 P’s of recruitment are People, Process, and Performance. First, you need to engage the right individuals, like hiring managers and recruiters, to align on candidate qualifications and culture fit. Next, establish a structured process that guides you from job requisition to onboarding, ensuring consistency and efficiency. Finally, focus on performance by measuring key metrics such as time-to-hire and quality of hire, allowing you to refine your recruitment strategy continuously. Conclusion By following these five fundamental steps, you can greatly optimize your recruiting workflow. Evaluating your current process helps identify inefficiencies, whereas clearly defined job roles guarantee alignment with organizational goals. Streamlining screening through automation improves efficiency, and enhancing candidate experience promotes positive interactions. Finally, a structured onboarding program is vital for integrating new hires. Implementing these strategies not merely improves recruitment effectiveness but additionally contributes to long-term organizational success and employee satisfaction. Image via Google Gemini This article, "5 Essential Steps to Optimize Recruiting Workflow" was first published on Small Business Trends View the full article

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You meet all your Service Level Agreement metrics, but customer satisfaction scores are low and falling fast. You’re in monthly meetings explaining how both can be true while executives read comments about tickets “disappearing for days” despite being resolved “on time.” You suspect handoff delays are happening somewhere in the gaps between teams as tickets move between them. But your SLA tracking shows clean handoffs; the timer pauses, ownership transfers, and the clock restarts. Everything looks fine in your dashboard. The problem? Your metrics don’t actually measure your customers’ experience. They track ownership as though moving a ticket between systems is instantaneous. It isn’t. Why SLA tracking misses handoff delays Your help desk closes a ticket at 23 hours 45 minutes after it’s opened. Excellent. The network team picks it up the next morning and resolves it in three hours. Also excellent. But the customer submits an angry satisfaction survey because their problem took two days to fix. Both teams met their SLAs, but the customer waited 32 hours. This pattern repeats constantly. Tickets bounce between teams and accumulate dead time: hours or days when the ticket exists in a closed state in one system while someone manually creates it in another, or when it sits in an email waiting for someone to log in and claim it. Your SLA tracking pauses during transfers. The customer’s experience doesn’t. A severity two incident escalates from the service desk to the application team on Friday afternoon. The service desk marks it as transferred in ServiceNow. The application team works in Azure DevOps. Someone needs to copy details from ServiceNow into a new Azure DevOps work item. Copying and pasting happens during business hours, when someone notices the email. The Azure DevOps ticket might not get created until Monday morning. Your SLA tracking shows a clean Friday handoff. The customer experiences a weekend-long delay. Your escalation workflows were designed for visibility within each tool. They assume information moves instantly from one place to another. In practice, information moves at human speed, when someone checks emails, logs into another system, or remembers to copy the ticket over. Healthcare emergency departments learned this lesson years ago. They track door-to-door time separately from total ED time. Both matter. You can have excellent treatment times and a terrible patient experience if the handoff to the next care unit takes hours. They track handoff completeness (e.g., all information transferred over) and handoff duration (e.g., going from “ready to transfer” to “receiving team engaged”). You need the same: time-with-ticket and time-in-transfer as separate metrics. Where tickets actually get stuck Handoffs create three types of delays your SLA dashboard doesn’t capture: Delay typeWhat happensCustomer experienceNotification delayEmail notification sits unread while the receiving team works in their own queue.Email notification sits unread while the receiving team works in their own queue.Recreation delayManual ticket copying takes time; key information in custom fields doesn’t transfer.Customer’s case restarts from zero with incomplete context.Context delayDescription transfers but understanding doesn’t; receiving team lacks customer history, political sensitivity, urgency contextCustomer must re-explain everything to the third person A ticket touching three teams accumulates all three delay types at each boundary. Even if each gap is only a few hours, the cumulative delay becomes substantial. You’re measuring work time while the customer measures actual time. IT managers can’t figure out how they’re SLA-compliant while customers are furious if they just look at a dashboard. The pattern is predictable: as tickets cross more boundaries, the gap between SLA compliance and customer satisfaction widens. Your most complex issues, the ones needing the most coordination, generate the worst satisfaction scores despite meeting technical SLA requirements. How to track handoff time as a separate metric Treat every handoff as a measurable state, rather than an instantaneous event. Define “in transfer” as a ticket status that means “escalated but not yet acknowledged by the receiving team.” When help desk escalates a ticket to networking, the ticket enters “in transfer to networking.” It stays there until a networking technician actively claims it. You now have three timestamps: Escalated time: When the sending team handed it off. Claimed time: When the receiving team acknowledged receipt. Started time: When the receiving team began active work. The difference between escalated and claimed is the handoff delay. The difference between claimed and started is the queue time in the receiving system. Both matter, but only one is currently invisible in your dashboards. Track both metrics: SLA compliance (i.e., time spent actively working) and delivery time (i.e., total calendar time including handoffs). Report them separately. When executives ask why satisfaction is low despite high SLA compliance, you can show them exactly how much time accumulates in handoffs. The invisible becomes visible. The conversation shifts from “we’re meeting SLA” to “we’re spending substantial time in handoffs.” This measurement approach reveals which handoffs are consistently slow. If tickets always sit around for an extended period in the void between help desk and the application team, you know where to focus your efforts. Maybe the application team checks the email queue only twice a day. Maybe they need notifications in their own system instead of through email. The data tells you where the friction is. How to implement handoff-aware SLA tracking Bringing visibility to handoff delays requires improvements in technical infrastructure and workflows. Track time across system boundaries Tracking handoff times means the receiving team’s system has to report when someone claims a ticket. If teams work in different tools, you need a way to keep these reports and updates consistent in all tools. Two-way synchronization maintains continuity when tickets cross system boundaries. The original ticket shouldn’t close when it escalates to engineering. It should retain its “escalated” status and update when the work item in the engineering system is updated. Now you can measure the time tickets spend escalated, representing your handoff delay. When the engineering work item moves to “In Progress,” the original ticket is automatically updated to reflect this. When the engineering team closes its ticket, the original ticket is automatically closed. The customer who submitted the request can see progress even though work is happening in another system. Your SLA tracking can measure the entire timeline because all state changes are captured in one place. Tools like Unito maintain this bidirectional synchronization across IT service management platforms, development tools, and service desk systems. When your service desk escalates a ticket to engineering in another system, you don’t lose visibility. The original ticket updates with the work item’s status. Handoff delays become visible because the original ticket remains active and continues updating. This requires mapping statuses across systems. Define which status in the engineering system corresponds to “claimed” (probably “Active” or “In Progress”) and which status in the service management system should reflect that (probably “Work in Progress” or “With Engineering”). The synchronization should update both tickets when either changes. Design workflows that enforce acknowledgment Make the receiving team explicitly claim transferred tickets. Claiming should be a quick action: acknowledging receipt and confirming they have enough context to start work. If they can’t claim because information is missing, the ticket goes back to “blocked, need information,” and the sending team gets alerted immediately. Structure escalation workflows to require acknowledgment within a defined timeframe (two hours, four hours, depends on your SLA). If the receiving team doesn’t claim within that window, the ticket escalates again: up the management chain or back to the sending team with a “blocked” flag. Make claiming easy. If it requires logging into another system and filling out a form, people will delay. If claiming is a single click in their existing queue, they’ll do it immediately. The synchronization should allow someone working in their native tool to claim an escalation from another system without switching contexts. Monitor and report handoff metrics Track average handoff time by team pair: service desk to networking, service desk to application team, networking to security. Identify outliers. If most handoffs complete quickly but service-desk-to-application takes significantly longer, that’s your target. Set alerts for handoff delays. If a ticket sits in “escalated” status for more than your threshold, someone gets notified. Not the customer—an internal alert. The receiving team’s manager or a coordinator who can reach out directly and make sure the ticket gets claimed. Report handoff time as a distinct metric in leadership reviews. Show: Total delivery time Active work time Queue time Handoff time When executives see that a substantial portion of total time is handoff delay, they understand why SLA compliance doesn’t equal satisfaction. The conversation shifts toward fixing handoffs rather than pressuring teams to work faster. Making SLA tracking match customer experience Traditional SLA tracking optimized for what’s easy to measure: time within each team’s queue. That created a perverse incentive. Teams moved tickets quickly out of their queue to meet SLA, even if that meant tossing them into a gap between systems. They met their number. The customer waited. Handoff-aware SLA tracking optimizes for what customers experience: total time from request to resolution, with visibility into where that time goes. When you measure handoffs separately, you stop optimizing handoffs away. You can’t hide them anymore. They’re in the dashboard. They count against your metrics. The fix comes from making the gaps visible so you can close them systematically. Start measuring handoff time this week. You’ll immediately see where tickets get stuck. Then you can do something about it: improve notification methods, simplify claiming processes, or implement synchronization that maintains visibility across system boundaries. Your customers don’t distinguish between work time and handoff time. They just know how long they waited. Your SLA tracking should reflect that reality. Want to see the impact of integrations on SLAs? Meet with a Unito product expert to see how a two-way sync can transform your ticket escalation workflow. Talk with sales View the full article

Robinhood is betting that its customers want to trade on absolutely everything. On Tuesday, the popular stock-trading app unveiled a slate of updates to its prediction markets business, aggressively expanding into sports. Now, Robinhood users can trade contracts tied to specific professional football players’ performances, as well as pre-packaged combos for individual games. Early next year, customers will be able to combine up to ten outcomes — such as winners, spreads, and totals — into a single, custom-built contract. Robinhood’s news site, Sherwood, is also launching a new sports newsletter, Scoreboard. Eventually, Robinhood plans to launch contracts that span not just multiple games, but multiple categories, from sports to climate to politics. “If customers say they’re looking to trade a specific category or specific event, we’re all ears,” Adam Hickerson, Robinhood’s senior director of futures and prediction markets, tells Fast Company. Robinhood’s entrance into prediction markets can be seen as a natural culmination of the trajectory it set into motion years ago. For the uninitiated, prediction markets allow people to trade on real-world events by buying and selling contracts. These events can range from sports matches to political elections to who Time will name as its “Person of the Year.” Since Robinhood launched prediction markets in late 2024, they’ve become the company’s fastest growing line of business: In the third quarter of 2025, it reported that users traded 2.3 billion prediction-markets contracts. Then, in October alone, that figure reached 2.5 billion. The most popular contracts have been in sports. Robinhood maintains that users are not gambling, as trading on the market sets the odds, not the platform itself. Still, the sports contracts tap into an enthusiasm for sports speculation. According to Pew, 22% of adults in the US have bet money on sports in the past year. Among men under 30, that figure rises to 36%. Robinhood isn’t the only app getting in the game: Fanatics, a global sports platform, just launched a predictions-market app, becoming the first sportsbook to do so. Some regulators believe decision markets cross the line into gambling. Numerous states have sent Robinhood cease-and-desist letters, demanding prediction markets stop offering sports contracts. In response, Robinhood sued New Jersey and Nevada earlier this year, maintaining that its markets are completely legal. There is no sign of regulatory turmoil dampening Robinhood’s ambition. In November, the company announced plans to start its own prediction market, launching an exchange with Susquehanna International Group. “This is just the tip of the iceberg,” Hickerson says. From meme stocks to prediction markets In 2013, Vlad Tenev and Baiju Bhatt founded Robinhood as an easy, commission-free way for users to trade on their phones. Business boomed during the COVID-19 pandemic as bored Americans, flush with stimulus checks, flocked to the app. The online brokerage became known for its popularity among young adrenaline junkies who treated investing less like retirement planning and more like a mobile game. Robinhood’s supporters applauded the company for democratizing finance. Critics, meanwhile, slammed it for encouraging users to trade stocks like gamblers betting on sports. In 2021, legendary investor Charlie Munger told CNBC that Robinhood was “a gambling parlor masquerading as a respectable business,” calling it a “sleazy, disreputable operation.” The anti-Robinhood backlash boiled over during the GameStock saga, when users fueled a trading frenzy that drove meme stocks to absurd highs. In the aftermath, Robinhood dialed back on its so-called gamified elements, removing a confetti animation that accompanied certain achievements. In a February 2021 hearing before Congress, Tenev testified that the “vast majority” of Robinhood’s customers were long-term investors, not day traders buying meme stocks. Eventually, however, Robinhood acknowledged the importance of its active day traders — users less interested in traditional stocks and far more interested in riskier products like cryptocurrencies. “These are our most engaged customers that generate the lion’s share of our revenue,” Tenev told the Wall Street Journal in November. “We put our best people on active traders.” Robinhood keeps these valuable customers happy by letting them invest in whatever their hearts desire. Increasingly, that means prediction markets. Betting on predictions Prediction markets have been around for more than a century. They have primarily existed as a niche curiosity, not a major focus for investors, amateur or professional. Then came last year’s election. More than $3.3 billion was traded in 2024 presidential election contracts, mostly on prediction market Polymarket. Robinhood launched its own contracts a month before the election, its first foray into the prediction markets. By the time The President won — as forecast by the markets — the concept of prediction markets had cemented itself in the American mainstream. At the time, it was not legal for Americans to use Polymarket. As a result, it operated offshore, although Americans likely still used it via VPNs and thanks to Polymarket’s reliance on cryptocurrency. Reports alleged that much of the election-trading volume came from “wash trading,” which inflates market activity and is a form of market manipulation. In January, Kalshi launched “100% legal” sports trading in all 50 states, regulated by the Commodity Futures Trading Commission. The next month, Robinhood announced a partnership with Kalshi for Super Bowl contracts. But mere hours after the announcement, Robinhood cancelled the contracts, at the request of the CFTC. The agency had “serious concerns” that the contracts “may not be permissible under the law,” CFTC a representative said at the time. Robinhood was undeterred. In March, just ahead of the NCAA basketball tournament, the company launched its prediction markets hub, still in partnership with Kalshi. A CFTC official told Sportico that the agency had “no legal justification to prevent Robinhood from offering access to these contracts.” Robinhood is competing not only with Polymarket and Kalshi, but also Coinbase, which is reportedly planning to introduce prediction markets thanks to its own partnership with Kalshi. Defining ‘gambling’ Laws on gambling — and how regulators interpret those laws — are set to be one of Robinhood’s biggest obstacles when it comes to decision markets. Kalshi and Robinhood maintain that their users are trading, not gambling. Kalshi and Robinhood do not make money based on outcomes, but instead earn revenue via transaction fees. They emphasize that, unlike sportsbooks, prediction markets do not take bets or set odds. For example, if the New England Patriots are playing the Tennessee Titans, a user who thinks the Titans will win could buy shares on the “yes” position. Shares will be less expensive if Tennessee is the underdog, but the price is set by the markets’ perceived probability. If the Titans win, each winning share pays out $1, while those who picked the Patriots are left empty handed. If regulators agree with decision markets’ line of reasoning, companies like Robinhood and Kalshi should be able to offer sports contracts online in all 50 states, including states where sports betting is illegal or restricted. Gambling is banned for people under 21, but 18-year-olds are typically allowed to trade event contracts. Many sports-betting regulations — such as safeguards to prevent game fixing — do not currently apply to prediction markets. Not every regulator is convinced by decision markets’ arguments. In addition to New Jersey and Nevada, Connecticut, Ohio, Maryland, Illinois, and Arizona have sent Robinhood and other decision markets cease-and-desist letters. Nonetheless, the decision markets have amassed some powerful allies. In January, Donald The President, Jr. joined Kalshi as a strategic advisor. Polymarket’s return to the U.S. and its legalization came, in part thanks to the president’s son becoming an investor and advisor. In September, President The President nominated Kalshi board member Brian Quintenz to chair the CFTC. A month later, The President Media announced a prediction market partnership involving Crypto.com and Truth Social. Everything, everywhere, all at once Folding sports contracts, stock trades, online banking, and crypto into a single app will inevitably upset traditionalists. Old-school investors might also be skeptical of Robinhood’s other announcements on Tuesday, focused on artificial intelligence: upgrades to its AI-powered investing assistant and the launch of personalized daily Digests that analyze users’ portfolios. For Robinhood, the grab bag of choices is the point. “Everything comes down to: What does the customer want?” Hickerson says. Robinhood takes feedback seriously, he said, and executives have heard “loud and clear that these are some features that they really want to trade on.” Scrolling through the contracts on any prediction market reveals just how many topics inspire speculation. As of Monday, more than $17,000 in contracts had been traded on Kalshi related to the topic: “What will Vlad Tenev say during the Robinhood keynote?” (Trading activity indicates a 72% chance that Tenev says “sport.”) “Ultimately,” Oren Naim, Robinhood’s vice president of platforms, says, “our long-term vision for the company is to become your one-stop shop for anything — any financial need — across the board.” View the full article

Administration cites war and weak governance without citing evidence of specific security threats from nations listedView the full article

Suzanna’s Kitchen, a Georgia-based food production company, has issued a recall of 62,550 pounds of fully cooked, bone-in breaded chicken products. The chicken, which was distributed nationwide, was recalled over mislabeling. While the product was labeled with a product code that classifies it as non-allergen-containing, the product contains soy. According to the recall notice, which was issued on December 12, the affected product is the eight-piece cut, bone-in breaded chicken portions that were produced on October 16, 2025. The U.S. Department of Agriculture (USDA) mark of inspection and establishment number printed on the side of the package is “P-1380.” According to the USDA, soy is one of the “big nine” allergens and could result in serious allergic reactions. “Symptoms of food allergies typically appear within minutes or up to two hours after a person has eaten or has come into contact with the food to which they are allergic,” the department’s website explains. It also notes that common signs of an allergic reaction include hives; difficulty breathing; swelling of the tongue, lips, face, throat, and vocal chords; a drop in blood pressure, and more. It’s unlikely that the products will be found in home refrigerators, as it was distributed to restaurants across the country. However, restaurant-goers with soy allergies should be aware of the heightened concern. The USDA’s Food Safety and Inspection Service (FSIS) says restaurants should carefully check their stock. “FSIS is concerned that some products may be in restaurant refrigerators or freezers. Restaurants are urged not to serve this product; these items should be thrown away,” the recall notice states. The notice also said there have been no confirmed illnesses due to the affected products, but that consumers concerned about a potential illness should contact their healthcare provider immediately. Otherwise, questions about the recall can be directed to Dawn Duncan, Customer Service Director, Suzanna’s Kitchen, at dduncan@suzannaskitchen.com, the notice states. The USDA’s Meat and Poultry Hotline is also available for questions at 888-674-6854. View the full article

Upsized deal was closely watched as a sign of investor appetite for new listingsView the full article

Apple's updated Safari browser enables site owners to more accurately track critical Core Web Vitals metrics. The post Apple Safari Update Enables Tracking Two Core Web Vitals Metrics appeared first on Search Engine Journal. View the full article

It’s “where are you now?” month at Ask a Manager, and all December I’m running updates from people who had their letters here answered in the past. Here are three updates from past letter-writers. 1. My boss sent me a bereavement gift, then demanded to know how I felt when I received it Your advice and everyone’s comments really helped me get some perspective on the issue. I took your advice and sent a brief thank-you to the boss for the bereavement gift, saying I hoped my colleagues had passed on my appreciation at the time. I decided to treat the weird tone of the boss’s initial email as likely ChatGPT / Autocomplete / Inbox-wrangling-fatigue strangeness and definitely not take it personally. I haven’t heard back from the boss — not that I’d expect to — but now that some time has passed and the bereavement fog has lifted and I’m seeing straight again, I’ve been hoping to run into them to say hi and thanks again in person. But I haven’t seen them in the office at all, since — now I come to think of it — February. I have since learnt that they’ve taken a year’s sabbatical. We have a new interim CEO now, who I haven’t met. Remember how I said that my colleagues are a bit prone to gossip? It turns out that the boss is in a long-running and acrimonious dispute with another senior employee, with accusations going both ways about each other’s conduct, and mediation has been unsuccessful. About the time the boss sent me that odd email about the bereavement gift, they’d also contacted a few others, including people from client organizations who’d had contact with them, asking for comments about their working relationship, as evidence in support of their case in the dispute. I’m “officially” not supposed to know this. A colleague sort of blurted it out one break time, when — despite my “oh dear, so sorry, but let’s not” responses — once they started, couldn’t stop. I’m staying very, very neutral and professional when I’m in the office and avoiding the kitchen and informal spaces where most of the gossip happens. But the atmosphere is kind of sad and strained. Thanks again for responding to my letter, Alison, and to everyone who commented, and for all the good advice. 2. How to ask people who want free advice to pay me for it (#4 at the link) I received an email from a former manager after they had received a major violation because they missed a massive piece of work from my former position. I actually don’t know how it was missed. In that email, two other managers were copied — my former boss and a person who was covering some of my former work, but who I had screened out for an opportunity due to lack of experience. They sent this email to my new work email, and I had to notify my manager because it was now public record. I used some of your wording to tell them I could request permission to do a short-term contract and could send them my anticipated rates, or they would need to handle this without me. There was some legal liability involved, and I no longer had authority to advise them; I would have wanted to protect myself from any legal implications under a contract as well. I never performed my job for free before, so continuing to answer questions and navigate them through enforcement wasn’t something I was going to do. When I brought up a contract and payment, I never heard from them after that. Although I am glad I don’t have to untangle the mess, I was disappointed that I didn’t even hear anything over a year, given that we had a positive work relationship. No keeping in touch even just to be pleasant, it was crickets. Overall I am glad I am off the hook and I have a way to respond to other requests in the future. My “new” job has been going well, and I am glad to have a large team instead of drowning in work and managing chaos. I also replaced a toxic manager who was terrorizing my team, and overall everyone seems happy with my more laid-back style. 3. How to interpret new daily meetings with my boss (#3 at the link) My daily 1-on-1s with my boss continued for about a month, and then priorities in our company shifted and my boss couldn’t sustain the time and they just kind of petered out. While we were still meeting daily, I did try to take the advice of using the time to my advantage. I tried to step things up myself — not just projecting confidence but showing more evidence of my work and strategic thinking — and I do think that helped reassure him and make things feel less tense, and make me feel like I was getting something out of the meetings as well. I never asked point-blank about why the meetings were happening, but looking back, it does seem like there was more going on affecting my boss than I was aware of. I was so focused on the why me of it that I didn’t recognize about how much had been changing for him as well, and how he probably felt under additional pressure and scrutiny at that time and was probably using these meetings to pass on some of that to me (not maliciously but probably just to, in a roundabout way, get some support himself). After a few months, I had an opportunity to switch divisions and step into a role starting to manage some junior folks, which I’m really enjoying! I’m trying to be really clear in my communication with them so I don’t pass on anxiety and ambiguity myself going forward, but I also have a little more appreciation now for the stresses of being responsible for other people’s successes. The post updates: the bereavement gift, the free advice, and more appeared first on Ask a Manager. View the full article

The trade group's letter to FHFA Director Bill Pulte pointed out that lenders were facing credit report price hikes for four straight years. View the full article

The latest employment numbers have dropped—and the job market still looks tough for workers. Today’s jobs report shares data from November, which was delayed due to the government shutdown that lifted last month. As jobs growth has slowed in recent months, the unemployment rate has climbed to 4.6%, up from 4.4% in September and the highest it has been in four years. Employers added only 64,000 jobs in November, and the market also shed 105,000 jobs the month prior. Wage growth has stagnated to a degree that hasn’t been seen since 2021. The jobs report seems to confirm what many workers are likely encountering as they try to navigate the current job market: Employers are simply not hiring at the same rate, due to economic uncertainty and the The President administration’s crackdown on immigration. The current climate has been described by experts as “low hire, low fire,” which means the workers who do lose their jobs are struggling to find new employment. The share of Americans who have been out of work for over six months has jumped to 1.9 million, when it was 1.7 million a year ago. That’s not great news for people affected by the layoffs sweeping through companies like UPS and Amazon, which had raised alarm bells about the broader labor market. On the whole, however, the jobs report indicates employers are not cutting jobs at a concerning rate: Initial claims for unemployment insurance are still relatively low, which is usually a measure of whether layoffs are roiling the economy; (The job losses from October also reflect the exit of over 150,000 federal workers who had accepted deferred resignation offers and are no longer on the payroll.) The rising unemployment rate seems to be fueled by the hiring slowdown—which has left workers who are laid off with fewer job opportunities. At the same time, however, economists say that a decline in immigration has kept the unemployment rate lower than it should be, since there are fewer people entering the labor force. That might explain why the unemployment rate isn’t even higher, given the hiring outlook, though Black workers are also seeing a significant spike in unemployment—a sign that the labor market might be weakening. It’s a confusing picture for people who are seeking new jobs or entering the workforce. The jobs report tells us that the labor market has, in fact, cooled, but perhaps not to the extent that you might expect amid recurring reports of layoffs. There are a number of other factors that workers are up against: Artificial intelligence is fueling fluctuations in the workforce, with some employers citing the technology as they issue layoffs, though that might not be the true reason for shedding workers. Still, there don’t seem to be clear recession indicators—at least for now. There might even be a glimmer of hope for workers in the job growth figures from November: While the gains were modest, it looks like private employers may be slowly starting to hire more, particularly in the healthcare sector. View the full article

FIFA slashed the price of some World Cup tickets for teams’ most loyal fans following a global backlash and some will get $60 seats for the final instead of being asked to pay $4,185. FIFA said Tuesday that $60 tickets will be made available for every game at the tournament in North America, going to the national federations whose teams are playing. Those federations decide how to distribute them to loyal fans who have attended previous games at home and on the road. The number of $60 tickets for each game is likely to be in the hundreds, rather than thousands, in what FIFA is now calling a “Supporter Entry Tier” price category. FIFA did not specify exactly why it so dramatically changed strategy, but said the lower prices are “designed to further support travelling fans following their national teams across the tournament.” The World Cup in North America will be the first edition that features 48 teams—up from 32—and is expected to earn FIFA at least $10 billion in revenue. But fans worldwide reacted with shock and anger last week on seeing FIFA’s ticketing plans that gave participating teams no tickets in the lowest-priced category. The cheapest prices ranged from $120 to $265 for group-stage games that did not involve co-hosts the United States, Canada, and Mexico. FIFA had set those prices despite the co-hosts having pledged eight years ago—when they were bidding for the tournament—that hundreds of thousands of $21 tickets would be made available. Criticism from fans, especially in Europe, had been increasing for several months over plans for “dynamic pricing” plus extra fees on a FIFA-run resale platform—both features which are common in the U.S. entertainment industry but not to soccer fans worldwide. Fan anger intensified last week when it became clear loyal supporters would have no access to the cheapest category tickets and that fans who wanted to reserve a ticket for all of their team’s potential games—through the final—would not get refunded until after the tournament. In another climbdown Tuesday, FIFA said it would waive its administrative fees when refunds are made after the July 19 final. View the full article

Kraft Heinz announced on Tuesday that new CEO Steve Cahillane will join the food giant to help steer its split into two companies. The former head of Kellanova joins the ailing food giant after years of declining sales and slow growth, and as shares are down 75% since 2017. In 2026, the company will split into two independent, publicly traded companies, Global Taste Elevation Co. and North American Grocery Co., with the first focused on condiments and the Heinz ketchup brand, and the second on Oscar Mayer, Kraft Singles, and Lunchables brands. Cahillane comes on board January 1, 2026 and will serve as chief executive officer of the first of those companies, which will rebrand as Global Taste Elevation Co. and continue to house the Philadelphia and Kraft Mac & Cheese brands, along with Heinz. “I’m confident the planned separation will accelerate the Company’s ability to compete and win in today’s environment,” Cahillane said in a statement. Cahillane brings a wealth of industry experience to Kraft Heinz, having most recently served as chief executive of Kellanova, where he oversaw the recent acquisition by Mars and the expansion of household brands including Pringles, Cheez-It, Pop-Tarts, and Kellogg’s. More notably, he led Kellogg Company through the successful separation of its North American cereal business and the launch of Kellanova, a global snacking powerhouse. That experience that should come in handy in the coming months. “Steve is uniquely qualified to lead this organization into the future, and we are delighted he will be taking on the role of CEO,” Kraft Heinz’s chair Miguel Patricio said in a statement. Kraft Heinz financials In its third quarter earnings, the food giant reported adjusted earnings per share (EPS) of $0.61, beating analyst estimates. However, revenue fell short of expectations, with the company reporting a year-over-year net sales decline of 2.3%. View the full article

Hollywood studio and streaming company open to new bid but there are doubts over Ellison funding View the full article

The country’s automotive future doesn’t look as electric as carmakers had once hoped. But it doesn’t mean the EV industry is entirely dead. On Monday, Ford Motor Company announced that it’s taking major steps to pull back on its EV-focused future. The automaker is scrapping plans to produce a new electric truck, repurposing an EV battery plant to produce storage for the grid, and converting its fully electric F-150 Lightning into a hybrid. It’s also planning to expand its gas and hybrid options. The strategy shift away from fully electric vehicles will cost the automaker $19.5 billion. Ford’s stock has been mostly flat since the news was announced, with shares trading down roughly 0.11% as of late Tuesday afternoon. The move may seem like an indictment against electric vehicles at large. It may also seem counterintuitive given that EV sales in the U.S. hit record highs this year. But experts say it illustrates the specific headwinds that EV makers have faced in the U.S. this year, and the challenges of scaling an emerging technology. Tax credits and tariffs Manufacturing vehicles in the U.S. has become increasingly expensive, due in part to higher labor costs, stricter environmental regulations, and supply-chain issues. And a more expensive manufacturing environment means more investment risk. In 2025, it became even more challenging. “A lot of things designed to mitigate that risk have been unwound,” says Albert Gore, executive director of the Zero Emissions Transportation Association (ZETA), a coalition advocating for EV advancement. President The President scrapped federal tax credits for EVs and enacted sweeping (and at times unpredictable) tariffs. He also rolled back fuel economy standards, and generally added immense uncertainty to every investment decision in U.S. manufacturing. “The cost of doing business in the U.S. has gone up significantly,” Gore says. Ford’s announcement even speaks to this, noting that “regulatory changes” have affected its EV plans. Profitability concerns Ford’s situation in this landscape is unique in part because of the specific type of EV it offers. Ford’s flagship EV was its F-150 Lightning, a full-size pickup that came with a steep price. Though the F-150 Lightning was announced in 2021 with a price of $40,000, once production began, that cost increased. The 2025 F-150 started around $55,000 though other versions came in even higher; the F-150 Lightning Platinum, for example, starts around $85,000. Ford had been struggling with its EV profitability for a while; it was losing money on every EV it sold even at the start of 2024. And though EV demand has been strong—Gore says that for the past 15 years, EV demand has “far exceeded industry estimates”—price is an important component of that demand. In general, the U.S. auto market focuses on SUVs and trucks, which have higher average transaction prices than sedans. That impacts U.S. consumers, who have been facing increasing costs in multiple sectors, including groceries and electricity. It also makes it more challenging for U.S. companies to compete internationally. In 1960, about 52% of global automotive sales were U.S.-made vehicles. Today, it’s around 11%, and falling. Some of that is just the rest of the world growing its manufacturing, Gore notes, but “some of it is the way that cars made here for this market have changed in a way that places them somewhat out of step with the rest of the world.” Ford isn’t totally giving up on EVs, though. The automaker’s changing strategy is specifically about no longer producing “select larger electric vehicles where the business case has eroded due to lower-than-expected demand, high costs and regulatory changes.” So while it has scrapped the F-150 Lightning, it still has plans to make smaller, affordable models, as well as expand its hybrid and extended range EVs. EVs need scale—and China is dominating In order for EVs to be profitable, production needs to reach a certain scale. But these factors—vehicle type, as well as shifting trade and tax policies—hinder automakers’ abilities to do so. And EVs are still somewhat nascent, at least compared to internal combustion vehicles. “Manufacturing new powertrain vehicles is hard,” Gore says, “and particularly takes economies of scale that have been achieved over a century with internal combustion vehicles, but are just now starting to be achieved in the U.S. with electric vehicles, within the last seven years or so.” One out of every four vehicles sold around the world in 2025 will be an EV. But right now the market is dominated by China, which accounts for about 70% of global EV production. China has come to own the global EV industry in part because of its technological advancements, specifically around battery innovation—and its ability to make ultra-affordable EVs. Some Chinese EVs start as low as $10,000; Ford CEO Jim Farley himself test drove (and loved) a Xiaomi SU7, which retails for around $30,000. China’s EV success reveals just how far behind the U.S. is when it comes to EV advancements. And though China’s dominance isn’t quite affecting the U.S. car market—former President Biden imposed 100% tariffs on Chinese EVs as a way to protect American auto manufacturing—it is having global impacts. The European Union is abandoning a ban on combustion vehicles after automaker pressure, Bloomberg reported on Tuesday, giving more time for automakers to go electric. The move comes as European carmakers face increased competition from China, as well as steep tariffs from the U.S. EV consumer sentiment is hit—but there’s hope Another factor playing into the complicated EV landscape, particularly in the U.S., is the changing consumer sentiment around the technology. EV sales did hit a record high in the U.S. this year, but that was likely influenced by consumers racing to qualify for the federal tax credits before they expire. A recent study by CDK Global found that EV interest among gas car drivers dropped 20%. When asked if they will buy an EV in the future, 31% of gas drivers said yes in 2024, compared to 11% in 2025. Interest even dropped among hybrid drivers, 54% of whom said in 2024 they would switch to an EV in the future, compared to 35% in 2025. Gore wasn’t involved in that survey, but he points out that the conversation around EV’s has become increasingly politicized. “The rhetoric is by its nature extremely negative , and it’s loud,” he says. That can affect EV adoption, particularly for a technology that needs to vie for mainstream appeal. Early adopters drove EV’s initial surging growth, but then the industry has had to figure out how to attract everyone else who isn’t as invested in being a frontrunner. But Gore isn’t concerned about the long-term appeal of EVs. “That’s something that has been absolutely consistent, that regardless of what anyone’s heard, the experience of driving an EV is overwhelmingly positive, and the same with owning one,” he says. Though EV sales dipped 1% in North America this year compared to 2024, they’re still up 24% globally. Despite the challenges the EV industry faces in the U.S. and abroad, experts like Gore are positive there’s still plenty of market to reach—and that continued advancement, particularly in battery technology, means electric vehicles make sense for the future. The U.S. EV industry has seen ups and downs before. And though it might be the right current move, economically, for automakers to pull back on EV plans, they risk falling behind if and when the market swings back. “For people who don’t [scratch their EV plans], I think the reward will be a much bigger market than a lot of companies,” Gore says. View the full article

Hart, who came over from Ellie Mae, starts in the position of Jan. 1, as Tim Bowler moves to a new role within ICE's Fixed Income and Data Services division. View the full article

Automakers Hyundai and Kia must offer free repairs to millions of models under a settlement announced Tuesday by Minnesota’s attorney general, who led an effort by dozens of states that argued the vehicles weren’t equipped with proper anti-theft technology, leaving them vulnerable to theft. Under the nationwide settlement, the companies will offer a free repair to all eligible vehicles at a cost that could top $500 million, Minnesota Attorney General Keith Ellison said. Hyundai and Kia must also outfit all future vehicles sold in the U.S. with a key piece of technology called an engine immobilizer and pay up to $4.5 million of restitution to people whose vehicles were damaged by thieves. The settlement was reached by 35 states, including California, New Jersey, New York, and Pennsylvania. The vehicles eligible for fixes date as far back as 2011 and as recently as 2022. About 9 million eligible vehicles were sold nationwide. Thefts of Hyundai and Kia vehicles soared in part because beginning in 2021, videos posted to TikTok and other social media demonstrated how someone could steal a car with just a screwdriver and a USB cable. Minneapolis reported an 836% increase in Hyundai and Kia thefts from 2021 to 2022. Ellison announced an investigation into the automakers in early 2023. Ellison said the two companies installed engine immobilizers on cars sold in Mexico and Canada, but not widely in the U.S., leading to car thefts, crimes and crashes that injured and even killed people, including teenagers. “This crisis that we’re talking about today started in a boardroom, traveled through the Internet and ended up in tragic results when somebody stole those cars,” Ellison said at a news conference. He was joined by Twin Cities officials, a woman whose mother was killed when a stolen Kia crashed into her parents’ vehicle and a man whose car was stolen nine times — as recently as Monday night, and including seven times after a previous software fix. Under the settlement, Hyundai and Kia will install a zinc sleeve to stop would-be thieves from cracking open a vehicle’s ignition cylinder and starting the car. Eligible customers will have one year from the date of the companies’ notice to get the repair at an authorized dealership. The repairs are expected to be available from early 2026 through early 2027. In a statement, Kia said the agreement is the latest step it has taken to help its customers and prevent thefts. “Kia is eager to continue working with law enforcement officers and officials at federal, state, and local levels to combat criminal car theft, and the role social media has played in encouraging it, and we remain fully committed to upholding vehicle security,” the company said. The Associated Press emailed Hyundai for comment. —Jack Dura, Associated Press View the full article