employee

New York has discovered that its highest paid employee is not the mayor, it’s a plumber. It seemed impossible until they checked their schedule.

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In 1927, Al Capone’s accountants were not the ones who ended up putting him in court. They did it own financial records. When investigators began to review income, schedules and money movements, they discovered that the accounts told a very different story than the official one. Because many of the most striking investigations did not begin with a complaint, but with something simpler: carefully looking at a time sheet. The highest paid employee. The story begins last yeara time when, to everyone’s surprise, the highest-paid municipal employee in New York was not the mayor, nor the police chief, nor the head of the firefighters. No, it was Jakub Markowskia plumbing supervisor for the municipal public housing authority who entered $465,000. The figure immediately attracted attention because it practically placed him at the top of a workforce of some 350,000 public employees. A possible explanation and something more. The first investigations confirmed that a good part of that salary came from the crazy figure of almost 2,560 overtime hours accumulated during a single fiscal year. Translated into practice, it represents an average close to seven extra hours a day for an entire year, an extraordinary workload even for a service used to dealing with urgent breakdowns. However, when reviewing the municipal documentation an unexpected detail appeared: during that same period there was also at the head of two private companies plumbing workers who worked on dozens of jobs spread across some of the most exclusive neighborhoods in the city. It’s not the salary, it’s the time. That discovery completely changed the focus of the case. The New York Department of Buildings is now investigating whether the compatibility between both activities respected the regulations municipal and whether Markowski had the necessary authorization after being promoted in 2024 to a supervisory position related to fire safety. Not only that. Investigators are also analyzing whether he could exercise the direct supervision required by law in especially sensitive jobs, such as gas installations, while accumulating such a volume of activity. More and more doubts in the hours worked. The investigation also tries to clarify how their companies really worked. counted the new york times that, although Markowski was listed as a licensed plumber, several contractors recalled dealing primarily with another businessman, Robert Tarnawa, whose exact relationship to the work remains under scrutiny. Precisely this point is especially relevant because New York legislation requires that certain works be supervised directly and continuously by a licensed plumber. A case at the worst moment. The context doesn’t help either. The New York Housing Authority manages more than 240 residential complexes where nearly 300,000 people live and has a huge investment deficit for repair badly damaged buildings. In recent years, furthermore, the organization has been involved several scandals related to bribery, extortion and fraud overtime, which has increased scrutiny over any possible irregularities in the management of its resources. More questions than answers. To date, Markowski has not been formally accused of any wrongdoing and authorities insist that the investigation remains open. Nor has the details of the specific tasks that justified his thousands of overtime hours been made public, information requested by the own The New York Times through transparency legislation. What has become clear is that the story of New York’s highest-paid public employee has ceased to be that of an exceptional salary and has become that of an agenda that the authorities are examining minute by minute. As shared in the Times Attorney April McIver: “Allowing a single person to run a private plumbing company while serving as a city supervisor and logging more overtime than any other city employee is not only wasteful, it raises serious questions about the integrity, safety and oversight of the New York Housing Authority’s operations.” Image | sam valadi In Xataka | New York has launched its new and revolutionary garbage containers. Spain has been using them for years In Xataka | For decades we climbed this New York skyscraper without knowing that the screws that held it in place could not hold.

Jeff Bezos assures that there is a type of employee who can never be replaced by an AI: inventors

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With saturated selection processes (or directly broken) and the AI conditioning skills that companies demand, there is a skill that Jeff Bezos considers irreplaceable: the ability to invent. The millionaire value this skill above traditional knowledge or experience. Bezos considers that inventiveness is vital to maintaining creativity and innovation in modern companies, ensuring that he himself has applied it to bring Amazon and Blue Origin to their current situation. Lessons from his grandfather. In an interview During the Italian Tech Week 2025 conference that took place in Turin, the millionaire commented that his grandfather was capable of solving any problem on his Texas ranch by himself, without depending on outside help. “He bought a bulldozer for about $5,000 because it was completely broken. We spent a whole summer fixing it. To remove the transmission, we had to build our own crane. And that’s why he had an incredible ability to adapt. He believed he could solve any problem. And I watched him,” Bezos said during his interview. “He did veterinary work with the cattle. He made the needles himself. He took a small piece of wire and heated it with a blowtorch, flattened it, sharpened it and made a small hole in it. Some cows even survived,” he commented sarcastically. That ability to adapt and create practical solutions taught him the value of inventiveness to face difficultiesa lesson that Bezos has also applied in his life and in the management of Amazon. The “inventor” of Amazon. Bezos himself defines himself as an inventor, stating that “it is his fundamental nature. Put me in front of a white board and I can generate a hundred ideas in half an hour.” The founder of Amazon looks for those creative skills in his team members. In an interview In 2012 at the Utah Technology Council, Bezos indicated that “when I interview candidates, I ask them to give me an example of something they have invented.” Obviously the millionaire was not referring to a patent, but to a process, an idea or a solution to a problem that existed and for which he imagined a solution. “You have to select people who like to invent, think innovatively,” said the millionaire. Innovation as an antidote to fear. One of the six fears that have defined Jeff Bezos’ career is the fear of garages. Not in the literal sense of the place but of the symbolic sense of innovation that they have acquired: HP was born in a garage, just like Apple. “Two kids in a garage scare me more than the competitors I already know,” assured Bezos in an interview. The inventive capacity is a lever towards innovation and experimentation, which has been one of the pillars of the business culture that has taken Amazon to where it is today. “Someone who comes to Amazon and doesn’t like pioneering, doesn’t like exploring, doesn’t like going down dead ends that often turn out to be dead ends, will leave soon,” Bezos said in his interview. In his job interviews, Bezos asks: “How can we do A and B? What invention do we need to bring the two together?” That is, value those candidates who do not see the options in black and white, but rather look for new ways to combine and improve processes to innovate. AI has accelerated everything. More and more CEOs and senior officials at large technology companies agree that they are the skills and attitudes, and not the knowledgewhich will make candidates stand out in the age of AI. The current CEO of Amazon, Andy Jassy, ​​pointed out that knowledge can be acquired over time, but what companies need in this era of constant innovation are people who know how to adapt to any circumstance and learn from it. “The biggest difference between the people I started with in the early stages of my career and what they are doing now has to do with how good they were at learning.” According to Jassy, ​​the attitude and talent to innovate It has to come standard. A version of this article was published in November 2025. In Xataka | Jeff Bezos’ Koru measures 127 meters and cost $500 million. It is for sale due to an unexpected problem: parking In Xataka | If your chair limps during a job interview, it’s no coincidence: they’re evaluating more than just your resume. Image | Flickr (iafastro)

a Meta employee interrupts a meeting and summarizes pretty well how things are inside

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At the end of May, Meta made the biggest restructuring in its history: 8,000 employees were laid off and 7,000 were relocated to new departments. The internal leaks paint a rather unbearable atmosphere: the teams’ morale is at rock bottom and the unrest is widespread. In this context, an employee couldn’t take it anymore and exploded. what has happened. They tell it in Wired. During an internal presentation involving thousands of employees, one of them opened his microphone and said exactly what he thought, without filters. She declared that she felt like “the company’s bitch” and asked whoever had organized the call to tell a Meta executive that “he’s a piece of shit.” Details about who the angry executive or employee were have not emerged, but it is known that he was part of a new team called Applied AI, which some employees refer to as “the gulag.” Applied AI. Of the 7,000 people relocated, at least 6,500 have ended up here. Their job is to support the superintelligence department, where all the AI ​​galactics work that Zuckerberg signed last year. Wired has spoken with several of these employees who criticize that their work has become mechanical, uncreative and demoralizing. The majority of employees in this new department were engineers or product managers who were dedicated to software development, but now they have to create puzzles and problems for an AI to solve. Those chosen to enter this unit could not choose to go to another department: they either accepted the new position or they went out with the rest. In an internal memo, Zuckerberg himself tried to calm things down, suggesting that it was temporary: “The work is essential to the advancement of our models and allows very talented people to contribute to those efforts, while we create other positions in which they can contribute their bit at Meta in the coming months.” There is more. A month has passed since the layoffs were announced. A month in which employees did not know if they were going to end up on the street or not. As if that were not enough, at that time Meta made a very controversial decision: started monitoring everything employees did on their computers. The company installed a program that recorded clicks and took screenshots periodically, but not to control them (or not only for that), but so that its AI learns to perform everyday tasks. More than 1,600 employees signed a petition to have this program removed, but were only able to be allowed to pause data collection for 30 minutes. Something is something. The hackathon. The CEO of Meta is aware of the discontent among the staff, so he has had an idea to raise spirits: hold a hackathon next July that will be focused on “innovation in AI.” It seems that the only one in the mood for celebrations is Zuckerberg, because according to Wired The employees couldn’t have taken it worse. At a time when the company has given them more workload and is requiring them to be at 100%, many workers do not have time and believe that a hackathon is very disconnected from reality. Additionally, they are concerned that what they do during the event will not count toward performance evaluations, so they have no incentive to participate. It will take more than celebrations for the good atmosphere to return to Meta. Image | Xataka with Magnific In Xataka | Soon you won’t need to remember anyone’s name. Meta’s glasses will do it for you

Amazon forces its engineers to use AI and measures who uses it the most. The employee response: anti-AI memes

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AI gurus keep selling us that this technology is going to change the world and? the AGI is about to fall. From the outside, everything is promises of automation and productivity, but from the inside the feeling is very different. Yesterday we learned that the engineers who are working on Google AI They don’t stop making fun of her on internal channels. Well, exactly the same thing is happening on Amazon. Sloppenheimer. It’s one of the memes that Amazon employees have shared in the Slack channel called #actual-aws-memes. In it they mock tools like Kiro (Amazon Web Services’ code platform), Claude Code, and the AI ​​agent Meshclaw. They tell it in 404mediawhere they have spoken with several company employees who wanted to remain anonymous. These employees admit that anti-AI memes started circulating quite some time ago (in late 2024), which is when the company started putting more pressure on them to adopt AI tools. Of course, although mockery of AI is very common, they assure that there is a variety of opinions on the matter. Kiro AI. It is the tool that receives the most ridicule. There are several memes that suggest Kiro is pretty mediocre, such as the one that includes the text “Kiro: I confirm I have the full picture” over an image of an iceberg with much of it underwater. Discontent with this tool reached such a point that Amazon closed Kirorank, an internal leaderboard that measured and rewarded employees’ use of Kiro. Amazon’s official version is that employees had already integrated AI into their daily lives and ranking was no longer necessary, but what really happened is that engineers started cheating. They automated absurd and totally useless tasks for the sake of climbing the rankings, adding to the company’s AI bill. Amazon is not the only one. As we said at the beginning, this anti-AI rebellion based on memes is not exclusive to Amazon, exactly the same thing is happening at Google. While CEO Sundar Pichai boasts that 75% of Google’s code is written with AIemployees use an internal channel to make fun of that very thing. For example, while Google announced news in the Google I/O 2026a meme appeared on the channel saying that they were announcing “new ways to slop.” Memes can be voted on with a reaction system and this immediately added 100 thumbs up. They also make fun of the AI bros who do not stop evangelizing about the benefits of AI and point out the enormous work it is to review the code made by AI, often riddled with errors. What companies say. There is an evident disconnection between the official discourse and the internal feeling of the employees. Amazon has responded to the leaks by trying to downplay them. In an email to 404media, Amazon assures that the negative comments come from a few individuals and do not represent the majority. For its part, Google sent a statement to the same media in which they said they encouraged their employees to test and criticize their internal tools, even through memes. And a curious thing, Google sent two almost identical statements, the only difference is that in the first they mentioned that it was “essential that we keep humans in the process, including supervision.” In the second that phrase had disappeared. Image | Xataka with Magnific In Xataka | From “tokenmaxxing” we have moved on to “tokenwasting”: the level of waste in AI is reaching unprecedented levels

If the question is how much an employee would have to work to earn the same as a manager, we have the answer: a century

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The wealth gap between the richest and the poorest is skyrocketing around the world. There are people whose salary in a single year far exceeds what any other average job could earn by working their entire life. It’s not an exaggeration: it’s what the numbers show. A report of Oxfam Intermón and the International Trade Union Confederation (ITUC), analyzes the salary data of 1,500 large companies in 33 countries and quantifies the difference between what an average worker earns and what he earns a senior manager in Spain: That gap is no longer measured in years of salary, it is measured in centuries. A century of work to earn the same. According to data from the Oxfam report, in Spain, the general directors of the 12 largest companies in the country earned an equivalent average remuneration in 2025 98 times the national average salary. That means that an employee in Spain with an average gross salary in Spain of between 27,300 and 31,600 euros would have to work almost an entire century to accumulate what one of those senior managers earns in a single year. The data in the report is in line with what was included in the fourteenth edition of the remuneration report that published The Countrywhich stated that the annual salary received by the managers of Ibex 35 companies was 103 times higher than that of their employees. A gap that has become an abyss. The problem is that the gap is not only enormous, but it is widening every year and risks becoming an unbridgeable abyss. The average compensation of CEOs grew by 16% in the last year, while the average salary of workers in Spain it only increased 3.6% in 2025. At a global level the figure is not much better, since the real salary of workers globally fell by 12% between 2019 and 2025 due to inflation and wage stagnation. What happens in the rest of the world. The data from the report shows that, on a global scale, the situation is not very different, and the 1,500 highest-paid CEOs in the world earned an average of 8.4 million dollars in 2025, compared to 7.6 million the previous year. That represents an increase of 11% in real terms. For an average worker to accumulate that same salary, they would need to work 490 years non-stop. Meanwhile, the real salary what the worker receives average taking inflation into account, barely rose 0.5% between 2024 and 2025. That means that the highest paid executives improved their income 20 times faster than your employees. Real salaries, in free fall since 2019. The data on workers is worrying in itself, regardless of any comparison. Since 2019, workers’ real salaries have fallen by 12% worldwide, which is equivalent to having worked 108 days without pay between 2019 and 2025, 31 of them in the last year alone. Although the study shows that productivity per worker has grown by 51% since 2004, the part of GDP that goes to salaries has been reduced by 2 percentage points in that same period. Miguel Alba, head of Inequality and the Private Sector at Oxfam Intermón, pointed out that: “The remuneration of senior managers in large companies reaches exorbitant dimensions, very far from what ordinary people earn to cover living expenses.” Extreme wealth and a demand for change. The report also points to the growth of large fortunes as part of the same phenomenon. In Spain, the billionaire wealth It increased by 29.5% in the last year, representing 13.8% of GDP, distributed among 44 billionaires. In contrast, the average net wealth of Spanish households only grew by 3% between the end of 2022 and the end of 2024, according to data from the Bank of Spain collected in the report. On a global scale, among the largest beneficiaries of dividends in 2025 are Bernard Arnault, owner of LVMH, with $3.8 billion, and Amancio Ortega with 3.7 billion dollars (3,234 million euros). Faced with this scenario of extreme differences, Oxfam Intermón and the ITUC call on governments to limit the remuneration of senior managers, to tax the richest more fairly and to guarantee that minimum salaries are updated in line with inflation to ensure that employees do not lose purchasing power. In Xataka | Low salaries have ruined the job satisfaction of Spaniards: only 28.7% are satisfied with their job Image | Unsplash (Muhammad Sultan Ali, Ruthson Zimmerman)

Within Meta there is a race to see which employee consumes the most AI tokens. It’s the ‘Tokenmaxxing’ of Silicon Valley

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There is a battle within Meta: see who spends the most AI tokens. This is the basic unit that AI uses to understand the language with which we order actions. It is like the “bridge” between our words and the numbers that the machine can process and, therefore, when ChatGPT either Google They present a model, they brag about the millions of tokens they can process. But tokens are also becoming a ‘spending’ unit in AI companies. Silicon Valleyso much so that they may be generating a toxic work culture. And Meta is an example of a company where employees compete to see how many tokens they can consume to become a Token Legend. Tokenmaxxing. It is not the first time that we talked about this. A few days ago, Jensen Huang -CEO of NVIDIA and one of the main instigators of this phenomenon- commented that he would be worried if an engineer who earns $500,000 did not spend at least $250,000 a year on tokens. Because tokens cost money and NVIDIA is already considering offering tokens as part of the signing bonuses for its artificial intelligence engineers. Goals. As it could not be otherwise, Meta does not want to miss this party. The company, which changed its name when the metaverse was going to be the big thing and, after the swerveis defined as a “native AI company”, is one of those that promotes its artificial intelligence engineers to keep a count of the tokens spent during their day. There is no official data, but there are reports revealed to media such as Business Insider and The Information which point out that some of these teams have very specific objectives related to the use of tokens. For example, the company expects 65% of its engineers to write more than 75% of code using AI tools by the middle of this year. The Scalable Machine Learning division has another objective, and so on in each of the code-related departments within Meta. Legend Token. In The Information, they directly point out that there is an internal classification table created by the employees themselves to gamify the work. It shows the 250 most intensive AI users in their tasks with an easy premise: the more tokens you spend, the more you climb in the ranking. The winner of this particular competition takes the title of ‘Token Legend’, or ‘Legend of Tokens’. It is turning an expectation into a kind of internal sport. The first paragraph of this article converted to tokens crazy spending. If we put the first paragraph of 542 words in the tool ‘tokenizer‘ from OpenAI, we see that that simple phrase has already consumed 121 tokens. Well: according to The Information, in the last 30 days the total token panel usage of that internal table was more than 60 billion (of ours) tokens And even if they want to dress it for sports and competition, it is still obligatory. In late 2025, Meta launched the ‘Level Up’ program where employees who complete the most tasks using AI earn badges. And more important than this: it made the use of AI a central criterion in its employee performance evaluations. This, obviously, sets salary and promotion objectives. Doubts. But of course, beyond paying to work, there are other underlying issues. One of the criticisms of this tokenmaxxing system is that AI companies like Meta or NVIDIA encourage spending more on tokens because, in this way, their own employees become consumers of the product they are creating. An easy example that software engineering analyst Gergely Orosz exposed which is as if Tim Cook, CEO of Apple, said that if one of his employees who earns $500,000 a year did not spend $50,000 on purchases in the App Store, he would be worried. Orosz continuous stating that productivity should not be measured in tokens spent, but in the results obtained. Industry issue. In any case, Meta and NVIDIA are not the only ones that measure their employees by their consumption of AI at work. It is something that is soaking in other AI majors, turning the tokens into an extra work benefit incorporated into the engineers’ remuneration wheel along with the base salary, performance bonuses and shares. HE esteem that an OpenAI engineer can process 210 billion tokens in a week and there are Claude Code engineers who accumulate more than $150,000 in tokens in one month. Basically it is merging part of your salary into the company that pays you. And… have they said anything from Meta? Yes, it’s not about volume, but about quality, pointing that performance rewards are based on the impact of the work and not the raw use of AI. Image | ‘Wolf of Wall Street’, Meta Logo. Edited In Xataka | Google Earth shows the world. The Spanish Xoople wants AI to understand it

There is a way to make your AI agent a good employee. Talk to him a lot: Crossover 1×43

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If you haven’t tried yet install OpenClaw or you didn’t know very well how to do it, at Xataka and Crossover we are trying to bring you closer to this fascinating AI agent that can be converted into a tireless employee who works 24/7 for you. We talk about it again, and we do it now with a more tutorial approach that will allow you to know what to do once you take the first installation steps. And although from the beginning OpenClaw allows you to chat with him From a web browser, the first thing to do is “connect” it to a messaging app such as WhatsApp, iMessage, Discord, Slack or, as we have, Telegram. Doing it is quite simple thanks to the BotFather system integrated into Telegram, and once you have done so you can talk to your OpenClaw whether you are at home or away. This gives you total freedom to “send things” to your virtual employee, but for it to be really useful, the most advisable thing from the beginning is to simply chat with him. That is what we try to explain in this new installment of Crossover in which Jaume tells us how he has already carried out that first installation and we recommend something that we have already done and continue to do: talk to OpenClaw, chat with him and tell him how we workwhat is our routine, our interests and even our hobbies. Here, of course, everyone is free to tell more or less things, but the more details we give, for example, about our workflow, the more OpenClaw will “understand” that way of working to help us more accurately when we ask it to do something for us. From there it is advisable to take a few more steps, such as configuring some skills to expand its capabilities, start experimenting with its options and configure, for example, an API for a service so that it can be used “on our behalf.” Of course there are some risks when we give an AI full access to our machine, and that is why it is advisable have separate accounts of everything for that OpenClaw instance. We talk about all this in this episode Crossover 1×43we hope you like it. On YouTube | Crossover In Xataka | When Meta bought Manus, a promising Chinese AI start-up, it was missing something: China has raised an eyebrow

Technology salaries in Spain do not depend on the skills of the employee. They depend on the type of company

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The technological salaries in Spain They no longer depend so much on how good you are at programming, but on the type of company you work for. The same senior profile can earn from figures typical of a small traditional SME to salaries that compete with the best engineers at Google or Meta, just for changing the type of company. At least that theory is what emerges from a salary analysis carried out by the technological employment platform Manfred, based on the observations of a former Uber engineer: in technology there is not one type of salary, but there are three, and it depends on the type of company in which you work. The “trimodal” model of technological salaries. The “trimodal” concept explains that the technology salary distribution It does not form a uniform continuous line that brings together the entire sector, but rather three distinct groups with little overlap between them. Depending on what type of company you are working for, this is how good your salary will be. The analysis is based on the observations of Gergely Orosz, former head of engineering at Uber, who analyzed on his blog the distribution of technological salaries in Europe and highlights that these groups arise from how each company decides to compare itself with the competition when setting compensation. If an SME only needs to compete against other SMEs, their salaries will be lower than those of large corporations that want to compete among themselves. Manfred has adapted that model to the reality of salaries in Spain and shows that a senior engineer can earn from 35,000 euros to 130,000 euros gross annually depending on his company group, even carrying out a job with similar responsibilities. This division makes individual talent matter less than the company’s salary strategy, creating huge gaps for equivalent profiles. Trimodal distribution of salaries in Spain. Source: Manfred Group 1: local companies with technology as support. The companies in the first group see technology as an internal service, similar to an IT department and, at a salary level, they are only compared with close competitors in your sector. In Spain, Manfred describes them as consultancies and large non-digital corporations, with basic selection processes and very hierarchical structures. This first group presents the greatest labor concentration of all of them, but offers the lowest salary rangeplacing 40,000 euros at its most common average. Given that their market is local, their salary structures are within the usual margins in Spain. In this group, the work is predictable, with a good balance between work and personal life, but without significant variable incentives, beyond a possible 10% of the base salary linked to the company’s performance. Group 2: “Scaleups” and technology companies. The second group brings together companies that compete with the entire local and some international technological fabric, raising their salary offers to attract talent or capture it among your competitors. This group includes technological startups that have already surpassed their maturity and are now seeking both national and international growth, with tougher and greater hiring processes. emphasis on autonomy. The salaries of these companies no longer only compete for the best talent at a local level, but also expand it to a European level, which is why they usually offer salaries above 60,000 euros and offer bonuses of up to 20% of the base salary in cash and shares to more experienced engineers, although not always on a general basis. That is, their remuneration is slightly above the average in Spain. Group 3: giants competing on a global scale. Companies in the third group measure themselves with the international market, attracting talent from anywhere in the world. We are talking about jobs in large technology companies such as Amazon, Uber, Google or Meta, as well as large financial entities that are developing large technological infrastructures. In this group they are shuffled international level salaries in order to attract the best qualified talent regardless of their place of origin. However, to access these positions you also have to overcome much more competitive selection processes. These firms offer salary ranges above 100,000 euros and cash bonuses of around 40% or 50% of the base salary are offered for those employees who achieve all their objectives and actions for all levels, even for junior employees. Not everything is money, what career do you want? Beyond money, each group offers a very different style of work. In Group 1, local companies prioritize stability and work-life balance, with schedules that allow for some flexibilityin addition to offering a greater number of job offers. Instead, Group 3 of global giants brings greater instabilitywith frequent rounds of layoffs when you don’t meet expectations and high turnover because they pay so much to attract only the best. Teleworking is a common practice in Groups 1 and 2, but the large corporations in Group 3 practically they have removed it of their offers and sometimes ask to move close to their main offices in Madrid or Barcelona. The number of job offers in Groups 2 and 3 are much lower than those in Group 1, so it is also more complicated to access a company with these characteristics, making it difficult to jump from one company to another within that same group. In Xataka | The harsh reality of salaries in Spain: the most common gross salary in 2023 did not exceed 16,000 euros per year Image | Unsplash (Sigmund)

one where we pay 20 dollars a month (if we pay) and another where companies pay up to 200 per employee

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The AI ​​industry is forking into two paths. They are non-binary and actors can be in both at the same time, but it was expected that we would see this branching: Products aimed at the general consumer. ChatGPT wins there and Gemini is growing lately. Tools for companies. Gemini and Copilot from Microsoft stand out more there, but Anthropic is growing a lot thanks to Claude Code. This division also marks something else: who is going to capture the real economic value of AI. Why is it important. Companies pay up to $200 per month per employee for the best model. ChatGPT “domestic” users, one tenth. And in business environments, the difference between the best and the second best matters a lot. At least much more than in domestic environments. Yao Shunyu, who worked at OpenAI and is now at Tencent, sums it up: “If your salary is $200,000 and you have 10 tasks a day, an excellent model does eight or nine. A weaker model does five or six. And when you don’t know what those five or six are, you waste time monitoring it.” according to the newsletter ChinaTalk. The contrast. “If you compare the Today’s ChatGPT with the one from a year agothere’s really no perceptible difference,” Yao points out. “On the other hand, AI-assisted programming has already changed the entire coding industry. “People no longer write code, they talk to their computer in natural language.” Most ordinary people still use ChatGPT as a kind of enhanced search engine. In companies, more intelligence directly means more productivity with a clear economic value. Between the lines. Anthropic has bet everything on this. Claude Code has changed the way developers work. And now just launched Coworkwhich seeks to bring that same idea to office workers, outside of programming. They are not going after occasional users: they want entire teams that depend on AI to work. OpenAI dominates in adoption figures and brand recognition, but it has a problem: many users who pay little on average. Companies are increasingly looking for tools that truly improve productivity. The threat. In the business market, whoever has the best model wins. Companies will always pay for number one if its price is comparable to the rest of the proposals. In consumption, something decent is enough and the price sensitivity is greater. And OpenAI needs a lot of money. Training and operating these models costs a lot. The consumer market has a fairly low profitability ceiling, and that is why they seek to shore it up with advertising revenue and pointing towards those of affiliation. And now what. This year we will see it clearly: OpenAI needs to prove that its enterprise agents are worth the money. Anthropic will continue to refine its position in code and productivity. Google is a little late but has hit the nail on the head with Gemini 3. At the end of the year we will know if OpenAI’s generalist strategy works or if the AI ​​business ends up divided between those who dominate the office and those who dominate the couch. In Xataka | OpenAI fully enters health for a simple reason: ChatGPT is already our front-line doctor (although we don’t want to admit it) Featured image | Anthropic, OpenAI, Xataka

A company identified an employee on its payroll as “buzzed.” Justice has added some zeros to the joke

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A payroll can be much more than a payment document: in this case, it became judicial evidence and object of compensation for damage to honor. A company in the Basque Country included the word “Zumbada” to identify the employee as a beneficiary on two successive payrolls. It so happened that the employee’s ex-husband was also the co-owner of the company. A ruling from the Superior Court of Justice of the Basque Country has condemned the company to pay 10,000 euros in damages to the employee’s honor. A list for “Zumbada”. According to is detailed in the sentence issued by the Social Chamber of the Superior Court of Justice of the Basque Country, the worker carried out administrative tasks in the company of her ex-husband, of whom he was in the middle of the judicial process of divorce and custody of their common son with a disability. In this context, the employee received two payrolls in which the word “Zumbada” appeared in the section intended to indicate the name of the beneficiary of the payroll. As it could not be otherwise, the employee filed a lawsuit against the company. As the employee herself stated in an intervention in the program “And now Sonsoles” hosted by Sonsoles Ónega on July 27, “There was a first trial for the crime of minor insults in which it was the other partner, Iñaki, who took responsibility for having made that transfer.” However, the employee resorted to court again when she understood that it was the company that had to respond for her work mistreatment, arguing that she suffered a workplace harassment for the humiliating work shown towards her on her payroll. It’s not harassment. In July, the Social Court handed down a ruling arguing that, however reprehensible, the company’s conduct did not constitute workplace harassmentconsidering it a sporadic act. The labor lawyer Juanma Lorente agreed with the court’s ruling and analyzed the case in a published video on his Instagram profile. “We are not talking about workplace harassment, but rather a breach by the company, and you can file a complaint against it. But it is not workplace harassment. They have to be repeated over time for approximately six months,” said the lawyer, indicating that the employee’s legal advice had not been correct. The TSJPV did not let it pass. Although in the first instance the Social Court dismissed the claim. The ruling was taken to the Superior Court of Justice of the Basque Country, where on October 25 it revoked the first ruling, recognizing that the company had violated the employee’s right to honor by using the term “Zumbada” on its payroll. The ruling emphasizes that “the inclusion of derogatory terms in a list generates a detriment to the dignity of the worker and constitutes an act contrary to the fundamental principles of respect and honorability”, indicating that the offense occurred in a public context given that the document had to be processed by the employees of the financial institution, bypassing the area of ​​privacy. For this reason, the Court has sentenced the two partners of the company (one of them her ex-husband) to pay compensation of 10,000 euros for damage to the employee’s honor. History repeats itself. Unfortunately, this is not the first time that payroll processing has been used as a channel to inflict humiliating treatment on employees. In 2024, a baker included the concept “Nómina Abril Maricón” on the payroll of one of its employees, which led to a conviction and the seizure of his assets to face a compensatory compensation. In Xataka | An employee put the handbrake on the company van when he was the passenger. He was fired, but from his company Image | Wikimedia Commons (Zarateman), Unsplash (Resume Genius)

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