The BARF: Max, the Autonomous Recruiter, EEOC hits $$$, and Skills Gaps=25 days of loss productivity

[00:00:00] [SPEAKER_03]: Oh my goodness, Bad touching, harassment, sex, violence, fraud, threats, all things that could have been avoided.

[00:00:13] [SPEAKER_03]: If you had FAMA, stop hiring dangerous people. FAMA.io

[00:00:31] [SPEAKER_03]: What is going on everybody? Ryan Leary, William Tank up here with The BARF.

[00:00:38] [SPEAKER_03]: This is the look at the week that was so you can be prepared for the week that is. William, what's going on brother?

[00:00:47] [SPEAKER_01]: I am having a fantastic Sunday. So how are you?

[00:00:51] [SPEAKER_03]: You know what? I can't complain. There's no rain today. It is somewhat walkable outside, not much else.

[00:01:02] [SPEAKER_03]: But you had a big weekend this weekend.

[00:01:04] [SPEAKER_01]: I did. We dropped our oldest son off at the Corps of Cadets at Texas A&M.

[00:01:11] [SPEAKER_01]: That sounds so scary.

[00:01:14] [SPEAKER_01]: Well, it's the Army. So they're going through Hell Week this week and we'll see them Friday and sometimes on Saturday.

[00:01:23] [SPEAKER_03]: Already? You get to visit them?

[00:01:25] [SPEAKER_01]: Yeah, it's after Hell Week. They go through a ceremony, kind of a graduation from Hell Week because it washes some kids out.

[00:01:34] [SPEAKER_01]: In fact, the commandant during his presentation to the parents was like, you're going to get calls this week.

[00:01:44] [SPEAKER_01]: Come pick me up. You may get a delivery from your child.

[00:01:48] [SPEAKER_01]: This is not for me. Come pick me up.

[00:01:52] [SPEAKER_01]: Which I'm not worried about in terms of our son, just because Henry's been away from home at a lot of different instances in his life.

[00:02:03] [SPEAKER_01]: He's done a ton of camps and all that other stuff. Plus he's had me as a father.

[00:02:08] [SPEAKER_01]: So like he told me last night that he got screamed out about something. He couldn't even remember what he got screamed out.

[00:02:14] [SPEAKER_01]: He was like, nothing.

[00:02:18] [SPEAKER_01]: I'm like, there you go.

[00:02:20] [SPEAKER_03]: That's nice. Nice. I saw Michael posted the picture of his hair.

[00:02:26] [SPEAKER_03]: Oh yeah. So his hair is gone.

[00:02:30] [SPEAKER_01]: Welcome to the club.

[00:02:32] [SPEAKER_01]: No, they're just they're called fish. So he doesn't have a first name.

[00:02:36] [SPEAKER_01]: No one like it's as if there is no first name. So no one knows him as Henry.

[00:02:41] [SPEAKER_01]: Other than his roommate. Nice. Everyone else and you call your roommates for four years.

[00:02:48] [SPEAKER_01]: Right. So the Corps never leaves campus.

[00:02:52] [SPEAKER_01]: I mean, in terms of housing, they don't get apartments. You're there for four years.

[00:02:59] [SPEAKER_03]: So God bless them man. Thank them already for the service. Good luck.

[00:03:03] [SPEAKER_03]: 100%. Better man than I have ever been.

[00:03:06] [SPEAKER_01]: That's no crying. That was the craziest thing in the world is normally because you're going into the dorm room, putting up a bunch of stuff and it's a big process.

[00:03:16] [SPEAKER_01]: There was none of that. Like we went in.

[00:03:21] [SPEAKER_01]: My wife and him unpacked and OK. And then we like went and did stuff around campus like see you later.

[00:03:30] [SPEAKER_02]: It was two trunks. It was two like box. Yeah, I saw I saw the trunks cut and put in and that was it.

[00:03:37] [SPEAKER_02]: Nice. I remember going in. I had speakers.

[00:03:42] [SPEAKER_01]: Not a normal college experience for folks that have a normal college experience.

[00:03:47] [SPEAKER_01]: I can see the longer you spend time with your child, the more it becomes well.

[00:03:53] [SPEAKER_01]: Well, not this. This is the army. I guess. Congratulations.

[00:03:57] [SPEAKER_03]: You got one more left in the house. Yeah, enjoy that.

[00:04:03] [SPEAKER_03]: I'm sure I am fun. So why don't you kick us off?

[00:04:07] [SPEAKER_01]: We got some fun stuff to talk about. So let's do breaking news first.

[00:04:11] [SPEAKER_01]: This is the B. Have you ever wondered about H1B visas?

[00:04:16] [SPEAKER_01]: Not really. Give any thought to that. All right. So it's a lottery system.

[00:04:20] [SPEAKER_01]: Right. And for people that are outside of our country that want to work in our country and you got to be sponsored.

[00:04:28] [SPEAKER_01]: OK. So basically there's about eighty five thousand H1Bs that are available.

[00:04:35] [SPEAKER_01]: They come up through this every year. They come up through the same process and hundreds of thousands of people apply.

[00:04:42] [SPEAKER_01]: So far more people apply than there are spots.

[00:04:46] [SPEAKER_01]: So here's a new story on the business standard dot com.

[00:04:51] [SPEAKER_01]: H1H1B visa lottery decoding multiple registration scams.

[00:04:58] [SPEAKER_01]: So here's what really made me laugh, but at the same time cry because basically what what what staffing firms in India,

[00:05:09] [SPEAKER_01]: this calls out India in particular, but I'm sure it's happening elsewhere, is they would create multiple registrations for the same person.

[00:05:22] [SPEAKER_01]: So so right. Right.

[00:05:25] [SPEAKER_01]: So like you know if you're you're an engineer and you have a specialized talent and you know someone will sponsor you, et cetera.

[00:05:34] [SPEAKER_01]: Now they've got like 15 different registrations for each person.

[00:05:38] [SPEAKER_01]: So you increase your odds. That's not legal.

[00:05:42] [SPEAKER_01]: No, not legal, but it's not stupid either.

[00:05:47] [SPEAKER_01]: It was a Bloomberg. So if you want to dig into the real like how they got there, Bloomberg did the investigation.

[00:05:54] [SPEAKER_01]: So reputable source. Go check that out.

[00:05:59] [SPEAKER_01]: I kind of follow this under kind of shitty but smart in my brain.

[00:06:05] [SPEAKER_01]: It's like it that's shitty.

[00:06:07] [SPEAKER_03]: However, it's a reminder of it's for me.

[00:06:10] [SPEAKER_03]: It is a reminder of how to think outside the box and do things, you know, little differently.

[00:06:18] [SPEAKER_03]: Push push the edge a little bit.

[00:06:20] [SPEAKER_01]: Well, that's that's what you want.

[00:06:21] [SPEAKER_01]: Ultimately, until you get caught.

[00:06:24] [SPEAKER_01]: Well, hey, it works.

[00:06:28] [SPEAKER_03]: I want to take a break real quick just to let you know about a new show.

[00:06:32] [SPEAKER_03]: We've just added to the network up next at work hosted by Jean and Kate Akil of the Devin Group.

[00:06:41] [SPEAKER_03]: Fantastic show.

[00:06:42] [SPEAKER_03]: If you're looking for something that pushes the norm, pushes the boundaries, has some really spirited conversations.

[00:06:49] [SPEAKER_03]: Google up next at work.

[00:06:52] [SPEAKER_03]: Jean and Kate Akil from the Devin Group.

[00:06:56] [SPEAKER_03]: All right. There you go.

[00:06:59] [SPEAKER_03]: So Beemery is drinking its own champagne.

[00:07:04] [SPEAKER_03]: They released an independent A.I. audits their independent A.I. audit results from Warden A.I.

[00:07:12] [SPEAKER_03]: So I like that. Yeah, yeah. Good. Good for them.

[00:07:15] [SPEAKER_03]: This is a smart move for Beemery.

[00:07:16] [SPEAKER_03]: This is all about transparency.

[00:07:18] [SPEAKER_03]: It's a trust builder with their stakeholders.

[00:07:21] [SPEAKER_03]: It's a conversation that is being had within their prospect base already.

[00:07:28] [SPEAKER_03]: So why not lead the way and be seen and heard?

[00:07:31] [SPEAKER_03]: So they ran.

[00:07:32] [SPEAKER_01]: There's only there's only a few in HR tech that have independent audits.

[00:07:37] [SPEAKER_01]: It's expensive, too, by the way. Yeah.

[00:07:39] [SPEAKER_01]: So there's that part, too. Right.

[00:07:41] [SPEAKER_01]: Just like, oh, my. Well, we should do it.

[00:07:44] [SPEAKER_01]: It's several hundreds of thousands.

[00:07:46] [SPEAKER_03]: But to release it, be public with it.

[00:07:48] [SPEAKER_03]: Fantastic. Good for them.

[00:07:51] [SPEAKER_03]: They ran both and I'm not I am no expert into don't ask me any questions.

[00:07:54] [SPEAKER_03]: They ran both the disparate and counterfactual analysis.

[00:07:59] [SPEAKER_03]: In both cases, the audit came back with no significant bias in their process.

[00:08:05] [SPEAKER_03]: That's great.

[00:08:05] [SPEAKER_03]: Take that for what you will.

[00:08:07] [SPEAKER_03]: But kudos to them for doing this again.

[00:08:10] [SPEAKER_03]: They did this last year as well.

[00:08:13] [SPEAKER_03]: But I mean, I think for me, when you want to be a leader in anything,

[00:08:18] [SPEAKER_03]: then you need to break through what you always say the status quo.

[00:08:21] [SPEAKER_03]: And I think this is a big step in that in that direction.

[00:08:26] [SPEAKER_03]: So kudos to Beamer and less.

[00:08:29] [SPEAKER_03]: I would like to see more tech in the space.

[00:08:32] [SPEAKER_03]: More companies do this.

[00:08:33] [SPEAKER_01]: I think it's going to be mandatory at a certain point that people will say,

[00:08:38] [SPEAKER_01]: just like your audited financials at a certain point,

[00:08:41] [SPEAKER_01]: people are going to say, well, you're audited for AI.

[00:08:44] [SPEAKER_01]: And again, you can fix it.

[00:08:46] [SPEAKER_01]: That's the whole point of an audit.

[00:08:48] [SPEAKER_03]: Right. That's something wrong.

[00:08:51] [SPEAKER_03]: I get it. You're nervous to release results, but it works always.

[00:08:56] [SPEAKER_01]: Yeah. All right.

[00:08:57] [SPEAKER_01]: Let me tell you a little bit about Metta.

[00:09:00] [SPEAKER_01]: Metta pays one point four billion.

[00:09:04] [SPEAKER_01]: And a settlement with Texas over the use of facial recognition software.

[00:09:10] [SPEAKER_01]: Yeah, no joke.

[00:09:12] [SPEAKER_01]: The lawsuit alleges that the social media giant has collected the

[00:09:17] [SPEAKER_01]: biometric data of millions of citizens without their consent.

[00:09:23] [SPEAKER_01]: Wow. This was on spice works.

[00:09:26] [SPEAKER_01]: So good for this gets Ken Paxson or AG who's crazy.

[00:09:32] [SPEAKER_01]: Not shocking or governor's crazy or AG is crazy.

[00:09:36] [SPEAKER_01]: But anyhow, he's the one that filed this.

[00:09:37] [SPEAKER_01]: He's the one that was behind this suit.

[00:09:39] [SPEAKER_01]: One point four billion dollars.

[00:09:41] [SPEAKER_01]: That's no chump change.

[00:09:43] [SPEAKER_03]: Where does the money go?

[00:09:44] [SPEAKER_03]: That's what I want to know.

[00:09:47] [SPEAKER_01]: Oh, I'm sure it's going to go into, you know, stuff.

[00:09:51] [SPEAKER_01]: Yeah.

[00:09:53] [SPEAKER_03]: The AG takes up a 40 million dollar mansion.

[00:09:56] [SPEAKER_01]: Yeah.

[00:09:57] [SPEAKER_01]: Well, and he has been accused of fraud.

[00:10:01] [SPEAKER_01]: Well, yeah, lawsuits against him.

[00:10:04] [SPEAKER_01]: So no, I don't think it will be.

[00:10:06] [SPEAKER_01]: I think it will actually go into fun other types of Texas programs that

[00:10:11] [SPEAKER_01]: no one likes other than.

[00:10:13] [SPEAKER_01]: But so found this article on spice works, which is a really cool site.

[00:10:19] [SPEAKER_01]: So go take a look at it.

[00:10:20] [SPEAKER_01]: But what it reminded me of is that the data that we collect from employees,

[00:10:26] [SPEAKER_01]: both how we collect that data, but also what we do with that data.

[00:10:33] [SPEAKER_01]: Because I also saw another article in a different place about hackers are

[00:10:37] [SPEAKER_01]: now starting to target enterprise software like never before.

[00:10:42] [SPEAKER_01]: Like they've seen an uptick that was on White Hat, but basically an

[00:10:46] [SPEAKER_01]: uptick in the attacks on enterprise software.

[00:10:52] [SPEAKER_01]: So again, this is one of those deals where buyers beware and asking for

[00:10:58] [SPEAKER_01]: like what you said with B Marie audited.

[00:11:01] [SPEAKER_01]: I we've also got they've got to have a I think a more of a I.T.

[00:11:08] [SPEAKER_01]: does this really well.

[00:11:09] [SPEAKER_01]: But H.R. because of SAS, we haven't really kind of grown that muscle

[00:11:13] [SPEAKER_01]: memory of talking about security and privacy.

[00:11:18] [SPEAKER_01]: Right. With with what we just learned with Metta because of what they did.

[00:11:22] [SPEAKER_01]: OK, check.

[00:11:23] [SPEAKER_01]: But also when hackers going after enterprise software more, we're going

[00:11:27] [SPEAKER_01]: to see more data being leaked.

[00:11:30] [SPEAKER_01]: So we've got it puts a little bit more of an onus on H.R., which is a

[00:11:35] [SPEAKER_01]: good thing. It's not a bad thing.

[00:11:37] [SPEAKER_01]: Just in your buying in your buying process, there's got to be a part

[00:11:41] [SPEAKER_01]: of the RFP or part of the conversation that says, OK, tell us about security.

[00:11:45] [SPEAKER_01]: Right. Tell us about privacy.

[00:11:47] [SPEAKER_01]: Tell us about when you get hacked.

[00:11:49] [SPEAKER_01]: Not if you get hacked.

[00:11:51] [SPEAKER_01]: When you get hacked, what's the what's the process?

[00:11:54] [SPEAKER_01]: Right. And so that's what it really yes, it's one point four billion

[00:11:58] [SPEAKER_01]: to the true to Texas for things that they weren't supposed to be doing.

[00:12:02] [SPEAKER_01]: But it really is more of a bigger story about, OK, this should change

[00:12:07] [SPEAKER_01]: our buyer behavior of enterprise software.

[00:12:09] [SPEAKER_03]: Right. All right.

[00:12:13] [SPEAKER_03]: So first off, big shout out to DayForce.

[00:12:16] [SPEAKER_03]: I want to say this earlier.

[00:12:18] [SPEAKER_03]: DayForce wallet surpasses four billion dollars in payroll delivered.

[00:12:24] [SPEAKER_03]: Congrats to achieving a milestone.

[00:12:27] [SPEAKER_03]: That's a lot of money going through payroll.

[00:12:30] [SPEAKER_01]: Do we learn that?

[00:12:31] [SPEAKER_01]: I think last year at Insights, right?

[00:12:34] [SPEAKER_01]: With DayForce, yeah.

[00:12:36] [SPEAKER_01]: So when we learn that, I don't think there's fees on either side.

[00:12:40] [SPEAKER_01]: Right. I don't remember.

[00:12:42] [SPEAKER_01]: It's good question.

[00:12:43] [SPEAKER_01]: I don't think so.

[00:12:44] [SPEAKER_03]: I think it's.

[00:12:45] [SPEAKER_01]: I don't think there's fees.

[00:12:46] [SPEAKER_01]: Yeah, I think it's feeless on both sides for the employer and the employee.

[00:12:49] [SPEAKER_01]: Yeah, it's their money.

[00:12:50] [SPEAKER_01]: They're just processing and doing their thing.

[00:12:52] [SPEAKER_01]: OK. Yeah, we can look at we can look at we can look at that.

[00:12:55] [SPEAKER_03]: So all right.

[00:12:56] [SPEAKER_03]: What do you see?

[00:12:57] [SPEAKER_03]: I did this last week, just kind of a rundown of the lawsuits

[00:13:02] [SPEAKER_03]: and settlements because there's always a lot.

[00:13:05] [SPEAKER_03]: So I'm going to run through and let's see if we can pick one out here.

[00:13:08] [SPEAKER_03]: Radiant Services to pay one point one million for hiring discrimination based on race, national origin and sex.

[00:13:17] [SPEAKER_03]: Yeah, nice.

[00:13:18] [SPEAKER_03]: Charlotte IHOP is paying a is paying 40K for religious discrimination.

[00:13:26] [SPEAKER_03]: Innovative Service Northwest to pay one hundred and thirty six five in a disability lawsuit.

[00:13:33] [SPEAKER_03]: Pro Palette pays just 50K in a retaliation suit.

[00:13:37] [SPEAKER_03]: Not bad.

[00:13:38] [SPEAKER_03]: Third Bench pays one hundred and sixty five in retaliation and Walmart, your best friend, is paying 75K in a disability discrimination lawsuit.

[00:13:50] [SPEAKER_01]: Probably that's probably ADA related.

[00:13:54] [SPEAKER_01]: You'll be with some of these.

[00:13:56] [SPEAKER_01]: It'd be really like the religious discrimination in Charlotte on the IHOP.

[00:14:00] [SPEAKER_01]: I'd really like to know what that was.

[00:14:02] [SPEAKER_01]: Yeah, like I'm curious about OK, is that is that we don't want people to wear crosses?

[00:14:09] [SPEAKER_01]: Is it atheist?

[00:14:11] [SPEAKER_01]: We don't like atheists at our show.

[00:14:13] [SPEAKER_01]: I can't throw it.

[00:14:15] [SPEAKER_01]: I would love to know like, OK, you can't wear your whatever coverings and things like that.

[00:14:21] [SPEAKER_01]: Like what is that bit?

[00:14:23] [SPEAKER_03]: Yeah, you know, since I've been grabbing them in aggregate and not digging into each individual story, you know, it's sometimes it's hard to find.

[00:14:34] [SPEAKER_03]: It is.

[00:14:35] [SPEAKER_03]: I'm looking at the sheer amount and I know this isn't all of them, but the sheer amount of EEOC claims and suits and fines and penalties.

[00:14:46] [SPEAKER_03]: It's outstanding.

[00:14:48] [SPEAKER_03]: Like it is just ridiculous.

[00:14:50] [SPEAKER_03]: The amount that is out there.

[00:14:51] [SPEAKER_01]: This is one of the things that keeps HR up at night is because they put the things in play too so that you don't do these things, but then employees do them.

[00:15:01] [SPEAKER_01]: Yeah, and then they get caught in the lawsuit.

[00:15:04] [SPEAKER_01]: You know, then it goes through the process.

[00:15:06] [SPEAKER_01]: So, you know, at a certain point, you know, there is an HR leader at any of these HR competent HR leader at any one of these places that didn't lay down the proper way to do things.

[00:15:20] [SPEAKER_03]: I would so my recommendation, go check out the EEOC website, whether you're an HR.

[00:15:24] [SPEAKER_01]: Oh, yeah.

[00:15:25] [SPEAKER_01]: If you're listening, it's fascinating the amount of things that are there.

[00:15:30] [SPEAKER_01]: EEOC.gov.

[00:15:31] [SPEAKER_01]: Shocking, not shocking, but yeah, I mean, there's always stuff there and there's always going to be stuff that wouldn't, you know, people do what they're going to do.

[00:15:42] [SPEAKER_01]: All right.

[00:15:44] [SPEAKER_01]: It's getting harder for companies to keep politics out of the workplace.

[00:15:49] [SPEAKER_01]: Employers teach de-escalation techniques as divisive, divisive.

[00:15:57] [SPEAKER_01]: Political discussions become almost impossible to avoid.

[00:16:01] [SPEAKER_01]: So this was in the Wall Street Journal.

[00:16:03] [SPEAKER_01]: So, you know, when something hits the Wall Street Journal, you know that it's serious.

[00:16:10] [SPEAKER_01]: So my when I when I was reading it, I'm thinking to myself, good fucking luck trying to keep discussions out of the workplace because it's so subtle.

[00:16:21] [SPEAKER_01]: Yeah.

[00:16:21] [SPEAKER_01]: Like like I was thinking about like what stickers people have on their cars and what churches they attend and what sports kids play like all this stuff.

[00:16:30] [SPEAKER_03]: Are they wearing a pin?

[00:16:33] [SPEAKER_01]: Exactly.

[00:16:34] [SPEAKER_01]: Are they wearing a pin and I don't wear a pin or wear a pin incorrectly?

[00:16:37] [SPEAKER_01]: Yeah, OK.

[00:16:37] [SPEAKER_03]: Is your hair part of the right?

[00:16:40] [SPEAKER_01]: Everything has been politicized and it probably always was.

[00:16:44] [SPEAKER_01]: We've just become more aware that everything's politicized.

[00:16:48] [SPEAKER_01]: OK, so I think as I read the article, I'm thinking they're talking about how to keep it out.

[00:16:55] [SPEAKER_01]: And it reminds me of the war on drugs and the war on drugs simply put was a war on the supply side of drugs.

[00:17:08] [SPEAKER_01]: So what we're going to do is make it harder for people to get drugs rather than the demand side of drugs, meaning why do you want drugs?

[00:17:21] [SPEAKER_01]: Had we spent in my in my humble opinion, if we would have spent the amount of money that we have since the 80s on the war on drugs, not on the supply side, but on the demand side, put therapy centers on every quarter.

[00:17:36] [SPEAKER_01]: Then we wouldn't have problems with drugs.

[00:17:40] [SPEAKER_01]: I think that essentially the same thing needs to happen here.

[00:17:45] [SPEAKER_01]: Trying to stop politics at work is just I don't think you're ever going to be able to do it.

[00:17:52] [SPEAKER_01]: A B, once you just take that energy and focus people on civil discourse and how to respect opposing views.

[00:18:00] [SPEAKER_01]: So instead of trying to keep it out, you're creating a lot of rules like I can't talk about Trump.

[00:18:07] [SPEAKER_01]: OK, well, you know what?

[00:18:08] [SPEAKER_01]: It's like some holistic shit you're talking about here.

[00:18:11] [SPEAKER_01]: Oh, yeah, no, definitely.

[00:18:13] [SPEAKER_01]: Definitely after a couple of edibles.

[00:18:14] [SPEAKER_01]: Here's the thoughts that come out.

[00:18:16] [SPEAKER_01]: So the idea is is stop focusing on keeping it out.

[00:18:21] [SPEAKER_01]: Focus more on teaching your employees.

[00:18:24] [SPEAKER_01]: Hey, how do you have a conversation?

[00:18:25] [SPEAKER_01]: How do you have a debate?

[00:18:26] [SPEAKER_01]: How do you have this?

[00:18:27] No.

[00:18:28] [SPEAKER_03]: Hey, I mean, you have a beautiful way of saying it.

[00:18:34] [SPEAKER_03]: Me? Yeah.

[00:18:35] [SPEAKER_01]: So you don't just be normal.

[00:18:38] [SPEAKER_01]: Just be normal.

[00:18:40] [SPEAKER_01]: But see, the thing is, is if we teach our employees civil discourse or we teach them debate and we teach them to respect most importantly, respect opposing views.

[00:18:50] [SPEAKER_01]: Right. Like this is Voltaire 101.

[00:18:53] [SPEAKER_01]: Right. So I don't agree with you, but I agree with the fact that you have to have an opinion and I will defend that that you have to have an opinion.

[00:19:02] [SPEAKER_01]: Yeah, we don't have to agree.

[00:19:04] [SPEAKER_01]: In fact, I don't think you should agree.

[00:19:06] [SPEAKER_01]: You need to have a little bit of conflict.

[00:19:09] [SPEAKER_01]: So, you know, Wall Street Journal.

[00:19:11] [SPEAKER_01]: Take a look at it.

[00:19:13] [SPEAKER_01]: It's actually it's fascinating the way they framed it up in terms of keeping politics out of work.

[00:19:19] [SPEAKER_01]: I think that's wrong.

[00:19:21] [SPEAKER_01]: I mean, I think that approach has already been tried.

[00:19:25] [SPEAKER_01]: I think it's a failed bit.

[00:19:27] [SPEAKER_01]: I think we should be teaching them how to how to actually bring it in.

[00:19:31] [SPEAKER_01]: Like, come on.

[00:19:32] [SPEAKER_03]: Bring it in.

[00:19:33] [SPEAKER_01]: How to have conversations without killing somebody.

[00:19:36] [SPEAKER_03]: All right.

[00:19:37] [SPEAKER_03]: So I do want to go back to Radiant.

[00:19:40] [SPEAKER_03]: I did mean to talk about the Radiant Corp.

[00:19:44] [SPEAKER_03]: So they were paying one point one million.

[00:19:47] [SPEAKER_03]: This is from the EEOC.

[00:19:48] [SPEAKER_03]: They're paying one point one million to settle the lawsuit for hiring discrimination for race, race, national origin, sex.

[00:19:55] [SPEAKER_03]: So the the the details here since 2015, the company allegedly has failed to hire black, Asian and white non Hispanics for low skilled positions and segregated jobs by sex.

[00:20:16] [SPEAKER_01]: That's a double whammy right there.

[00:20:18] [SPEAKER_01]: Yeah.

[00:20:19] [SPEAKER_01]: So first of all, you're not going to hire Brown.

[00:20:21] [SPEAKER_01]: Got it.

[00:20:23] [SPEAKER_01]: Secondly, you're going to have women doing.

[00:20:26] Yeah.

[00:20:27] [SPEAKER_01]: Dude, that's so wrong.

[00:20:28] [SPEAKER_01]: Now, a quick question.

[00:20:30] [SPEAKER_01]: If they've settled, can we take away the word allegedly?

[00:20:35] [SPEAKER_03]: I don't know.

[00:20:37] [SPEAKER_03]: I mean, settle doesn't admit guilt, right?

[00:20:41] [SPEAKER_03]: I mean, it just says, I don't know.

[00:20:43] [SPEAKER_03]: I don't know.

[00:20:44] [SPEAKER_03]: I'm not a lawyer.

[00:20:45] [SPEAKER_03]: I'm just saying.

[00:20:45] [SPEAKER_03]: That's that when I hear settled, regardless of what the definition is, when I hear settled, I hear they want to deal with the bullshit.

[00:20:53] [SPEAKER_03]: Oh my goodness.

[00:20:55] [SPEAKER_03]: Bad touching harassment, sex, violence, fraud, threats, all things that could have been avoided.

[00:21:06] [SPEAKER_03]: If you had Fama, stop hiring dangerous people.

[00:21:12] [SPEAKER_03]: Fama.

[00:21:13] [SPEAKER_03]: I.

[00:21:14] [SPEAKER_01]: Oh, that's right.

[00:21:16] [SPEAKER_01]: Well, it probably it's easier to pay one point one just to get done with it.

[00:21:20] [SPEAKER_01]: It's cheaper.

[00:21:21] [SPEAKER_01]: But this is just again, bad actors doing bad things.

[00:21:25] [SPEAKER_01]: Yeah.

[00:21:26] [SPEAKER_01]: Followed under fathered under that file.

[00:21:29] [SPEAKER_01]: But they got the double whammy of both the race discrimination as well as sex discrimination.

[00:21:34] [SPEAKER_01]: So I'm glad they got caught.

[00:21:37] [SPEAKER_01]: I'm glad they had to pay a fine.

[00:21:38] [SPEAKER_01]: I hope they fix it.

[00:21:40] [SPEAKER_01]: All right.

[00:21:40] [SPEAKER_01]: Ryan, the summer job is back.

[00:21:43] [SPEAKER_01]: I know you know this.

[00:21:44] [SPEAKER_01]: Teens enter the labor force as employers dish out higher wages and perks.

[00:21:50] [SPEAKER_01]: This was on CNBC.

[00:21:52] [SPEAKER_01]: So one of the things, the data points that it was fascinating to me is they went from eleven fifty in 2020 to fifteen fifty in twenty twenty four.

[00:22:07] [SPEAKER_01]: That's four dollars.

[00:22:08] [SPEAKER_01]: Right over four years.

[00:22:09] [SPEAKER_01]: That data is coming from gusto, by the way, the dollar a year raise seems about right again.

[00:22:17] [SPEAKER_01]: I think we've been underpaying teen talent forever.

[00:22:22] [SPEAKER_01]: So but what it with the article and what the whole trend where does it tap out?

[00:22:30] [SPEAKER_01]: At what point is it not a dollar a year?

[00:22:33] [SPEAKER_01]: Because right now it's just OK, we went from eleven fifty to fifteen fifty.

[00:22:37] [SPEAKER_01]: OK, totally get it.

[00:22:39] [SPEAKER_01]: Where is it?

[00:22:39] [SPEAKER_01]: Twenty five, six, seven, eight, nine, thirty is where does that tap out?

[00:22:45] [SPEAKER_01]: It's just like, OK, we can't we can't go any higher or does it just increase what you pay at the register?

[00:22:53] [SPEAKER_01]: Because now is that just more of a cost factor in what you buy at your grocery store or wherever?

[00:23:01] [SPEAKER_03]: Yeah, it's an interesting.

[00:23:05] [SPEAKER_03]: It's an interesting conversation and I'm living it now.

[00:23:09] [SPEAKER_03]: Right. With with one of my of my daughters and.

[00:23:15] [SPEAKER_03]: It's interesting. So when I grew up, when we grew up, it was yeah, go make five bucks an hour, seven.

[00:23:22] [SPEAKER_03]: Like that's good. You're you're a kid. What do you need?

[00:23:26] [SPEAKER_03]: Right. Just go make a little bit of money, get the experience scratch.

[00:23:29] [SPEAKER_03]: But when I look back at that, even though I was just pushing carts now, maybe because it's me, I wanted to be the best damn cart pusher.

[00:23:41] [SPEAKER_03]: I am. I wanted to make sure they were aligned and this and that.

[00:23:44] [SPEAKER_03]: But that was besides the point. Why should I?

[00:23:49] [SPEAKER_03]: Get paid less because I'm fifteen. Right.

[00:23:53] [SPEAKER_03]: If I'm doing a great job, right, let's just say I started at forty.

[00:23:56] [SPEAKER_03]: Child labor laws in place for a reason. Right. Yeah, I was fourteen.

[00:24:01] [SPEAKER_03]: Now I'm sixteen. I've got two years of experience.

[00:24:04] [SPEAKER_03]: Why should I get paid? Because you know, as a teen, because you feel that I should just be getting a little bit of money.

[00:24:12] [SPEAKER_03]: Well, I could be just as good as the thirty five year old stocking shelves.

[00:24:15] [SPEAKER_03]: In fact, I could probably be better and faster and more nimble at it.

[00:24:21] [SPEAKER_03]: But when I look at my daughter, for example, she's they actually cut the rates where she and now I'm kind of in this predicament.

[00:24:32] [SPEAKER_03]: I'm having this conversation with her because it's still good money.

[00:24:35] [SPEAKER_03]: They were they were paying the lifeguards at the one place, seventeen dollars and change or seventeen.

[00:24:40] [SPEAKER_03]: Now they're coming down to fifteen.

[00:24:43] [SPEAKER_03]: She's been there for a piece for the fall.

[00:24:46] [SPEAKER_03]: Is that because this is all winter and spring? Yeah.

[00:24:49] [SPEAKER_03]: Now she's been working there for a couple of years at the seventeen and going up.

[00:24:54] [SPEAKER_03]: And now they're coming back down.

[00:24:56] [SPEAKER_03]: She's like, I don't want to work there.

[00:24:59] [SPEAKER_03]: But it's still fifteen dollars an hour. Yeah.

[00:25:03] [SPEAKER_03]: You're not going to get that somewhere else. I don't know that to be true.

[00:25:07] [SPEAKER_03]: Well, I don't know. True. But this is the conversation I'm having currently.

[00:25:11] [SPEAKER_03]: Like, yeah, this is a difficult decision because what I take two dollars less an hour to do the same.

[00:25:17] [SPEAKER_03]: Well, hell no. Right.

[00:25:20] [SPEAKER_03]: No. So my advice to her. Nor should you.

[00:25:22] [SPEAKER_03]: No. And my advice to her was if you go somewhere else and you make less money, I'm OK with that.

[00:25:29] [SPEAKER_03]: As long as you're OK with that is the principle of it.

[00:25:32] [SPEAKER_03]: Why would I do the same job that I've been doing for a couple of years?

[00:25:35] [SPEAKER_03]: And you're going to cut my hours, not even cut the hours.

[00:25:38] [SPEAKER_01]: You're going to cut because of their seasonality, because the seasonality of a pool is there's more demand.

[00:25:45] [SPEAKER_01]: I either getting more fees, they're probably getting more.

[00:25:47] [SPEAKER_01]: I'm not probably they're getting more revenue and some hours don't cut my rate.

[00:25:52] [SPEAKER_01]: Right. So there's a different way to deal with that.

[00:25:55] [SPEAKER_01]: And it's it's exactly what you said. Keep your rate the same.

[00:25:57] [SPEAKER_03]: Cut your hours anyhow. Yeah.

[00:25:59] [SPEAKER_03]: So yeah, I'm right in the in the middle of that.

[00:26:04] [SPEAKER_01]: So our acquisitions, how do you kick us off?

[00:26:08] [SPEAKER_01]: I think you've got to be you're going to tell us a little bit about Eventbrite.

[00:26:12] [SPEAKER_03]: Oh, Eventbrite has our friends at Eventbrite.

[00:26:16] [SPEAKER_03]: So this story caught my eye because so they're doing the layoff, right?

[00:26:20] [SPEAKER_03]: So not nothing crazy here. They're doing a layoff.

[00:26:24] [SPEAKER_03]: I wasn't I guess I don't look at Eventbrite as like this massive player in space.

[00:26:30] [SPEAKER_03]: They've been around forever, but they're kind of lame.

[00:26:33] [SPEAKER_03]: There's they don't hear of Eventbrite and think innovation.

[00:26:37] [SPEAKER_03]: So this is their second cut in the last couple of years.

[00:26:43] [SPEAKER_03]: This time they're doing 100 employees, so it's about 11 percent of their of their staff.

[00:26:49] [SPEAKER_01]: It's about about a thousand employees. Yeah, about a thousand employees.

[00:26:54] [SPEAKER_03]: Of course, you know, they're trying to talk about, you know,

[00:26:57] [SPEAKER_03]: how they're working hard to help them on the on the exit.

[00:27:00] [SPEAKER_03]: It's going to spend about seven million dollars in severance for the hundred employees.

[00:27:05] [SPEAKER_03]: What I was pretty cool, I guess what I was shocked at.

[00:27:11] [SPEAKER_03]: So their revenue, their net revenue was eighty four point six million,

[00:27:17] [SPEAKER_03]: which is seven percent year over year up for the for the company year over year.

[00:27:23] [SPEAKER_03]: But ticket sales.

[00:27:24] [SPEAKER_03]: So for what they sell tickets to was down six percent, which is about 50 million down.

[00:27:31] [SPEAKER_03]: So anywho, all this to say that they have brought in ex meta executive Samantha Wu as their new CMO.

[00:27:41] [SPEAKER_03]: Makes sense because their challenge has been the ability to attract and retain creators to use a platform for ticketing and and all of that.

[00:27:53] [SPEAKER_03]: So sounds like this. Yeah.

[00:27:54] [SPEAKER_01]: This part, first of all, layoffs. So got it.

[00:27:59] [SPEAKER_01]: Best part of this whole thing is that there's they put seven million dollars in service.

[00:28:05] [SPEAKER_01]: That's that's I love hearing that because a lot of people get to that point where they have to make a cut.

[00:28:10] [SPEAKER_01]: They don't have they they don't put aside enough money for getting people onto their next thing.

[00:28:17] [SPEAKER_01]: So good for them. Yep. On that front.

[00:28:22] [SPEAKER_01]: Now, right on. No, we will move on to how companies can take a global approach to a ethics.

[00:28:32] [SPEAKER_01]: It's tying back to your Bimmery bit early.

[00:28:36] [SPEAKER_01]: This is Harvard Business Review. So you can take a look at this and while reading this article,

[00:28:42] [SPEAKER_01]: I immediately thought about how H.R. should drive this train and what a wonderful opportunity it would be for talent professionals

[00:28:51] [SPEAKER_01]: to impact the business positively.

[00:28:55] [SPEAKER_01]: So think of it like this. My father used to do this, but you're either on the train or off train.

[00:29:00] [SPEAKER_01]: Right. But I modified it slightly to you're either on the train or off the train driving the train or being run over by the train.

[00:29:09] [SPEAKER_01]: So and of course, I just made that up.

[00:29:11] [SPEAKER_01]: I think they should drive the train in a and especially as it relates to people, anything people related.

[00:29:22] [SPEAKER_01]: They might not be able to drive the AI for the company, but either it touches people in any facet.

[00:29:29] [SPEAKER_01]: I think they should be able to jump in there.

[00:29:32] [SPEAKER_01]: But again, it gets this. How do you bring an ethical way?

[00:29:36] [SPEAKER_01]: You talked about audited. Ethical are completely different.

[00:29:40] [SPEAKER_01]: Similar. How does H.R. and recruiting?

[00:29:44] [SPEAKER_01]: How do they get in there and put their own fingerprints on ethical AI?

[00:29:50] [SPEAKER_01]: And they're going to have to jump in feet first, in my opinion.

[00:29:55] [SPEAKER_01]: So that's that. It's on Harvard Business Review, HBR.org.

[00:29:59] [SPEAKER_01]: Go take a look at the full article because it is quite fascinating about AI and ethics.

[00:30:04] [SPEAKER_01]: So H.R. recruiters go get involved.

[00:30:09] [SPEAKER_03]: I've been trying to jump to acquisitions for ever.

[00:30:12] [SPEAKER_03]: I don't know why. I'm just so excited about the acquisitions this week.

[00:30:17] [SPEAKER_01]: There's no judgment coming from me.

[00:30:19] [SPEAKER_02]: No, no, no. But guess what we're doing right now?

[00:30:23] [SPEAKER_01]: Acquisitions. Let's do acquisitions.

[00:30:25] [SPEAKER_01]: All right. M-PAY acquires SDP, Southland Data Processing, to enhance payroll and HCM solutions.

[00:30:36] [SPEAKER_01]: This is on SiliconValleyJournals.com. You can go look at the story.

[00:30:40] [SPEAKER_01]: This is fish eating fish.

[00:30:41] [SPEAKER_01]: That position is set to strengthen M-PAYs, position in the market

[00:30:49] [SPEAKER_01]: by integrating some of what SDP's expertise and expanding their capabilities.

[00:30:56] [SPEAKER_01]: So terms not disclosed on this acquisition.

[00:30:58] [SPEAKER_01]: So there's that. But good for M-PAY, good for SDP and all involved.

[00:31:07] [SPEAKER_03]: So there you go.

[00:31:09] [SPEAKER_03]: All right. ZipRecruiter, we're both looking at this this week.

[00:31:13] [SPEAKER_03]: ZipRecruiter acquires UK-based Break Room to expand in the U.S.

[00:31:19] [SPEAKER_03]: So Break Room is, they provide job seekers with insights into things like pay, working conditions, company culture, through ratings.

[00:31:30] [SPEAKER_03]: Right? So this is a ratings play.

[00:31:33] [SPEAKER_03]: So on their site it says that they contrast with traditional employee review sites,

[00:31:41] [SPEAKER_03]: a la the Indeeds and Glass Doors of the world.

[00:31:46] [SPEAKER_03]: So curious here to get your take.

[00:31:48] [SPEAKER_03]: They're not mentioning them by name, but is this a stab at it to go after this?

[00:31:54] [SPEAKER_03]: I know they're looking to do it in a different way where it's not just vomiting on the employer,

[00:31:59] [SPEAKER_01]: but actually providing real truthful insight.

[00:32:02] [SPEAKER_01]: There's been a couple plays that have gone after this, comparably being probably one of the most notable,

[00:32:06] [SPEAKER_01]: is they looked at culture. So compensation, culture.

[00:32:11] [SPEAKER_01]: They looked at some other facets than Glassdoor.

[00:32:14] [SPEAKER_01]: There's a reason to recruit Holdings purchased Glassdoor and has integrated Glassdoor.

[00:32:23] [SPEAKER_01]: Glassdoor still operates separately than Indeed.

[00:32:26] [SPEAKER_01]: But the idea is that on the back end they're sharing data for both sides.

[00:32:32] [SPEAKER_01]: So this does get for me, I think it's a good move for ZipRecruiter.

[00:32:35] [SPEAKER_01]: It edges them closer to having more solutions to sell clients.

[00:32:41] [SPEAKER_01]: So they've got jobs they can sell.

[00:32:43] [SPEAKER_01]: So now what else can they sell to them?

[00:32:46] [SPEAKER_01]: And I think that's probably what investors are looking for, is okay you need to expand your revenue streams.

[00:32:52] [SPEAKER_01]: So this is a great acquisition because somebody has already gotten the bit up and rolling

[00:32:56] [SPEAKER_01]: and it's moving and now you put the power of ZipRecruiter behind it.

[00:33:03] [SPEAKER_01]: I think it's great for them.

[00:33:05] [SPEAKER_01]: I think it's great for the folks at Break Room in terms of an exit.

[00:33:11] [SPEAKER_01]: So yeah, good acquisition, solid use of money.

[00:33:17] [SPEAKER_01]: Ryan, are we already to the Rs?

[00:33:18] [SPEAKER_02]: We are. I was so excited to get to acquisitions.

[00:33:23] [SPEAKER_01]: No, that's fine. Well now we're on research.

[00:33:28] [SPEAKER_01]: We've talked several weeks in a row about DEI.

[00:33:30] [SPEAKER_01]: But I found a study that talked a little bit about DEI backlash and what employees really think.

[00:33:38] [SPEAKER_01]: This is Sarah Mount.

[00:33:40] [SPEAKER_01]: This is their 2024 DEI National Survey.

[00:33:45] [SPEAKER_01]: That's SarahMount.

[00:33:49] [SPEAKER_01]: You can find they've got all kinds of insights.

[00:33:53] [SPEAKER_01]: So as I looked at their study, as I looked at the findings in particular, it's like, okay, wait a minute.

[00:33:59] [SPEAKER_01]: The findings are interesting.

[00:34:02] [SPEAKER_01]: I'm going to go through about four data points in a second.

[00:34:06] [SPEAKER_01]: They're inconsistent.

[00:34:08] [SPEAKER_01]: And what it got me to think about is how do we define inclusive?

[00:34:12] [SPEAKER_01]: What's our working definition of inclusive and inclusivity?

[00:34:18] [SPEAKER_01]: Like you might view inclusive differently than I do.

[00:34:22] [SPEAKER_01]: We might define it differently.

[00:34:25] [SPEAKER_03]: I think it's a little subjective.

[00:34:27] [SPEAKER_01]: It seems like this might.

[00:34:30] [SPEAKER_01]: So let me give you a couple of data points because it's the consistency part really cut through me.

[00:34:35] [SPEAKER_01]: So 76 percent of the respondents agree with the statement.

[00:34:40] [SPEAKER_01]: I am committed to helping my company fight racism and justice within the organization compared to 83 percent 2021.

[00:34:48] [SPEAKER_01]: So that number went down.

[00:34:49] [SPEAKER_01]: That's seven points in a couple of years.

[00:34:52] [SPEAKER_01]: So that's the employees perception of their of they are going to help their company with those things.

[00:35:01] [SPEAKER_01]: Now, the next 47 percent of employees agree with the statement.

[00:35:05] [SPEAKER_01]: I feel the focus on D.I. is blown out of proportion.

[00:35:12] [SPEAKER_03]: So we have details on what they mean by blown out of proportion.

[00:35:17] [SPEAKER_01]: I think it's talked about too much.

[00:35:19] [SPEAKER_01]: I think that's the way that that was phrase was just it's just interesting.

[00:35:24] [SPEAKER_01]: We talk about it too much.

[00:35:26] [SPEAKER_01]: OK, third thing, 78 percent indicate it's very important for their company to be an inclusive organization.

[00:35:34] [SPEAKER_01]: OK, that tracks with the first thing like, OK, all right.

[00:35:38] [SPEAKER_01]: Compared to 2021, fewer employees now view their direct managers and senior leaders as inclusive.

[00:35:46] [SPEAKER_01]: So. Which is it like which which which like which lane are we following?

[00:35:54] [SPEAKER_01]: And what I believe is happening as I look at all the data is I think it's there's no one actually in this particular survey.

[00:36:02] [SPEAKER_01]: I don't think that they define this is what inclusive is and means now.

[00:36:08] [SPEAKER_01]: Like, I do like that they do statements.

[00:36:10] [SPEAKER_01]: I actually appreciate that.

[00:36:12] [SPEAKER_01]: I just didn't see any consistency.

[00:36:14] [SPEAKER_01]: So I want other people to go look at the study and then message me where I was wrong, because clearly there is some some consistency that I just couldn't figure it out.

[00:36:25] [SPEAKER_01]: So go to Sarah Mountain dot com, go into their research area, insights area, take a look at it, and then please tell me like what I got wrong here.

[00:36:36] [SPEAKER_01]: So there you go.

[00:36:37] [SPEAKER_03]: That's interesting.

[00:36:40] [SPEAKER_03]: I think I feel I felt this way, not with inclusivity, but I just felt the company's mission.

[00:36:49] [SPEAKER_03]: When I was in corporate, the company's mission wasn't my mission.

[00:36:55] [SPEAKER_03]: Right. I worked at the company to get a paycheck.

[00:36:59] [SPEAKER_03]: Right. I had to pay for my family, raise the kids, all that stuff.

[00:37:03] [SPEAKER_03]: Did I like the company?

[00:37:05] [SPEAKER_03]: Yes, that was a bonus.

[00:37:06] [SPEAKER_03]: Did I enjoy the people?

[00:37:09] [SPEAKER_03]: Bonus, right.

[00:37:10] [SPEAKER_03]: All of that bonus and that was good.

[00:37:13] [SPEAKER_03]: But I never went to work saying I'm going to run through a wall for you because you believe in this.

[00:37:21] [SPEAKER_03]: Right.

[00:37:21] [SPEAKER_03]: And I think over the last I think this is a COVID effect of people feeling closer maybe to their companies and the missions of the company because the world was hit with something.

[00:37:37] [SPEAKER_01]: I think they want different things from their companies.

[00:37:41] [SPEAKER_01]: So you just wanted a paycheck.

[00:37:44] [SPEAKER_03]: Well, yeah, I just wanted it.

[00:37:45] [SPEAKER_03]: And I wanted more, but I didn't hang my hat.

[00:37:49] [SPEAKER_03]: Yeah, everything.

[00:37:50] [SPEAKER_03]: I wasn't concerned with, well, the company believes in this and so...

[00:37:56] [SPEAKER_03]: They don't support the SPCA.

[00:37:58] [SPEAKER_03]: I can't work there.

[00:37:59] [SPEAKER_03]: So, yeah, I think this is just employees have their own mission in life.

[00:38:07] [SPEAKER_03]: And so when they're not supporting certain things like inclusivity, I don't think it's because they hate people or they hate being inclusive.

[00:38:15] [SPEAKER_03]: They're just there to do a job.

[00:38:17] [SPEAKER_03]: They're not.

[00:38:18] [SPEAKER_04]: Yeah.

[00:38:18] [SPEAKER_03]: I don't think they're not supporting it.

[00:38:20] [SPEAKER_03]: I just don't think they care about it.

[00:38:22] [SPEAKER_03]: Right.

[00:38:23] [SPEAKER_03]: Well, I'd say they care but they don't care about supporting the company's mission behind it.

[00:38:28] [SPEAKER_01]: I think younger generations, I think both Millennials and Gen Z, they're bringing to the table a different expectation from the company.

[00:38:39] [SPEAKER_01]: And some companies are going to abide and some won't.

[00:38:44] [SPEAKER_01]: And if you don't, that's right.

[00:38:49] [SPEAKER_03]: All right.

[00:38:51] [SPEAKER_03]: So, Textio, our friends at Textio, I felt like we talked about this somewhere before.

[00:38:57] [SPEAKER_03]: But I couldn't find it.

[00:39:00] [SPEAKER_03]: And so I put it in because I just thought this was really kind of common sense but interesting too.

[00:39:07] [SPEAKER_03]: So 10% of all employee attrition is caused by low quality feedback.

[00:39:14] [SPEAKER_03]: So I got this off of Unleashed was running a feature on this.

[00:39:17] [SPEAKER_03]: So, William, let me ask you, how do you like your feedback?

[00:39:22] [SPEAKER_01]: I like it solicited and negative.

[00:39:25] [SPEAKER_01]: I don't think you like feedback.

[00:39:27] [SPEAKER_01]: No, I do.

[00:39:29] [SPEAKER_01]: I like when I ask, so solicited and I want negative.

[00:39:34] [SPEAKER_01]: You know where you're great.

[00:39:35] [SPEAKER_01]: Tell me where I suck.

[00:39:37] [SPEAKER_01]: That's exactly right.

[00:39:38] [SPEAKER_01]: So that's what I want to know from very specific people.

[00:39:41] [SPEAKER_03]: So not all feedback is the same.

[00:39:44] [SPEAKER_03]: We know this, right?

[00:39:45] [SPEAKER_03]: Correct.

[00:39:46] [SPEAKER_03]: And how it's delivered is impacting employee attrition to 10%.

[00:39:52] [SPEAKER_03]: I can see that.

[00:39:53] [SPEAKER_03]: Right.

[00:39:53] [SPEAKER_03]: So the type of feedback, whether positive or negative, doesn't matter.

[00:40:00] [SPEAKER_03]: You can give negative feedback or positive feedback.

[00:40:03] [SPEAKER_03]: That was not the issue.

[00:40:05] [SPEAKER_03]: How was it delivered?

[00:40:08] [SPEAKER_03]: Because people receive feedback in a different way.

[00:40:13] [SPEAKER_03]: And so when I saw this, I thought, oh, this is fucking perfect.

[00:40:20] [SPEAKER_03]: Because you know what we say, Ryan, how do you like feedback?

[00:40:24] [SPEAKER_03]: Oh, give it to me, baby.

[00:40:26] [SPEAKER_03]: Just give it to me.

[00:40:27] [SPEAKER_03]: Right.

[00:40:27] [SPEAKER_01]: So when I saw this, I thought, well, that doesn't work with younger people.

[00:40:31] [SPEAKER_03]: Right.

[00:40:32] [SPEAKER_03]: Yeah.

[00:40:32] [SPEAKER_01]: That doesn't work with it.

[00:40:33] [SPEAKER_03]: Right.

[00:40:34] [SPEAKER_03]: So top talent and bad, but attrition just across the board, when you deliver bad feedback or not, I should say, when you deliver feedback in a bad, what is perceived as a bad way.

[00:40:48] [SPEAKER_03]: Poorly.

[00:40:49] Poorly.

[00:40:51] [SPEAKER_03]: People don't care.

[00:40:53] [SPEAKER_03]: Sayonara.

[00:40:55] [SPEAKER_03]: That's right.

[00:40:56] [SPEAKER_03]: I think back to, I told you this before, I worked at a staffing company back in like 2001 or 2003 or whatever the hell it was.

[00:41:04] [SPEAKER_03]: But no, I lie.

[00:41:05] [SPEAKER_03]: It was 2006 because I had just gotten back from my honeymoon.

[00:41:10] [SPEAKER_03]: And my manager said something to me my first day back.

[00:41:13] [SPEAKER_03]: She was just being a manager.

[00:41:16] [SPEAKER_03]: Yeah.

[00:41:16] [SPEAKER_03]: I didn't give a fuck.

[00:41:18] [SPEAKER_03]: I was like, I'm out of here.

[00:41:19] [SPEAKER_03]: I'm done.

[00:41:21] [SPEAKER_03]: I left.

[00:41:22] [SPEAKER_03]: Like I had, it's like.

[00:41:23] [SPEAKER_03]: Wrong day.

[00:41:24] [SPEAKER_03]: Yeah.

[00:41:24] [SPEAKER_03]: Wrong day.

[00:41:24] [SPEAKER_03]: My first day back and then you go back to the house and you're like, honey, guess what?

[00:41:30] [SPEAKER_02]: I made my first executive decision.

[00:41:33] [SPEAKER_01]: Well, yeah.

[00:41:35] [SPEAKER_01]: I think that the thing is, is social kind of gets down to knowing your employees.

[00:41:42] [SPEAKER_01]: So you've got to spend time with them.

[00:41:44] [SPEAKER_01]: You've got to be doing the check ins, et cetera.

[00:41:46] [SPEAKER_01]: So you kind of can tailor, not can't, you should tailor your feedback, be they're positive or negative to the person like, okay.

[00:41:54] [SPEAKER_01]: And again, how do you like your feedback is a kind of a funny way of getting there.

[00:41:58] [SPEAKER_01]: But it's like, if I know that the person that works for me just doesn't say, just don't like negative feedback.

[00:42:06] [SPEAKER_01]: You know what?

[00:42:07] [SPEAKER_01]: There's a way to talk about it and couch it in ways that you're not talking about them.

[00:42:14] [SPEAKER_01]: It's like, all right, hey, listen, I got this thing going on with this other employee.

[00:42:19] [SPEAKER_01]: Can't tell you who it is, but here's something they're not showing up to work on time.

[00:42:25] [SPEAKER_01]: And it's just, it's killing me.

[00:42:27] [SPEAKER_01]: I just don't know what to do.

[00:42:28] [SPEAKER_01]: Like, you know, like there's ways to do it.

[00:42:30] [SPEAKER_01]: That's a very dumb one.

[00:42:31] [SPEAKER_01]: What would you do?

[00:42:32] [SPEAKER_01]: I'd fire him.

[00:42:33] [SPEAKER_03]: Good.

[00:42:33] [SPEAKER_03]: Get the fuck out.

[00:42:36] [SPEAKER_01]: And here's your pink slip.

[00:42:38] [SPEAKER_01]: I think the thing is, is knowing your, anytime there's a cookie cutter approach to feedback, it's already, you're already lost.

[00:42:47] [SPEAKER_01]: If you've applied a layer of personalization, you've tried.

[00:42:52] [SPEAKER_01]: Now how that person takes it, it's always fascinating to me because I've gotten into trouble in historically in the trouble,

[00:43:03] [SPEAKER_01]: because I'll just say whatever the fuck I want.

[00:43:05] [SPEAKER_01]: And then how you take it, that's on you.

[00:43:09] [SPEAKER_00]: That's your problem.

[00:43:11] [SPEAKER_01]: So when people tell me like, and I've gotten this feedback all my life, like literally all my life, same, same feedback.

[00:43:18] [SPEAKER_01]: It's like, you should really watch how you talk to people.

[00:43:21] [SPEAKER_01]: No, they should really think about how they consume shit.

[00:43:25] [SPEAKER_01]: It's not my fucking problem.

[00:43:27] [SPEAKER_01]: After I said it out of my mouth, that's on you.

[00:43:31] [SPEAKER_01]: How you consume it is a you thing, not a me thing.

[00:43:36] [SPEAKER_01]: However, if we're looking at corporate, we're looking at feedback in the way that we're thinking about it here and how it affects attrition.

[00:43:44] [SPEAKER_01]: Now, where, attrition isn't a bad word.

[00:43:47] [SPEAKER_01]: Turnover isn't a bad word.

[00:43:49] [SPEAKER_01]: It's the regrettable.

[00:43:51] [SPEAKER_01]: Right?

[00:43:52] [SPEAKER_01]: So if we're losing top talent because of the way that we're doing feedback, stop the presses.

[00:43:58] [SPEAKER_01]: We need to actually, this is where we're stopping down and fix it because you don't want to lose talent because of the way that you're, again, either the way that you're rendering the feedback or whether or not it's the ratio of positive to negative.

[00:44:14] [SPEAKER_01]: Don't lose talent.

[00:44:15] [SPEAKER_01]: Don't lose talented people.

[00:44:17] [SPEAKER_01]: And if that comes down to feedback, find out how to make that work so you don't lose good people.

[00:44:22] [SPEAKER_03]: So I thought it was interesting and wanted to bring it.

[00:44:26] [SPEAKER_01]: I love it.

[00:44:27] [SPEAKER_01]: Go to him.

[00:44:29] [SPEAKER_01]: All right, Brian, because you're squarely in Gen X.

[00:44:32] [SPEAKER_01]: Gen X was voted the best managers amongst their colleagues.

[00:44:37] [SPEAKER_01]: That is me.

[00:44:39] [SPEAKER_01]: This is on benefitnews.com.

[00:44:41] [SPEAKER_01]: So I voted twice.

[00:44:43] [SPEAKER_01]: This is data according to Fluxjobs.

[00:44:46] [SPEAKER_01]: There are 20, 24 generations at work.

[00:44:49] [SPEAKER_01]: And as we learned last week, there are truly five generations at work.

[00:44:53] [SPEAKER_01]: So, of course, I said suck it, boomers and millennials.

[00:44:57] [SPEAKER_01]: It won't last because Gen X is a smaller generation population size wise than millennials and boomers.

[00:45:07] [SPEAKER_01]: So we're kind of in between these two kind of mammoth.

[00:45:12] [SPEAKER_01]: So it won't last.

[00:45:13] [SPEAKER_01]: So we should celebrate the fact that we are killing it right now.

[00:45:17] [SPEAKER_01]: But I believe and I really believe this, I believe millennials will be better managers than we were.

[00:45:24] [SPEAKER_01]: And I think there will be the all of this will go away and they'll be better managers for a longer period of time.

[00:45:31] [SPEAKER_01]: So right now, we're on top, right?

[00:45:35] [SPEAKER_01]: Right now.

[00:45:37] [SPEAKER_02]: I'm going to take the W and I'm going to go.

[00:45:39] [SPEAKER_03]: So I'll see you later.

[00:45:40] [SPEAKER_03]: Have a great night.

[00:45:42] 100%.

[00:45:44] [SPEAKER_03]: All right.

[00:45:45] [SPEAKER_03]: So skills gap can cost employers a month of productivity each year.

[00:45:53] [SPEAKER_03]: But wait, there's more.

[00:45:56] [SPEAKER_03]: All right.

[00:45:57] [SPEAKER_03]: Check this out.

[00:45:58] [SPEAKER_03]: Twenty five working days per employee per year.

[00:46:04] [SPEAKER_03]: So 25 days per employee per year are lost to inefficiencies at work.

[00:46:11] [SPEAKER_03]: So this doesn't count the on account that like I'm just not working right now.

[00:46:17] [SPEAKER_03]: Yeah, yeah, yeah.

[00:46:18] [SPEAKER_03]: Right.

[00:46:19] [SPEAKER_03]: So this is a service across 12,000 employees across 18 industries in the U.S.

[00:46:24] [SPEAKER_03]: And UK.

[00:46:26] [SPEAKER_03]: So workers spend about 14.3 hours per week on data task makes up about 36% of their work week.

[00:46:36] [SPEAKER_03]: So 4.3 hours are spent on are spent unproductively due to skills gaps.

[00:46:44] [SPEAKER_03]: So I can see that.

[00:46:46] [SPEAKER_03]: I don't know how to do something on Excel.

[00:46:48] [SPEAKER_03]: I'm going to go learn it on the job, but I don't have proper training or proper access to learning to do that.

[00:46:57] [SPEAKER_03]: Right.

[00:46:57] [SPEAKER_03]: I'm going to go.

[00:46:58] [SPEAKER_03]: I'm curious as to how this works and then you just kind of go down the rabbit hole.

[00:47:03] [SPEAKER_03]: So anyhow, that equates to 25 days per year per employee on unproductive.

[00:47:12] [SPEAKER_03]: I'm not working hours.

[00:47:15] [SPEAKER_03]: So it kind of got to me where when I was thinking through this and thinking, OK, so how does one fix this?

[00:47:23] [SPEAKER_03]: And there's 30 ways to do this.

[00:47:26] [SPEAKER_03]: But, you know, off the top of my head, I just thought it's not about finding the talent that can actually do it.

[00:47:33] [SPEAKER_03]: It's about refining the talent that you have.

[00:47:37] [SPEAKER_03]: 100%. Right.

[00:47:38] [SPEAKER_03]: And I don't say upskilling, but upskilling.

[00:47:40] [SPEAKER_03]: Right. But refine the talent that you have and give them access to the learning ability to different trainings that are out there and things like that.

[00:47:48] [SPEAKER_03]: But make it so that they actually have it at their fingertips.

[00:47:51] [SPEAKER_03]: So in real time, as they're doing things, those four plus hours that they're Googling and trying to figure stuff out on their own can actually be learned.

[00:48:02] [SPEAKER_01]: So there's two things.

[00:48:06] [SPEAKER_01]: The the hours of 14.3 hours that they're working with data task.

[00:48:11] [SPEAKER_01]: I think A.I. and Gen A.I. is going to take a lot of that out.

[00:48:14] [SPEAKER_01]: But they're still going to have hours of interpreting or validating.

[00:48:18] [SPEAKER_01]: So they'll still be doing things with data, but it will just be different.

[00:48:22] [SPEAKER_01]: The 4.3 hours again, some of that's curiosity.

[00:48:27] [SPEAKER_01]: It's like I don't know how to do this.

[00:48:30] [SPEAKER_01]: Let me see if I can find a Gen A.I. tool that does that.

[00:48:32] [SPEAKER_01]: Now they're on the Internet looking around trying to find stuff.

[00:48:35] [SPEAKER_01]: You and I have seen this.

[00:48:36] [SPEAKER_01]: Yeah. You and I've seen this with clients and companies.

[00:48:39] [SPEAKER_01]: We've seen this with employees.

[00:48:41] [SPEAKER_01]: They're taking initiative.

[00:48:42] [SPEAKER_01]: So in a weird way, we look at it as unproductive and inefficient and all that other stuff.

[00:48:48] [SPEAKER_01]: They're just trying to you're curious.

[00:48:52] [SPEAKER_01]: They're trying to be better.

[00:48:53] [SPEAKER_01]: No, they don't see.

[00:48:55] [SPEAKER_01]: I would imagine if we surveyed the employees, we'd find out they don't view it as inefficient as all.

[00:49:01] [SPEAKER_03]: Well, so there's two things there.

[00:49:03] [SPEAKER_03]: Two things. And I think this is important.

[00:49:06] [SPEAKER_03]: So let's just round it to five.

[00:49:08] [SPEAKER_03]: We'll say five hours.

[00:49:09] [SPEAKER_03]: So five hours I'm spending Googling and researching and doing all this stuff so I can learn something.

[00:49:17] [SPEAKER_03]: One could say one argument could be, well, you're taking that freedom and that creativity ability away and then you're going to frustrate your employee and they're going to go away.

[00:49:29] [SPEAKER_03]: That's right.

[00:49:30] [SPEAKER_03]: Partially true.

[00:49:32] [SPEAKER_03]: Partially true.

[00:49:32] [SPEAKER_03]: On the other side to that, and this is kind of I think I'm more heavily on this side.

[00:49:38] [SPEAKER_03]: I'm frustrated as hell.

[00:49:41] [SPEAKER_03]: Five hours in, I'm still trying to figure out how to make something work, how to integrate my email account, whatever you're on into something else or how to get Slack to do.

[00:49:53] [SPEAKER_03]: Like I'm frustrated, which now goes into another task, which now I start talking and gabbing to other people.

[00:50:02] [SPEAKER_01]: And now it's just a snowball.

[00:50:05] [SPEAKER_01]: Right. Right. Right.

[00:50:06] [SPEAKER_01]: So companies need to provide that layer of training at the point as you mentioned, the moment that they need the training.

[00:50:12] [SPEAKER_01]: Real time on the job training.

[00:50:14] [SPEAKER_01]: At the same time, I think you solve that for curiosity.

[00:50:17] [SPEAKER_01]: Yeah.

[00:50:18] [SPEAKER_01]: So if you want to foster curiosity, which would lead to innovation or can lead to innovation.

[00:50:26] [SPEAKER_01]: So if somebody wants to figure out like how to make a GNI video, you know, an explainer video and they just have no idea even where to start.

[00:50:36] [SPEAKER_01]: That's a curiosity.

[00:50:37] [SPEAKER_01]: It has nothing to do with their job.

[00:50:38] [SPEAKER_01]: It's just a curiosity.

[00:50:40] [SPEAKER_01]: Fuel that curiosity and let them figure that out.

[00:50:43] [SPEAKER_01]: Like, OK, what are you trying to learn?

[00:50:46] [SPEAKER_03]: I'm curious what the temperature is right now to see how I can get out of here and go fishing.

[00:50:51] [SPEAKER_03]: But 100 percent.

[00:50:52] [SPEAKER_03]: I mean, no one's going to pay me to do that.

[00:50:54] [SPEAKER_03]: Well, I guess technically I could get paid to do that.

[00:50:57] [SPEAKER_03]: You could get paid.

[00:50:58] [SPEAKER_03]: Yes, you could.

[00:50:58] [SPEAKER_03]: So anyone listening who wants to be a sponsor of a boat?

[00:51:03] [SPEAKER_03]: Let me know.

[00:51:04] [SPEAKER_01]: I know a guy.

[00:51:06] [SPEAKER_01]: Tease nuts.

[00:51:07] [SPEAKER_01]: All right.

[00:51:08] [SPEAKER_01]: Are we on the funding?

[00:51:09] [SPEAKER_01]: We're all money, baby.

[00:51:11] [SPEAKER_01]: All right.

[00:51:11] [SPEAKER_01]: Ding ding.

[00:51:12] [SPEAKER_01]: All right.

[00:51:13] [SPEAKER_01]: Cloud Pay, a payroll service provider lands one hundred and twenty million dollars in

[00:51:18] [SPEAKER_01]: new funding.

[00:51:19] [SPEAKER_01]: It's on TechCrunch.

[00:51:21] [SPEAKER_01]: So you can read kind of the story.

[00:51:22] [SPEAKER_01]: So first thing that comes out of my mouth is probably going to be seem negative, but

[00:51:28] [SPEAKER_01]: it isn't.

[00:51:28] [SPEAKER_01]: It's about fucking time.

[00:51:31] [SPEAKER_01]: So the thing about Cloud Pay, I would say even less than six years ago, they

[00:51:40] [SPEAKER_01]: had the ADP and I'd say there's probably a safeguard.

[00:51:44] [SPEAKER_01]: Maybe three other players had the global payroll market by the balls and they let

[00:51:51] [SPEAKER_01]: all of these other people creep in.

[00:51:55] [SPEAKER_01]: So we've we've dealt with remote and deal and just, you know, if you go around

[00:52:01] [SPEAKER_01]: the rippling and all of these different folks that are now can can and effectively

[00:52:06] [SPEAKER_01]: do remote global payroll, it seems like they they this should have been made

[00:52:13] [SPEAKER_01]: way before all these players got in so that they dig in and really kind of it

[00:52:20] [SPEAKER_01]: could have created maybe some some defensible positions.

[00:52:24] [SPEAKER_01]: Yeah.

[00:52:25] [SPEAKER_01]: But I think they're playing.

[00:52:27] [SPEAKER_01]: You know, first of all, I hope I'm wrong because I like the people at Cloud

[00:52:30] [SPEAKER_01]: Pay.

[00:52:31] [SPEAKER_01]: And and and so there I think they're based in the UK and in Raleigh.

[00:52:35] [SPEAKER_01]: So they've got kind of both of them going on.

[00:52:38] [SPEAKER_01]: It's the old I think it's the old Patterson's.

[00:52:41] [SPEAKER_01]: But anyhow, I'm worried that it's too late and I hope that I'm wrong.

[00:52:47] [SPEAKER_01]: But I think I see this funding and I love that someone got one hundred and

[00:52:51] [SPEAKER_01]: twenty million dollars.

[00:52:52] [SPEAKER_01]: However, I wish I would have seen this funding about six years ago.

[00:52:56] [SPEAKER_03]: Yeah, and it's the payroll global payroll is probably one of the most complex

[00:53:05] [SPEAKER_03]: oh, it is in this space.

[00:53:09] [SPEAKER_03]: 100 percent.

[00:53:09] [SPEAKER_03]: So when you mentioned deal and you mentioned some of these others, these

[00:53:14] [SPEAKER_03]: aren't rippling.

[00:53:14] [SPEAKER_03]: These aren't small players like.

[00:53:17] [SPEAKER_03]: Yeah.

[00:53:18] [SPEAKER_03]: So when you say six years ago, these companies potentially don't make it to

[00:53:23] [SPEAKER_03]: where they are today.

[00:53:25] [SPEAKER_03]: How have they done this right now?

[00:53:27] [SPEAKER_03]: Can you cloud pay leapfrog that or do they I mean, you know, they're not

[00:53:33] [SPEAKER_03]: going to be able to acquire them.

[00:53:35] [SPEAKER_01]: No.

[00:53:36] [SPEAKER_01]: So that's out.

[00:53:36] [SPEAKER_01]: Yeah.

[00:53:37] [SPEAKER_01]: And now it might be a roll up.

[00:53:39] [SPEAKER_01]: You could see someone come along and go, I like what this one, this one and this

[00:53:42] [SPEAKER_01]: one does.

[00:53:43] [SPEAKER_01]: OK.

[00:53:44] [SPEAKER_01]: And do something like that.

[00:53:45] [SPEAKER_01]: But they had the chance to actually go and somebody hesitate it.

[00:53:55] [SPEAKER_01]: And so and again, you allow you allowed competitors to creep into your space

[00:54:01] [SPEAKER_01]: without creating enough differentiation.

[00:54:05] [SPEAKER_01]: And again, hope I'm wrong because I do like know the ex ex CEO, CEO and

[00:54:12] [SPEAKER_01]: former CEO and and I know their marketer and I like them.

[00:54:17] [SPEAKER_01]: Yeah.

[00:54:17] [SPEAKER_01]: However, yeah, I just wish that this would have been done earlier.

[00:54:20] [SPEAKER_03]: Yeah.

[00:54:20] [SPEAKER_03]: Well, and you know, another point and we'll jump to the next one.

[00:54:24] [SPEAKER_03]: These new companies that can't say not even new, but the companies that came in

[00:54:28] [SPEAKER_03]: during that time are modern, right?

[00:54:33] [SPEAKER_03]: Flexible, nimble, they're modern, they're on the latest, greatest or innovating all

[00:54:37] [SPEAKER_03]: the time.

[00:54:39] [SPEAKER_03]: That's right.

[00:54:39] [SPEAKER_03]: Can they do this now?

[00:54:41] [SPEAKER_03]: Well, we'll see.

[00:54:42] [SPEAKER_03]: We'll see.

[00:54:42] [SPEAKER_01]: We'll see.

[00:54:43] [SPEAKER_01]: We'll see.

[00:54:43] [SPEAKER_01]: Let's hope for the best.

[00:54:45] [SPEAKER_01]: Right.

[00:54:45] [SPEAKER_01]: Let's hope for the best for him.

[00:54:47] [SPEAKER_01]: Ryan, Tessie, T E Z I, Tessie, Tessie, eight.

[00:54:53] [SPEAKER_01]: What was funny about that?

[00:54:55] [SPEAKER_01]: What is it?

[00:54:56] [SPEAKER_01]: You got some explaining to do.

[00:54:57] [SPEAKER_01]: All right.

[00:54:58] [SPEAKER_01]: Nine million to launch Max.

[00:55:00] [SPEAKER_01]: Yeah.

[00:55:01] [SPEAKER_01]: The first fully autonomous, autonomous is keyword here.

[00:55:05] [SPEAKER_01]: Yeah.

[00:55:06] [SPEAKER_01]: AI recruiter.

[00:55:07] [SPEAKER_01]: And this is on their blog blog dot Tessie dot AI.

[00:55:11] [SPEAKER_01]: So if you go to Tessie dot AI, you kind of figure it out.

[00:55:15] [SPEAKER_01]: So I'm like Max, I kind of like the name Max.

[00:55:18] [SPEAKER_01]: I know it.

[00:55:19] [SPEAKER_01]: I don't hate it.

[00:55:21] [SPEAKER_01]: It's it's it's like you're maximizing.

[00:55:23] [SPEAKER_01]: Right.

[00:55:23] [SPEAKER_01]: So like it comes across a lot of cool ways.

[00:55:27] [SPEAKER_01]: Yeah.

[00:55:28] [SPEAKER_04]: Max.

[00:55:29] [SPEAKER_01]: I'm fascinated by this because of the word autonomous.

[00:55:33] [SPEAKER_01]: And so I want to see how autonomous is really like in the real world.

[00:55:38] [SPEAKER_01]: And this could fuel if they're successful.

[00:55:42] [SPEAKER_01]: Nine million dollars is a pretty good is a pretty good number.

[00:55:46] [SPEAKER_01]: This could lead to what people have been fearing in our space and the sourcing and recruiting space for years when they hear about AIs.

[00:55:57] [SPEAKER_01]: This is going to take my job.

[00:55:59] [SPEAKER_01]: Well, this is actually.

[00:56:03] [SPEAKER_03]: Twenty twenty six will be your last person sourced, homie.

[00:56:08] [SPEAKER_03]: Sorry.

[00:56:09] [SPEAKER_01]: The futures Tessie just announced futures here now.

[00:56:12] [SPEAKER_01]: Yeah.

[00:56:13] [SPEAKER_01]: So Fobo is legit.

[00:56:16] [SPEAKER_03]: And so yeah, what did you say?

[00:56:18] [SPEAKER_03]: So this is this is a sourcing with the sourcing.

[00:56:20] [SPEAKER_03]: This is screening.

[00:56:21] [SPEAKER_03]: This is scheduling.

[00:56:23] [SPEAKER_03]: This is autonomous.

[00:56:24] [SPEAKER_03]: This is autonomous.

[00:56:25] [SPEAKER_03]: Yeah.

[00:56:26] [SPEAKER_03]: So these are all the activities and I know there's a lot of hate out there for what I'm about to say.

[00:56:30] [SPEAKER_03]: These are all of the activities that are grouped in as low value activities in the world of recruiting.

[00:56:39] [SPEAKER_03]: Not saying sourcing is not important, not saying screening and schedule.

[00:56:44] [SPEAKER_03]: All of that is super important.

[00:56:46] [SPEAKER_03]: And sourcing takes a lot of skill.

[00:56:49] [SPEAKER_03]: I was there.

[00:56:50] [SPEAKER_03]: Don't it been there?

[00:56:51] [SPEAKER_03]: Got it.

[00:56:53] [SPEAKER_03]: But these are three things that if automated properly and run by the human.

[00:57:01] [SPEAKER_03]: Right.

[00:57:01] [SPEAKER_04]: Make a difference.

[00:57:03] [SPEAKER_03]: Right.

[00:57:03] [SPEAKER_03]: This makes a difference.

[00:57:04] [SPEAKER_03]: It's scalable.

[00:57:06] [SPEAKER_03]: It's it's it's everything that the world of recruiting has been talking about and or fearing for a very long time.

[00:57:14] [SPEAKER_03]: Now, here's here's my thought on fear.

[00:57:16] [SPEAKER_03]: And I've said this before and you know, I've been hit on it before.

[00:57:20] [SPEAKER_03]: Whatever.

[00:57:20] [SPEAKER_03]: This is just my thought.

[00:57:22] [SPEAKER_03]: Yeah, as a sorcerer, are you fearing techno?

[00:57:25] [SPEAKER_03]: Are you hating on technology?

[00:57:28] [SPEAKER_03]: Right.

[00:57:28] [SPEAKER_03]: Taking over sourcing and automating and saying you're better versus the machine.

[00:57:32] [SPEAKER_03]: This is like, you know, machine verse man and chess and all of that.

[00:57:36] [SPEAKER_03]: Right.

[00:57:36] [SPEAKER_03]: Right.

[00:57:37] [SPEAKER_03]: Because you believe that or is it more what I think that you just don't want to move on.

[00:57:46] [SPEAKER_03]: Right.

[00:57:47] [SPEAKER_01]: Yeah, you know, you don't want something new.

[00:57:50] [SPEAKER_01]: Yeah, it's time to evolve.

[00:57:52] [SPEAKER_01]: This is the time more the latter.

[00:57:53] [SPEAKER_01]: I think it's more the latter than the former.

[00:57:55] [SPEAKER_03]: Yeah.

[00:57:55] [SPEAKER_03]: So this is the time to evolve.

[00:57:57] [SPEAKER_03]: Right.

[00:57:58] [SPEAKER_03]: We hear this in investing.

[00:58:00] [SPEAKER_03]: You hear this and all this stuff all the time.

[00:58:02] [SPEAKER_03]: You see it do it right like OK.

[00:58:04] [SPEAKER_03]: You heard about like all these social media people making good dollars on social and all this stuff.

[00:58:10] [SPEAKER_03]: Right.

[00:58:11] [SPEAKER_03]: Going from platform to platform.

[00:58:13] [SPEAKER_03]: Yeah, they saw it in 2005.

[00:58:17] [SPEAKER_03]: Right.

[00:58:17] [SPEAKER_03]: By 2007, they were the top 100, first 100 people doing this.

[00:58:22] [SPEAKER_03]: They didn't wait until 2012.

[00:58:24] [SPEAKER_03]: This is the time right now.

[00:58:26] [SPEAKER_03]: If you're a sourcer, get on board.

[00:58:29] [SPEAKER_03]: Get better.

[00:58:30] [SPEAKER_03]: Not at sourcing.

[00:58:31] [SPEAKER_03]: Again.

[00:58:31] [SPEAKER_03]: Get better at being a leader in recruitment and.

[00:58:36] [SPEAKER_01]: Back to the train metaphor.

[00:58:37] [SPEAKER_01]: Yes.

[00:58:38] [SPEAKER_03]: Yeah, exactly.

[00:58:39] [SPEAKER_03]: So good luck to everybody.

[00:58:41] [SPEAKER_03]: I love the play.

[00:58:42] [SPEAKER_01]: Three funding stories left, right?

[00:58:45] [SPEAKER_01]: So Impact Tool.

[00:58:47] [SPEAKER_01]: It's an AI driven career platform.

[00:58:49] [SPEAKER_01]: Raises four million to boost AI job matching.

[00:58:54] [SPEAKER_01]: This is on technews180.com.

[00:58:56] [SPEAKER_01]: So you go look there and read a little bit more about the recent funding.

[00:59:00] [SPEAKER_01]: So this is a quote.

[00:59:01] [SPEAKER_01]: The recent funding will enable Impact Pool to enhance its technology focusing on diversity inclusion.

[00:59:07] [SPEAKER_01]: So first of all, I'll get the comedy out of the way first because the comedy for me when I read that statement was, well, it hasn't been doing this since the job.

[00:59:18] [SPEAKER_01]: Kind of sounds crazy.

[00:59:19] [SPEAKER_01]: Kind of what you do.

[00:59:21] [SPEAKER_01]: Anyhow.

[00:59:22] [SPEAKER_01]: But I think what it's really saying is they have AI matching and it does diversity inclusion.

[00:59:31] [SPEAKER_01]: They just want it to be better.

[00:59:32] [SPEAKER_01]: So good for them.

[00:59:34] [SPEAKER_01]: Four million bucks.

[00:59:36] [SPEAKER_01]: And again, it's an AI driven career platform.

[00:59:41] [SPEAKER_01]: So it's basically working with you to then figure out what your next steps are, what you need to learn this that the other.

[00:59:47] [SPEAKER_01]: So good for them.

[00:59:49] [SPEAKER_01]: Good for them.

[00:59:50] [SPEAKER_01]: Raise the money and good for them.

[00:59:51] [SPEAKER_01]: Whether how they're going to spend it skillfully.

[00:59:58] [SPEAKER_01]: I like that name.

[00:59:59] [SPEAKER_01]: It is skillfully raises two point five and seed funding hiring decisions with a hundred percent.

[01:00:08] [SPEAKER_01]: Precision sees skills and action before you hire.

[01:00:13] [SPEAKER_01]: I love players like this.

[01:00:14] [SPEAKER_03]: I feel he got a ninety nine point nine percent precision to set a hundred percent.

[01:00:19] [SPEAKER_03]: I'm like, we're all with it.

[01:00:22] [SPEAKER_03]: I mean, Korok's doesn't kill a hundred percent of fucking germs.

[01:00:27] [SPEAKER_03]: Well, I've never gotten sick, but I'm just depends on how much you purr.

[01:00:33] [SPEAKER_01]: How many bottles you use?

[01:00:36] [SPEAKER_01]: I'm definitely going to kill him.

[01:00:37] [SPEAKER_03]: Why are you still wiping that counter, Dad?

[01:00:40] [SPEAKER_03]: Because it's only ninety nine point nine.

[01:00:42] [SPEAKER_03]: Salmonella.

[01:00:44] [SPEAKER_03]: Salmonella.

[01:00:45] [SPEAKER_03]: We ain't having no salmonella.

[01:00:46] [SPEAKER_01]: I use the same knife across butter to chicken there.

[01:00:48] [SPEAKER_01]: Oh, yeah.

[01:00:50] [SPEAKER_01]: At this point, you're just you're building intestinal fortitude.

[01:00:53] [SPEAKER_01]: Yes.

[01:00:55] [SPEAKER_01]: So skillfully go to their website skillful.ly, which is kind of cool.

[01:01:01] [SPEAKER_01]: And it's in the news where I'm about kind of what they're doing in terms of that.

[01:01:05] [SPEAKER_01]: But I love this for employees and employers because it's a try before you buy it.

[01:01:10] [SPEAKER_01]: It's simulation software, right?

[01:01:13] [SPEAKER_01]: So you get to do tasks.

[01:01:14] [SPEAKER_01]: You just kind of see the job.

[01:01:16] [SPEAKER_01]: You get to do the bit.

[01:01:17] [SPEAKER_01]: They get to see you.

[01:01:18] [SPEAKER_01]: They being the employers, you as a candidate get to see this and see if you want to do it.

[01:01:23] [SPEAKER_01]: I love stuff like this.

[01:01:25] [SPEAKER_01]: If it's in VR, if it's if it's going through the website, I like the companies

[01:01:30] [SPEAKER_01]: that have done it historically.

[01:01:32] [SPEAKER_01]: It's just good.

[01:01:34] [SPEAKER_01]: Like go test it.

[01:01:35] [SPEAKER_01]: And then that way, maybe we have less attrition.

[01:01:38] [SPEAKER_01]: Maybe we have less problems down the road because you know, it wasn't just a conversation.

[01:01:44] [SPEAKER_01]: You got to try before you buy.

[01:01:46] [SPEAKER_01]: So good luck for skillful or good job skillfully for raising the money.

[01:01:50] [SPEAKER_01]: But also, I love the technology.

[01:01:52] [SPEAKER_03]: I think we need to make a note.

[01:01:55] [SPEAKER_03]: We need to have a show on this conversation where try before you buy process, right?

[01:02:04] [SPEAKER_03]: So I get it from the employer side.

[01:02:07] [SPEAKER_03]: We've always said that because we were selling staffing.

[01:02:10] [SPEAKER_03]: Try before you buy, attempt the perm, et cetera.

[01:02:13] [SPEAKER_03]: But I really think and this is kind of what you were alluding to.

[01:02:18] [SPEAKER_03]: The candidates have that option as well.

[01:02:21] [SPEAKER_00]: Yes.

[01:02:21] [SPEAKER_00]: It's just not that this is it for me.

[01:02:25] [SPEAKER_00]: I did.

[01:02:25] [SPEAKER_00]: I did the bit.

[01:02:26] [SPEAKER_00]: Yeah, yeah, I would never be successful.

[01:02:29] [SPEAKER_03]: You get dinged as a as an applicant or a candidate or a job seeker for doing that.

[01:02:35] [SPEAKER_03]: Yeah.

[01:02:36] [SPEAKER_01]: And time is well, it takes some of the BS out of the process.

[01:02:40] [SPEAKER_01]: Yeah, because you're just like, hey, listen, you know what?

[01:02:42] [SPEAKER_01]: Instead of me telling you how wonderful the job is and you tell me how wonderful you are.

[01:02:46] [SPEAKER_01]: Let's skip the wonderful.

[01:02:48] [SPEAKER_03]: Yeah.

[01:02:48] [SPEAKER_01]: Here's the bit.

[01:02:49] [SPEAKER_03]: Here's why it sucks.

[01:02:51] [SPEAKER_01]: Here's why it sucks.

[01:02:52] [SPEAKER_01]: But you know what?

[01:02:54] [SPEAKER_01]: I'll tell you just a quick personal story.

[01:02:57] [SPEAKER_01]: Years ago, when I was I was on the agency side of things, we would do a day in a life.

[01:03:04] [SPEAKER_01]: It was a part of the hiring process where when we were serious about a candidate,

[01:03:09] [SPEAKER_01]: we would pay for them to come in and have a day with us.

[01:03:14] [SPEAKER_01]: And we didn't hide anything from them.

[01:03:17] [SPEAKER_01]: Like it was when you walked in, it's as if you were an employee that had been there for two years.

[01:03:23] [SPEAKER_01]: We were going to treat you that way.

[01:03:24] [SPEAKER_01]: We were going to talk that way.

[01:03:26] [SPEAKER_01]: Like there was no BS because if we didn't want them to get to go through the hiring process

[01:03:33] [SPEAKER_01]: and then come in and go, oh, my God, you guys curse like fucking sailors and you drink like sailors.

[01:03:38] [SPEAKER_01]: You know, OK, all the all the whatever the bad, the good, all that stuff.

[01:03:42] [SPEAKER_01]: It's like, no, we want everything to be out on the table.

[01:03:45] [SPEAKER_01]: Right.

[01:03:45] [SPEAKER_01]: And again, I'd say half the candidates came in to the day in life said, yeah, these guys are insane.

[01:03:54] [SPEAKER_01]: And then half of them are like, oh, no, this is I found my people.

[01:03:57] [SPEAKER_01]: I want to do this. So it's I understand that's hard to get people to take off work and, you know,

[01:04:04] [SPEAKER_01]: like kind of maybe paying them but paying for their parking, paying for a lunch,

[01:04:09] [SPEAKER_01]: like some type of remuneration, just finding a way to compensate them so that they don't feel like they're being taken advantage of.

[01:04:18] [SPEAKER_01]: But like getting them in there to just see all the bullshit.

[01:04:23] [SPEAKER_01]: All jobs have bullshit. So it's fast as we can get to the bullshit, the better.

[01:04:29] [SPEAKER_01]: Right. Again, congrats to skillfully.

[01:04:32] [SPEAKER_01]: Right. Nice. Last funding story.

[01:04:36] [SPEAKER_01]: And it's a smaller it's a smaller bid.

[01:04:40] [SPEAKER_01]: But the title of this is Richard King Mellon Foundation has committed three hundred thousand dollars to a company called Lone Buy.

[01:04:50] [SPEAKER_01]: So Lone BYE, a Pittsburgh based company specializing in student loan debt relief solutions for employers.

[01:04:59] [SPEAKER_01]: So Lone Buy, Lone Buy dot com, Lone Buy dot com.

[01:05:07] [SPEAKER_01]: Go take a look at them. What I like about this play is it's actually a benefit.

[01:05:14] [SPEAKER_01]: Like not making fun of pet insurance.

[01:05:17] [SPEAKER_01]: However, if you're if you're bringing in college graduates, early stage college graduates,

[01:05:23] [SPEAKER_01]: like, you know, this is a tax free student loan repayment benefit for employers to offer.

[01:05:31] [SPEAKER_01]: It's an actual benefit that will help you recruit, retain talent.

[01:05:34] [SPEAKER_01]: I think it's good for all involved. I wish I would have had this for me when I because I got I had I had debt.

[01:05:43] [SPEAKER_01]: I had student debt from my undergrad and for my first masters.

[01:05:48] [SPEAKER_01]: I didn't have a whole lot of debt from my MBA, but I had some debt that I had to carry forth.

[01:05:53] [SPEAKER_01]: It took Michael and I, you know, 10 years or whatever the hell it was to pay it all off.

[01:05:57] [SPEAKER_01]: But like if I go work with a company that's helping me with that, I'm I'm putting I mean, first of all, that's a benefit I'm going to take advantage of.

[01:06:08] [SPEAKER_03]: Yeah. And there's a lot of these have hooks in them as well.

[01:06:12] [SPEAKER_03]: Right. You need to be here for X amount of time, et cetera, et cetera.

[01:06:16] [SPEAKER_03]: But yeah, I mean, shit, if I had help paying all that, that'd be amazing.

[01:06:21] [SPEAKER_03]: I know. Right. It took 10 years of just checks.

[01:06:24] [SPEAKER_03]: We just talked about that last night. Checks, checks, checks, checks for 10 years.

[01:06:29] [SPEAKER_03]: Yeah. Oh, yeah. Oh, it is. Go, mommy.

[01:06:35] [SPEAKER_01]: Well, so check them out. Loan by BYE.com.

[01:06:40] [SPEAKER_01]: All right. We are done.

[01:06:44] [SPEAKER_03]: We have our wrapped it up for the weekend. If you're listening and watching still, please subscribe.

[01:06:50] [SPEAKER_03]: We would love to have you on board if you have a chance.

[01:06:52] [SPEAKER_03]: Make sure you go into your your app wherever you are.

[01:06:55] [SPEAKER_03]: Hit that review button that always helps us.

[01:06:58] [SPEAKER_03]: And until next time, subset. Oh, yeah.

[01:07:02] [SPEAKER_03]: Substack to until next time now.