The BARF: Child Labor Lawsuit (Smithfield Foods), $3.1 Million in Sex Discrimination Settlement, Amazon's Disability Policies, and Citadel kills FAKE Job Postings...

[00:00:00] Oh my goodness, bad touching, harassment, sex, violence, fraud, threats, all things that could have been avoided if you had FAMA. Stop hiring dangerous people. FAMA.io.

[00:00:21] All right. I want to talk to you for a moment about retaining and developing your workforce. It's hard. Recruiting is hard. Retaining top employees is hard. Then you've got onboarding, payroll, benefits, time and labor management. You need to take care of your workforce and you can only do this successfully if you commit to transforming your employee experience. This is where ISOF comes in. They empower you to be successful. We've seen it with a number of companies that we've worked with.

[00:00:50] And this is why we partner with them here at WorkDefined. We trust them and you should too. Check them out at isolvedhcm.com.

[00:01:10] Hey, what's going on everybody? Ryan Leary, William Sinkup here with The BARF. It's a look back at the week that was so you could be prepared for the week that is. Will you stop looking at me goofy and making me laugh?

[00:01:24] Sorry.

[00:01:24] What's going on, brother?

[00:01:25] I was doing a little Zen right there, right before when you're counting in. I'm like, okay, all right, man, we'll finish that.

[00:01:32] You're like, we're going to go, um.

[00:01:34] Dude, I can't meditate. I'm broken in so many ways, but in that way in particular, every time I've tried it, tried yoga, tried meditation, I can't get my brain to stop.

[00:01:46] So I'm like, what do other people do when, when the kids stop thinking? What are they doing? What are they doing over there? They look really comfortable.

[00:01:55] Gosh, stop thinking.

[00:01:56] They do look, they do look comfortable.

[00:01:58] They look great.

[00:01:58] Yeah.

[00:01:59] They look relaxed.

[00:02:01] I look like a psycho.

[00:02:02] So, like.

[00:02:04] I've never been able to meditate.

[00:02:06] I have tried.

[00:02:07] I fall asleep.

[00:02:08] That's not what you're supposed to do, I guess.

[00:02:10] But I did get into stretching for a while.

[00:02:13] Oh, yeah, yeah, yeah.

[00:02:13] And so, not that I'm stretchable.

[00:02:15] No, no, no.

[00:02:17] I know that's not where.

[00:02:18] No, no, and the older you get, the less flexible you get.

[00:02:21] Yeah, but it does feel good to just kind of lay on your back.

[00:02:23] Yeah.

[00:02:24] And just do nothing.

[00:02:26] I did that with, you know, the rollerball, not rollerballs, but the roller, like the pins.

[00:02:32] Yeah, yeah, yeah.

[00:02:33] I did that with those things for probably three months, and it's fantastic.

[00:02:38] Yeah.

[00:02:38] That's the only reason I go to the gym.

[00:02:42] Well, not the only.

[00:02:43] But, all right.

[00:02:45] Let's do the, what do you got?

[00:02:47] Let's do it, man.

[00:02:47] How about, are you kicking us off today, or am I kicking us off?

[00:02:50] I am.

[00:02:50] I got it.

[00:02:50] Okay.

[00:02:51] Kick us off.

[00:02:52] How about 14 truths, 14 HR truths revealed in Reddit threads?

[00:02:59] This is like two truths and a lie?

[00:03:01] No.

[00:03:02] These are all truths, and it is glorious.

[00:03:04] So, the people at peoplemanagingpeople.com, you can go look at it there.

[00:03:10] Reddit is just, they kill, you know, we've looked at Reddit recruiting before.

[00:03:14] They kill it in terms of HR and recruiting.

[00:03:17] And so, it's a lot of, like, quotes, and then people will comment on, you know, okay, you

[00:03:21] know how that works.

[00:03:21] But, yeah, go look at the article, because the article goes into all 14, of course.

[00:03:27] But I'm going to give you four real quick.

[00:03:29] So, these are kind of universal truths for HR as Reddit reports them, if you will.

[00:03:38] So, one, you're going to do some jobs that aren't yours.

[00:03:43] Two, bad leadership will give you headaches.

[00:03:45] Three, the job...

[00:03:48] I mean, let's be real.

[00:03:52] That's an optimistic way of looking at that.

[00:03:54] All right.

[00:03:54] The job you applied for isn't necessarily what you'll be doing.

[00:03:58] Be ready to deal for...

[00:03:59] Be ready to deal with non-office politics as much as office politics, which was the funniest

[00:04:05] thread for me.

[00:04:06] Because...

[00:04:07] That's interesting.

[00:04:07] I've always thought about the office politics, you know, Jared or Sandy dealing with, you

[00:04:12] know, these people and all that stuff.

[00:04:14] But outside of the office also is fairly treacherous.

[00:04:19] So, go read the article.

[00:04:21] First of all, spend some time on Reddit every day.

[00:04:23] It's good for you.

[00:04:24] I'm learning.

[00:04:25] I'm learning Reddit.

[00:04:27] Other than that, there's 14 HR truths revealed in Reddit threads.

[00:04:33] All right.

[00:04:33] You'll have to teach me how to use subreddits and stuff.

[00:04:35] So, it's very difficult for me to figure this out.

[00:04:39] Anyhow.

[00:04:40] All right.

[00:04:40] Waste Industries and GFL Environmental agreed to pay $3.1 million in an EEOC sex discrimination

[00:04:50] lawsuit.

[00:04:51] Sex discrimination?

[00:04:53] So...

[00:04:53] They weren't hiring women?

[00:04:55] What's that?

[00:04:56] They weren't hiring women?

[00:04:57] Oh, no.

[00:04:57] They were hiring them.

[00:04:58] They just wouldn't give them the job of driving the truck.

[00:05:01] So, they just said, look, you're cool to be here.

[00:05:04] Work in the office.

[00:05:04] Just sit down over here and type.

[00:05:06] You cannot drive our truck.

[00:05:08] Welcome to the 50s.

[00:05:10] Yeah.

[00:05:10] Welcome to the 50s.

[00:05:11] Right?

[00:05:11] Please get a ticket.

[00:05:12] Knock, knock.

[00:05:12] Betty Crocker called.

[00:05:13] She wants your fucking book back.

[00:05:15] Wow.

[00:05:16] A little much.

[00:05:17] Sorry.

[00:05:18] No.

[00:05:18] No.

[00:05:18] So, the deal is they were applying for driver jobs.

[00:05:22] Yeah.

[00:05:22] And not getting them for less qualified males.

[00:05:25] And this has been going on systemically since 2016.

[00:05:28] Right.

[00:05:28] So, they smacked them with it.

[00:05:30] They paid up.

[00:05:31] I don't know that it's going to change anything.

[00:05:33] It's a big number.

[00:05:33] It's an awkward environment, right?

[00:05:35] That's always...

[00:05:35] Because now when the women do get the jobs...

[00:05:37] Yeah.

[00:05:37] ...they're looked at as, well, you only got it because you guys followed a lawsuit.

[00:05:40] Yeah.

[00:05:41] It's affirmative action.

[00:05:42] Right.

[00:05:42] Right.

[00:05:42] Right.

[00:05:43] So, well, there you go.

[00:05:44] 3.1 million.

[00:05:45] Big number.

[00:05:47] Hopefully, it does change things.

[00:05:48] All right.

[00:05:49] Ryan, we've done a lot of stories on RTO.

[00:05:53] A lot of stories on RTO.

[00:05:55] And I thought we'd need a little positivity today, Sunday.

[00:06:00] So, I got you this story.

[00:06:02] 20 companies embracing permanent remote work from home jobs.

[00:06:09] Okay.

[00:06:10] I like that.

[00:06:11] So, flexjobs.com.

[00:06:13] So, you can take a look at it.

[00:06:14] All right.

[00:06:14] There's 20 of them because there's 20 in the title.

[00:06:17] Anyhow, but some household names.

[00:06:19] Allstate.

[00:06:20] The article told me there were 20.

[00:06:21] Yeah.

[00:06:22] I counted them, too.

[00:06:24] There really is 20.

[00:06:25] So, Allstate, Pinterest, Spotify, Atlassian, and HubSpot.

[00:06:34] Go figure.

[00:06:35] All of the...

[00:06:36] Some of the most forward-thinking countries in the world have decided...

[00:06:39] What do these have in common?

[00:06:40] Hold on.

[00:06:41] Let me think.

[00:06:42] I don't know.

[00:06:43] Loved.

[00:06:43] There you go.

[00:06:43] So, it has...

[00:06:46] The other 15 are just as good and really just as name-worthy as these are.

[00:06:51] But it's like you nailed it.

[00:06:55] Look at how these progressive and how market share was.

[00:06:58] Look at these companies and what they're doing compared to their peers.

[00:07:02] Yeah.

[00:07:02] And, oh, by the way, they've committed...

[00:07:06] They've committed, in some cases, forever.

[00:07:08] Yeah.

[00:07:09] And I would guess...

[00:07:09] Like, it's just never going to be in person.

[00:07:11] I would guess if you went to Glassdoor or the like, they'd have fantastic reviews.

[00:07:16] CEOs in the 80% range.

[00:07:18] I should have done that.

[00:07:19] That's a good call.

[00:07:19] Yeah.

[00:07:20] You can take that task.

[00:07:21] I will run with that.

[00:07:24] All right.

[00:07:25] You've heard of WorkHuman, right?

[00:07:26] I have.

[00:07:27] You have.

[00:07:27] You have heard of WorkHuman.

[00:07:28] I have.

[00:07:30] Before they were called WorkHuman, which was a conference that Lori created for them, they

[00:07:36] were called GlobalForce.

[00:07:38] Right.

[00:07:39] GlobalForce.

[00:07:39] I remember Globo.

[00:07:40] GlobalForce.

[00:07:41] GlobalForce.

[00:07:42] Yeah.

[00:07:44] I have a Spider-Man shirt on, so now that's the evil GlobalForce.

[00:07:49] All right.

[00:07:50] So this is a story all about how shareholder relations fell apart at the tech unicorn WorkHuman.

[00:07:59] So WorkHuman is about $2 billion.

[00:08:01] They're stuck in a legal messy battle between two of their most biggest major...

[00:08:09] My English is bad today.

[00:08:12] Yeah, yeah.

[00:08:12] You're good for it.

[00:08:13] And they're two major investors, Falcon Group and ICG.

[00:08:16] So here's basically what's happening.

[00:08:19] Falcon wants ICG out.

[00:08:21] Goodbye.

[00:08:22] ICG is trying to change its investment from equity to senior debt.

[00:08:28] So the rub here is that...

[00:08:30] Yeah.

[00:08:30] So the rub is Falcon claims ICG blocked potential merger with Achievers and then set bad loan

[00:08:37] terms.

[00:08:38] ICG claims that the Falcon boss, his name is Barry Maloney, is acting in his own interest

[00:08:44] in all of these deals that they're putting together.

[00:08:47] As he should.

[00:08:48] It's his money.

[00:08:49] Yeah.

[00:08:50] I would think so.

[00:08:50] Yeah.

[00:08:51] I mean, it's...

[00:08:52] How else is he going to act?

[00:08:54] In someone else's best interest?

[00:08:56] Yeah.

[00:08:56] I mean...

[00:08:57] I mean...

[00:08:58] So here's the thing.

[00:09:00] I mean, first of all, it is a good company.

[00:09:01] It's ran really well.

[00:09:03] Nice people work there.

[00:09:05] Andrea Dumont, whom you know, she used to work there in marketing, CMO.

[00:09:09] So they got great folks.

[00:09:12] And it really is...

[00:09:13] All kidding aside, this is what happens when you have investors on your board and they become

[00:09:20] advocates.

[00:09:20] And they don't get along.

[00:09:22] Like when I told you the story of when I was on Chex Board and it was all investors.

[00:09:27] It was me.

[00:09:28] I was an independent and it was all investors.

[00:09:30] And what Greg needed of me was just give them, level them out.

[00:09:36] Because they all put money in.

[00:09:38] They all care about the success.

[00:09:40] So there's not a conflict in that.

[00:09:43] But I was on the board for two years.

[00:09:46] And even...

[00:09:47] I mean, this was a startup.

[00:09:49] So this is not quite a $2 billion unicorn.

[00:09:53] Even then, it was contentious about investment.

[00:09:57] And even then, with the smaller investments, it was like, you know, okay, what are we doing

[00:10:02] to maximize this?

[00:10:03] What are we doing here?

[00:10:04] And, you know, they'd all have opinions.

[00:10:06] Right.

[00:10:06] So I say this to entrepreneurs all the time.

[00:10:11] It's not so much the amount of money.

[00:10:14] It's got to be the right money for you.

[00:10:16] Right.

[00:10:17] You know, and in this case, it looks like they got to a point where...

[00:10:21] They don't know if it's Falcon or ICG.

[00:10:23] They took on the wrong funding.

[00:10:25] Right.

[00:10:25] And it's okay to take a lower valuation...

[00:10:28] 100%.

[00:10:28] ...for the right investor at all.

[00:10:30] 100%.

[00:10:30] Absolutely.

[00:10:31] Sometimes you don't have control of that because the board has control of that.

[00:10:34] So, again, getting back to, you know, your board members need to be...

[00:10:39] They need to be...

[00:10:40] You need to be literally simpatico with your board members.

[00:10:44] I think they need to bring you on the board to make them love each other.

[00:10:49] Yeah.

[00:10:50] No.

[00:10:51] So, and the reason is, is they have fiduciary duty.

[00:10:54] You can get sued.

[00:10:56] I got zero interest in that shit.

[00:10:58] Because I remember when Sumzer got sued at one point when he was on the board at salary.com.

[00:11:04] And it drug out.

[00:11:06] Like, it was not pretty.

[00:11:08] All right.

[00:11:09] Ryan, you probably asked yourself, what countries have the best work-life balance?

[00:11:15] You know, I never have.

[00:11:18] But I will now.

[00:11:20] William, what countries have the best work-life balance?

[00:11:23] Ryan, I'm glad you asked.

[00:11:24] So, this is at Remedy.

[00:11:26] Remedy.com.

[00:11:28] R-E-M-I-T-L-Y.com.

[00:11:30] Headline.

[00:11:32] The United States has the longest average working day with eight hours and 29 minutes,

[00:11:38] equating to American employees working over 18% longer than their counterparts.

[00:11:47] So, here's some nuggets in the study.

[00:11:50] U.S. ranked 19th out of 22.

[00:11:52] Weep.

[00:11:53] Down by the bottom.

[00:11:55] I guess China was, or North Korea was.

[00:11:58] Oh, my bad.

[00:11:59] Okay.

[00:12:00] My bad.

[00:12:00] So, 19th out of 22, they take the second shortest length of vacation breaks.

[00:12:10] Yeah.

[00:12:11] So, out of 22, we're also on the wrong side of that equation.

[00:12:14] We have the second shortest time away from work.

[00:12:17] Third, U.S. has the shortest average commute time with 40 minutes.

[00:12:24] So, I found that fascinating.

[00:12:26] Oh, that's interesting.

[00:12:27] So, we're working longer at the job job.

[00:12:30] Yeah.

[00:12:31] But our commute is shorter.

[00:12:33] So, are we working longer?

[00:12:35] But, anyhow, the study, it's really good.

[00:12:38] But, yeah, we're 19th.

[00:12:40] It's horrible on so many levels because we're just working too much.

[00:12:44] We're working ourselves to death.

[00:12:45] Hey, look.

[00:12:46] Somebody's got to be 19th and 20th and 21st.

[00:12:49] Right?

[00:12:50] I mean, not everyone can be the best.

[00:12:52] Cowboys can't be.

[00:12:54] Cowboys can't be.

[00:12:55] Hey, you're stiff.

[00:12:57] You said it.

[00:12:59] Not me.

[00:13:00] No, no.

[00:13:01] Hey, man, I want to lose the rest of the games.

[00:13:03] Go birds.

[00:13:03] Get a good track.

[00:13:05] All right.

[00:13:06] Maven Clinic cuts 10% of the workforce weeks after raising $125 million.

[00:13:12] So, we reported on their funding announcement a few weeks back.

[00:13:17] And we were excited.

[00:13:18] We're like, okay, this is fantastic.

[00:13:20] And now the layoff, I mean, it's not massive, right?

[00:13:22] It affects about 10% or so.

[00:13:25] So, that's 60 employees.

[00:13:28] Maven's a $1.7 billion women's health startup.

[00:13:32] But as you dig deeper on this, this isn't obviously financial.

[00:13:37] This looks like they're positioning for an IPO.

[00:13:41] Layoffs are tied to restructuring.

[00:13:43] Yeah, they want the numbers to look good.

[00:13:45] Yeah, exactly.

[00:13:46] And you also have a search going on for a new CFO that has specific for public experience.

[00:13:52] Yeah.

[00:13:52] So, all signs point to this is where we're going.

[00:13:55] We need to get it right.

[00:13:56] We call that salt and pepper.

[00:13:58] Yeah.

[00:13:59] That's what they're looking for.

[00:14:01] Yeah.

[00:14:01] All righty.

[00:14:02] Well, let's keep an eye on that.

[00:14:04] All right.

[00:14:05] Amazon.

[00:14:07] You're going to love this.

[00:14:09] Amazon's titans its work-from-home policy for workers with disabilities.

[00:14:17] Making it harder for them to work from home.

[00:14:20] The policy requires a more rigorous vetting process.

[00:14:24] So, now you have to approve your disability, which is, you know, pretty fun.

[00:14:29] I think that's legit.

[00:14:32] Like, you have to.

[00:14:32] You can't just say I'm disabled.

[00:14:33] No, no, no.

[00:14:34] Of course.

[00:14:35] And especially with things that are non-visible, right?

[00:14:38] Right.

[00:14:38] So, if you have something, you're on the spectrum or you've got other types of things.

[00:14:43] I can see that.

[00:14:45] And so, finish out that thing.

[00:14:47] It's a month-long.

[00:14:48] So, not only a more rigorous vetting process.

[00:14:52] So, this is for hires, too.

[00:14:54] Not just employees.

[00:14:55] This is for people coming in.

[00:14:57] And a month-long office trial.

[00:15:00] So, you still, now, let's say you get hired and you hire your deaf.

[00:15:04] You have to come into the office for a month.

[00:15:08] Period of the story.

[00:15:09] It's a non-negotiable.

[00:15:11] Is it to prove that you're a good worker or that you can't work at all?

[00:15:16] All right.

[00:15:16] So, benefitnews.com is always great with these types of articles.

[00:15:21] CEO, Andy Jesse, we reported on this a while back, says that return to office requirement will strengthen the company's culture.

[00:15:30] His take on Amazon is that they've lost something because everyone's working from everywhere else.

[00:15:39] Okay.

[00:15:39] He really believes that.

[00:15:41] Okay.

[00:15:41] Whatever.

[00:15:42] Whatever.

[00:15:43] So, this is just furthering his own, this agenda of everyone needs to be in the office.

[00:15:47] I don't care if you're deaf.

[00:15:49] You know, you're deaf.

[00:15:51] Fantastic.

[00:15:51] We'll put the accommodations in front of you that you need.

[00:15:54] Make sure you can do your job.

[00:15:56] However, you're in the office for at least a month.

[00:16:00] So, I read all of that.

[00:16:02] It was a wonderful article.

[00:16:04] And it basically, you know, it is what you believe on RTO.

[00:16:09] But I got to the end of it and basically in my mind I said, quit, motherfuckers.

[00:16:14] Take a hit.

[00:16:15] I mean, you have the option.

[00:16:18] Again, you could go somewhere where they actually care about your disabilities.

[00:16:22] Or you could work at a company that, in my opinion, doesn't give a shit.

[00:16:26] But this is, it reeks of, we just want to fire some people and get our numbers to where we want them to be.

[00:16:35] We don't want to go through massive rifts.

[00:16:37] I don't know.

[00:16:38] I'm on both sides of the fence there.

[00:16:41] I'm on both sides.

[00:16:42] Because, I mean, just because you're deaf, for example, doesn't mean you can't work in an office.

[00:16:48] Right?

[00:16:48] Blind can't work in an office.

[00:16:50] I got it.

[00:16:54] But it's okay for a company to want people to be in the office.

[00:16:58] And it's also okay for people who don't want to work in an office to quit the company.

[00:17:02] Right.

[00:17:02] I don't think that means awful company because they want you in the office.

[00:17:06] It means find a new job.

[00:17:08] Yeah.

[00:17:08] Like, we said this.

[00:17:09] A few companies actually have bad culture.

[00:17:12] Or is it just bad for you?

[00:17:14] Hmm.

[00:17:15] Right?

[00:17:15] Like, there's, it always brings that, like, I get it.

[00:17:18] Like, in my opinion, yeah, there's some really bad companies.

[00:17:20] But look, there's 50,000 people that work there.

[00:17:23] Yeah.

[00:17:24] Now, they may have to work there to pay their bills.

[00:17:26] I get that.

[00:17:27] Right.

[00:17:28] You know, but you can choose to work or not to work there.

[00:17:33] Yeah.

[00:17:33] Have you ever seen Stevie Wonder's house?

[00:17:36] Don't do it.

[00:17:37] No, no.

[00:17:39] Have you ever seen it live on TV?

[00:17:41] No.

[00:17:42] Neither has seen it.

[00:17:43] I knew that was coming.

[00:17:45] That's bad.

[00:17:46] We're moving on.

[00:17:47] You're going to get us in trouble here.

[00:17:48] All right.

[00:17:49] Smith Field Foods.

[00:17:50] I'm legally blind.

[00:17:51] I can't get it.

[00:17:52] I can't get anybody in trouble.

[00:17:54] You can't.

[00:17:54] Yeah, that's right.

[00:17:55] So, good luck.

[00:17:55] Smith Field Foods has agreed to pay $2 million to settle, not sex, not sex, sex allegations,

[00:18:06] sexual harassment allegations, no fighting or anything like that.

[00:18:11] Right.

[00:18:11] Just child labor.

[00:18:13] Child labor.

[00:18:14] Just hiring minors.

[00:18:15] Not hiring one or two or three or four or ten, but at least 11.

[00:18:22] Wow.

[00:18:23] 11 minors between the ages of 14 and 17 were found to be hired at the St. James facility.

[00:18:29] Now, that is not bad because you can work at 14 in most areas.

[00:18:35] Yeah, yeah.

[00:18:36] Okay.

[00:18:36] I worked at 14.

[00:18:37] But they stuck them in hazardous positions, hazardous tasks, machinery.

[00:18:43] Places they're not supposed to be.

[00:18:45] No, I worked at Pizza Hut.

[00:18:46] This is a little bit different.

[00:18:48] Yeah.

[00:18:48] Yeah.

[00:18:48] So, I don't know what the labor laws are in that area, but I'm assuming because they're paying

[00:18:54] a lot of money.

[00:18:55] Yeah.

[00:18:56] You know, it's a bad thing.

[00:18:57] But Smithfield denies knowing hiring underage workers, although they've committed to doing

[00:19:03] better in the future.

[00:19:04] Mm-hmm.

[00:19:05] You know the FDIC, you see it on the bank thing, right?

[00:19:09] Mm-hmm.

[00:19:09] You know what that is?

[00:19:10] I saw an article.

[00:19:11] We need to track it down.

[00:19:12] Well, not everybody does.

[00:19:13] So, anyhow.

[00:19:15] So, just asking.

[00:19:17] Yeah.

[00:19:17] So, I read an article and I needed to dig into it because it was a Bloomberg investigation

[00:19:22] that the FDIC has had over 500 sexual harassment claims.

[00:19:28] Wow.

[00:19:29] And they don't have like a policy or like they haven't really like there's a bunch of Republicans

[00:19:35] that are all over the FDIC to basically like the victims need something.

[00:19:41] Like, you can't just like act like it didn't happen.

[00:19:44] So, anyhow, I'll dig into the Bloomberg story.

[00:19:47] It was about two months ago, but the senators sent the leader of the FDIC a letter and said,

[00:19:55] okay, enough.

[00:19:56] Yeah.

[00:19:56] You've got to actually, you've got to do something.

[00:19:59] Right.

[00:19:59] Anyhow.

[00:20:00] All right.

[00:20:01] So, underage workers in hazardous environments.

[00:20:05] Bad idea.

[00:20:05] Citadel, the $62 billion investment powerhouse, just sent a stark message to recruiters.

[00:20:15] And what was that message?

[00:20:16] Don't pitch fake jobs.

[00:20:19] This was another Bloomberg investigation.

[00:20:22] To their recruiters?

[00:20:23] To their recruiters.

[00:20:25] The leadership team sent a note and there's actually a letter.

[00:20:29] You know, the old-fashioned ones with stationery.

[00:20:32] There's a memo.

[00:20:33] Yeah, yeah.

[00:20:33] They sent a memo.

[00:20:34] Memorandum.

[00:20:35] So, to all their recruiters, everybody in TA, everybody in sourcing, everybody that's there,

[00:20:40] staffing, anybody they recruits for them, no fake jobs.

[00:20:44] Jobs got to be an actual opening.

[00:20:46] So, of course, this is at Bloomberg.com, so you can kind of pick it up.

[00:20:50] It's fascinating because, first of all, they got in the hot water about this because traders

[00:20:57] would apply for the jobs and there weren't any jobs.

[00:21:01] Right.

[00:21:02] And they would talk.

[00:21:03] And so they finally figured it out.

[00:21:05] Like, these were just fake jobs.

[00:21:07] And so they got called on the carpet.

[00:21:09] There's nothing illegal about any of this, by the way.

[00:21:12] You can post fake jobs.

[00:21:15] There's nothing illegal about it.

[00:21:17] It could be a level of corporate espionage, right?

[00:21:20] Like, you're interviewing these people.

[00:21:23] You're getting information.

[00:21:25] You're asking them about their job and all this stuff.

[00:21:27] How they did things, how they completed tasks, what their process is.

[00:21:31] So for you and I, in the years that we've studied recruiting, people would say, I'm building

[00:21:37] a talent community.

[00:21:38] That's why I have these jobs.

[00:21:39] Yeah.

[00:21:40] I'm not necessarily hiring for this, but I have a reason, and it is to build a community

[00:21:44] so that I can market to them.

[00:21:46] And so, okay.

[00:21:47] Then we've heard, I'm building my pipeline.

[00:21:49] That job's not open today, but I'm going to build a pipeline so that when that job opens,

[00:21:56] I'm ready.

[00:21:57] Workforce planning.

[00:21:59] Or I'm building a vibrant employer brand.

[00:22:03] So I'm out there and I've got these jobs and talking about culture and all that type stuff.

[00:22:08] And again, they go counter, Citadel goes countered all that just says, enough, stop.

[00:22:14] Like, it isn't illegal.

[00:22:17] Again, getting back to the legality of it, it isn't illegal.

[00:22:19] No, but it's a lack of trust and loyalty from not just your employees or your potential

[00:22:26] employees, but the market itself.

[00:22:28] You're just a bad, bad player.

[00:22:29] So the cool thing is, you know, once this gets past the all shucks phase is the jobs that

[00:22:38] will be posted for the Citadel will be legit.

[00:22:42] Like, that's the cool thing.

[00:22:43] I mean, once you get past the pain.

[00:22:45] No, no, they will be.

[00:22:47] Oh, man.

[00:22:48] All the executives have their signature on this thing, man.

[00:22:50] And no, it's going to be real.

[00:22:54] So that would be cool because then you know I'm applying to a real job.

[00:22:59] Good job, Citadel.

[00:22:59] I'm very proud of you.

[00:23:00] Go for you.

[00:23:02] Do it.

[00:23:04] All right.

[00:23:05] So I've got one more here.

[00:23:07] We're going to go all the way back to our homeland of Texas.

[00:23:11] Yes.

[00:23:12] So we know that the overtime rulings, right, have come through.

[00:23:18] So a federal judge in Texas has vacated the U.S.

[00:23:23] DOL Department of Labor's 2024 overtime rule, reinstating the previous salary threshold of

[00:23:29] $35,568 for overtime eligibility.

[00:23:34] There's a lot of different views on this.

[00:23:37] You know, and the reasoning that they're giving, one of the examples they gave was a retail assistant manager who earns $42,000 per year.

[00:23:47] Right.

[00:23:47] But is primarily doing supervisory work might have been eligible for overtime under the 2024 ruling, even though their duties align with exempt roles under FLSA.

[00:24:00] Oh, interesting.

[00:24:01] So there's conflicts between the roles, what they're doing, the different status of the roles.

[00:24:09] Right.

[00:24:10] That's a classification thing.

[00:24:12] Classification of what previously has been.

[00:24:14] Now, the ruling only goes in the salary, not classification.

[00:24:19] Right.

[00:24:20] Or I guess it does, but not individual specific duties.

[00:24:24] But this judge is saying, well, no, the specific duties make them exempt or non-exempt and therefore they are or are not eligible.

[00:24:32] It doesn't matter what you say.

[00:24:34] It's the work.

[00:24:35] Right.

[00:24:36] I can see that.

[00:24:37] That tracks for me.

[00:24:38] So Texas, good job.

[00:24:40] Finally.

[00:24:41] Yeah, something.

[00:24:42] Something had to come out.

[00:24:43] It's probably Austin.

[00:24:44] Yeah.

[00:24:44] All right.

[00:24:44] Let's do some acquisitions.

[00:24:46] The A.

[00:24:46] What a barf.

[00:24:48] B-Swift acquires Evive, E-V-I-V-E, and launches integrated personal engagement engine.

[00:24:56] So this is at bswift.com.

[00:24:58] This is a press release.

[00:24:59] B-Swift is – I did work with B-Swift about 15 years ago – employee benefits technology.

[00:25:06] So think of B-Swift.

[00:25:08] That's what they do.

[00:25:09] Evive helps employees optimize their benefit understanding, utilization resources, and programs.

[00:25:17] So it's basically a communications tool.

[00:25:19] So once you do your open enrollment, it comes in and then works with all your employees' technology.

[00:25:27] Right.

[00:25:27] Works with all your employees to make sure they understand, pick the right things, all that type of stuff.

[00:25:31] Both companies are located, headquartered in Chicago.

[00:25:33] Chicago.

[00:25:34] So I think it's a great acquisition because one was, you know, build versus buy, right?

[00:25:40] B-Swift could have built that technology.

[00:25:42] No.

[00:25:44] And so I think it's a great acquisition, and they're both local to each other.

[00:25:48] So I can't see anything going wrong here.

[00:25:50] Oh, there you go.

[00:25:51] Good job for B-Swift.

[00:25:54] Seek is in the game.

[00:25:56] Seek announces acquisition of XRef.

[00:25:58] Interesting.

[00:26:00] So they've entered into an agreement to acquire XRef for about $0.22 per share in cash.

[00:26:09] So this is job search and automated reference checking.

[00:26:14] Right.

[00:26:14] Together, right?

[00:26:15] The marriage makes them.

[00:26:16] It's a bigger play.

[00:26:17] It's a bigger market.

[00:26:19] Expected value is about $41.2.

[00:26:22] So we'll call it $41 million.

[00:26:23] That's Australian dollars.

[00:26:25] Australian to about $27-ish in USD.

[00:26:29] Yeah.

[00:26:31] Good play.

[00:26:32] And, you know, not massive, but I think it gives them a more market.

[00:26:36] I know Seek rather well, but I don't.

[00:26:38] XRef, I've seen their brand a thousand times, but I don't know them as well.

[00:26:44] But good.

[00:26:45] Sounds like a great acquisition.

[00:26:46] Yeah.

[00:26:47] Good for them.

[00:26:47] There you go.

[00:26:49] Job get.

[00:26:51] Buys Snagajob.

[00:26:53] Puts it out of his...

[00:26:54] Snagajob.

[00:26:54] Snagajob.

[00:26:55] I always hated that name.

[00:26:57] I always hated...

[00:26:58] I like going...

[00:26:59] The first time someone told me Snagajob, I'm like, dude, it's like...

[00:27:02] That just sounds horrible.

[00:27:04] Yeah.

[00:27:04] Why would you snag a job?

[00:27:07] Anywho.

[00:27:09] Job get and the combined entity, we would say reaching over 100 million hourly workers.

[00:27:17] So both these folks work in the hourly market.

[00:27:20] So you can look this up on Pulse2, the number 2.com, and you can read a little bit more about it.

[00:27:27] So job get is an app first platform.

[00:27:31] So it's for hourly workers.

[00:27:33] Been doing well.

[00:27:35] Done deal.

[00:27:35] Snagajob is a platform.

[00:27:37] It has both an app, but it's mainly desktop.

[00:27:41] Both of them specialize in hourly.

[00:27:43] So they were competitors.

[00:27:45] One was doing it off of an app.

[00:27:47] The other one was doing it off an app as well as desktop.

[00:27:52] 100 million.

[00:27:53] I mean, we only have 330 whatever million in the United States.

[00:27:57] 100 million is a big number.

[00:27:59] Yeah.

[00:27:59] So I'm assuming what they'll do is they'll take everything from Snagajob, because it's older technology.

[00:28:06] It's been around for a long time, whatever, and move all of those folks over to JobGit.

[00:28:11] And so JobGit, they'll move them all over the app and get rid of all the other stuff and just focus on app-based job platform.

[00:28:19] What did JobGit get?

[00:28:21] Ha ha!

[00:28:22] I got Snagajob!

[00:28:24] That was cheesy.

[00:28:26] Snagajob.

[00:28:27] Oh, man.

[00:28:27] All right.

[00:28:29] Arcos has acquired a company called Clearion.

[00:28:32] Yeah.

[00:28:32] Or Clearion.

[00:28:33] I'm saying Clearion.

[00:28:34] Yeah, I remember that.

[00:28:35] So I saw this a couple weeks ago.

[00:28:36] I didn't talk about it, though, for whatever reason.

[00:28:40] But I saw it again this week because of all the wildfires and things like that that are happening, emergency response.

[00:28:47] And so for some reason, it's popped back up into my feed.

[00:28:51] Arcos is a – so Arcos is really interesting to me, because Arcos is what they call workforce management solution for utilities.

[00:28:58] Right.

[00:28:58] And critical infrastructure.

[00:29:00] So think emergency response, right?

[00:29:03] Right.

[00:29:03] So two examples here to help kind of paint the picture of what these guys do.

[00:29:08] So the software can map vegetation encroachment using and scheduling field crews to address these areas, right?

[00:29:24] Oh, that's cool.

[00:29:25] Smart.

[00:29:25] Or become danger areas, right?

[00:29:27] If vegetation is encroaching on structure, right?

[00:29:31] Or something to that effect.

[00:29:33] So it also helps to allocate resources by tracking the crew's location, the skill sets of the crew on that specific location within a geographic area.

[00:29:43] If one drops, then you need to put in a different skill set or replace that skill set.

[00:29:48] Replace the skill set, but also move them.

[00:29:50] Yeah.

[00:29:51] So as vegetation is encroaching or a wildfire happens or some other catastrophe happens, this crew has two people here.

[00:29:59] This crew has four people here.

[00:30:01] Of the six people, these three can actually get this done.

[00:30:04] So the software knows that, the program knows that, and it moves them, identifies high-risk zones, and creates the plants to mitigate that and sends the crews off.

[00:30:14] So this is getting us further away from the manual effort of let's build fire lines and let's do this.

[00:30:21] It's actually being monitored with this.

[00:30:23] And yeah, it's timely with all the crap that's happening with the fires and all of that.

[00:30:29] And I just thought it was a really interesting play, and I'm excited to keep up on this one.

[00:30:35] So why do we call wildfires wildfires?

[00:30:39] Have you ever wondered this?

[00:30:41] I've pondered this, by the way.

[00:30:42] So have you ever pondered this?

[00:30:43] I have not, but now that you ask, I'm probably going to say because the most basic of basic answers, because it's in the wild.

[00:30:51] Is it?

[00:30:52] Technically, no, because it's in residential areas.

[00:30:55] Again.

[00:30:56] You know, Columbus didn't discover a land where there were already people.

[00:31:01] Just FYI.

[00:31:03] Right.

[00:31:03] No hate for the Italians.

[00:31:05] Just that is what it is.

[00:31:06] You know, the thing is, is like, why is it wild?

[00:31:09] I mean, it's just fire.

[00:31:10] Yeah.

[00:31:11] It's just.

[00:31:12] Well, I think in the grand scheme, it's just wild.

[00:31:15] It's running rampant.

[00:31:16] Rampant fire.

[00:31:17] Call it rampant fire.

[00:31:19] Interesting.

[00:31:19] All right.

[00:31:20] Let me give you a last acquisition, right?

[00:31:22] I don't know how to pronounce this company's name.

[00:31:24] I'll spell it.

[00:31:25] S-C-I-P-H-R.

[00:31:27] Cypher.

[00:31:28] Yeah.

[00:31:29] All right.

[00:31:29] Going on with that.

[00:31:30] Cypher acquires employee benefits platform Advantis.

[00:31:34] The new offering has HR and payroll, core HR, payroll, and now comes with added benefits.

[00:31:40] That was a play on words.

[00:31:41] So this is at cypher.com.

[00:31:44] C-I-P-H-R.com.

[00:31:47] So this one makes sense as well, like the B-Swift one.

[00:31:50] Cypher is a UK-based HR systems company.

[00:31:56] So they basically do two things.

[00:31:57] They have payroll and core HR.

[00:31:58] Done.

[00:32:00] And Advantis is a UK-based provider of employee benefits platform.

[00:32:06] So this is one of those deals.

[00:32:08] Cypher could have built it or bought it.

[00:32:10] And it's, again, UK-based.

[00:32:12] They're in different cities.

[00:32:13] But UK-based.

[00:32:14] They bought it.

[00:32:15] And they bought it.

[00:32:16] Instead of buying it, or instead of building it, they bought it.

[00:32:20] So I think it's going to be good for both customers, both sets of customers.

[00:32:25] They'll be able to sell into each other's companies.

[00:32:27] So that'll help.

[00:32:27] And then I think integrating the technology.

[00:32:30] All good stuff.

[00:32:31] Good for them.

[00:32:32] Congratulations.

[00:32:33] And we're on to research, Ryan.

[00:32:35] You ready?

[00:32:35] Yes.

[00:32:35] And I have a research that I want to talk about where they looked at 577,000 Medicare patients to see if clinics using more telehealth.

[00:32:49] Telehealth.

[00:32:50] Telehealth.

[00:32:51] Telehealth.

[00:32:51] Telehealth.

[00:32:52] Telehealth.

[00:32:53] Wow.

[00:32:53] Where did I get from?

[00:32:54] Welcome to Tennessee.

[00:32:57] Telehealth.

[00:32:58] Provided more low-value care.

[00:33:02] Oh, Rocky Town.

[00:33:02] So services that offer little medical benefits.

[00:33:06] So this was done by a new study in the JAMA network.

[00:33:11] J-A-M-A network.

[00:33:13] Yeah.

[00:33:14] And it showed that using...

[00:33:15] That name always is awkward for me.

[00:33:17] Yeah.

[00:33:18] I say JAMA.

[00:33:20] JAMA.

[00:33:20] JAMA.

[00:33:21] JAMA.

[00:33:21] JAMA.

[00:33:22] What are you going to do with that?

[00:33:23] JAMA?

[00:33:23] It's like data-dada.

[00:33:25] Data.

[00:33:26] Dada.

[00:33:27] JAMA.

[00:33:28] JAMA.

[00:33:28] Dude, that sounds really aggressive.

[00:33:30] I was going to say JAMA, but usually people are like, oh, that's that Philly accent.

[00:33:34] Dude, seriously.

[00:33:35] It sounds really aggressive.

[00:33:37] I'm going to need you to back down.

[00:33:38] Don't be JAMA on anything around me.

[00:33:39] I'm going to get a sip of water.

[00:33:41] Anyway.

[00:33:42] Kiss me first.

[00:33:43] So it showed that using telehealth in primary care does not increase unnecessary medical services like extra tests or treatments that don't help patients.

[00:33:56] Interesting.

[00:33:57] Yeah, it's really interesting because the rub, the debate back and forth has been now that we have telehealth, and it's been around for a long time, but now that it's mainstream,

[00:34:09] will that increase useless or low-value services taking up more resources, thus costing more money?

[00:34:18] And what it found is that indeed it has not.

[00:34:21] It actually prevents people, kind of like urgent care, right?

[00:34:25] Right.

[00:34:25] You go to urgent care instead of going to the ER for situations, right?

[00:34:30] So it reroutes people in the system a different way.

[00:34:34] And so telehealth isn't just for people who don't want to go to a doctor's office.

[00:34:38] It's, hey, I have a question.

[00:34:39] I'm not 100% sure if it's something to be concerned.

[00:34:43] Right.

[00:34:44] I mean, we do this with kids, right?

[00:34:46] Like your kid wakes up at 1 a.m., they've got 101.

[00:34:48] You call the nurse, the doctor's office.

[00:34:50] They get back to you in 10 minutes.

[00:34:52] And it's okay.

[00:34:53] Give them time alone.

[00:34:54] Let them go to sleep, right?

[00:34:55] Right.

[00:34:55] You don't have to go to the hospital.

[00:34:57] And so telehealth has stepped in and actually done what most people said.

[00:35:02] Now, in some cases, though, they did find that there was a significant decrease in unnecessary services.

[00:35:08] Really?

[00:35:08] So clinics that have higher telehealth usage saw a decrease in some of the low-value services.

[00:35:16] And this specific example they gave was cervical cancer screenings for women over 65 years old, showing that, obviously, telehealth can streamline care.

[00:35:28] And that was the whole purpose of this study.

[00:35:30] But through 577,000 cases, I think that's legit.

[00:35:35] That's legit.

[00:35:36] So, yeah, I'm a thing.

[00:35:38] I do telehealth with my pharmacologist.

[00:35:41] Yeah.

[00:35:41] And he started it at COVID, and he's never going back.

[00:35:46] So I'm like, dude, cool.

[00:35:48] I'll just log in.

[00:35:49] Stick a headset on and.

[00:35:50] Dude, how you doing?

[00:35:51] I'm doing good, man.

[00:35:52] I'm good.

[00:35:52] Peace out.

[00:35:53] There you go.

[00:35:53] I need my Prozac.

[00:35:54] There you go.

[00:35:55] Peace.

[00:35:57] All right.

[00:35:58] All right.

[00:35:58] So, Ryan, this will interest you because you have daughters within this age range.

[00:36:02] Uh-oh.

[00:36:03] Youth Right Now is a survey and findings for more than 140,000 people ages 9.

[00:36:12] to 18 by the Boys and Girls Clubs of America.

[00:36:17] So you can find that at bgca.org.

[00:36:20] So it's a cool report.

[00:36:22] Like, if you want to kind of understand, like, what they're thinking, there's enough data,

[00:36:26] and they break every slice.

[00:36:27] Any way you want to raise this, that, the other income.

[00:36:30] Slices, all this kind of cool stuff.

[00:36:32] If you're looking at that age group, kind of what's coming next, next.

[00:36:37] Tweens and teens is kind of the way they talked about it.

[00:36:40] So let me give you three nuggets.

[00:36:44] 29% of teens and tweens, I hope to never say that again, say they want a career through which

[00:36:51] they can inspire others.

[00:36:53] Yeah.

[00:36:54] I agree with that.

[00:36:55] That tracks, right?

[00:36:57] Mm-hmm.

[00:36:58] Second, 80% say they know techniques for calming themselves down.

[00:37:05] Sure as hell don't use them in my house.

[00:37:07] Yeah.

[00:37:08] I mean, they might know them, but they don't know how to use them.

[00:37:11] That's a big number.

[00:37:13] 80%.

[00:37:13] Yeah, I don't believe that one.

[00:37:15] That's a big number.

[00:37:15] I think they know it because they've been told it.

[00:37:17] There you go.

[00:37:18] And with the rise of mental health awareness, especially on TikTok and all these other social

[00:37:25] platforms, they're getting these tips in 60-second snippets.

[00:37:29] I don't think they actually know they're aware.

[00:37:31] I think it's probably better.

[00:37:33] I think that's better.

[00:37:34] That's probably.

[00:37:35] That would say if it was aware.

[00:37:38] No implies that they do it.

[00:37:41] Right.

[00:37:42] In some way.

[00:37:43] All right.

[00:37:43] Let me give you the last one.

[00:37:44] 95% say if they try their best, they can do most things.

[00:37:49] Do you remember being that hopeful?

[00:37:51] No.

[00:37:54] 95% man.

[00:37:55] Like out of 140,000 people, that's a big number.

[00:37:59] And I need a button that says bullshit.

[00:38:03] I don't know.

[00:38:05] Like again, back to that age group, 9 to 18.

[00:38:08] I think we were filled with a lot of optimism.

[00:38:11] Like we may not be president, but you could do most things if you put your mind to it.

[00:38:16] Yeah.

[00:38:17] Yeah.

[00:38:17] I don't know if it's 95%.

[00:38:19] However.

[00:38:21] See, I think it's.

[00:38:22] There was hope before we stomped it all out.

[00:38:24] What were the ages?

[00:38:25] 9 to 18?

[00:38:26] 9 to 18.

[00:38:27] So, okay.

[00:38:28] So, so the youngest now is 10.

[00:38:31] Yep.

[00:38:31] She, she is hell bent on being a professional softball player.

[00:38:35] Oh, cool.

[00:38:36] Okay.

[00:38:36] So.

[00:38:37] University of Arizona.

[00:38:37] Bear down.

[00:38:38] The others have grown out of that stage and like, all right, I stopped.

[00:38:42] No way am I going to be a professional softball player.

[00:38:46] Nor do they see it on TV.

[00:38:48] Right.

[00:38:49] Outside of college.

[00:38:50] And so.

[00:38:50] Oh, that's a good point.

[00:38:51] There really isn't anything there to follow that.

[00:38:55] What are you going to do?

[00:38:56] Olympics and then do what?

[00:38:57] Coach.

[00:38:58] Your coach.

[00:38:59] And that's it.

[00:38:59] Right.

[00:39:00] You're, you're not, there's not, I guess there is professional, but it's not major league

[00:39:03] baseball.

[00:39:04] Right.

[00:39:05] It's not the WNBA as of now.

[00:39:07] Right.

[00:39:07] It took them 30 years to get there.

[00:39:09] So these kids will be grandparents by the time they can be professional softball.

[00:39:12] Not sure they're there, but yeah, run with it.

[00:39:14] They're, they're getting there.

[00:39:16] No.

[00:39:16] They're, they're getting there.

[00:39:17] Hey.

[00:39:18] Okay.

[00:39:18] Let's, let's, let's go ahead and prove that point.

[00:39:22] How many games of the, in the WNBA season?

[00:39:28] I don't know.

[00:39:29] How many games did you watch coast to coast this season?

[00:39:36] Probably about a dozen, maybe a little more.

[00:39:38] You watched a full game.

[00:39:40] I did.

[00:39:41] A full game.

[00:39:42] I did.

[00:39:42] Not intently, but it was on the TV the entire time.

[00:39:45] Oh, were you watching it or was it just playing where you were playing trivia?

[00:39:49] I, I watched those games as much as I watched the Sixers.

[00:39:55] Okay.

[00:39:56] Well.

[00:39:56] Because the Sixers just suck at it.

[00:39:57] I have never watched a WNBA game because I've watched women's college basketball.

[00:40:03] It's pretty good.

[00:40:04] No, it's horrible.

[00:40:06] It fucking sucks.

[00:40:08] God, it's horrible.

[00:40:10] Yeah.

[00:40:10] I'm upset.

[00:40:11] Soccer.

[00:40:11] Soccer different.

[00:40:12] Soccer is.

[00:40:13] Soccer is gorgeous.

[00:40:14] Yeah.

[00:40:15] Beautiful.

[00:40:15] And they play it beautifully.

[00:40:16] Yeah.

[00:40:17] Women's basketball is horrible.

[00:40:18] Yeah.

[00:40:18] Like it's just.

[00:40:19] It's getting better.

[00:40:20] Lower the fucking rim.

[00:40:21] Yeah.

[00:40:21] Like make it easier.

[00:40:22] Well, yes.

[00:40:22] That I think could, couldn't, it could enhance the game.

[00:40:26] Yeah.

[00:40:26] Yeah.

[00:40:26] Just let's stop.

[00:40:28] All right.

[00:40:29] I'd like to see LeBron James transition into a woman.

[00:40:32] Oh, Jesus.

[00:40:33] Good Lord.

[00:40:35] Go ahead.

[00:40:35] How do I even go forward with that?

[00:40:37] I don't know.

[00:40:38] I don't know.

[00:40:39] All right.

[00:40:40] So Manpower Group's inaugural global talent barometer has been released.

[00:40:47] So the report shows.

[00:40:47] Oh, cool.

[00:40:48] That while 80% of workers find meaning in their current jobs, 35% are contemplating a job change within the next six months.

[00:40:59] When are you not?

[00:41:00] Heart stop.

[00:41:01] And we love Manpower Group's sponsor.

[00:41:02] When are you not?

[00:41:03] When are you not contemplating?

[00:41:04] Yeah.

[00:41:05] Like, is there ever a moment where you're just.

[00:41:07] Yep.

[00:41:08] Yep.

[00:41:08] Not thinking about someone else offering me more money.

[00:41:11] Yeah.

[00:41:11] Yeah.

[00:41:12] Yeah.

[00:41:12] Yeah.

[00:41:12] Come on.

[00:41:13] You know, I think.

[00:41:14] Yeah.

[00:41:15] Exactly.

[00:41:15] So they looked at more than 12,000 workers across 16 countries.

[00:41:20] And here's what they found.

[00:41:22] 80% the percentage of employees who report finding meaning in their current jobs.

[00:41:29] 35% say they're always looking for another job.

[00:41:32] 47% young professionals contemplating a job change.

[00:41:40] Okay.

[00:41:41] Making them the most likely demographic to seek new opportunities.

[00:41:45] Out of everyone that they've looked at.

[00:41:48] Yeah.

[00:41:48] It's been stale.

[00:41:49] It's been stale for a while.

[00:41:50] That tracks.

[00:41:51] Yeah.

[00:41:51] Yeah.

[00:41:52] And then 34%, which I, which is probably the most interesting side to me.

[00:41:56] This is the number, the percentage of workers that feel, who feel that they've hit a career ceiling.

[00:42:04] That's the company's fault.

[00:42:06] Yes.

[00:42:06] Pointing to a lack of growth opportunities.

[00:42:10] That's a real, that's a real number.

[00:42:12] I believe that too.

[00:42:13] That probably could be higher.

[00:42:14] I would think it's higher.

[00:42:16] And I think people were not honest at that question, right?

[00:42:19] They feel like they're still being monitored by their employer on these types of responses.

[00:42:25] So I got in trouble one time at TalentNet of all places.

[00:42:31] Well, I got in trouble at a lot of TalentNets, pretty much every TalentNet.

[00:42:34] But, you know, I said the whole bit was on active versus passive candidates.

[00:42:41] I'm like, there's no such thing.

[00:42:42] No.

[00:42:43] The idea that you think that there's a difference between one and the other is actually just dumb.

[00:42:49] And so this woman in front of me said, yeah, I don't buy that.

[00:42:53] I don't believe that.

[00:42:54] I said, okay, cool.

[00:42:55] Great.

[00:42:56] Come up.

[00:42:56] Come up here.

[00:42:57] Get up on stage with me.

[00:42:59] I said, you know, what do you do?

[00:43:01] Blah, blah, blah.

[00:43:02] How much you make.

[00:43:02] Great.

[00:43:03] Okay.

[00:43:03] So I have a job for you in the Cayman Islands.

[00:43:07] And I'm going to pay you $12 million a year to do the same job you're doing right now.

[00:43:12] Are you not a candidate for that job?

[00:43:17] She just walked off stage, walked right down to her chair.

[00:43:20] I'm like, we're all candidates.

[00:43:21] I never liked the passive candidate title.

[00:43:25] I think it's active and non-active.

[00:43:27] You could be a non-active job seeker and take calls.

[00:43:32] 100%.

[00:43:33] But I'm not actively looking.

[00:43:35] Passive.

[00:43:35] Yeah.

[00:43:36] I think it's just a weird name for it.

[00:43:39] Well, it was also, there was a, I mean, we joke about it, but there was a real bias for years.

[00:43:44] No, absolutely.

[00:43:45] Against active candidates.

[00:43:46] Like, oh, you're active?

[00:43:47] Oh, yeah.

[00:43:48] Something's wrong with you.

[00:43:49] Yeah.

[00:43:50] We're going to go over here and hunt for people that don't.

[00:43:53] Active candidate with ginger?

[00:43:53] You're a ginger and an active candidate?

[00:43:56] Sorry.

[00:43:57] Please leave the building.

[00:43:59] All right.

[00:44:00] And what's the average age of the American worker, right?

[00:44:04] Just off the top of your head.

[00:44:06] Don't look at anything.

[00:44:06] Average age of a U.S. worker?

[00:44:09] I'm going to go 38, 39.

[00:44:12] Jagger Robbins, 42.

[00:44:14] So the average worker is 42 years old.

[00:44:17] And what this means is an aging workforce calls for a closer look at workforce design.

[00:44:22] It's at worklife.news.

[00:44:25] Okay.

[00:44:25] So we talked about accommodations during the Amazon story.

[00:44:30] If that age creeps, if that creeps, I mean, first of all, you just talked about 11 people at 14 working in hazardous environments.

[00:44:37] So that's pulling a number down.

[00:44:38] Might have took them into consideration so we'll pull it down.

[00:44:41] Kick them out.

[00:44:41] Now it's 43.

[00:44:42] But no, if that number, we need to keep an eye on it.

[00:44:45] It's all seriousness.

[00:44:46] If we need to keep an eye on that number, because if that number, as that number increases, if and as, then we're going to have to do, we're going to have to have all kinds of different workplace design in place for accommodations.

[00:45:01] Like it's.

[00:45:02] Oh, yeah.

[00:45:02] We're going to need canes instead of umbrellas.

[00:45:04] A hundred percent, baby.

[00:45:06] I want one of those with the tennis balls.

[00:45:08] Yeah.

[00:45:09] I want one of those.

[00:45:11] All right.

[00:45:12] Funding.

[00:45:12] You ready?

[00:45:13] Let's do it.

[00:45:13] Let's do it.

[00:45:15] Ryan Amir.

[00:45:17] Two months ago, we talked about a company called 11X.

[00:45:21] We did.

[00:45:22] We talked about them.

[00:45:22] It was really literally two months ago.

[00:45:24] They raised 24 million.

[00:45:27] And just yesterday or day before, 11X raised $50 million from Andreessen Horowitz.

[00:45:36] Ooh.

[00:45:36] Cool.

[00:45:36] So now they got, let me, $74 million.

[00:45:40] This is at sifted.eu.

[00:45:42] So you can read the article about it.

[00:45:45] So for everyone that maybe forgot what 11X does, 11X does AI-powered digital workers services for revenue teams.

[00:45:55] So these are the folks that are basically trying to, not trying, doing a good job of it, of replacing kind of the BDR model.

[00:46:03] These are, you know, go out and source, go out and find candidates, go out and find prospects, set up the call.

[00:46:11] Like, this is stuff that I know you like a lot because you're like, you know, this is, this is, instead of me trying to get on the internet and find the person.

[00:46:19] Yeah.

[00:46:20] Let's let the, let the technology do that.

[00:46:22] So this is around revenue sales, revenue generated positions.

[00:46:27] And again, humans are still involved, but these are the things, the technology.

[00:46:31] So keep an eye on 11X, $74 million in two months.

[00:46:35] Yeah.

[00:46:35] Well, the fact that they came back in the same year, dropped another coin and that's.

[00:46:40] A hundred percent.

[00:46:41] Yeah.

[00:46:42] Yeah.

[00:46:42] That's a lot of, a lot of belief there.

[00:46:43] Good for them.

[00:46:44] All right.

[00:46:46] You know, this guy named Tony.

[00:46:49] I do.

[00:46:50] He founded a company called Oyster.

[00:46:54] Oyster received an additional $5 million from ServiceNow, which is awesome.

[00:47:00] Sorry, Tony.

[00:47:00] So this is the second investment this year that they're receiving, sorry, Series D, second investment for them.

[00:47:08] The interesting thing here is that these guys have gone constantly up, up, up.

[00:47:18] Recently, they've gone this way.

[00:47:20] Right.

[00:47:20] They've gone hockey stick up for those that aren't watching.

[00:47:24] Oh, yeah.

[00:47:24] Their total capital raised to date $291 million.

[00:47:30] Hybrid and remote work.

[00:47:31] If you had any doubt, it's important.

[00:47:35] This is it.

[00:47:36] Oyster is the leader here.

[00:47:38] They don't, I mean, they support people, right?

[00:47:41] Mm-hmm.

[00:47:41] That are remote.

[00:47:42] They don't have a headquarters.

[00:47:43] Tony flies around.

[00:47:44] That would be pretty funny if they had a mandatory.

[00:47:47] Yeah, yeah, yeah.

[00:47:48] Mandatory office.

[00:47:49] Well, they'd only do it for handicapped people.

[00:47:52] So there's that.

[00:47:53] So my take on this particular one, first of all, we love Oyster and ServiceNow.

[00:47:58] Yeah.

[00:47:58] Because we did a podcast with Gretchen at ServiceNow a while back and learned a lot about workflows.

[00:48:04] Yeah.

[00:48:05] I think this is a future acquisition.

[00:48:09] Absolutely.

[00:48:10] I think that ServiceNow is signaling.

[00:48:12] We're not going to build payroll, global payroll.

[00:48:17] We're just going to buy it.

[00:48:19] Yeah.

[00:48:19] So my gut tells me that ServiceNow is just kind of signaling to the market, we're going to get into that space.

[00:48:26] Yeah.

[00:48:27] Oh, good for them.

[00:48:28] He's a debt full, raised $31.5 million in a Series B.

[00:48:36] $0.5.

[00:48:37] Doesn't that always make you weird?

[00:48:39] Like, what?

[00:48:40] Yeah.

[00:48:41] $0.3.

[00:48:42] $0.5.

[00:48:42] What are you kidding me about roundup?

[00:48:44] It makes a difference.

[00:48:45] Yeah, I know.

[00:48:48] Hey, I'm not kicking $500,000 out of bed.

[00:48:52] My point is, it's just odd.

[00:48:55] Yeah.

[00:48:55] I love this play.

[00:48:57] So this is an AI-powered online program that trains people for entry-level jobs like healthcare jobs.

[00:49:08] Like, think medical assistants, pharmacy techs, jobs like that.

[00:49:12] They're a four-month program.

[00:49:14] The average cost is about $2,500.

[00:49:18] After they complete the course, which is a mix of online and some course-led stuff, they're then matched with one of their partners.

[00:49:26] They've got over 8,000 partners.

[00:49:27] So they get matched to one of their partners.

[00:49:29] They go to work there for one to two months of on-site training.

[00:49:32] So what I like about this is, obviously, it takes the lower values, probably not the right term here.

[00:49:42] But the highest volume of jobs that are needed in healthcare gives them very fast-paced training, gets them on the job training, and then helps them to get placed as well through those relationships.

[00:49:57] So it's all good.

[00:49:59] What I like about the technology, and I haven't seen this, but what I've seen through video and seen through their demos, the AI that they're using and how they leverage AI, it keeps the learner on track.

[00:50:12] So if they fall behind, it triggers human intervention.

[00:50:17] So instructors intervene.

[00:50:19] So they're actually getting education.

[00:50:20] Get back to work!

[00:50:21] Yeah, get back to work!

[00:50:23] They're actually getting education as opposed to just saying, oh, I went through the four-hour course.

[00:50:27] No, no, no.

[00:50:28] Yeah.

[00:50:28] I hit the button.

[00:50:29] I got the training certificate.

[00:50:30] This isn't watch the video, take a test, do your thing.

[00:50:33] Like, they're getting legit training, right?

[00:50:34] And they should because they're working in healthcare.

[00:50:36] They have to in those professions.

[00:50:37] Right.

[00:50:38] So I like what they're doing here.

[00:50:39] When I read this, it's dedicated to healthcare training, obviously, but it's allied health professionals.

[00:50:45] Yeah.

[00:50:45] So it's training.

[00:50:46] So the words that you hear, the lingo in our industry, training, upskilling, skilling, reskilling, learning, all of this stuff, whatever you want to call it, it's pulling talent up.

[00:51:01] So it's a mechanism, and they're using AI for good in this case.

[00:51:05] It's pulling people up that could get to another job.

[00:51:09] And oh, by the way, in healthcare, we need people to be in those jobs.

[00:51:15] Yeah.

[00:51:16] And even more so as boomers retire and go to homes and things like that, we're going to need more folks.

[00:51:22] So I love it for the same reasons you love it.

[00:51:24] And again, I like the keeping people on task in learning.

[00:51:30] It's just basically there's a track, and if you fall behind the track, that's fine.

[00:51:34] We'll get you back on track.

[00:51:36] Some of the great teachers that I've had in my academic career, that's exactly what they did.

[00:51:41] They pulled me into their office and said, hey, yo.

[00:51:44] What are you doing, home?

[00:51:45] Let's go.

[00:51:46] Occasionally, you need to come to class.

[00:51:48] You need to show up there, dude.

[00:51:50] All right.

[00:51:51] I've got one more.

[00:51:53] Last one?

[00:51:54] All right.

[00:51:54] Last one.

[00:51:55] This one is called Social Crowd.

[00:51:58] So they closed a seed round at $2.5 million.

[00:52:03] And I like this one a lot.

[00:52:06] So this is one where – and first, I reached out to their co-founders because I want to get them on the use case or something like that and talk with them and see what's going on.

[00:52:18] And really, I just want to get them into one of my local dives here because I love gamifying work.

[00:52:24] I think gamifying work is good.

[00:52:27] And when I thought about this, this allows employers to work to set – what's the word I'm looking for?

[00:52:37] Goals.

[00:52:37] It's a gamify.

[00:52:38] But goals.

[00:52:39] Yeah.

[00:52:39] Goals against tasks, right?

[00:52:42] Yeah.

[00:52:43] And so think of – I'll use the example of a restaurant because this annoys the shit out of me.

[00:52:47] When I go to a restaurant and I'm constantly – this is what it reminded me of.

[00:52:51] I'm constantly getting pushed to get a special.

[00:52:54] Here's our special today.

[00:52:55] Oh, do you want to try my favorite special?

[00:52:57] Do you have any one thing on that specials list?

[00:53:00] Stop.

[00:53:01] Let's go then, right?

[00:53:02] I actually – when the waiters and waitresses that ask, can I tell you a little bit about specials?

[00:53:08] No.

[00:53:08] No.

[00:53:09] That means old food to me.

[00:53:10] That's all that means.

[00:53:11] Like I said, old food, expiring –

[00:53:13] Got to push the tuna?

[00:53:14] Great.

[00:53:15] Expiring dates.

[00:53:16] Eee, no.

[00:53:17] I'm not buying that.

[00:53:18] So anyway, but I like this because it allows them to set real-time goals for them, right?

[00:53:24] So go out and sell the specials.

[00:53:26] And as you achieve the specials, you get rewarded.

[00:53:29] Right.

[00:53:29] Like you get rewarded then, not in six weeks.

[00:53:32] So whether it's cash, time off, whatever.

[00:53:35] There is a video on TechCrunch of one of the co-founders, and he's describing – so this is before the funding.

[00:53:42] He's describing Social Crowd as the Fitbit but for work.

[00:53:45] Right.

[00:53:46] So you can set your goals.

[00:53:47] You can do all that type of stuff on your Fitbit, and it keeps track.

[00:53:50] The closed loop of that with Social Crowd is, like you said at the very end, it's set goals, hit goals, reward.

[00:54:01] Get reward.

[00:54:01] Like get reward.

[00:54:03] Right.

[00:54:03] So the product allows companies to set employee goals, which is great, reward them when those expectations are met.

[00:54:12] So I'm following this story.

[00:54:14] Yeah.

[00:54:14] Like you.

[00:54:14] I like the tech, and I think it's good for everybody involved.

[00:54:18] It's good for employees because it's transparent, and it's a great funding.

[00:54:24] Good for them.

[00:54:25] See you around.

[00:54:26] Well, there you go.

[00:54:27] That's it, Mike.

[00:54:27] We are all done for today.

[00:54:29] That's a lot of information on a Sunday, so enjoy it.

[00:54:33] Do what you will with it.

[00:54:35] All right.

[00:54:36] And we're coming in the Thanksgiving weekend.

[00:54:39] Yeah, we are.

[00:54:40] We're getting close, right?

[00:54:41] How many games have we got?

[00:54:42] Like a week.

[00:54:44] Yes.

[00:54:45] A week.

[00:54:45] And I was just told last night there's less time between Thanksgiving and Christmas this year.

[00:54:51] What?

[00:54:52] Yeah.

[00:54:52] There's only three weeks instead of four.

[00:54:53] Oh, because of the date.

[00:54:55] Yeah.

[00:54:56] Oh, interesting.

[00:54:56] Interesting.

[00:54:57] Shit.

[00:54:57] We don't think about it.

[00:54:58] So that's why they're pushing up all their Christmas commercials.

[00:55:01] Interesting.

[00:55:02] I guess so.

[00:55:02] I don't know.

[00:55:03] It makes sense this year.

[00:55:04] Usually it gets hard right after Black Friday, right?

[00:55:06] Yeah.

[00:55:07] Instead of pushing those up.

[00:55:08] Good for them.

[00:55:08] Anyhow, thank you all for listening.

[00:55:09] Thank you for watching.

[00:55:10] Rate us, review us, subscribe, love us, share us, do all that great stuff.

[00:55:14] And if you have any questions, just let us know.

[00:55:16] Or hate on us.

[00:55:17] Or hate on us.

[00:55:17] Either way.

[00:55:18] We love hate.

[00:55:20] We'll see you next time.

[00:55:21] Grudge, fuck.