The BARF: Ford Scales BACK Diversity, Faux-ductivity, Amazon deemed a Joint Employer, and 10,000 Strike on Labor Day

[00:00:00] Oh my goodness, bad touching, harassment, sex, violence, fraud, threats, all things that could have been avoided.

[00:00:13] If you had Fama, stop hiring dangerous people.

[00:00:19] Fama.io

[00:00:37] We went from gold to rust.

[00:01:02] What's going on everybody? Ryan Leary, William Tinkup here. You are listening and watching maybe The BARF.

[00:01:10] This is a look back at the week that was, so you can be prepared for the week that is Mr. William, how in the world are you today?

[00:01:20] I'm doing wonderful. This is the first weekend I've been home in a couple weekends, so glad to be home, getting some stuff done, blah blah blah blah.

[00:01:28] All good man, thanks.

[00:01:30] That was a good explanation. Blah blah blah blah blah.

[00:01:32] My cadence is weird today. As I'm talking, I feel like I'm talking in two words and pausing.

[00:01:41] Well that's good for some people. Let me pitch you this story, Ryan. Ready for some breaking news?

[00:01:47] I'm ready for breaking news.

[00:01:51] Breaking news, right? 10,000 unionized hotel workers walked off the job on Labor Day weekend after contract negotiations stalled.

[00:02:01] This was on New York Times. They did it in major cities of course. Tipeka wasn't impacted.

[00:02:09] No, always the Idaho not impacted.

[00:02:13] No, no. 10,000 big number. If you want to read more about the story go to the New York Times.

[00:02:21] It does a really good job of showing both sides of the argument.

[00:02:25] Well timed. The first thing that came to mind when I read this was Labor Day weekend, big travel weekend.

[00:02:32] You know what? This is a really well timed strike.

[00:02:37] I thought it was just coincidence. They didn't look at the calendar just happened the fall on Labor Day.

[00:02:42] You want to do it on Saturday? Hi, okay. Sure. These people are smart man.

[00:02:49] So I'm glad I wasn't traveling that day, check. But it all.

[00:02:55] Before we move on, I need to let you know about my friend Mark Pfeffer and his show, People Tech.

[00:03:02] If you're looking for the latest on product development, marketing funding, big deals happening in talent acquisition, HR, HCM, that's the show you need to listen to.

[00:03:14] Go to the work to find network, search up People Tech. Mark Pfeffer, you can find them anywhere.

[00:03:21] Getting put all that stuff aside. I hope this gets people back to the table and they kind of get this thing hammered out.

[00:03:28] But it's a 10,000 workers hotel workers walking off the job.

[00:03:36] That's the purpose of it. You need to know get it done and you know what?

[00:03:40] How many times have you gone to a hotel room and walked into a clean room and felt great?

[00:03:45] I tried. But then walked into a dirty room because you left the hanger on your door and you felt like shit when you came back.

[00:03:51] That's right. And this impact is definitely bad. This is check in, this is bell hops, this is all that stuff.

[00:03:58] Get all paid.

[00:04:02] I found this story because my oldest is looking for another job because if you remember, I told the story of how they were making $17 an hour as lifeguards and they cut the rate to $15 because why not?

[00:04:17] Let's just shave $2 an hour off and make them reapply for their job.

[00:04:22] I just said forget that but she's going to work there. We'll figure it out.

[00:04:27] Anyhow, so I found this story on Aldi who plans to raise pay and hire more than 13,000 employees nationwide across all of their stores.

[00:04:40] So I found this because she's looking for a new job and looking for something that's going to get her some decent pay.

[00:04:45] So start off with some good news here. Aldi is the fastest growing grocer. It's going to raise his national average pay to between starting at $18 and $23 per hour.

[00:05:00] That's pretty good for a grocery chain, someone who's stocking, working in the store.

[00:05:09] All employees that are working more than 30 hours a week will have access to health care insurance and paid time off.

[00:05:20] They understand it's difficult to find people. Let's do something about this.

[00:05:26] Here's what is really interesting and great for people, especially younger that are looking for a role to start in.

[00:05:34] 70% of assistant managers and store managers started as store associates in the store.

[00:05:47] Here's the big thing, 100% of all of their executive leadership team were once associates in a store.

[00:05:56] 100%?

[00:05:57] According to Aldi, 100% have started in a store.

[00:06:02] I think that's fantastic.

[00:06:03] Why change that?

[00:06:05] No, it's really wonderful because you got to know how to get out and bring in carts or whatever the bid is, cashiers and customer service.

[00:06:13] Even if you work in a meat market or whatever, you learn the company and then you move on.

[00:06:19] Then you move up to an assistant manager, store manager, smart.

[00:06:24] Congrats for Aldi. Good job.

[00:06:26] I've never been in an Aldi.

[00:06:29] We've had one open up around here.

[00:06:32] There's one right there. I can throw a rock to the one that's near me.

[00:06:35] It's unique. It's a unique experience. It's not your normal grocer.

[00:06:39] No.

[00:06:42] I can't really say anything about the grocery experience because I've never been in one.

[00:06:47] Food is food.

[00:06:48] It doesn't matter if it's coming from Wegmans or Choprite or whatever.

[00:06:53] Food is food. To get it from the same people, it's just a different experience.

[00:06:56] It's just sitting there as opposed to beautiful end caps and stuff.

[00:07:00] I love that they're paying people more. I love that they're giving people access to health care and paid time off like that.

[00:07:08] If we do nothing else, other retailers, hopefully other grocers will follow suit.

[00:07:15] Yep.

[00:07:16] Good story.

[00:07:17] All right. Let me give you one, Ryan.

[00:07:18] It is bad news.

[00:07:20] Private sector U.S. employers added 99,000 jobs on ADP's payroll system in August,

[00:07:29] marking the fifth straight month of slowing job creation.

[00:07:34] That's at ADPemploymentReport.com.

[00:07:38] You can go there and you can slice the data a lot of different ways.

[00:07:40] You can see what industries, geographies, and all that other stuff.

[00:07:43] 99,000 jobs. This is on ADP's system, which is the largest payroll company in the world.

[00:07:48] So it turns out pretty good data.

[00:07:51] When I read this, the first thing I thought is this is not good news for incumbents during a presidential election.

[00:07:58] No.

[00:07:58] You know what? You don't want this trend.

[00:08:02] Five straight months of slowing job creation.

[00:08:05] Even if it's 1% up, you just don't want it down five months in a row.

[00:08:11] I love ADP's EmploymentReport.com.

[00:08:15] I love it because they give you the data and then they let you kind of play with the data and slice it.

[00:08:20] So go check it out.

[00:08:21] It sucks that it's five months in a row that is slowing job creation.

[00:08:25] So that sucks.

[00:08:28] However, stories can be told both ways.

[00:08:31] It's slowing jobs, but it's these jobs and you know, so we've got it.

[00:08:36] But I agree with you 100%.

[00:08:40] All right. I've got one here.

[00:08:43] We talked about a story not a long time ago probably around joint employers.

[00:08:50] And at the time this was we talked about it might have been Jimmy Johns or some one of those types of things.

[00:08:57] I'm wondering how the U.S. Labor Regulator says that Amazon is a joint employer of subcontracted delivery drivers in drum roll, please, California, because everything happens in California.

[00:09:16] So prosecutors at federal labor agency have determined that Amazon is a joint employer of subcontracted drivers who delivered packages for the company in California.

[00:09:30] So these are drivers that are part of a DSP, so delivery service providers.

[00:09:34] The Teamsters are the ones that have been pushing the issue.

[00:09:37] They claim that Amazon and this is this is where I think is important for people to understand as they're looking at this.

[00:09:43] Amazon exercises, they use the word great, great control over the drivers that was included in determining their routes, setting delivery targets, monitoring their performance, their speed, all of that stuff is being monitored by Amazon for obvious reasons.

[00:10:00] They want to make sure their deliveries are getting their own time.

[00:10:03] But when you do that, you're no longer contracting someone to work at their own pace.

[00:10:09] Right.

[00:10:10] And so there you go.

[00:10:11] I think that's an interesting play.

[00:10:13] Especially the juxtaposition of how Aldi is treating its employees that are working 30 hours.

[00:10:20] Right?

[00:10:22] So you see something like that where you see something really positive and you see another thing not as positive for people working but not getting paid.

[00:10:30] You're not getting those benefits.

[00:10:31] Do you remember the time when you would say, I'm making 20 bucks an hour?

[00:10:34] You're like, yes.

[00:10:36] Crazy.

[00:10:37] You can't even buy a cheeseburger on that.

[00:10:39] Literally, you have to work an hour to get cheeseburgers without fries.

[00:10:44] And that's the National Labor Relations Bows, the NLRB.

[00:10:48] So for the folks that want to look that up, go there.

[00:10:52] And you actually just type in Labor Department and you can get there.

[00:10:56] So, all right, Ryan, let me pitch you this one.

[00:10:58] Volkswagen workers protesting in the company's plan to close some German factories that would impact thousands of employees.

[00:11:10] This was on FinancialTimes, FT.com.

[00:11:13] So you can go read about that.

[00:11:14] Here's the thing.

[00:11:15] It's almost impossible to close a manufacturing plant in Germany.

[00:11:20] I mean, almost impossible.

[00:11:22] But I believe what's going on as I read the article.

[00:11:25] I believe what the manufacturer is feeling the pressure of rising people cost and they want to keep her option.

[00:11:33] Basically, anywhere you could move to Spain and it would be cheaper.

[00:11:37] So it's not like Germany has to go to Mexico or China.

[00:11:40] Volkswagen.

[00:11:41] They can go to Austria and it will be cheaper.

[00:11:45] You know, they don't have to go too far.

[00:11:47] Poland.

[00:11:48] It's just very difficult in Germany because employment in Germany,

[00:11:53] like you think California laws around employment are restrictive.

[00:11:58] Germany is, they make California look like it's super, super, super conservative.

[00:12:06] Like it's that.

[00:12:07] So I am curious about Volkswagen because they've got a new bus, the Volkswagen bus, the old bus.

[00:12:16] They've got a new manual.

[00:12:18] It's been manufactured for the last couple of years in Europe.

[00:12:21] And it's old Europe, but they're bringing it to the States next year.

[00:12:25] And I drove one for about six, maybe nine months.

[00:12:30] Dude, I loved it.

[00:12:32] I don't think it's going to reboot well.

[00:12:36] I'll buy one.

[00:12:37] Yeah, I mean, you know, that fits you.

[00:12:40] I can totally see you in the VW bus.

[00:12:43] Now, truth be told, I've driven in one Volkswagen my entire life.

[00:12:48] I'm pretty sure it was a Passat.

[00:12:51] That was it.

[00:12:52] And it was tiny and I didn't like it.

[00:12:55] I had a fox or Soraco loved it, but the Soraco would be even better.

[00:13:00] It was just I'm so, but any other jobs.

[00:13:04] So the Volkswagen employer or the employees are rising up.

[00:13:08] They don't want them to shut the manufacturing plant.

[00:13:10] Something's got to give either they're going to have to give or Volkswagen is going to be forced to move it.

[00:13:16] Some manufacturing.

[00:13:17] So we have some German potential German news in the house here.

[00:13:23] So, yeah, so, so the 16 year old sends a message and says, Hey, can we host a German exchange student for two weeks?

[00:13:34] That's it.

[00:13:35] Why not?

[00:13:36] So dangerous.

[00:13:36] Yes.

[00:13:37] Why not?

[00:13:38] So I said, find out all the details, right?

[00:13:41] Find out all the details.

[00:13:42] Let's do it.

[00:13:43] Turns out the details say she goes to Germany and the student comes here.

[00:13:49] So they swap for a couple of weeks.

[00:13:52] I said, good, let's do it.

[00:13:54] Let's see how that works and we'll see what happens.

[00:13:56] She found out the details, but we haven't moved any further yet.

[00:14:00] That was just my brother.

[00:14:02] When his kids were in high school, my brother did it and they had a wonderful experience.

[00:14:06] I don't I'm not against it.

[00:14:07] I think it could actually be a really good experience.

[00:14:10] Okay.

[00:14:11] Got one here.

[00:14:13] A company called smart talent.

[00:14:15] They are going to be paying 800 and $75,000 a set on EEOC sex discrimination lawsuit.

[00:14:24] So wanted to talk about this one, not because it's surprising anymore, right?

[00:14:29] That companies are paying ridiculous sums of money because of stupidity.

[00:14:33] But this is, I think, important for people listening that are still recruiting or are in town acquisition from a staffing agency perspective.

[00:14:45] They want to make sure their clients are happy.

[00:14:49] They're doing right by their clients.

[00:14:52] In this particular case, the clients were saying they only wanted male workers for whatever reason, whether they felt the job was male, more, more male oriented, whatever the reason is.

[00:15:04] And the staffing agency complied.

[00:15:06] They said, okay, we're going to search for males and we're going to send you males.

[00:15:11] Now, I can see because I was in the staffing world, I need to make my client happy.

[00:15:17] I need to make closes.

[00:15:18] They want this.

[00:15:19] I go get this.

[00:15:20] I place win-win.

[00:15:22] The way the easiest way to get out of the staffing agency is you hear them and then you send them a mixture of candidates and then they select.

[00:15:29] They select.

[00:15:31] Correct.

[00:15:31] Right.

[00:15:32] And that's where I was going to go with that.

[00:15:33] Right.

[00:15:33] Exactly.

[00:15:34] You do what you do and you send them make that selection.

[00:15:39] But when you comply, well now they're found that they're just as guilty for complying with something that was unlawful.

[00:15:47] Well, in fact, it doesn't even look like the company.

[00:15:50] They don't have the liability.

[00:15:52] The liability shifts to the staffing firm.

[00:15:55] They're the ones that filled the bias.

[00:16:00] Yeah.

[00:16:00] Now, the irony of all this is the company called Smart Talent.

[00:16:05] Smart Talent.

[00:16:06] Yeah.

[00:16:07] Yeah.

[00:16:07] Dumb Talent should be.

[00:16:09] Yeah.

[00:16:09] They're going to go through a rebrand called Stupid Talent.

[00:16:13] But yeah, no.

[00:16:14] And I would assume the company didn't say in an email, hey, only send us males because ABC.

[00:16:21] These are phone calls.

[00:16:23] Right.

[00:16:23] And so they have it.

[00:16:24] Never, never written down.

[00:16:26] Hey, just send us guys.

[00:16:28] Okay.

[00:16:29] And again, you can hear that as a staffing person and go absolutely totally understand

[00:16:35] and then I send them a slate of candidates and then they pick guys.

[00:16:41] That's up to them.

[00:16:42] All right.

[00:16:43] I got two stories.

[00:16:44] Let's do this first one.

[00:16:47] Ford becomes the latest company to scale back its diversity inclusion policies.

[00:16:53] This was on CNN.

[00:16:55] So CNN.com, you can find that out.

[00:16:57] Now this is actually surprising to me because Ford is a huge American brand that everyone

[00:17:03] loves.

[00:17:03] Everyone loves Henry Ford and all that shit.

[00:17:05] You know, like it's been around forever.

[00:17:08] Okay.

[00:17:09] Why did they make this?

[00:17:11] Why did they make this decision?

[00:17:12] Was it out of customer pressure?

[00:17:15] Was it board pressure?

[00:17:17] Like this thing came from somewhere.

[00:17:19] And like as you and I have talked through the weeks, Jack Daniels and John Deere and

[00:17:23] Charter Supply, like we almost can make the justification again, we hate it, but we

[00:17:31] can make the justification that their customers hate those programs and feel that they're

[00:17:37] discriminatory in nature.

[00:17:39] And they'll stop shopping there.

[00:17:43] Now Ford, everybody buys a Ford.

[00:17:47] Yeah.

[00:17:47] I mean, so I don't understand it.

[00:17:50] It's hard for me to understand the rationale, I guess.

[00:17:54] I think we need to go on a journey here and start talking to the town leaders at the

[00:17:59] company about this because if everybody's doing it, there's got to be a reason, right?

[00:18:04] It's no longer just, oh, Charter Supply, shitty company did this.

[00:18:10] We're seeing the top of top brands now buy into this.

[00:18:14] So there's got to be a reason right or wrong.

[00:18:16] Meta, Facebook, Microsoft, like these are a little damn fortune 50 companies that are

[00:18:23] doing this.

[00:18:23] Right.

[00:18:24] All right, let me pitch this other story to you ready?

[00:18:27] Out of 2 billion global email sent in Q2, 226 million or spam, 17 million included malicious

[00:18:38] links.

[00:18:39] This is work life.news.

[00:18:41] Go take a look at the report there.

[00:18:43] Everyone hates email till they get it.

[00:18:45] News at 11.

[00:18:47] But 25% of email being spam was a bit considered spam.

[00:18:53] How do they define them?

[00:18:54] It was things that, well, the way that the report reads it's uninitiated.

[00:19:01] So things that again, somebody sends you something that you request.

[00:19:05] Got it.

[00:19:06] And you don't have a relationship with that person.

[00:19:08] You can send an email to anybody once outside of that then you have to hear in

[00:19:14] America you have to then bend to can span compliance.

[00:19:18] But that's a big number.

[00:19:21] 25% is a big number.

[00:19:22] Now what I thought about as I read that was will Gen A, Gen AI impact the numbers?

[00:19:29] Will they make spam email better?

[00:19:33] Because some of it when you look at spam, like I clean up my spam folder once a week.

[00:19:37] And when I look at them, I'm like, this Nigerian Prince shit, come on, come on, raise

[00:19:42] your game.

[00:19:44] So like I wonder if Gen AI will actually make some of that not spam make it more

[00:19:50] relevant to the person or not.

[00:19:53] So I don't know.

[00:19:54] I don't have anything, but I want to track this.

[00:19:56] I want to see what Q3 is and how many if this goes up or goes down or whatever.

[00:20:01] So that would be that would be interesting to follow.

[00:20:05] I watch out for spam.

[00:20:08] Yeah, I guess watch out for spam.

[00:20:10] Yeah, I'm interested in that one.

[00:20:11] I want to actually follow that one.

[00:20:13] Okay.

[00:20:14] Are you are you doing acquisitions?

[00:20:16] I'll kick off with acquisitions.

[00:20:18] How about that?

[00:20:18] Let's do it.

[00:20:19] Let's do it.

[00:20:20] What do you got?

[00:20:21] So at listen, did I say that right?

[00:20:24] At the same at last year.

[00:20:27] At last year.

[00:20:28] Communications.

[00:20:30] How do I say that?

[00:20:33] We're just going to say that company.

[00:20:36] It last year.

[00:20:37] It last year.

[00:20:38] Acquires rewatch, which is an AI powered note taker screen recorder and

[00:20:44] video hub today is not my day with.

[00:20:47] No, no.

[00:20:47] Word.

[00:20:49] So what's interesting here is that rewatch is going to be integrated into

[00:20:53] Loom, which we all know and love.

[00:20:58] So that was acquired measly 975 million dollars last October.

[00:21:04] But they're also going to integrate rewatch into a thing product called

[00:21:12] rovo AI.

[00:21:13] So this is, this is the big piece that I think for me because it's

[00:21:18] Jira.

[00:21:19] This is, this is now going to tie in the Jira and take meetings and

[00:21:22] meeting transcriptions and things like that and immediately create

[00:21:25] Jira issues.

[00:21:26] And Jira is by far the leader in this space for issue tracking

[00:21:33] and things like that.

[00:21:34] So this is going to be a good win across the board found this on

[00:21:39] TechCrunch.

[00:21:40] So enjoy it.

[00:21:41] Love it.

[00:21:42] Smart company.

[00:21:43] Doing smart stuff.

[00:21:44] All right.

[00:21:47] Triage acquires medical staffing agency RTG medical.

[00:21:52] This is on triagestaff.com.

[00:21:55] This is their press release medical staffing firm, bigger fish eats

[00:22:02] smaller medical staffing firm.

[00:22:04] So this is consolidation in a good way and markets like this.

[00:22:08] So we like to see this medical staffing is huge.

[00:22:12] I mean, first of all, there, I did read a report about how behind

[00:22:16] we are with just nursing hires and you know, how, how we, how

[00:22:20] there's such a, it's always been that way.

[00:22:22] It's always been that way.

[00:22:23] It looks like it's always going to be that way.

[00:22:24] These are folks that deal in that space and you're both in

[00:22:27] Nebraska.

[00:22:28] So good for them.

[00:22:30] I love it.

[00:22:31] Congrats to all involved.

[00:22:33] Very nice.

[00:22:34] All right.

[00:22:34] These two, I know how to say, pay loss city is to

[00:22:38] acquire airbase.

[00:22:39] See, I got them right.

[00:22:40] Airbase is a spend management solution.

[00:22:44] So this went down for approximately 325 million found this on

[00:22:49] the, on the pay loss city site.

[00:22:52] Of course.

[00:22:53] So the acquisition, I think here is going to help pay loss city

[00:22:58] with integrating HR and finance functions.

[00:23:01] So this is historically has been a problem right where are

[00:23:06] we spending?

[00:23:07] What are we spending on?

[00:23:08] What's good?

[00:23:08] What's bad?

[00:23:09] This is now going to allow them to integrate the business

[00:23:11] there and, and pull that through.

[00:23:13] So both for labor and non-labor costs, vendor management,

[00:23:16] budgeting, all of that type of stuff.

[00:23:18] So I think it's a good play and great addition for play

[00:23:23] pay loss city.

[00:23:24] Spin management is a big thing.

[00:23:26] It's a lot of the oracles and work days and the

[00:23:29] PPS of the world.

[00:23:30] They all have this type of stuff.

[00:23:32] So if they're going to move a little bit up market

[00:23:35] and compete with some of those folks,

[00:23:36] they're going to have some of the same.

[00:23:38] So it's either build, either build it or you,

[00:23:42] you go out and acquire it.

[00:23:44] So good for them.

[00:23:45] Good for everybody there.

[00:23:46] Good acquisition.

[00:23:49] Okay.

[00:23:50] So, Ryan, are we into research?

[00:23:54] We are.

[00:23:54] We're going to, we're going to get learned.

[00:23:57] Go for it.

[00:23:59] This one should, should rock you to your core.

[00:24:02] I can't wait.

[00:24:03] One in six companies aren't, are hesitant to hire

[00:24:09] recent college graduates says intelligent.com.

[00:24:13] So intelligent.com, you go read this report.

[00:24:17] And of course I was thinking fucking Gen Z.

[00:24:19] Great.

[00:24:20] Intelligent, they surveyed almost a thousand business

[00:24:24] leaders, but it's 966 to be exact, involved in

[00:24:28] hiring the city decisions at their company to

[00:24:31] move, to explore attitudes towards recent hiring of

[00:24:35] Gen Z college graduates.

[00:24:37] Jarring stats.

[00:24:38] Let me give you three.

[00:24:39] 75% report issues with recent college grads hires.

[00:24:46] 60% had to fire a recent college grad this year.

[00:24:52] 58% of hiring managers say recent grads are

[00:24:55] unprepared for the workforce.

[00:24:59] You can't even flip that and say, well 25% did a great job.

[00:25:03] Nope.

[00:25:04] There's nothing there.

[00:25:05] They're just shooting numbers.

[00:25:06] Wow.

[00:25:07] Those numbers hurt.

[00:25:08] Yeah.

[00:25:09] Those numbers hurt and both all of our kids are in Gen Z.

[00:25:27] We're not going to the WLAN.

[00:25:28] We're going to use our free data volume.

[00:25:31] Till now.

[00:25:33] Because now there's the mobile happy hour of the

[00:25:35] Telecom.

[00:25:36] We stream the server every day for at least one hour

[00:25:39] with unlimited data volume, if we need it right now.

[00:25:43] You can just activate the app.

[00:25:45] The mobile happy hour is completely new to Magenta 1.

[00:25:49] For all who are now getting mobile and internet

[00:25:51] for at home on Telecom.

[00:25:53] Or for business customers who are changing their

[00:25:55] business name.

[00:25:56] You already know.

[00:25:58] So let's go.

[00:25:59] Get in and activate the Magenta app.

[00:26:03] So why can't I tell you this?

[00:26:06] If you have not minor younger, right?

[00:26:08] They're younger.

[00:26:09] But if you had to take them even at the age they are now

[00:26:12] in their teens, they would not be prepared 100% not

[00:26:16] prepared.

[00:26:18] But not prepared and then not wanting like like this is

[00:26:23] this is an issue.

[00:26:24] People not like getting a bad rap.

[00:26:26] Okay, I get that.

[00:26:27] I get that.

[00:26:28] But not wanting to hire them.

[00:26:30] Like one in six.

[00:26:32] Like that's a big deal.

[00:26:36] That's a good thing.

[00:26:37] So the numbers are the numbers and I agree with

[00:26:40] that just because I live with them.

[00:26:42] But yes.

[00:26:44] Do you think it's the separation too large of a

[00:26:47] separation between the generations in the workplace?

[00:26:50] There's five generations in a workplace, right?

[00:26:52] So is there too much of a separation where the ones

[00:26:56] doing the hiring are just like, you're my grandkids right

[00:27:00] now.

[00:27:01] And no, I can't do that.

[00:27:03] Yeah, I think there's a little of that because the

[00:27:05] expectations of let's say Gen X.

[00:27:09] The expectation of Gen X is like, okay, you're going

[00:27:11] to work, right?

[00:27:13] The expectation of Gen Z is not quite, they're just

[00:27:16] not the same.

[00:27:17] Yeah.

[00:27:17] The story.

[00:27:18] So I think there's a little bit of that.

[00:27:20] Yeah.

[00:27:20] I think that's fair.

[00:27:22] But still those are big numbers.

[00:27:24] And if that's millennials that are saying that,

[00:27:26] that would really shock me.

[00:27:30] We used to ban on millennials for that.

[00:27:33] Oh, I know.

[00:27:34] No, you ain't working.

[00:27:36] Yeah.

[00:27:37] Oh my God.

[00:27:39] All right.

[00:27:40] Do you ever hear of photo activity?

[00:27:42] Photo activity.

[00:27:43] I love this.

[00:27:44] That's new.

[00:27:45] This is fantastic.

[00:27:47] So I had to reach out.

[00:27:48] I reached out to the people at work human because

[00:27:51] I don't know, man.

[00:27:52] I just, I laughed when I read this.

[00:27:57] So almost four in 10 leaders admit to photo activity.

[00:28:01] This is a research report by work human.

[00:28:04] So four in 10 of C suite executives,

[00:28:07] 38% and 37% of all managers admit to faking

[00:28:13] activity compared to 32% of non managers,

[00:28:17] 33% average of all respondents.

[00:28:20] So 3000 full time employees in the US and UK and Ireland.

[00:28:24] This is where the research was.

[00:28:27] That's a big sample.

[00:28:28] This is photo activity.

[00:28:30] This is faking your work.

[00:28:31] This is mouse jiggling.

[00:28:33] This is fake typing with the quarters on your keyboard.

[00:28:38] This is like all of that stuff.

[00:28:40] Four in 10 C suite executives say, yes, I do that.

[00:28:46] That hurts.

[00:28:47] Photo activity.

[00:28:49] I want a t-shirt and I think work humans should make that

[00:28:53] t-shirt and send it to us that says photo activity,

[00:28:56] photo activity.

[00:28:57] I love it.

[00:28:59] All right.

[00:29:00] Let me pitch you this one.

[00:29:01] Recent immigrants to the United States are more likely

[00:29:04] to be in the labor force with more than 66% working

[00:29:09] or looking for a job compared to 60% 62% of American born

[00:29:14] US citizens.

[00:29:16] This is from Wall Street Journal.

[00:29:18] So you can go there and read a little bit more about it.

[00:29:22] And the narrative of their coming for your jobs turns

[00:29:27] out they're coming for your jobs.

[00:29:29] If you don't want the jobs, anybody will take them.

[00:29:33] That's the whole thing as I read this.

[00:29:35] First of all, the article is fantastic.

[00:29:37] So please go read it.

[00:29:38] But we're a nation of immigrants.

[00:29:42] We've always been a nation of immigrants.

[00:29:43] We're going to continue to be a nation of immigrants.

[00:29:45] Immigrants do the stuff that we don't want to do.

[00:29:49] So it's not shocking that they're, that immigrants come in

[00:29:52] and work or looking for work.

[00:29:55] None of that should shock anyone.

[00:29:56] But they're doing the work that no one else wants to do.

[00:30:02] Which means that work has to, like stripes on the highways

[00:30:05] have to get painted.

[00:30:06] I don't want to do that.

[00:30:08] I've never wanted to do that.

[00:30:10] So, but this thing really digs, this rapport really digs in

[00:30:14] about the US kind of job market and how it's shifting

[00:30:19] towards immigrants.

[00:30:21] And a preference towards immigrants because they're going

[00:30:24] to do the work.

[00:30:25] I know we don't want to get, we're not political here at all.

[00:30:29] But we are a nation of immigrants, right?

[00:30:33] I get it.

[00:30:34] Illegal versus legal.

[00:30:35] Got it.

[00:30:36] I'm on the legal side.

[00:30:37] I want that, right?

[00:30:38] Totally got it.

[00:30:41] But if you're going to hate on people for coming to a country

[00:30:45] to live, when that's how you got here, your family at some point

[00:30:49] and I got here and then you don't want to take the job

[00:30:52] and you're unemployed, don't eat.

[00:30:55] Like that's all I gotta say.

[00:30:57] My family immigrated here in 1621.

[00:31:02] 150 years before the country was a country.

[00:31:05] But there were still immigrants.

[00:31:06] Still immigrants.

[00:31:08] Yeah.

[00:31:09] And I know it.

[00:31:11] This is a device of topic, fully aware of that.

[00:31:15] But if you're unemployed, if you're unemployed and you, yeah,

[00:31:21] you don't want to work on a farm or paint stripes or do whatever

[00:31:24] and an immigrant comes and takes that job, whether illegal

[00:31:27] or legal, that is your fault.

[00:31:29] That's on you.

[00:31:30] That's on you homie.

[00:31:31] You want to bail hay?

[00:31:33] Somebody does.

[00:31:34] There'll be the last show that I ever get to do.

[00:31:37] I'm going to get crushed on it, but anyhow.

[00:31:39] No, no.

[00:31:40] All right.

[00:31:41] So this is something you've been saying for a long time.

[00:31:47] I have to give you your credit and bow down to you

[00:31:51] for whatever reason.

[00:31:53] Whatever.

[00:31:54] That's not true.

[00:31:55] Study arts and humanities because you love them

[00:31:59] and so do employers.

[00:32:01] So this was, I don't know where the original was.

[00:32:05] I found it on The Guardian, but you've been saying it's all

[00:32:09] along humanities graduates and so these are the statements

[00:32:14] I'll make are from the reports and from companies

[00:32:18] and hiring managers.

[00:32:20] Humanities graduates stand above the rest in skills

[00:32:23] like problem solving, critical thinking, cultural

[00:32:27] understanding, which is obviously becoming increasingly

[00:32:30] sought after in the workplace.

[00:32:33] Like those are what employers are looking for.

[00:32:35] So industries like finance, private equity, they now

[00:32:39] recognize according to the report that well rounded

[00:32:42] educational backgrounds lead to better long term outcomes.

[00:32:46] I think they've always known that.

[00:32:48] I think now they're just accepting it that you don't

[00:32:51] need to have a finance degree to be in finance or

[00:32:54] an engineering.

[00:32:55] Some of these you do, right?

[00:32:56] I get that.

[00:32:57] But humanities is across the board rising to the top

[00:33:01] with the most well rounded college graduates.

[00:33:04] So maybe just maybe if Gen Z comes out with humanities

[00:33:10] degrees, the workforce will be a better place.

[00:33:13] When I got my degree in art history, my family revolted.

[00:33:18] Revolted.

[00:33:18] Now look at you.

[00:33:20] A six-figure job to then go back to college, which I

[00:33:26] revolted like art history.

[00:33:28] What are you going to do with that?

[00:33:29] I'm like, yeah, I don't know.

[00:33:31] Don't care.

[00:33:31] And what I learned through the degree is you have

[00:33:36] to stand in front of everybody back then.

[00:33:38] You'd stand in front of everybody and pin up your

[00:33:40] work up on the wall and everyone would tear your

[00:33:43] work apart.

[00:33:45] And so you had to defend.

[00:33:47] First of all, you had to understand critique.

[00:33:48] You had to be able to give critique criticism

[00:33:51] and you had to be able to understand it.

[00:33:53] Correct.

[00:33:54] And then be able to come back and say, okay,

[00:33:55] I understand what you're saying.

[00:33:57] Here's what I think.

[00:33:58] And then you kind of figure it out.

[00:34:00] Humanities degrees, you know, first of all, they teach

[00:34:04] you how to think.

[00:34:06] They teach you how to ask questions.

[00:34:08] They teach you all those things.

[00:34:09] So like all the prompt engineering that's

[00:34:11] going to happen, I'd say over the next three to

[00:34:14] five years, it's all going to be humanities

[00:34:17] people.

[00:34:18] Yeah.

[00:34:18] It's because they know they have the ability

[00:34:20] to ask questions.

[00:34:20] Yeah.

[00:34:21] They were taught.

[00:34:21] Yeah.

[00:34:22] So great.

[00:34:23] I mean, you know, again, I like the idea of

[00:34:27] what you said.

[00:34:28] Do it because you love it.

[00:34:29] Don't go get an English degree just because

[00:34:31] you think it's going to be a better prompt

[00:34:32] engineering job.

[00:34:34] But the employers do like them better.

[00:34:36] So be aware.

[00:34:38] They do.

[00:34:39] All right.

[00:34:40] Let's get into some funding.

[00:34:42] Funding.

[00:34:42] Ready?

[00:34:43] Let's talk dollars.

[00:34:45] All right.

[00:34:46] Okay.

[00:34:47] We got a couple of these.

[00:34:48] So let's see here.

[00:34:50] Let's see.

[00:34:51] As remote working keeps rolling oyster.

[00:34:54] Oyster raises 59 million series D at a

[00:34:58] 1.2 billion B valuation.

[00:35:02] Tech crunch.

[00:35:04] So why we love this?

[00:35:06] Why this is the first story on our funding.

[00:35:08] The F is Tony, the CEO of oyster was our

[00:35:13] first guest on inside the C-suite.

[00:35:16] He absolutely was.

[00:35:17] And a fun conversation.

[00:35:19] That was a conversation.

[00:35:21] He was in Beirut at the time.

[00:35:23] They they're all remote.

[00:35:24] None of them.

[00:35:25] They don't have a corporate headquarters.

[00:35:26] Everybody lives wherever they want, works

[00:35:28] wherever they want, et cetera.

[00:35:29] We fell in love with Tony and oyster.

[00:35:32] Wish him all the best.

[00:35:33] And this is just that's a great valuation.

[00:35:36] A Cady and Jason Corsello and Tom's

[00:35:40] Otter were one of some of the early

[00:35:43] investors of oyster.

[00:35:44] So congratulations to them as well.

[00:35:47] So 59 million.

[00:35:49] I don't know why people do odd numbers.

[00:35:52] 59.35.

[00:35:56] We just round up.

[00:35:58] It's getting easier for the people that are

[00:35:59] non-maf majors.

[00:36:01] All right.

[00:36:02] Butler BUTLR.

[00:36:05] Butler raises 38 million series B.

[00:36:09] So found this on Yahoo Finance.

[00:36:11] So this is an interesting one.

[00:36:13] I like this.

[00:36:14] This is a spin out of the

[00:36:16] MIT media lab that fuses artificial

[00:36:21] intelligence with body heat sensing

[00:36:24] technology.

[00:36:25] So, oh, cool.

[00:36:26] Yes.

[00:36:27] So we've been recently for whatever

[00:36:29] reason talking about spatial design

[00:36:31] and for whatever reason it came up a

[00:36:34] couple of times this past week.

[00:36:36] This and then I saw this.

[00:36:38] So the idea here is to use

[00:36:40] thermal insights to understand

[00:36:42] movement, subtle movements in a space.

[00:36:44] So think activity, occupancy, like indoor

[00:36:48] stuff.

[00:36:49] So body posture.

[00:36:50] So I'm standing straight versus hunched.

[00:36:52] I'm in the break room, but I'm hunched

[00:36:54] over or I'm within 20 feet or 30 feet of

[00:36:59] my boss's office and I'm postured up

[00:37:03] or I'm sitting in this type of chair

[00:37:06] and I'm hunched over.

[00:37:08] My productivity is weak.

[00:37:09] Is it due to this?

[00:37:11] So there's a whole bunch of really

[00:37:12] cool things here.

[00:37:13] The more data you get on the wearable

[00:37:16] where you can start to make

[00:37:17] connect dots.

[00:37:19] Actually, the technology will connect

[00:37:20] to that.

[00:37:20] Exactly.

[00:37:21] Yeah.

[00:37:21] So this is actually pretty cool.

[00:37:23] I'm going to put this on the follow

[00:37:24] list for me.

[00:37:26] The goal here is to understand the

[00:37:27] movements good and bad to help build

[00:37:30] a smarter workplace.

[00:37:33] I love it.

[00:37:33] A lot of cool stuff with proximity.

[00:37:35] So good for them.

[00:37:36] That's a cool company.

[00:37:40] Thatch.

[00:37:41] Thatch.

[00:37:42] Announces $38 million of series

[00:37:45] A funding to dislodge health insurance

[00:37:48] from employment, bringing a choice

[00:37:51] and affordability to consumers.

[00:37:53] Just peer a newswire.

[00:37:54] Why I found this fascinating is

[00:37:58] employers don't want to choose

[00:38:01] employees health pants.

[00:38:03] They want to offer high quality

[00:38:06] plans at a reasonable cost.

[00:38:07] Thatch makes that possible.

[00:38:10] Huge fans of this type of health

[00:38:13] insurance.

[00:38:13] So good for them.

[00:38:15] Good raise.

[00:38:16] $38 million series A.

[00:38:19] Nothing to sneeze at.

[00:38:20] So congratulations.

[00:38:21] Go get some lunch people.

[00:38:23] Yeah.

[00:38:24] Thatch.

[00:38:25] All right.

[00:38:25] Let's do airtasker.

[00:38:26] Now this is a different type of

[00:38:28] funding, which I found fascinating.

[00:38:29] So airtasker is a gig task

[00:38:32] skills marketplace.

[00:38:35] Headquartered in Australia.

[00:38:36] They're coming to the United

[00:38:37] States.

[00:38:38] So the investment that they got

[00:38:40] about 10 million is 9.75.

[00:38:42] They got from I heart radio.

[00:38:45] I heart media and televista

[00:38:47] university and Univision.

[00:38:49] And so they got media investment

[00:38:52] to fuel their U.S.

[00:38:54] growth.

[00:38:55] So this is different than

[00:38:56] traditional capital.

[00:38:58] This is media capital, meaning

[00:39:00] dollars one exchange.

[00:39:02] However, they get media to then

[00:39:04] go and fuel their U.S.

[00:39:05] growth.

[00:39:07] I like that.

[00:39:08] It's different.

[00:39:09] It's still a way.

[00:39:10] I'm like, huh, okay.

[00:39:12] It's all good until advertising

[00:39:14] rates skyrocket and then you're

[00:39:16] screwed.

[00:39:17] No, I think they're probably,

[00:39:18] I think that's probably baked

[00:39:19] into the country.

[00:39:19] I'm sure.

[00:39:22] So airtasker, look for them.

[00:39:24] I need to listen for them on

[00:39:26] media.

[00:39:27] Looks like a cool play.

[00:39:29] I went to the website.

[00:39:30] It is kind of a cool play.

[00:39:31] Well, as I'm listening and I

[00:39:33] hear the ad come across,

[00:39:35] I want to be like, I know

[00:39:37] we were there.

[00:39:38] I know where you got your

[00:39:38] money.

[00:39:40] All right.

[00:39:40] So, BME Health raises 12.5

[00:39:44] million.

[00:39:45] So the website is bme.com.

[00:39:47] B-M-E-B-E-M-E.

[00:39:49] So this is an app that provides

[00:39:51] it's a teen app.

[00:39:52] So provides a space for teens,

[00:39:54] young adults to reach out and

[00:39:57] stay close to resources.

[00:39:58] This is a mental health play.

[00:40:00] So they have check-ins.

[00:40:01] They have content for them.

[00:40:03] They have coaching live one

[00:40:05] to one coaching digital

[00:40:07] coaching.

[00:40:08] They have a whole bunch of

[00:40:09] stuff in here.

[00:40:10] So this is built to be a safe

[00:40:12] space for teens who may not

[00:40:15] have the support system around

[00:40:17] them.

[00:40:18] You know their security has got

[00:40:20] to be tied on pedophiles.

[00:40:22] And if you create a safe

[00:40:24] space for teens, dude, it's

[00:40:28] like...

[00:40:28] Oh, I wasn't thinking that.

[00:40:30] They can have private teens.

[00:40:32] That went dark pretty quick.

[00:40:35] Well, think about it.

[00:40:36] If your business model is to

[00:40:37] create a safe space for children.

[00:40:39] And there's this entire group of

[00:40:41] people that want to explain

[00:40:43] children.

[00:40:43] With you.

[00:40:45] Not with you.

[00:40:46] I just wasn't thinking that.

[00:40:48] So anyway, the company works.

[00:40:52] They work with health plan,

[00:40:53] employers, community organizations,

[00:40:56] et cetera.

[00:40:57] They're digital first.

[00:40:58] This is a team play.

[00:40:59] I love it.

[00:41:00] There's a couple of these out

[00:41:01] there.

[00:41:03] But there can be enough.

[00:41:05] So let's provide all the

[00:41:06] resources that we can.

[00:41:08] 100%.

[00:41:09] All right, we got two last

[00:41:11] funding news for this week.

[00:41:13] Skill view raised

[00:41:15] 2.8 million funding

[00:41:16] for AI based skills

[00:41:18] assessment platform for

[00:41:20] candidates and employees.

[00:41:21] This is on

[00:41:22] Yahoo Finance or

[00:41:23] finance.yahu.com.

[00:41:25] So you can go look at the

[00:41:27] story there.

[00:41:28] So what I read in this

[00:41:29] story is AI assessment

[00:41:31] of human skills does a few

[00:41:33] things.

[00:41:33] So it gives you a kind of a

[00:41:35] real time view of what you

[00:41:38] have and skills and what you

[00:41:40] need.

[00:41:40] It also trains AI on

[00:41:43] skills.

[00:41:45] Maybe even skills that

[00:41:46] AI will eventually have.

[00:41:49] So it's kind of fantastic

[00:41:51] together.

[00:41:53] We're releasing the wolf into

[00:41:55] the henhouse in a sense

[00:41:58] of AI is going to do the

[00:42:00] assessment of your skills.

[00:42:02] And they're going to tell

[00:42:03] you what you are based on

[00:42:04] your skills, where you need to

[00:42:05] go, what you need to do and

[00:42:07] all that other stuff.

[00:42:08] And it's going to report back

[00:42:09] to the company.

[00:42:09] Okay, here's where you are.

[00:42:10] Here's what your employees

[00:42:11] have, here's what they don't

[00:42:12] have, et cetera.

[00:42:13] But meanwhile, it's going

[00:42:15] to be learning skills.

[00:42:17] On the back end, it's

[00:42:19] going to its manager and

[00:42:21] asking for budget to go

[00:42:22] learn what it's got to do

[00:42:24] to replace you.

[00:42:25] Love it.

[00:42:26] 100%.

[00:42:28] Should

[00:42:29] clarify everything.

[00:42:30] Love it.

[00:42:30] Love it.

[00:42:30] On a certain level.

[00:42:31] All right.

[00:42:32] So last story is subcontractor

[00:42:34] rating and performance management

[00:42:36] platform.

[00:42:37] Tressil raises

[00:42:38] $2.3 million.

[00:42:40] It's on CNN news.

[00:42:42] So you go love this.

[00:42:43] I love this play because it gives

[00:42:45] ratings on one side and

[00:42:47] performance management to a group

[00:42:49] of people that obviously need

[00:42:51] and it's hard to get that data

[00:42:53] on both.

[00:42:54] So the ratings are for customers.

[00:42:56] So Tressil basically on the

[00:42:57] front side, here's the different

[00:42:59] subcontractors, et cetera.

[00:43:01] And here's their ratings.

[00:43:02] But on the backside, what it does

[00:43:04] differently than what I've seen in

[00:43:05] the marketplace is it helps the

[00:43:08] subcontractors understand how to

[00:43:10] get better.

[00:43:12] So I like

[00:43:13] I mean, it takes the ratings

[00:43:15] and then provides the feedback

[00:43:17] and the training or

[00:43:18] recommendation.

[00:43:19] That's it correct.

[00:43:21] So the subcontractor, if

[00:43:22] somebody rates me as a four, you

[00:43:24] will be like, all right, wait,

[00:43:25] okay, cool.

[00:43:26] But why wasn't it a five?

[00:43:27] They said this.

[00:43:29] Okay.

[00:43:30] And then all the training and

[00:43:32] first of all, now that you know

[00:43:34] what that is, you can do something

[00:43:35] with it as a subcontractor.

[00:43:36] Yeah.

[00:43:37] See that that I love the use

[00:43:39] of that.

[00:43:40] I love the use of that when

[00:43:41] you have a marketplace of 10,000

[00:43:45] contractors and

[00:43:47] whatever, 10,000

[00:43:48] employers that are rating and

[00:43:50] all this other stuff.

[00:43:52] There's no need to just dog

[00:43:53] somebody and move on.

[00:43:55] All right, let's make them better.

[00:43:57] Let's make a better workforce.

[00:43:59] I like this play.

[00:44:00] I love it.

[00:44:01] Good find.

[00:44:03] There you go.

[00:44:04] That's it.

[00:44:05] We are we're in and out.

[00:44:07] We're done.

[00:44:07] Thank you all for listening,

[00:44:09] watching, subscribe.

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[00:44:19] We'll see you coming up at

[00:44:21] HR Tech.

[00:44:22] We'll see you at FutureWorks.

[00:44:24] What else?

[00:44:25] Where else are we going to be?

[00:44:26] We'll be online.

[00:44:26] I'll stop connect.

[00:44:28] That's right in October.

[00:44:29] Yeah, so we'll see you there.