Podcasts about atss

Are you ready to revolutionize your recruiting strategies and gain invaluable insights into investing in early-stage technology startups? In this engaging episode of "The Elite Recruiter Podcast," host Benjamin Mena sits down with industry expert Robin Choy to dive deep into the transformative impact of AI in recruiting and the key principles of successful investing in technology startups. As the landscape of recruiting rapidly evolves with AI innovations and startup ecosystems become more competitive, both recruiters and investors are constantly seeking ways to maintain their edge. This episode delivers timely solutions and aspirational outcomes for listeners aiming to stay ahead in these dynamic fields. Finish The Year Strong Summit - https://finish-the-year-strong.heysummit.com/  Main Benefits: Mastering AI in Recruiting: Robin Choy discusses the impact of AI on recruiting, noting that while AI increases the volume of applications and outbound recruiter messages, it often leads to a reduction in reply rates due to the oversaturation. He emphasizes the necessity of investing in human interaction, personal branding, and content creation to counterbalance the impersonal nature of AI-generated communications. Additionally, Robin highlights the benefit of using AI for data retrieval from ATSs and note-taking systems, which can turn previously unusable data into valuable information.Strategic Insights for Startup Investments: Robin shares his expertise in identifying the right tech startups to invest in, focusing on crucial factors such as team dynamics, market potential, and the defensibility of the business model. Learn how to assess the robustness of a startup's client relationships and its adaptability, and get inside tips on leveraging unique signals from trusted networks to make informed and strategic investment decisions.Adapting Recruitment Practices for Long-Term Success: Robin and Benjamin discuss practical advice on structuring interviews to gauge team compatibility, managing and adjusting client expectations, and sustaining long-term motivation in your recruiting career. Understand the importance of scalable marketing, continuous learning, and building enduring relationships with clients and candidates for long-term success in the recruiting industry.  Tune in to this episode now to transform your approach to recruiting and investing with actionable insights from Robin Choy that can elevate your strategy and results! This episode was sponsored by Juicebox (https://juicebox.ai/) , the company behind PeopleGPT. AI Sourcing using Generative AI, simply describe who you're searching for in natural language. PeopleGPT creates the search and assess profiles. Trusted by 400+ companies and recruiting agencies. Check it out and get a 20% Discount code using: ELITE20. People GPT smarter sourcing, better hiring! Finish The Year Strong Summit - https://finish-the-year-strong.heysummit.com/ Signup for future emails from The Elite Recruiter Podcast: https://eliterecruiterpodcast.beehiiv.com/subscribe YouTube: https://youtu.be/sEekZa2hols Robin Choy LinkedIn: https://www.linkedin.com/in/rbchoy/    With your Host Benjamin Mena with Select Source Solutions: http://www.selectsourcesolutions.com/  Benjamin Mena LinkedIn: https://www.linkedin.com/in/benjaminmena/  Benjamin Mena Instagram: https://www.instagram.com/benlmena/

In this episode, Chad and Cheese, joined by Matt Alder, brave the typical Scottish weather from the comfort of a van parked on North Berwick Beach. The appalling weather and fog set the scene for a hilariously insightful discussion on the future of talent acquisition. Expect plenty of snark as they navigate topics like AI's inevitable takeover, the rapid pace of tech evolution, and why you should never trust two American whiskey fans with a 14th-century spiral staircase. They also humorously lament the state of recruitment tech, with Joel dreaming of a pub on the infamous Bass Rock (spoiler: there isn't one), and Chad promising topless glass legions that never materialize. Enjoy laughs and sharp predictions on AI's impact, the commoditization of ATSs, and how small companies might leapfrog industry giants by embracing new tech faster. Tune in for a rollercoaster of insights and laughs, all served with a side of Scottish rain. Don't miss this unique blend of tech talk and travel tales from HR's most irreverent voices.

SummaryIn this conversation, Connor and Will discuss various topics related to the contingent workforce sector. They talk about the evolution of the industry, the challenges faced by buyers, the role of MSPs and VMSs, and the future of talent acquisition. They also touch on the labor market paradox and the need for innovation in recruiting practices. In addition to this, Will Ulmer and Connor discuss various topics related to talent acquisition and the future of work. They explore the concept of talent scarcity and how organizations can overcome it by changing their approach to recruiting. They also discuss the potential impact of artificial intelligence on jobs and the need for regulation to protect workers in the gig economy. Finally, the episode concludes with a discussion on remote work and the importance of creating a positive and engaging work environment. Takeaways·       The contingent workforce sector is evolving, and there is a need for creative thinking and innovation in managing programs.·       MSPs and VMSs are still relevant, but their roles and functions are changing and need to adapt to the evolving industry.·       Talent marketplaces are becoming more popular, and there may be a consolidation in the market as well as integration with other technologies.·       ATSs and current recruiting practices may not be fit for purpose, and there is a need for a more personal and proactive approach to talent acquisition.·       The labor market paradox, where there is full employment but a shortage of skilled workers, requires new strategies and solutions. Organizations should stop accepting the notion of talent scarcity and instead focus on finding the right talent by broadening their expectations and creating job postings that attract potential candidates.·       Artificial intelligence has the potential to positively impact the recruitment process by removing bias and improving efficiency, but its full capabilities are yet to be determined.·       The gig economy is a growing trend, and organizations should embrace it by providing opportunities for gig workers to grow and develop within their organizations.·       Remote work can be a privilege and a benefit, but it may not be suitable for everyone. It is important to consider individual preferences and the need for social interaction and camaraderie.·       The future of work is still being defined, and there is an opportunity for the contingent labor industry to shape it by embracing change and finding new ways to engage and support talent. Chapters00:00 Introduction and Background05:14 Challenges and Goals at Fandool09:26 Considerations for Embarking on an MSP Program15:06 The Future of MSPs and VMSs23:28 The Labor Market Paradox28:47 Improving ATSs and Recruiting Practices33:11 Overcoming Talent Scarcity41:46 The Potential Impact of Artificial Intelligence49:03 Regulating the Gig Economy56:44 The Benefits and Challenges of Remote Work01:01:06 Shaping the Future of WorkConnect with Will:  William Ulmer, CCWP | LinkedIn

El PIT CNT presentó el sábado más de 430.000 firmas para habilitar un plebiscito sobre la reforma constitucional que impulsa el movimiento sindical para modificar el sistema de jubilaciones y pensiones vigente. Las cajas con las papeletas firmadas fueron llevadas hacia el Palacio Legislativo en una caravana de autos, motos y ómnibus que partió desde la sede del PIT CNT al mediodía. Una vez en la sede del Parlamento, la vicepresidenta de la República, Beatriz Argimón, suscribió el acta donde quedó constancia de la entrega de las adhesiones a la consulta, que luego fueron enviadas a la Corte Electoral. Cuando terminó la ceremonia, llegó el momento de la oratoria, que estuvo a cargo de Lucía Padula, por la Federación de Estudiantes Universitarios del Uruguay (FEUU), Gustavo González, por Fucvam, Carina Sosa por la Asociación de Trabajadores de la Seguridad Social (ATSS), Sergio Sommaruga por el PIT-CNT y y Daniel Diverio, en nombre del Sindicato Único Nacional de la Construcción y Anexos (Sunca). En su discurso, Diverio valoró la cantidad de firmas alcanzadas, que superó ampliamente el mínimo del 10% del padrón electoral exigido por la Constitución, y criticó “la campaña” de “desprestigio” que según él llevaron adelante quienes se oponen a la reforma. "Está claro que valen mucho las miles de firmas que entregaron algunos sindicatos y organizaciones sociales, pero también valen mucho aquellas 10 firmas que una vecina pudo conseguir en su cuadra, aquellas firmas que consiguió el parroquiano mientras jugaba al truco, aquellas firmas que conseguimos mientras esperábamos en la parada del ómnibus. Y aquellos, que en su momento salieron con una campaña de desprestigio y de terrorismo verbal, menospreciando la militancia del pueblo. ¡Vaya si se habrán equivocado! Acá está el pueblo”. Por su lado, la dirigente de ATSS, Carina Sosa, sostuvo que la propuesta busca contemplar “a un sector muy amplio de la población que hace casi 30 años está padeciendo la privatización de parte” de las jubilación”. Sommaruga, destacó que el número de firmas “es más que la votación que tuvieron cinco de los siete partidos que tienen representación parlamentaria”. Además sostuvo que la iniciativa tuvo respaldo popular porque interpreta el “sentimiento profundo de quienes se están quedando afuera del modelo económico, del modelo de desigualdad". "¿Qué pensaron que iba a hacer este pueblo y sus organizaciones, luego de que aprobaron de espaldas a la gente, y contra la gente, una reforma jubilatoria que nos confiscó cinco años de jubilación, nos aplastó el modo de calculo jubilatorio y que nos redujo un 10% en el cobro de las jubilaciones a los 65 años?", cuestionó. En la papeleta del PIT CNT se eliminan las administradoras de fondos de ahorro previsional (AFAP) ya que se prohibe los sistemas de ahorro individual con destino jubilatorio; se establece que “las personas tendrán derecho a la causal jubilatoria común a los 60 años de edad y 30 años de servicios, continuos o corridos” con lo cual se deroga el aumento de la edad de retiro previsto en ley de reforma votada el año pasado; y se indica que “ninguna jubilación ni pensión podrá ser menor al valor del Salario Mínimo Nacional”. La Tertulia de los Lunes con Miguel Brechner, Martín Bueno, Patricia González y Diego Irazábal.

ATSs are used by 99% of Global 500 companies, 66% of large companies, and 35% of small organizations, according to a recent survey from Jobscan. The post Beat AI With These Resume Strategies appeared first on Cheeky Scientist.

In this episode, I spoke with Keith Plesha, Sr. Recruiter with Krafton Americas who offers valuable insights from his recruiting career. He emphasizes the significance of networking, continuous learning, and staying on top of industry trends for career success. Topics such as interpersonal skills, mentorship, and the impact of remote work on hiring are also discussed. The conversation transitions into challenges faced by current (and aspiring) game developers, including layoffs and the effects of mergers and acquisitions. Keith expresses interest in the decision-making processes behind job cuts and the metrics driving those. Additionally, we discuss the surge in gaming during the pandemic and its implications for industry growth and adaptation. We then get into topics around previous over-hiring, shifts in user acquisition strategy due to Apple privacy changes, and the repercussions of job cuts. The importance of proactive career management, financial readiness, using ArtStation, and maintaining an updated LinkedIn profile is also stressed. Hear some personal stories, playtesting mishaps, and favorite games, along with the importance of resilience and adaptability in this changing field. In conclusion, we talk more about the importance of financial preparedness, career flexibility, and proactive networking. He advocates for staying informed about industry developments, possessing a versatile skill set, and being open to temporary alternative career paths in this current industry climate. Bio: As a Recruiter with nearly 20 years of experience, Keith Plesha has spent the last decade focused on the games industry. He's currently serving as a Sr. Recruiter with Krafton Americas, supporting corporate roles in publishing as well as multiple studios including Striking Distance Studios, Unknown Worlds, and PUBG Madison. Prior to this role, Keith spent 7 years with Activision and Meta, and loves leveraging his experience to identify top talent and help shape the future of the gaming industry.  Show Links: * M+DEV - website * GrackleHQ - website * ArtStation - website * Amir's 14 Games Jobs Resources - website * Meta Lays Off More Than 11,000 - CNBC website * What's Going On With All Of These Game Industry Layoffs - Polygon website * Richard King - LinkedIn * The Psychology of Money - Amazon Connect With Links: * Keith Plesha - LinkedIn * KRAFTON, Inc. - website Game Dev Advice Links:  * YouTube - check out this episode with 100% more video * Patreon - 1:1 career coaching through the Gain Wisdom membership * website - show notes, links, stuff * info@gamedevadvice.com - reach out! * Game Dev Advice hotline: (224) 484-7733 * Level Ex Jobs - Current openings for advancing the practice of medicine through play * Subscribe and go to the website for full show notes with links Learn more about your ad choices. Visit podcastchoices.com/adchoices

First Aired 8/20/21 Laura Gassner Otting is a professional motivational keynote speaker and Washington Post best selling author. Laura's 25-year resume is defined by her entrepreneurial edge. She served as a Presidential Appointee in Bill Clinton's White House, helping shape AmeriCorps; left a leadership role at respected nonprofit search firm, Isaacson, Miller, to expand the startup ExecSearches.com. She founded and ran the Nonprofit Professionals Advisory Group, which partnered with the full gamut of mission-driven nonprofit executives, from start-up dreamers to scaling social entrepreneurs to global philanthropists. She is the author of Mission-Driven, a book for those moving from profit to purpose. This Episode's Heavy-Hitters: - Laura became a member of Bill Clinton's campaign after she realized law school wasn't for her. - She dropped out, and then “did what everyone does when they're in a bad position in life” and “dated a guy that was awful.” Thankfully, this awful guy introduced her to an early Bill Clinton campaign, which would eventually take her to the White House. - The worst part about leaving the White House is that all of a sudden, people are less interested in taking your calls.Laura is a motivational speaker, but accountability might be even more important to her than motivation. - She's a supporter of “compulsory service” like what's used in the military draft, but instead for services like teaching, volunteering and so on. - “In this country, we like women who are in power; we don't like women who want power” -- Laura on Hillary Clinton's loss in the 2016 presidential campaign. - The hardest part of the book writing process for Laura isn't the writing, it's the thinking. The writing is “pretty quick,” it's the thinking through experiences that takes some time. - “Failure is not finale, it's fulcrum;” it's where you can learn and rise from. If you enjoyed this episode, please leave a review/rating: https://ratethispodcast.com/thepozcast #thePOZcast is brought to you by our friends at Interseller – the prospecting + outreach platform of recruiters and sellers. Whether you're doubling down on business development or recruiting talent, Interseller does all the heavy lifting of finding contact data, automating the email and follow-up process, and syncs all that rich data into 20+ CRMs and ATSs. Reach out and get going in a 2-week *free* trial today and let them know you heard about them from Adam on #thePOZcast. Check out a free demo today! https://bit.ly/2Fbm/BZ For more, please visit www.thePOZcast.com Thanks for listening!

On Take the Stage, presented by Haley Marketing, we bring you the BEST speakers, coaches, trainers, and strategic partners from across the staffing and recruiting industry every other week. More than your standard interview, each conversation is built off of a specific session or topic these industry thought leaders bring to conferences and audiences around the country. KEY MOMENTS 0:01:21 Is there value in referral programs in the staffing industry 0:02:52 Challenges in implementing referral programs 0:04:29 Importance of reviews in determining referability 0:06:34 Assessing referability at the organizational and individual levels 0:07:49 The role of online reviews in determining referability 0:08:50 The significance of culture in referral programs 0:10:19 Building a strong culture in a remote work environment 0:11:30 Being intentional about communication and creating a referral culture 0:11:59 Creating a candidate experience worth talking about, like Disney World 0:12:44 Implementing a process for employee referral programs 0:13:54 Involving recruiters, talent, and accounting in the referral process 0:15:07 Keeping referrals a priority and providing updates to referrers 0:15:36 Importance of having a process in place for successful referrals 0:16:25 Treating referrals with a sense of urgency and providing scripts for recruiters 0:18:55 Holding recruiters accountable and creating KPIs for referrals 0:19:28 Leveraging recruiters' relationship-building skills for referrals 0:21:49 Focusing on culture and experience rather than the referral bonus 0:23:10 The importance of offering a dual-sided referral bonus 0:24:48 Reasons why people don't refer 0:27:10 Where to start with an employee referral program ABOUT THE SPEAKERS Brad Bialy  (LinkedIn) Brad Bialy has a deep passion for helping staffing and recruiting firms achieve their business objectives through strategic digital marketing. For over a decade, Brad has developed a proven track record of motivating and educating staffing industry professionals at over 100 industry-specific conferences and webinars.    As a visionary leader, Brad has helped guide the comprehensive marketing strategy of more than 300 staffing and recruiting firms. His keen eye for strategy and delivery has resulted in multiple industry award-winning social media campaigns, making him a sought-after expert and speaker in the industry.    Rachelle Arnold (LinkedIn) As head of Customer Experience, Rachelle oversees and ensures customers' success with automated referral management. Rachelle was born and raised in New Orleans, LA, and graduated from the University of Louisiana at Lafayette with a degree in Marketing in 2009. Her career started very early on in retail, moving up the ladder and eventually landing as store manager of a major retail brand at the age of 23. With a passion for customer service and a knowledge of running businesses, she joined GIFTED Healthcare, a healthcare staffing agency, in 2016. Rachelle held many roles at GIFTED but landed as Director of Recruitment for her last two years of employment there. She utilized Staffing Referrals as a customer for 2.5 years before joining the Staffing Referrals team in 2021. In her spare time, she spends time with her furbaby, Lola (who is a 4-year-old sheepadoodle) and teaches yoga.   Staffing Referrals  Staffing Referrals helps staffing agencies turn their unique talent network into their competitive advantage. Helping agencies source, engage, and place qualified candidates faster as the #1 Automated Referral Management™ (ARM) platform. Trusted by top staffing agencies, Staffing Referrals enables you to source passive talent, improve the candidate experience, and increase recruiter productivity without interrupting your workflow. Staffing Referrals integrates seamlessly with industry-leading ATSs, including Bullhorn and AviontéBOLD. Move away from spreadsheets and manual processes and embrace the digital transformation. Stop wasting money on boards. Start sourcing smarter.

This week LJ and Rob sit down to break down the courses and different offerings Leap will be delivering this year. As our premier brand sponsor Leap has been the podcast since 2021 and has continued to create incredible outcomes for their clients and the industry as a whole. This LJ and the Leap team are focused on the trusted Tech Advisory and they are also offering more courses including: 1. Digital Transformation Leadership Certificate training individuals or teams on how to manage your technology and partners to drive growth 2. Bullhorn Admin Training (this will soon be extended to multiple ATSs) train individuals or teams on how to get the most out of their ATSs full suite of solutions 3. WhatFix plus 35 Training Videos embed training on workflows or products in your applications and have custom-made training videos 4. Conference Agenda Prep The Leap team will align conference agendas with each member of your to get the most out of each show 5. Bi Annual or Annual Tech Stack Review optimize your tech stack by allowing the experts to find duplicative technology/spend and roadmap your future state with you. As a bonus, LJ tells us her Staffing industry origin story. This episode is brought to you by Leap Consulting Solutions and their best-selling Supercharge your Desk with AI Course. Remember to rate, review and share the episode wherever you tune in.

First Aired: 4/07/22 Shelley Zalis is the CEO of The Female Quotient, an internationally renowned thought leader, movement maker, and champion of equality. She is also a pioneer for online research, becoming the first female chief executive ranked in the research industry's top 25. Today, Shelley works with Fortune 500 companies and impact organizations to advance equality in the workplace. Through its signature pop-up experience, the Equality Lounge®, along with the Global Exchange and advisory services, The Female Quotient has created an international community of women rising up to catalyze change. A firm believer in giving back with generosity, Zalis is a proud mentor to women around the world. To learn more about Shelly, please visit: https://www.thefemalequotient.com/#join_us If you enjoyed this episode, please leave a review: https://ratethispodcast.com/thepozcast #thePOZcast is brought to you by our friends at Interseller – the prospecting + outreach platform of recruiters and sellers. Whether you're doubling down on business development or recruiting talent, Interseller does all the heavy lifting of finding contact data, automating the email and follow-up process, and syncs all that rich data into 20+ CRMs and ATSs. Reach out and get going in a 2-week *free* trial today and let them know you heard about them from Adam on #thePOZcast. Check out a free demo today! https://bit.ly/2Fbm/BZ This Episode's Heavy-hitter's: Shelley grew up in a home with three sisters, being the second oldest of four. She says although some sisters can be competitive, hers always had a great relationship where they were different from one another, but supported each other. Like many of us, Shelley's first job didn't bring in a lot of income. What Shelley did get out of her first job was an awesome education in client relationships, marketing, and boots on the ground market research. Shelley had a performance review at her next job at a larger company that changed the course of her life and career forever. She was chastised for being too assertive and essentially doing her job by spending tons of time with clients. This was the impetus for her to leave and pursue the founding of her own business, under her own rules. When starting her company, Shelley could have taken a million dollar investment split equally between her father and husband. She instead took money from statistics company Nielsen, where she gave up a majority of the equity in her business. Back in 2013, Shelley had the opportunity to go to CES, but had no one to go with. So she reached out to a few of her girlfriends to come instead, told them to invite their girlfriends, and when they got there, they were in a group of about 50 women. This turned a lot of heads at a male dominated conference, and thus the idea for The Female Quotient was born.

Episode 52 is a detailed discussion unpacking two new ATSs in the US that offer solutions in the US market to help manage the complexity of liquidity discovery. In order to unpack this discussion, we call upon the CEOs of PureStream and OneChronos, industry veterans Armando Diaz and Vlad Khandros.  In this episode we learn about the key tolls built into the new ATSs to help solve institutional trading problems, not the least of which is the search for size in a marketplace with liquidity fragmented across 16 exchanges and over 40 ATSs.  Be sure to stick around to the end of this episode to hear Armando and Vlad's takes on the SEC proposed equity market structure reforms.Chapter Headings: 5:43 - PureStream Mission Statement11:37 - Is Information Leakage a Concern?21:37 - OneChronos – Is Complexity an Impediment to Adoption?32:28 - What is Expressive Bidding?35:15 – Should Brokers be Concerned About Exchange Disintermediation?42:38 - Quick Take on Gensler's Equity Market Structure Proposals Host: Peter Haynes, Managing Director and Head of Index and Market Structure Research, TD SecuritiesPeter joined TD Securities in June 1995 and currently leads our Index and Market Structure research team. He also manages some key institutional relationships across the trading floor and hosts two podcast series: one on market structure and one on geopolitics. He started his career at the Toronto Stock Exchange in its index and derivatives marketing department before moving to Credit Lyonnais in Montreal. Peter is a member of S&P's U.S., Canadian and Global Index Advisory Panels, and spent four years on the Ontario Securities Commission's Market Structure Advisory Committee. For relevant disclosures, visit: tdsecurities.com/ca/en/legal#PodcastDisclosure. To learn more about TD Securities, visit us at tdsecurities.com or follow us on LinkedIn @tdsecurities.

Today's episode of The POZcast is an adaptation of a special live stream of The POZcast from The World Staffing Summit Adam hosting the World Staffing Summit with some elite content marketers and friends of mine from LinkedIn! See below for a quick background on each of my awesome guests, sit back and soak in some content marketing gold! In short, the episode is a must-watch for anyone looking to improve their content strategy and build a strong online presence. Marcus Sawyerr emphasizes the importance of authentic conversations as a driving force behind engagement. He believes that it's crucial to focus on topics that you know your audience is interested in and to build your audience from there.‍ Adam Posner then discusses the content pyramid, which is a critical aspect of their content creation strategy. He explains how they turn their show into a podcast, individual pieces of content, and even key phrases into tweets. He also highlights the importance of experimenting with different channels and mentions how he has doubled down on LinkedIn and hired his daughter to be his TikTok creator-in-chief.‍ Scott MacGregor, on the other hand, takes a different approach and focuses on unscalable methods, such as personal emails and calls to candidates, instead of mass email marketing. He believes that doing things in an offbeat manner works best for him.‍ Ginnette Harvey shares her experience of trying to do it all, which resulted in burnout. She emphasizes the importance of focusing on what works best for you and avoiding spreading yourself too thin.‍ Joel Lalgee thinks creating content always you to scale your 1:1 interaction to a broader audience. He really focuses on connecting with people, entertaining them, and providing some valuable insights.‍In conclusion, the episode offers valuable insights into the world of content creation. Whether it's experimenting with different channels, focusing on authentic conversations, or taking an offbeat approach, the guests stress the importance of finding what works best for you and sticking to it. They also offer advice on what not to do, such as link sharing without adding value or relying too heavily on AI tools. Full Video: https://www.candidate.ly/webinar/the-power-of-content-marketing-in-recruitment Marcus Sawyerr is the Founder & CEO of EQ Community, which is a private members community (currently in stealth mode) for multicultural professionals interested in tech.  Ginnette Harvey is the co-founder of BlocHaus , which helps connect the best talent with pioneering organizations in the space. She also founded Harper & Gray, which supports organizations in recruiting for business critical specialists and leadership roles. Scott Macgregor is the Founder & CEO of SomethingNew LLC & Founder of The Outlier Project. He's also a 4x Author of the “Standing O!” Series and Record 8x Winner of the American Business Award for Innovation. Joel Lalgee is the Founder of Headhunter Media, a business development consultant for Hirewell, and a fellow LinkedIn content creator. This Episode's Heavy-hitter's: Scott talks about his strategy in creating the “Standing O!” series, specifically including all the talented folks he knows to create a network effect which boosts credibility. He also donates proceeds to charity! Joel stresses the importance of understanding who you are and how to present yourself online in a way that's authentic to you. The name of the game is OUTSOURCING when it comes to effective content creation and repurposing across channels. Make sure you have a system in place and people on your team that understand your voice and vision. Joel has also seen great success and efficiency in engaging in the comment section. Although it's not as intensive of a connection as having a full conversation, you have many more micro-interactions that build a larger community. Ginnette has had success with really focusing on LinkedIn instead of spreading herself too thin across multiple platforms. Full Video Replay: https://www.candidate.ly/webinar/the-power-of-content-marketing-in-recruitment If you enjoyed this episode, please leave a review:   https://ratethispodcast.com/thepozcast #thePOZcast is brought to you by our friends at Interseller – the prospecting + outreach platform of recruiters and sellers. Whether you're doubling down on business development or recruiting talent, Interseller does all the heavy lifting of finding contact data, automating the email and follow-up process, and syncs all that rich data into 20+ CRMs and ATSs. Reach out and get going in a 2-week *free* trial today and let them know you heard about them from Adam on #thePOZcast. Check out a free demo today! https://bit.ly/2Fbm/BZThanks for listening, and please follow us on Insta @NHPTalent and Twitter @AdamJPosner.eth  For more, please visit www.thePOZcast.com

Alex Murphy of JobSync As Co-Founder and CEO, Alex's career in HR Tech led him to the creation of JobSync. Making the complex application process simple yet remaining compliant. Partnering with job boards and most ATSs, they make the process fluid, easy and beyond. The big industry news, Indeed laying off 15% of their global workforce; Alex had high praise for Chris Hyams as ‘The Masterclass on how to write a letter regarding layoffs'. Speculation and some warning signs that layoffs were coming Google job ads - Can you move any slower? TA Leaders concerns and opportunities Prediction for 2023, we have become resilient to bad news and Black Swan events. 

Alex Murphy of JobSync As Co-Founder and CEO, Alex's career in HR Tech led him to the creation of JobSync. Making the complex application process simple yet remaining compliant. Partnering with job boards and most ATSs, they make the process fluid, easy and beyond. The big industry news, Indeed laying off 15% of their global workforce; Alex had high praise for Chris Hyams as ‘The Masterclass on how to write a letter regarding layoffs'. Speculation and some warning signs that layoffs were coming Google job ads - Can you move any slower? TA Leaders concerns and opportunities Prediction for 2023, we have become resilient to bad news and Black Swan events. 

Megan Reilly is the COO and co-owner of Tippi Toes®, an international franchisor of children's dance. For more than a decade, Megan has helped franchise owners build and grow their own businesses around the world.Megan and her sister/business partner Sarah appeared on Shark Tank, where they were awarded a deal by Mark Cuban. They decided to decline the deal and grow their business on their own, and have since built 35 franchises, written and published children's music that's hit the Billboard Charts, and reached number 1 on iTunes. She is also the creator and host of the Who Is Your Momma Podcast, where she speaks to the mothers of some of the world's most successful CEOs, athletes, and entertainers.This Episode's Heavy-hitter's:Tippi Toes was actually founded as the result of a college football game. Megan's sister Sarah was working as a waitress and wanted the day off to go to a game. When her boss told her she wouldn't have a job when she came back, she called their bluff and got fired. All at once she had to keep paying her car note– and Tippi Toes was born.Megan actually became a licensed dietician even though she knew early on that she wanted to grow Tippi Toes with her sister. Her education and certification served as a safety net that allowed her to pursue Tippi Toes with full-force, knowing that she would always be able to find a job if she needed it.Megan's family actually applied for Tippi Toes to appear on Shark Tank without her knowing. Although she ended up not taking the deal that Mark Cuban offered because they weren't able to negotiate agreeable terms, she remarks on Cuban's receptiveness and communication throughout the process.Franchising was never necessarily the goal for Tippi Toes, but after a trip to the West Coast that didn't go as planned, someone recommended that they franchise and the wheels started turning.On her podcast while speaking with Sarah Blakley's mom, she made a realization about promoting creativity with her kids by creating structured time to always find something to do when they tell her that they're bored.For more, check out https://www.tippitoesdance.com/ and her podcast, Exclusively on the FREE BYLR RADIO APPIf you enjoyed this episode, please leave a review: https://ratethispodcast.com/thepozcast#thePOZcast is brought to you by our friends at Interseller – the prospecting + outreach platform of recruiters and sellers. Whether you're doubling down on business development or recruiting talent, Interseller does all the heavy lifting of finding contact data, automating the email and follow-up process, and syncs all that rich data into 20+ CRMs and ATSs. Reach out and get going in a 2-week *free* trial today and let them know you heard about them from Adam on #thePOZcast.Check out a free demo today! https://bit.ly/2Fbm/BZIf you are curious how Adam has created #thePOZcast and turned it into an ecosystem that builds real relationships, clients, thought leadership, and content, check out www.thePOZcourse.com

On this episode, I sit down with Matt Chambers, Loxo's CEO, to discuss the latest product developments and the future of recruitment. Earlier this month, Loxo announced their completely free Recruiting CRM and ATS, and we explore what this means for the industry and the ATSs on the market. Matt talks about his entrepreneurial journey and the valuable lessons he's learned along the way. From acquiring thousands of customers globally, expanding from the US to the European market to navigating the rapidly evolving rech tech landscape, he shares his insights into what it takes to succeed as an entrepreneur in today's fast-paced world.
Always great to catch up with Matt, enjoy it!

Shelley shares that she thinks Anthony Kiedis will fall in love with her when he sees her in the audience next week. You will have to wait another couple of weeks to find out! This week we cover: Indeed lays off 15% of their staff world wide - no surprise as sponsored job postings are down 33% compared to this time last year. Take comfort, former Indeed employees don't stand on the unemployment line for long.  Serge's home province of New Brunswick leads the way in adding new jobs in Canada for February Regina - Rhymes with fun! City counsel is uptight and has lost their sense of humour.   Tip of the week: Check this cool free tool that real time analyses jobs on Google for Jobs and gives you insight on job titles being used, percentage of remote jobs, publishers etc.. https://rta.jobdescription.ai/ Recruitment Insights Take a fresh look at your company Career site; take the job seekers perspective. While you are at it take a look at the best and worst ATSs for trying to apply to your jobs. As we roll into spring, its time to clear out the old interview guides and bring in some fresh thinking Hiring for Culture Add VS Culture Fit, trouble is, culture is typically poorly and vaguely defined and will render nothing more than trite cliches! Does anyone else see red flags here? Posting jobs to placate overworked employees that we are ‘trying to hire'. This certainly explains a lot, since these are the same Hiring Managers who say ‘no one wants to work anymore'.

Shelley shares that she thinks Anthony Kiedis will fall in love with her when he sees in her in the audience next week. You will have to wait another couple of weeks to find out! This week we cover: Indeed lays off 15% of their staff world wide - no surprise as sponsored job postings are down 33% compared to this time last year. Take comfort, former Indeed employees don't stand on the unemployment line for long.  Serge's home province of New Brunswick leads the way in adding new jobs in Canada for February Regina - Rhymes with fun! City counsel is uptight and has lost their sense of humour.   Tip of the week: Check this cool free tool that real time analyses jobs on Google for Jobs and gives you insight on job titles being used, percentage of remote jobs, publishers etc.. https://rta.jobdescription.ai/ Recruitment Insights Take a fresh look at your company Career site; take the job seekers perspective. While you are at it take a look at the best and worst ATSs for trying to apply to your jobs. As we roll into spring, its time to clear out the old interview guides and bring in some fresh thinking Hiring for Culture Add VS Culture Fit, trouble is, culture is typically poorly and vaguely defined and will render nothing more than trite cliches! Does anyone else see red flags here? Posting jobs to placate overworked employees that we are ‘trying to hire'. This certainly explains a lot, since these are the same Hiring Managers who say ‘no one wants to work anymore'.

It was great to catch up back in October with some of my favorite LinkedIn folks and friends, Erin Riska, Joel Lalgee, and Liam Darmody! Erin is a fractional talent strategist, full-cycle recruitment partner, and freelance writer, providing foundational and supplemental talent acquisition support to small companies as they scale. Joel is a contract recruiter, podcaster, and, more recently, a consultant to hiring tool Hirewell aiding in business development guided by his personal expertise. Last but never least, Liam is a hot sauce aficionado. I could leave it off there (it's in his LinkedIn header, folks), but in reality, he is SO much more– he's a seasoned operations leader with over 15 years of experience building & scaling marketing, sales, customer, & people operations at technology companies.  This Episode's Heavy-hitter's: We talk about employee branding and the obstacles to getting employees to share their experiences working with a company. Since employees are unsure of what should and shouldn't be posted about, they end up not posting at all and a community-building opportunity is missed. Joel actually incentivizes and pays employees to do this! Companies can't treat all their employees the same. Seasonal employees will be different from full-time, remote employees from On-site, and so on. Companies that will be the most successful need to figure out a balance that works for their employees as individuals. Erin says that the thought that the future is remote is short-sighted. In speaking to people, she finds that most people are tired of looking at the four walls of their homes and want to head back to the office. Everyone on the panel loves quitting! Specifically, each guest breaks down their opinions on quiet quitting. Linked-Influencers; we're coming for some of you! The panel breaks down their least favorites on the platform towards the end of our talk. #thePOZcast is brought to you by our friends at Interseller – the prospecting + outreach platform of recruiters and sellers. Whether you're doubling down on business development or recruiting talent, Interseller does all the heavy lifting of finding contact data, automating the email and follow-up process, and syncs all that rich data into 20+ CRMs and ATSs. Reach out and get going in a 2-week *free* trial today and let them know you heard about them from Adam on #thePOZcast. Check out a free demo today! https://bit.ly/2Fbm/BZ Please follow us on Instagram @NHPTalent and www.YouTube/thePOZcast. Thanks!

How is the role of the recruiter changing in 2023 and beyond? Meet Leah Daniels, Chief Commercial Officer with JobSync.  She brings her perspective on the recruiting landscape to Episode 42 of the Jess Get Hired Podcast.  Leah is a Talent Acquisition Executive with impressive credentials from her time at Appcast, Monster, Bullhorn, and ZoomInfo.  Her industry experience working with large enterprise organizations granted her a patent on detecting the early behavior of candidates in social media.  In this episode, Jessica and Leah discuss how the role of the recruiter is evolving to become more project management-led.  There is also a greater focus on talent quality and allowing recruiters to be more savvy business partners.  Gone are the days of only filling jobs.  The modern-day recruiter needs to acquire new skills and capabilities that will help them not only redefine the role and responsibilities of a typical recruiter but refine them. Technology also plays a huge role in how recruiting will transform in the years ahead.   JobSync automates the integration of employers' ATSs and the job sites they use, resulting in 2-5x fully completed applications, improving the applicant and candidate experience, and eliminating hours of wasted recruiters' time from manual tasks every day. Learn more at:  www.jobsync.com Like this podcast?  Visit www.jessgethired.com Connect with Jessica here: https://linktr.ee/jessgethired --- Send in a voice message: https://anchor.fm/jessgethired/message Support this podcast: https://anchor.fm/jessgethired/support

[00:00:00]Max: Hello, everybody. Welcome back to The Recruitment Hackers Podcast. And I am delighted to welcome on the show today, Quincy Valencia, formerly known as the Queen of bots. Today, the VP and Research Director for Ventana Research, and previously working at AMS, at CLO and ADP and a long, long career in recruitment and talent acquisition technology. And so I'm really happy that Quincy agreed to come to our show, to talk about some of the trends from the year that's ending now; 2022, for those listeners who are listening to this podcast in the future, and where we might be, we said we would talk about a few trends. [00:00:49]So expect a conversation on hyper-personalization of the candidate experience, consolidation of the tech vendors, TA tech vendors, and what it means for the market and for the candidates. And perhaps we'll talk a little bit about the bots and conversational AI from its origin, or let's say the recent history of the last five or six years, and what the near future may look like. So, Quincy, welcome to the show.[00:01:26]  Quincy: Thank you so much for having me, Max, I really appreciate it. I love these kinds of conversations, especially with people in the industry that I respect and admire. And that would be you, you fall in that category. So thank you.[00:01:37] Max: Well, you're too kind. It's an honor to be in that industry. And it's great that we live in a world where you're in South Carolina, I'm in Ireland, and we can talk to our global audience about stuff that nobody cares about.[00:01:51]Quincy: Somebody cares about it, you and I care about it. So if nothing else, we can go back ourselves and listen to ourselves talk to each other and be very excited about it.[00:02:00] Max: Okay, a deal. So, well, before we get started, perhaps a word about Ventana Research. What's this organization that you joined earlier this year? And what kind of services do you deliver? Who should be coming to talk to you? In what situation?[00:02:20]Quincy: Yeah, so Ventana research is celebrating its 20th year in business as of this year, it's a boutique technology analyst firm, and the primary focus is tech. And we have several coverage areas including, not just HCM tech, which I own and lead that practice, but data analytics, digital innovation, CX, so we kind of span the board there with different areas of technology that we cover. And we do primary research, we do thought leadership, consulting, advisory, so on and so forth, all the things you would expect of an analyst firm. And it's an exciting place to be. It's a fun, interesting time to be in this industry as well.[00:03:05] Max: Are your services called upon when somebody does a big RFP? And they want somebody to write the RFP?[00:03:13]  Quincy: No, we don't write RFP, but we do…. Yeah, sorry. We will help people evaluate those RFPs and responses. And, you know, our clientele are the vendors, certainly, but also end users that will be using products too. So we have a great mix, we just recently verticalized our entire product offerings, and now we're looking at specific verticals like healthcare, manufacturing, financial services and retail and several others that we have expertise in within our organization. So it's just another lens to look at the products and services that we deliver into the market.[00:03:54]Max: I think I'm gonna latch on to this as a segue to our first industry topic. What was the word? Verticalization.[00:04:03]Quincy: Verticalization, yeah.[00:04:04]Max: So verticalization of talent acquisition, I think is a real thing. It's not just a bunch of syllables. I think it's happening.[00:04:12]Quincy: That's an actual thing. I agree with you. Now, you never have to say the word again.[00:04:17] Max: We agree about the thing. So I first noticed it a few years ago, and I saw some ATSs pop up specialized in hiring drivers, of all things.[00:04:28] Quincy: Yeah. [00:04:28]Max: But now it seems like there are ATSs for healthcare companies, for retail specialists and others. Yeah. What are you seeing in the market and how verticalized is the industry now?[00:04:44]Quincy: So I see the exact same things that you have. But if you look at what the issues are in recruitment for some of those industries, they're parallel. And so you don't necessarily need one TA tech for just healthcare or one just for retailer, or one just for hospitality. You look at what are the issues that arise within those industries that are the same. So if it's high volume, low barrier to entry, high volume of transaction, those are the types of things that you want to look for when you're looking for technology. And so in some cases, once you may have started out just as, hey, we're going to start in quick service restaurants, or we're going to start in retail, or we're going to start in whatever, they're quickly bringing in different industries into their organization that they're marketing to because they can support those just as well. [00:05:38]I think the only one that I would say probably deserves its own is drivers, because that's an interesting beast, the way you market to them and sell to them and contact them and the way they can come back to you and what you need, and the regulations and documentation and all of the verifications that you need is a little bit different. But, I can see why there was a need, you know, for some of the players in the market, but I think a lot of it continuing the trend is a little bit of consolidation, because, again, you can start marketing to, hey, I'm just going to do hospitality. And you see that you have the opportunity to expand your reach by bringing in other verticals into that same business that operate similarly.[00:06:19]Max: Yeah, I mean, from a vendor's perspective, our perspective, we knew there were some little bits and pieces missing, for us to be relevant in some industries, and you add them progressively as you go. And, of course, you know, it's a go-to-market strategy. Initially, it makes sense to keep talking to the same people over and over again, until you've established a good position in that market. But, at the same time, considering that recruitment platforms are becoming integrated with assessment vendors, and, you know, assessment vendors are more specialized. So, that makes a stronger case for saying, you need a recruitment software that just does healthcare, just does, you know, logistics, for example.[00:07:10]  Quincy: I don't know. I mean, I think it depends on the type of assessment that they're crawling into bed with, for lack of a better term. Because if you look at the trends in the market, switching back to, you know, skills-first hiring, for example, we're not talking about skills, like, do you know Excel? Or, you know, are you a phlebotomist? Can you do that; talking about capability, and potential, and demeanour. And so in that way, their organizations are opening themselves up to be able to screen in candidates that they may not have considered previously, because really, so much of what we do until you get to a certain level, or if you're in a certain speciality, I mean, you're not going to hire a financial analyst that doesn't know Excel, right? I mean, that there are certain things you've got to do. [00:07:56]But if you look at what makes people really successful in a role, a lot of it, you're learning anyway. I mean, I went to school for, my Bachelor's degree in International Finance and Marketing. That has absolutely nothing to do with what I do today for a living; what I do today for living, I didn't even know existed and RPO, I don't think existed when I was in college. So there's so much of what you learned that, hey, I can do this because I've done that. [00:08:21]Max: Yeah.[00:08:21]Quincy: And because I have the adaptability, and so on and so forth to do it, that type of assessment is becoming much more popular to screen in on the front end for that talent that is difficult to find. As opposed to being the skills like, can you type? You know, can you speak English, like we were just talking about, it's a different type of skill, also equally important for certain things, but the trend is to kind of start looking in the other direction.[00:08:51] Max: Yeah, yeah, I see your point. From a job seeker's perspective, you should be doing the bulk of your ATS integrate -  interaction in the first 10 years of your career. After a while, you should be kind of on track; you've picked your industry, your picture, you've got your expertise, you've got your network, and you're going to be less dependent on proving yourself to a machine or to an assessment company or to an interviewer. And that's where most of the value of these technologies ought to be, is at the early career stage when people are more potential than, you know, achievements?[00:09:36]Quincy: I don't know about that. I don't know. And I think in some cases, that's totally true. But just to take a contrarian point of view for fun because that's what I do. There - if you have been in, I'm going to use parallel industries just because it makes it easier, but I've been in sales my entire life and I'm a sales professional and sales sales sales you'd like and I'm so sick of having a quota. Can I not move into Marketing potentially? Do I have the, it's a parallel sort of industry? Do I have the skills? Nobody would necessarily consider me for marketing. Because I'm a closer, right? But this isn't me, by the way, I've never worked in sales. So I'm not really touched the hypothetical me. [00:10:15]But do I have the capability and potential and demeanour and aptitude to then transfer what I already know, into a new line of business? That doesn't happen too often when you're going company to company? Certainly, that's applicable for internal mobility. But I think we're going to see more and more of that, I think it's going to be a slow adoption because it's hard to switch what you've done for, you know, your entire career -  the mindset. If I'm a hiring manager, I want somebody who's in sales. But maybe I shouldn't be in sales. Maybe I'm a mediocre salesperson. But I'd be an extraordinary sales leader because I have a propensity for leadership,[00:10:55]Max: And then the machine will be able to establish commonalities between candidates that would have been completely different piles before then.[00:11:07]Quincy: Yes, that's exactly - I never would have considered me for that role, because I was mediocre as a salesperson. And I need a sales leader, but maybe I'm fabulous at leading a team and driving consensus or, you know, whatever those things are that you need to do to be a leader in an organization.[00:11:24] Max: Whatever those things are.[00:11:26]Quincy: Whatever those things are. Right.[00:11:28]  Max: Yeah, who knows? Well, okay. So, this trend of consolidation? Do you think we reached the apex and for the listeners, maybe go back to what's been happening over the last 12 to 18 months to the industry? And are we have we reached peak consolidation yet?[00:11:58]Quincy: I mean, I think we have to have. There's no one who's left to acquire almost, I mean. I mean, over the past, I don't know how many months, 24 months, maybe the level of acquisition, that's happening, consolidation in the industry has been literally unprecedented. The money from investment firms that's gone into TA and TA Tech has been literally unprecedented. And there's been just an extraordinary amount of consolidation in the market. So if you'd look back several years, the strategy of most organizations had gone to, you know, if I'm building my tech stack, as an organization, the strategy is let's get best of breed at each step of the process from, you know, candidate attraction through the end of the employee lifecycle. [00:12:45]And there's merit to that for certain organizations, for certain types of company. For certain complexity of organization, there's certainly merit in that strategy, I've always actually been quite a fan of it; there's also risks. And so as we looked at organizations over the past couple of years, during the pandemic era that were having to do more with less, I mean, I remember talking to one company who had gone from a recruiting team of 198 to two, and now all of a sudden, the world opens up, and you have to hire these people back, that's not scalable if you're depending upon just human beings to do it. So you have to have technology there. [00:13:19]And they were desperate and didn't have time to do RFPs for, you know, 77 different products in the stack. So let me go with XYZ big player because they can take care of us kind of across that lifecycle. And meanwhile, those big players had gobbled up so many of the small players. And now you have a platform instead of a point solution. So have we reached the peak? I think so. Again, there's just so much consolidation that has already gone on. I do think that we've plateaued a bit, not that there won't be others.[00:13:54]Max: Definitely. Yeah, it's gonna continue. Just from - The economics are such that, you know, the valuations came down.[00:14:02] Quincy: We had to. I mean, how many unicorns did we see in two years? Give me a break,[00:14:05]Max: Fundraise - Yeah, the amount of funds being deployed to late-stage venture companies is lower so they're gonna have to find, you know, sort of acceptable exit. Anybody who's past series A is gonna find it much harder to finance series being on so. So that'll be happening. But I was thinking more in terms of the narrative. Yeah, sort of like the narrative of it's going to be an easier solution for the customer to have one vendor that does it all. Whether the market and the buyers are going to become wise to the shallowness of that promise. Because, like you said, like, it's just a bunch of things that are glued together that aren't really talking to each other.[00:14:56]Quincy: Right. I mean, that's the issue. Right? So you have some - I think that those who have built natively will come out shinier in the end, because if they are all built in the same architecture, it's going to be easier. Everything that's trying to bolt on their issues and struggles; you and I both know trying to bolt on this and bolt on that and bolt on this. And then somebody messes up a single line of code. And all of a sudden, these things don't talk to each other anymore, then there's a problem, that'll start coming out more and more. And then as things do, the pendulum over the next, you know, several years, eight or so years, I'm thinking of contract length terms. So 6, 7, 8 years, the pendulum will swing back to the other way, I think.[00:15:36]Max: By then the market will be much bigger because eight years of the market growing and automation taking on its steady course means it'll be two, three times bigger. So there'll be more room for point solutions as well like you can build a bigger company with a smaller product.[00:15:52]  Quincy: You definitely can. And like innovation is not stopping. I mean, everybody that I know who's created product is still creating product. They still, you know, inherently see gaps; there're always going to be gaps in the market, there's always new technology that comes along, that's going to fill that space. So it's not going to stop. To me, it's exciting and will continue to be so. I think for now, in many cases, platform players have an advantage for now. Will that stay that way? No. Only because that's just the nature of the beast, everything is cyclical, it will go back. And while during this time, some of the best technologists are taking the opportunity to add more and become more innovative and just upgrade what their offerings are into the market. So there's room for everyone, I think.[00:16:43]  Max: We've been chatting for almost 20 minutes, and we haven't spoken about bots much. So bad, so rude. To the Queen of bots, I must ask you; how are the bots doing in 2022? And what's exciting in the near future for the world of conversational AI? Has there been a fall from grace from the early days?[00:17:08]Quincy: No, I don't think it's a fall from grace at all. I think it's just become more of a standard. I think that, you know, a few years ago, everybody was looking to try one of these new bot things and how could it help. And then organisations started adopting them and they would use them in a very limited way. So let's just use it to answer benefits questions for existing employees, or let's just use it in the very front end of the recruiting process. And now, you know, technologists being technologists have continued to develop capability and deepen the capability. [00:17:40]And so now, you know, a lot of the organizations already have it. And it's just a matter of extending the use and how do we use it in more points of the process and extend it along the entire, you know, candidate to employee journey, because it's an interface that our candidates and employees are comfortable with and know and understand. And so they just continue deepening and bringing in more use cases. So I don't think there's a fall from anything, I just think it's just what people do now. I don't know. Do you disagree with that?[00:18:14]Max: Yes, I disagree with that in the sense that I still think that the main use case is at the front of the funnel. I think that's still 90% of the value because that's where there are just too many candidates to talk to.[00:18:33]  Quincy: Well, depending on the industry. So it's certainly the industries that you focus on. I think that's 100% true. Absolutely.[00:18:39]Max: So we agree after pretending to disagree. And then I think that to go from the 90, you know, to eliminate 90% of the candidates and then continue the conversation, then you would need to have - then you're going to need to really level up the technology because the front of the funnel is hard enough to build, then you've got to think about all those scenarios for candidates that have gone past the first level screen and decide what are the follow-up questions you want to ask them. And some of them are obvious, like, I don't know, how much money do you want to make or stuff like that, but then some of them are not so obvious. [00:19:23]It's like, well, we're like 60, 70% sure that this person is good at you know, sales. How do we solidify that confidence? How do we go from 60% confidence to 90% confidence? Am I going to ask him a couple of follow-up questions or then do an assessment? These are not decisions that are automated today. And to be able to automate the follow-up intelligently, and automatically. Well, that's not a bot anymore, right? So that's why I was telling you earlier - where I think that for conversational AI to get to the next stage, it needs to have an incredibly powerful back end that kind of recommends, where do you dig? How is the conversation, moving organically towards where it needs to go to get to the answer[00:20:15]Quincy: Which is why I'm so excited about GPT3 technology that will soon be 4. I mean, the level I was in - I've been in there, I've been in OpenAI system. I don't know if you've taken the opportunity, but you can go there now and play around.[00:20:32]Max: I spoke to the bot.[00:20:34] Quincy: The level of, depth of complexity that the system can handle is pretty remarkable to me. And it's only a couple of years old, it's gotten better since it started, and it will continue to develop. But to me, it's just taking the functionality of a bot on the front, which I think is extremely valuable for many things. It's speeding up productivity and automation and efficiency and so many things that I think is great for candidates and for recruiters or candidates and any back-end user. But this I think will be the next big evolution as organizations look to build their bots, or evolve their bots using different tech.[00:21:20]Max: Yeah. Do you think this is going to be applied next year? And what will be the first application by a major industry player of this technology? If you had to bet,[00:21:35]Quincy: That's great. I think the first step, maybe writing job ads. I mean, I think that could be a good one. I just, it was funny. I asked it to write a job ad for a podcast host. And it was pretty cool. I asked it I said, write, all I said was write a job ad for a technology industry analyst. And I was like, that's pretty good. It'll have to be tweaked. But I think that's one that could be good. I mean, there's always a starting spot, and then you start to take that application somewhere else; that's probably a good place to start.[00:22:05]Max: Awesome. That's a good idea. And there was a company, of course, that was specialized in writing job ads automatically. I think it's still around. X two[00:22:15]Quincy: Well, perhaps. Yeah,[00:22:16]Quincy: Yeah. But again, it's different tech. So are the results different? I don't know. Yeah. I mean, to me, that's the possibility. So no, I don't think there's been a downfall of the bot. I think it's not all the chat and all the rage anymore. Because it's been widely - people just recognize they're beneficial. That doesn't mean everyone's bought it. That doesn't mean everybody's using it. But I think people know. I think the second reason that if there's been any negativity about it, it's been the way that they've been configured and deployed in ways that worker and candidate expectations are not being met, [00:22:51]meaning the shift has been to just mass personalization of the process, all processes of all engagement and all interaction. And perhaps the way that some bots have been again, configured and deployed, it feels very bot-ty feels very impersonal. And so that's not good, either. So I think that it may behove some companies to look at those, how they're deploying them and where they're deploying them, and does it enhance the experience. Or does it detract from it?[00:23:22]Max: When it really goes to the next level, too, which is after pre-screening, you know, to the sort of follow-up digging, and the next step, that's when you might want to interact, you're a little bit more careful about your interaction, because then as a candidate, you don't think of this as just a gatekeeper. You get past this thing. And then you can talk to a human, which is how bots normally are thought of. But really, this is it. This is what's going to decide whether I'm going to get hired or not. So I better bring in my A game. [00:23:57]Quincy: Exactly. [00:23:59]Max: Yeah. I think we're a couple of years away from that.[00:24:01]Quincy: Oh, yeah, it's not gonna happen tomorrow. But time flies, so you don't know. We'll see.[00:24:05]Max: I mean, I'll still be around. I hope.[00:24:07]Quincy: You and me both. I've been around for 107 years. I think another two isn't going to[00:24:14]Max: Amazing.[00:24:17]Quincy: I look great for being 127 years.[00:24:20]Max: You've got some great nanobots looking after your skin. We could go on for a while but I like to stick to my timelines. So I'm gonna ask you my final interview question, which is always the same one. I asked people to think back about a mistake they made in hiring and to walk us through that mistake. You know, what was the origin of it without giving any names and so that our listeners can, you know, can reflect on how to avoid that mistake in their own job.[00:25:01]Quincy: Yeah. So some time ago, I was hiring for a team. And I was down to two finalists, candidates. And at the time, I was relatively new to my role. And so it was really important to me to bring someone in who could sort of hit the ground running and maybe wouldn't need as much of my time and training because I was trying to learn my own jobs, too. And so I selected the person who had what I thought was relevant, similar experience, instead of the person who didn't, who was also an excellent candidate who ended up being hired somewhere else on that organization. And then fast forward. Well, fast forward, that was the wrong decision because I did not consider interest, I did not consider desire of the candidates, I did not properly consider what their potential was, what the capability was, how much ability they had to develop and execute on their own thoughts and ideas versus you know, what I would have to sit there and handhold through because they didn't want to do it wrong, based on how they used to do it. It was the wrong choice.[00:26:13]Max: If you could go back in time, probably, you'd be like, sit on that decision for a little while, if you're unsure. You seem - you come off as somebody who's like prone to action; you came in, you wanted to show I can hire fast.[00:26:27]Quincy: It wasn't that I needed to hire you know, I needed you know, you're building a team, you've got to get your people on board. And I was like, yeah, so you wanted to make the decision, I would have sat on the decision, I would have considered it and really considered one of the benefits to having someone who's fresh and maybe non-jaded and not afraid of making mistakes. As much as somebody who you think has the exact work history experience that you need. Just why I'm kind of a fan of assessment now at the higher level and not just the lower because I believe that had they been assessed, that would have come out pretty clearly in the beginning. So I think looking at potential and capability is really important. More so than just the exact job titles people have had.[00:27:12]Max: Okay, word of warning from Quincy Valencia, if you're stepping into a new industry, don't default to hiring the old hands just to make up for your weaknesses because that's always going to be a secondary factor towards whether someone is a good fit, long run and is excited about the job and so on. And so a mistake to avoid. Thanks, Quincy for sharing that moment in any recruiters life where, you know, you make an oopsie[00:27:46]Quincy: Yeah, it happens. Live and learn.[00:27:50]Max: Great. Thanks for joining, and where can people get a hold of you?[00:27:54]Quincy: Thanks. I really appreciate it. Well, certainly at www.ventanaresearch.com. Or if you just want to contact me directly, connect on LinkedIn, or shoot me an email at quincy.valencia@ventanaresearch.com.[00:28:11]Max: Those will be in the cliff notes and thanks for listening. Bye byeOutroMax: That was Quincy Valencia, who on top of her 107 years of industry experience that she says, was able to give me a little bit of perspective on the fact that while the buzz may go up and down on certain technology, technology marches forward, the market gets bigger. And if you have a vision for what you want to build, whether you're a practitioner or a vendor, like me, you know, time will work for you and you will eventually get there. It's only just a matter of time. So a good lesson to take the big view and the long view on how technology transforms the industry. Hope you enjoyed it as much as I did and that you'll be back for more. Remember to share, and to subscribe.

It's time for the monthly sponsor catch-up, but this one's a little bit different. We sat down with not 1... not 2... but 6 of the APAC Smart Recruiters Team!We discussed the ITAs, ATSs and basically anything with a 3 letter acronym!It was fun with a few nuggets thrown in for good measure.

The CandEs Shop Talk Podcast welcomes Leah Daniels, Chief Commercial Officer (CCO) at JobSync, a platform that provides seamless integrations between job sites, ATSs, and other recruiting systems — and a proud CandE sponsor. Listen in on how improving candidate experience impacts recruiting and the business bottom line.

Max: Hello, and welcome back to the Recruitment Hackers Podcast. I am your host, Max Armbruster, and today on the show, I'm delighted to welcome someone who is a veteran of the industry. Sorry, Steven, it has to be said. The Founder, Chief Visionary Officer for College Recruiter. We'll give Steven a chance to introduce College Recruiter and what they do, but I'm excited to have a conversation with Steven about what is happening in the world of campus recruitment and university hiring and all of those activities that kind of used to require a travel budget.And so what, what happened over the last couple of years, what's gonna come to us in the future, and how do we keep hiring young talent without breaking the bank without it costing what it used to cost, basically. That's what we'll be talking about. So, Steven, welcome to the show.Steven: Well, thank you very much, Max. I think the word veteran is code for extreme age. Okay but that's cool. With age comes wisdom, and at some point, I'm hoping to have both, not just the former.Max: Age is just surviving, surviving everything that could have happened and all those buses that could have hit youSteven: All those I've tried have to dodge.Max:   So yeah, it's a compliment of course. You've been running college recruiters since, your LinkedIn says since November, 1991. Pre-internet so well, how did you end up in that space? Cause I saw from your background that you come from the legal, from being a law clerk and studying law and being a law graduate. Right? So you're a lawyer.Steven: Yes. I like to say I'm fully recovered. Family members would definitely disagree and that's fine. I'll Sue them.So in 1991, I had graduated from law school and was clerking for a couple of judges. And it's a pretty common thing recent grads from law school do. It's, kind of almost the equivalence of like a residency program for positions. You know, you go, you get that formal education and it kind of gives you like an internship kind of a year, but you're paid for it.You're paid pretty decently for it. The work is really interesting but during that year, a friend of mine reached out to me and tried to get me to join his small business, which I had actually started the small business when I was in college, when I was in undergraduate school, he took it over, tried to get me back in and that kind of got my entrepreneurial bug going again. And so in 91, while I was working full time as a law clerk, I got the business that college recruiter grew out of started part-time and what it was for a few years, it was publishing maps of college and university campuses and selling the advertising around the borders to restaurants, retailers, et cetera.That then led into publishing employment magazines, where the magazines I gave them away for free to career service offices. They gave them away free to students and grads. And the revenues came from employers paying to advertise their jobs. And then in 96, this thing called the internet came along. And over the next few years, we gradually got rid of all of our print publications. And so since 2000, it has been the job board, collegerecruiter.com.Max: Right. I'm gonna show my age by telling you that in 2000 I was working for a company called Zip Davis and I was working for a computer shopper magazine. So I was there for the slaying, the final days of computer list, people buying computers on listings and you know every month we would lose advertisers. But I'm sure the CNET networks was able to recuperate some advertising on the other end, but yeah it was a time of just destruction, all over the place. And I guess there must have been one year when you went from 80- 20 to 20-80.Steven: Yeah, 1999 was the year that we shut down the maps, which were ridiculously profitable. You know, I think in 98, the maps provided something like 80% of our revenue. Sorry. I think it was 80% of our profit with only 20% of the revenue and about 5% of my time. It was painful to give that up, but the writing was on the wall. It's like, you know, you give this up now and work from a position of strength and cannibalize your own sales.Or somebody's gonna do that to you.Max: And fortunately, you were young too.Steven: Yeah. I was young and, and I mean, my wife and I had a couple of kids at that point. We ended up with three, but, it is a different situation at that point than, you know, when you're still fairly early in your career, you're, you're better able to take on risks. Uh, everything else being equal.Max: Yeah. So, college recruiter has been, is it, can I call it a job board? A market?Steven: Yeah, Max: I know it's not a sexy term, but like a marketplace for young talents?Steven: yeah. You know, it's not sexy, but one thing about job boards, is that they work. Yeah. They, really deliver, the good ones, they deliver really great value. They've been around for a long time. Without a doubt, the industry has its haters. The haters, the most vocal ones tend to be those, with skin in the game, the ones that are competing against the job boards for the same budget. And so you see third party recruiters talking about how awful job boards are and how nobody uses job boards and blah, blah, blah.It's like, well, okay. If your whole focus is on recruiting C-suite executives, then yeah, job boards are not the place for you, but if you're recruiting a lot of relatively early career talent at scale, there aren't too many more efficient ways of getting that opportunity in front of the candidate. There are loads of ways, including Talkpush of then taking that candidate who has discovered the opportunity, who's discovered your organization and converting them into an applicant or converting that applicant into a hire. There are loads of ways out there that do that better than a job board would. But that initial, “I don't know who I wanna work for”, “I may not even know what kind of position I'm looking for”, I don't just don't think there's anything better out there than job boards for that.Max: mm-hmm yeah, I've been a promoter of social media for sourcing at high volume for a long time. And, I think it's effective, if done right. And, you know, depending on the geographies, but if you're in a college town and you're targeting a specific age bracket, I think it can be very effective for jobs that are suitable for a large trench of the population.But instead of taking it from the employer's perspective and we take it from the job seeker perspective, then yeah, the benefits of this sort of virtual career fair that you get in a job board is it's unmatched. The only thing that was close to it maybe was Facebook jobs, but they shut down in March that I think that was, that could have been a good, uh, Yeah, maybe another job board killer.I know there's been a lot through the, over the years who have come and gone.Steven: yeah, I was a fan of the concept, and I think if they had more focus on it, I think they could have made it into a real success. It'll be interesting to see five years from now when the truth comes out, why it was really killed, what the reality was. I suspect it had to do with privacy laws that they were gathering or needing to gather a whole lot of information about job seekers that just doesn't play well with laws like GDPR.Max: Yeah.Steven: And, better for them to focus on their core. You know, serving basically display ads than job postings, resume searching. It's different. It's really different.Max: It was poorly monetized. Um, it was driving traffic out to sort of clunky and ugly career websites and ATSs. And, it was opening Facebook to a world of pain, which is the regulatory employment laws. So. Yeah, sad to see it go myself. But, anyway, there's plenty of other venues.So for people who want to find out more about College Recruiter, they, I suppose, where should they go and read more or find out about your services?Steven: Yeah, so they can go to collegerecruiter.com. We're very transparent about who we are, what we do, if they wanna reach out to me directly, they can do so on LinkedIn is a good way. linkedin.com/in/Steven with a V uh, Steven Rothberg, or just email me Steven@collegerecruiter.com.Max: And then, there's your podcast, that you co-host with? I forget his name.Steven: Yeah, Jeff, Jeff Dickey Chasins, that's the job board doctor, he and I last September launched a podcast called the job board geek podcast, and it's about the business of connecting candidates and employers. One way of doing that is through job boards. There are loads of other great, technical tools out there too that do the same or similar thing, usually just kind of in a different way and reaching different kinds of candidates, different points of engagement, requires different kinds of tools.Max: Would you consider that your number one customer is the employer or the student?Steven: So we are, my answer to you is neither. Okay. Neither and both, if that makes sense. So neither in the sense that we don't look at either the employer or the student or the candidate as being the customer, we're in a double-sided marketplace. That means that we have two different customer groups. We have the employer and their intermediaries, advertising agencies, job distribution companies, et cetera, that act on behalf of the employer. And then we have the candidate for us. That's going to be a, somebody who's currently enrolled or graduated within the last three years.So shorthand, zero to three years of experience. If we serve one far more than the other, the whole thing crumbles. You have to serve both. You have to balance the interests of both. For example, if we were to say the candidate is all that matters and we need to do what is in the best interest of the candidate, where that would lead us would be to provide the home phone numbers of our employer customers to the candidates. That's not a sustainable business model. I don't think we're gonna have too many employers that are thrilled if we were to do something like that. On the flip side,Max: Total transparency is not gonna please the ones who are paying for the service. Yeah.Steven: Right. And then they'll stop, and when they stop, then how are you helping anybody? Cuz now there aren't any employers that are using your platform to hire. So then the candidates who are using your platform, then can't get hired that way. So, and then the same is true in reverse, you know, if we were to be completely loyal to the employer and sort of disregard the interests of the candidate, then we start treating candidates like inventory.And again, we start providing the employers with a bunch of information that maybe we know or find out about the candidates that the candidates don't want us to be providing. You know, why did your boss really hire you last week? You know, that's something that should be between the candidate and the prospective employer.That's not something that an intermediary like a job board should be revealing. Now, again, it's different if it's an executive recruiter, because the executive recruiter is then acting on behalf of typically the employer. Not always, but typically, and they're essentially the agent, but we're not the agent of the employer. We're not the agent of the candidate. We have to balance both interests.Max: Yeah. Yeah. Well that makes sense. So let's talk about the interests the students, the college students. Yeah. how did the college students fare from 2020 to 2022 on, on the plus side?We still have very low unemployment, so there's high demand, plenty of jobs available, checks coming in the mail, getting a lot of bad press for what it's doing to the hunger and drive of the new generation. But, so overall it seems like they're doing all right, you know, but of course we know mental health issues, blah, blah, blah.You know, all of the hardship that comes with the pandemic and being locked at home, not being able to socialize. Let's put all of that aside. Just focus on the college stuff yeah. On the hiring, on the hiring problem. How did college students get hired in the last couple of years?Did they switch entirely to video and zoom calls and was that the primary channel for college hiring?Steven: Yeah. So just for a little bit of context, you know, COVID really hit hard, the us, you know, March of 2020. By March in any year, the vast majority of the hiring of students in recent grads is complete.By basically February, the very, very beginning of March, employers, just aren't on campus interviewing. They're not reaching out to students as part of their college recruiting programs, which are increasingly being called things like early talent, or early careers or something along those lines. Employers are kind of broadening it. We can get into that later if you wish. But so. The graduating class or those who were looking for internships that first year of COVID were not greatly impacted in terms of finding jobs, applying to them, getting hired. Fortunately, that first summer, the summer of 2020, most large employers did a really fantastic job of transitioning their workforce from being in-person in offices, to being fully remote, working at home. And so, although the students who were interning or those who were new grads lost that in-person experience, along with it mentorships. You know, good management, et cetera, only a small percentage of them lost out on their jobs.Most employers did not rescind their offers, but the programs were definitely highly adapted. We saw a lot of things like employers taking a 12-week internship program and making it four, rather than in person, it was virtual and they would do a lot of zoom-based training, and they would create projects.So that rather than that student working side by side with her manager instead, she would get a project and kind of report back to me in four hours or 12 hours or 20 hours, or, you know, however long that project might take. Okay. Most students, a large percentage of students worked for large employers and it was the large employers that had the resources and the know-how to do that adaptation, small employers were the ones that really didn't. So, the students that kind of got their offers rescinded or showed up and the door was locked, I literally heard that one time, they tended to work for small employers, loads of exceptions though. The next year's graduating class and the students who were looking for internships in the summer of 2021, by then vaccines were already coming out. And you had a lot of employers who were starting to hire back really quickly. It's kind of hard to remember. It was only a little over a year ago, but it was like, wow, vaccines are coming out. Life is returning to normal; people are starting to travel again. Isn't this great.We made it through and then Delta hit, but Delta didn't really hit until July, August, you know, in most areas of the country. So again, it was kind of fortuitous a difference of a few months would've made a big difference. But the students by and large, already were interning, most of it was remote. The new grads were already working, most of it was still remote, but you were starting to see some hybrid. So, it didn't have as much of an impact on the labor market as it would have if the change had come in, say September, October, when, when the bulk of on-campus hiring's done. Um, and by this year, things were pretty much back to, I guess back to the new normal, if that makes sense.Yeah. So one of the big differences between say 2019 and 2022 is that we've all learned how awful on-campus career fairs are. Any employer that still thinks that that's a great way to hire is an employer that probably has a brain injury. It is excruciating for the employer and for the student, the only real reason that they exist is because they always have existed. And because the career service offices use them as a primary way of generating revenue. So career service offices will say to employers, quite literally, if you want access to, “my students”, they own them. Yeah. Then you have to spend a thousand dollars and come out to our career fair, even though it's gonna be a complete waste of your time.Max: I rememberSteven: That's ridiculous.Max: I remember being asked for money to advertise on campus, but it's yeah. I mean, the argument is just to weed out the employees who are not serious. Yeah.Steven: Yeah. And those without money to give to the career services, but who might have great job opportunities for the students. Right. At the end of the day, the career service offices are there to serve the students. Not To use that relationship in order to balance their budget, they should be getting their budget from student services or somewhere else in the university. I mean, not from employers, you, you wouldn't, you wouldn't go to an employer and say, Hey, if you wanna park in our parking lot, you gotta pay a thousand dollars. And if you don't pay a thousand dollars, you're not gonna recruit students. You know, the parking lot has to be paid for, but they're gonna pay a nominal fee to park there they're gonna pay 10 bucks or whatever that money out ofMax: That's a conflict of interest Steven: Yeah. it really is. It does a massive disservice to the students. So what a lot of schools did during the height of COVID was that they shifted that whole business model online. If you thought in-person career fairs were bad. Wait till you see virtual career fairs. And some organizations did them well, but most didn't.  Most of the virtual career fairs, and again, there were definitely some that I looked at and I said, Hey, this is done well, but most of them were basically glorified zoom calls with 60 people in a waiting room.And so you want your 30-second chance to talk to that employer. You're gonna, you were sitting there and you were waiting often for an hour or two to have a 30-second conversation. And then the employer would say, well, for this reason, or that reason, we're not interested and moving on or thank you very much, go to our website and apply online. And the student is sitting there, like, why did I just spend an hour here? I could have just gone to their website and applied.Max: So with, or without the pandemic and the fact that people, it was harder to meet in person, harder to travel and so on, would you agree with the statement that campus hiring is a very imperfect way of connecting employers and students and kind of keeping, you know, actually closing off a number of opportunities for students who are at a stage when they should be opening their mind to all kinds of possibility. Perhaps, it could be argued that it has a detrimental effect because they end up thinking that you know, the workplace is represented by these, know, 10 employers that is Accenture and, BCG and, a couple of other, you know, management, you know, PWC and that's it. That's, that's my landscape.I imagine that most students have more imagination than this, but still, it should be enabled rather than limited by these physical barriers. So, care to comment on this?Steven: No, I totally agree until campus recruiting in 2019. So before COVID.Basically looked the same as it did in 1952, you had mostly large employers flying recruiters and hiring managers around the country, staying in nice hotels going on campus, and interviewing wining and dining professors. And. Not so coincidentally very often arriving on campus right in time for the homecoming game and getting tickets on the 50-yard line. So there was a lot of I don't know, feather betting or quasi-graft, kind of going on in that world where those who were in charge of the budgets often greatly favored the school that they went to or a school that had a really fun party kind of an atmosphere that they could take advantage of when they went there.Then often, the employers would often make excuses about not being inclusive. So there are about 7,400 post-secondary schools in the U.S. There are about 3000 4-year colleges, universities in the U.S. And basically, other than the U.S army, no employer goes to all of them. Right. So how do they pick and choose? Well, they, you know, it comes down to budgets and need and you're gonna favor a school that's close to you rather than a school that's far away from you that all on the surface makes sense. The problem with all of that is that it's anything but inclusive. So, you know, one of the other things that happened in 2020 was the murder of George Floyd.And all of a sudden, all of us were really forced to come to grips with what are we doing to improve diversity, equity, inclusion. And saying to students that the only way that you're gonna be hired here is if you happen to go to one of these 12 schools is not inclusive and because it's not inclusive, it's also not equitable. And it's, you're also not enhancing your diversity and employers started to understand, some already had. But I think a much larger percentage really grasped it, that the more diverse their workforce was, the more productive their workforce was. So I think for the first time, employers really, really started to invest in DEI, not just for compliance purposes, but to enhance their productivity.And that meant they had to go to a lot more schools. So in one sense, having to use virtual career events and zoom and other tools like that, job boards to advertise your roles in one sense, felt like a step back for employers because they got, they lost out on the fun football games and they lost out on staying in, you know, a nice suite at a Marriot hotel in their favorite city, and going drinking with their friends on the weekend when they got to stay over and they lost out on all the miles that they would use to take their families to Europe during the summer. And there was a lot of that. Max: Doesn't sound too bad, you're right. Steven: Yeah. But on the other hand, they no longer had to literally plan 14 months ahead. For how many people are we gonna hire into what kinds of roles and where are they gonna be located throughout our organization? Now hiring manager calls up and says, Hey, we just landed a new contract. I need 20 electrical engineers, and I need them in three months. Right now you can do that. You can't do that when you're doing on-campus recruiting because it just takes too long. So employers very quickly were forced to, and then saw the value in shifting their resources from flying a bunch of people around the country to doing it what a lot of them call virtually. Which is just, you know, using this thing that basically was invented in the mid-nineties, that's the internet. So the ROI on recruiting somebody online is way better. The studies are showing that the productivity's actually higher than recruiting people on campus and the cost of hiring somebody is way lower.This isn't about college recruiter. This is probably the same with just about any sourcing tool. But when we talk to our customers, their cost per hire are usually measured in the hundreds of dollars, right. NACE, which is the National Association of Colleges and Employers, the association for basically campus recruitment just before COVID. They said that the average cost of recruiting a student through on-campus recruiting was $4,600. It's like $4,600. It's like, but we only spent $200 at a career fair. It's the travel. It's the staff time. When you start flying a team of recruiters around the country. And they can go to a campus maybe once a day, probably every other day, cuz of travel time, and they meet with couple, a dozen students and maybe they hire one of them maybe they don't, it's frightfully expensive and it's not at all diverse. And so I think that one of the few positive things that have come out of COVID. is that employers of students have started to take a better picture. They're looking better at their ROI, not just their cost of hire, but also the productivity.Max: I love the positive spin on the last two years. And I do think it is a more inclusive world, in that sense that you, you no longer are bound by geographical, material boundaries on how you're gonna pick your talent. And that's an enormous boom for mankind because it means we're gonna make better hires. Productivity's gonna go up it's good across the board. But in a more literal and direct sense; was it good for business for you? Like do you, did the travel budgets that got canceled, did they convert into ad spend on college recruiter.com?Steven: Yeah. Our revenues have been up 30 to 50% a year, year over year, the last few years.Max: Nice.Steven: And we're growing and we're doing it profitably. Our headcount has basically doubled in the last six months. Max: Cool. Steven: And it was very overdue. We basically had to make sure that this was real before we started hiring a bunch of people and then we didn't wanna start, like laying them off three months after we hired them, but it was overdue. We put way too much stress on our staff by not hiring quickly enough. And we still have a couple of open roles. So, you know, max, if you're looking Max: Quite inspiring, 20 you're 20 years, how many years? It's 25 years into this business. 30 years?. Steven: Yeah.Max: Yeah. Yeah. And then you have this two years with 25, 30% year over year growth. So, it is never too late to have a record year.Steven: Yeah. And, you know, like, I think a lot of businesses in our space where it's primarily technology-based, you sort of, it's not the same business it was three years ago. So we made a huge shift towards pay for performance, like pay per click and programmatic before COVID. We started to really shift in like 2014, 2015, 2016. So it's not like we saw a pandemic coming. It's like, oh, well we better do programmatic and pay per click because there's gonna be COVID. No, it was, we were fortunate. We had the right products in place. Our entire platform has really evolved since the mid-2000s, since like 2015-ish to be really good at high volume hiring. Employers that are hiring dozens, hundreds, sometimes even thousands. That's basically what college and university hiring is. The vast majority of students and recent grads go to work for large employers, that's the way they hiredMax: When I was coming out of college, my master's degree, and it was in 2000. So you know, it was not a great year to be looking for work. So I spent a lot of time on monster.com and I, you know, I'd applied to like 10 to 20 jobs a day like steady for a month. Is that quite characteristic? I mean, in terms of the volume of jobs that the average student would apply to, do you have a way of quantifying that?Steven: Fortunately, they're smarter than you were.So what students are counseled to do now is to do a lot more research upfront about the kinds of jobs that they're looking for, really much better understand what kind of a job am I looking for? What kind of organization offers that? And then to really zero in and apply to five to 10 jobs. And when you apply to a far smaller number of jobs, you're able to do a much better job up front, making sure that they're the right jobs to apply to. And that, you know, there are still loads of job seekers out there who will apply to any job that moves and, and employers complain about them all the time.And I think for good reason, you know, if somebody applies to hundreds of jobs, the likelihood of you hiring that person is really low. The likelihood of that person really not having any kind of qualifications for your job is pretty low, but that's also where technology can play a role. So yeah. You know, any employer that says, oh, well, you know, I have to sift through hundreds of resumes in order to find a good one, that's an employer that's investing too much in manpower and not enough in technology because technology should be preventing those people from applying to begin with to dissuade them, to basically say, Hey, you know what? No, you're not well suited for this role. Maybe there's another role over here, or we just can't hire you at all.You have to be a U.S citizen to work for us because we require a security clearance and you are a citizen of, you know, God forbid Canada, or you know, where I grew up. You know, you definitely don't want to hire Canadians, can't trust any of them. They all smell like maple syrup. Yeah.Max: Well, yeah, I mean, I, I think you're on the side of the market where the marketplace could become intelligent and advise your students to apply to a different, better-suited job. I'm on the receiving end. My company, we process applications coming in from all kinds of places. And then we can go on and ask some qualifying questions to the candidates. Are you sure this is right? Are you sure you've got U.S citizens so you can do it on both. Can you tell us about some of the employers that are inspiring you in 2022 that really have nailed it when it comes to hiring students this year, that have done something nice because it's really hard to do a, virtual career fair, it's very hard to do a good candidate experience when you're doing high volume. So maybe you've got, a case study for us to think about?Steven: Yeah. So, you know the shiny examples year after year after year, and it really COVID didn't change this would be, you were talking earlier about someone like the big management consulting firms, you know, the Deloittes, the PWCs, the Ernst & Youngs all over the world. So they have a ton of money, they hire 10,000 plus students in recent grads a year. They're very, very sophisticated about what they do. One of the things that those organizations do along with lots of others that a few years ago, hardly any were doing it at all is pre-application assessments. And you know, when I was a recent grad, if somebody had said assessments to me, they were probably talking about some BS thing, like Myers's briggs, or if you could be a tree, what kind of tree would you be?And somehow that was supposed to show them that I was gonna be a productive employee. And now there are loads of assessments out there off the shelf or companies as little as ours we built our own because we couldn't find one to assess developers, if they had the right skill set, if they had the right experience with the tech stack that we use, it's not that hard and not that expensive any more to have every candidate go through this assessmentMax: There's a lot of solutions online, so much stuff. So if you don't have you know, budget to spend tens of thousands of dollars or more on assessments, you can go and build your own these days. Right. You don't need to be an engineer.Steven: Yeah, exactly. And, and so I'm seeing more and more and more employers doing that. Now, partly what excites me about that is from the employer's perspective, It does a really nice job of greatly reducing, not eliminating, but greatly reducing the number of unqualified applications, which means then that they can spend more time on the qualified applicants, which means they're gonna hire more of them. That's best. That's good for everybody. It's also good for the candidate because wouldn't, you rather know 30 seconds into a process that this is not a job that you're ever gonna get than 30 days and five interviews later?Max: It weeds out candidates like me in 2000, then I wouldn't have had time to do 20 assessments a day, half an hour assessment each. I mean, it would've beenSteven: you probably would've modified your behavior. You would've applied to fewer jobs. Yes. And that also would've then led you to do probably better research to which jobs to apply to. Max: Yeah, my life would've been better. I would've had a way better life than the one I had. Steven: Yeah. It's, you are a cliche that people talk about is hunting with a rifle instead of a shotgun, you know, you know, you're, you're going and it just tends to lead to better results. The other thing that I think it does, that I know it does is that it helps to diversify your workforce because under the old system where a recruiter would look at your resume and they would see, it's like, oh, Max went to X, Y, Z school and that's a really impressive school. So I want to interview him, you know, and Cindy went to some school I've never heard of, so she can't possibly be well qualified, so we're not gonna interview her. Now it's based upon your actual skills. Yeah. Maybe you did go to an elite school, but you probably spent all your time playing Frisbee. Where Cindy went to a third-rate school, but had three amazing internships. Who would you rather hire? The person with work experience?Max: No Frisbee. The Frisbee guy, Frisbee guy. A hundred percent. Steven: Well, yeah. I mean, it depends. I guess it depends. If you're the Frisbee corporation, then yes, you'd rather hire the Frisbee. If it's like a Frisbee golf tournament then, yeah, the Frisbee guy. But, otherwise, you're just going to, you're just gonna end up being like a podcaster and an owner of like a workplace tech company. And that's not a good living. Max: No, no,that's rough. Okay. Well that I agree with a hundred percent that, you know, skill-based, assessment-based hiring is gonna be more meritocratic and more fair and more, I don't know if it necessarily falls into diversity.But it can help certainly. It's more diverse than just hiring at the University of Wisconsin. That's for sure.Steven: Right. And as a graduate of the university of Minnesota, I can definitely say that you do not want to hire people from the university of Wisconsin. Actually, my wife who's, our CEO went there and despite that,t I love her.  Max: Okay. Okay. Give faith my regards. I wanted to, uh, end on the question I ask all my guests which is - we all make hiring, and with that, we all make hiring mistakes. Thinking back about your long journey as an entrepreneur and all the people you hired, can you walk me back through one particular hire you made, where you missed the mark and did the service to yourself, to the hire, to the organization and then without giving names, of course, but just giving us the moral of the story, what can we learn from it?Steven: Yeah. I'll just give you their social security number. I'm kidding. I'm kidding. You know, there was a common thread. So, Faith became our CEO in 2008 and so I have not led hiring since then. And, probably about five or so years ago, I really haven't been involved in interviewing or whatever. It's not something I'm good at. That said, in my role, I will talk with candidates before they're hired, if they want to, to sort of get a better picture of the company, but I'm not evaluating them, it's helping them evaluate us. But to answer your question, Max, about sort of people we've hired that have not been a good fit.I think a really common thread. Would be two things, two real common threads. One would be, I used to hire people that I felt that I liked and I could trust. And liking somebody and maybe trusting them, that kind of thing leads you to hiring people yoou know, people who are friends of yours, people who are family members of yours, and you're hiring them for the relationship and not what their skillset is, not what their career aspirations are. We've had a couple of people that we hired that way that were, that were great, but they were the exception. Repeatedly, we ended up hiring sort of good people who just were not a good fit for the work and, you know, right person, wrong seat kind of, kind of thing. The other real common thread that we found is that, and this is a little bit unusual for us.We've been fully remote since 1997. So before it was cool before it was often legally required, we were fully remote. There's a huge difference between hiring somebody who's gonna work shoulder to shoulder with their manager versus hiring somebody who's gonna work halfway across the country or even halfway across the world. So we've gotten really good at hiring people who are gonna be working remotely. And we've tried to share a lot of that knowledge on the college recruiter's YouTube channel. But basically, you've gotta manage that the burden falls on the manager. It's not actually so much on the employee.The manager has to be really good at managing by outcomes. Yeah. So if we've got a manager of that department, who's really good at managing by outcomes, it makes hiring a lot easier. If the manager struggles with that, then we have to pay particular attention to the employee's ability to manage up, to communicate with their manager, hey, when do you want this done? What resources am I gonna have? What's the priority of this versus the other 18 things you've already given me? And a lot of people, they can't do that. They just won't or can't manage up. And so that's been an important factor for usMax: Great. Well, I won't add anything to it. We're over time, but I agree with all that Steven said on the managing by outcome, and how important it is and that the onus is on the managers. So thanks a lot, Steven, for joining and for sharing your unique insights into the world of campus hiring, college hiring,  early careers hiring.We'll talk about labels next time we get to do a podcast interview together, maybe on yours, if you'll have me.Steven: Absolutely. Well, we're gonna get some dates on the calendar. Max has been a pleasure. Thank you so much. Max: Thank you.Max: That was Steven Rothberg from College Recruiter. Hope you enjoyed the interview. He really made me think it doesn't always happen overnight. You can be running a business for 30 years as he has and a technology which is 20 years old, which is the job board market, and still have your best year. In fact two of his best years back to back are 2021 and 2022 because the market is shifting and because the old way things are done, they take a while to break down and the old way of hiring on campus where you have to send an army of recruiters and post a stand and pay the university for an entrance fee, well that's on the way out. So, never underestimate the power of technology to change behaviors over time. If you enjoyed this and would like to come for more, please subscribe and please share with friends.

In the heart of the summer but Talent Acquisition news doesn't stop! This week's insights Where is Employ headed with scooping up all the best ATSs under one roof? Lever is the their latest acquisition, making Employ the largest provider of TA solutions. In the age of the Influencer, it seems like everyone we talk to is trying to figure out what the difference between personal brand and employer brand is.  Pros and Cons of the RPR designation. OR maybe it is time to over haul the program content. Indeed's announcement on posting your pay rate; unless you were living under a rock, we all saw this coming. Get onboard or get hit by this train.

In the heart of the summer but Talent Acquisition news doesn't stop! This week's insights Where is Employ headed with scooping up all the best ATSs under one roof? Lever is the their latest acquisition, making Employ the largest provider of TA solutions. In the age of the Influencer, it seems like everyone we talk to is trying to figure out what the difference between personal brand and employer brand is.  Pros and Cons of the RPR designation. OR maybe it is time to over haul the program content. Indeed's announcement on posting your pay rate; unless you were living under a rock, we all saw this coming. Get onboard or get hit by this train.

Joining me on this roundtable #ThePOZcastLIVE episode are Kelli Hrivnak, Ben Nader, Adam Broda, and Dan Roth. Kelli is the founder of Knak Digital, which specializes in executive recruitment for technology, digital marketing, and creative talent. Ben Nader is the founder of Recruiter Empire, the largest growth network for recruiters and soon-to-be recruiters. Adam Broda is the founder of Broda coaching, which helps non-tech candidates transition into tech and engineering roles. Dan Roth is a neurodiverse recruiter who also runs the largest job seeker platform on LinkedIn. Join us for an honest discussion about the nature of the labor market, what mistakes are being made by candidates and employers, and much more about the future of work. This Episode's Heavy-hitter's: One thing everyone can agree on– it's currently a job seeker-focused market, and even borderline candidates are getting paid way above the rates they would warrant in a more typical job market. Part of pay transparency via making salaries public information is accompanying it with more information on how salary is determined, and what the employers deem to be valuable. Kelli says that a lot of the turnover at companies seems not to be based on salary at all. Instead, there seems to be an issue in the vetting process determining culture fit via virtual interviews. There's a tricky balance in the hiring process of senior candidates, between giving enough time for the interview process to work its magic, and remaining competitive enough to not lose the candidate to a company that's willing to hire more quickly. Dan has the belief that LinkedIn audio is going to change the recruiting game, as that sort of live experience where a recruiter can vet a candidate during the conversation, and cut down tremendously on the hiring process timeline. The POZCAST is brought to you in partnership with Vincere, the Recruitment Operating System. The all-in-one tech platform, purposefully built for recruitment & staffing to unify your Front, Middle & Back office operations.Vincere is designed by recruiters, for recruiters. Both the company and the platform are the unique creations of successful recruiters who sold their business, saw a need for better rec tech, and made it happen. If you're looking to upgrade your recruitment tech and give your recruiters a new, modern OS, visit vincere.io/pozcast for an exclusive offer. Thanks If you enjoyed this episode, please leave a review: https://ratethispodcast.com/thepozcast #thePOZcast is brought to you by our friends at Interseller – the prospecting + outreach platform of recruiters and sellers. Whether you're doubling down on business development or recruiting talent, Interseller does all the heavy lifting of finding contact data, automating the email and follow-up process, and syncs all that rich data into 20+ CRMs and ATSs. Reach out and get going in a 2-week *free* trial today and let them know you heard about them from Adam on #thePOZcast. Check out a free demo today! https://bit.ly/2Fbm/BZ For more, please visit www.thePOZcast.com Thanks for listening!

Joining us in this rare installment of #thePOZcastLIVE is Heather Parady, Andy Storch and Kevin Logan. Heather Parady is the host of the Community Builders in Web 3.0 podcast. Andy Storch is my OG in the Web3 space, an author, and host of the My NFT Journey podcast. Kevin Logan is a rockstar recruiter and my business partner in Probably Nothing Talent. In this episode, we dig right into the wonderful world of Web3, where to start as a newbie, projects we love, and how this will change the world we live in. This Episode's Heavy-hitter's: NFTs so far are a speculative investment at best and it's too early to know everything there is to know about the space. The best way to get ahead is to educate yourself as much as possible, and then take risks that you're comfortable with. Another safe bet to make is on the people and community. Web2 was much more focused on building a following, but this technology is all about forming credibility with the members of your community. It's important to know what role you want to play within the NFT community. There's so many different roles available– whether it be in creating NFTs, flipping them, being a technologist and so much more. You should be intentional about what fits your needs and interests the most. While Web3 lends itself to learning by doing, there's no right answer on when the right time to get involved is. You should think about your risk and education levels as being inverse, and figure out at what point you feel comfortable enough to jump in head first. Once you do feel educated enough, Kevin suggests that you purchase at least one NFT you feel great about so you can have skin in the game to really learn. The POZCAST is brought to you in partnership with Vincere, the Recruitment Operating System. The all-in-one tech platform, purposefully built for recruitment & staffing to unify your Front, Middle & Back office operations. Vincere is designed by recruiters, for recruiters. Both the company and the platform are the unique creations of successful recruiters who sold their business, saw a need for better rec tech, and made it happen. If you're looking to upgrade your recruitment tech and give your recruiters a new, modern OS, visit vincere.io/pozcast for an exclusive offer. Thanks If you enjoyed this episode, please leave a review: https://ratethispodcast.com/thepozcast #thePOZcast is brought to you by our friends at Interseller – the prospecting + outreach platform of recruiters and sellers. Whether you're doubling down on business development or recruiting talent, Interseller does all the heavy lifting of finding contact data, automating the email and follow-up process, and syncs all that rich data into 20+ CRMs and ATSs. Reach out and get going in a 2-week *free* trial today and let them know you heard about them from Adam on #thePOZcast. Check out a free demo today! https://bit.ly/2Fbm/BZ For more, please visit www.thePOZcast.com

The founder of Select Software Reviews, Phil Strazulla, and his HR tech nerds team spend their days learning the landscape of ATSs, Payroll Providers, Employee Software, AI, and much more. Tune in to today's episode of the Master Delegator Podcast as Phil joins me to discuss his business and Deep Work Tips to Improve Your Productivity.An Hour BlockGetting into the zone does not happen every minute, hour, or day. It's natural not to get there and be productive every now and then. For PEOPLE like us or business owners,  IT'S IMPORTANT TO CARVE OUT TIME IN YOUR DAY TO JUST DO ONE THING. At least an HOUR worth of time block is enough to just allow yourself, to work well, feel well, and focus well to finish one task at a timeThat is what we call DEEP WORK: the ability to focus without distraction on a cognitively demanding task. It's a skill that allows business owners to quickly master complex information and produce better results in less time. Deep work will improve skills and provide anyone with the sense of true fulfillment that comes from craftsmanship.About Phil StrazullaPhil is a software engineer, software investor, and software entrepreneur. He previously worked at Bessemer Venture Partners as a venture capital investor and attended Harvard Business School. Phil is now the founder of Select Software Reviews which helps business owners buy the right tools, build their organization, and advance in their careers online.Connect With Brandon  Here:Facebook:https://www.facebook.com/selectsoftwarereviews/Twitter:https://twitter.com/philstrazzullaLinkedIn:https://www.linkedin.com/in/philstrazzulla/ Website:http://www.philstrazzulla.com/ https://www.selectsoftwarereviews.com/ Are you in need of any assistance? Are you tired and running out of time? It's time to start looking for a virtual assistant! Learn how to get your freedom and life back by visiting Smartvirtualassistants.comBe part of our Facebook community page for entrepreneurs who want to scale their service-based businesses to 6-7 figures.Also, feel free to download Smart Delegation, a quick and easy ebook that provides resources to help, empower, and equip you with the simple key strategy of delegation.If you do like hearing our podcast episodes, we do appreciate you showing your support by buying me a coffee at  https://www.buymeacoffee.com/kristyyoder 

Aired 6/14/21  https://youtu.be/QebhBsqjFqk Excited to welcome two experts in their respective fields to talk about talent - from a culture, retention, and hiring perspective. Mark Herschberg is a Fractional CTO, author, speaker, and MIT Instructor. He recently released The Career Toolkit a book that he authored about his leadership strategies and core tenants. He has taught these learnings to MIT students to prepare them for a well-adjusted career in technology. Gus Hattrich is the CEO at Paradowski Creative, a “Design for all Brandkind” agency of about 100 people. He's been leading the charge on return to office as well as balancing the new world of hybrid work, of which his predominately creative employees are especially affected. This Episode's Heavy-hitter's: - Mark worked on startups early in his career as a technical lead, but soon learned he would need to pick up leadership skills to be successful in his career. He developed a framework that was so successful that he was recruited by MIT to start teaching them to students and recently released a book of his teachings on the subject. - We talk about how despite common belief, negotiation is actually a very natural skill. As Mark puts it, we start negotiating with our parents around age 3 over which vegetables we eat, we just need to relearn what we've forgotten because negotiations can sometimes be uncomfortable. - One of Mark's Leadership hacks for improving relationships with his own employees is to pick a proxy to collect feedback anonymously on his leadership style. That proxy then explains the feedback his team has for him, positive and negative, but completely unfiltered. - After reading an article on the benefits of the outdoors on mental health, Gus created an outdoor day camp for his company, Paradowszki Creative. We talk about the reactions and the overall experience of that creative solution as a return to office event. - Gus explains the challenges of remote creative work. People are feeling uninspired and experiencing a lack of connection, so Paradowski has been innovating to alleviate that issue. If you enjoyed this episode, please leave a review: https://ratethispodcast.com/thepozcast #thePOZcast is brought to you by our friends at Interseller – the prospecting + outreach platform of recruiters and sellers. Whether you're doubling down on business development or recruiting talent, Interseller does all the heavy lifting of finding contact data, automating the email and follow-up process, and syncs all that rich data into 20+ CRMs and ATSs. Reach out and get going in a 2-week *free* trial today and let them know you heard about them from Adam on #thePOZcast. Check out a free demo today! https://bit.ly/2Fbm/BZ For more, please visit www.thePOZcast.com & thanks for listening!

Christian “Boo” Boucousis is an established entrepreneur, business owner, and today, an executive leadership and performance coach. At the age of 19 Boo was recruited into the Royal Australian Air Force as a pilot, one of only 400 trained over a 38 year period. After serving 11 years as an elite fighter pilot, Boo was medically discharged with a diagnosis of "bone-fusing" Ankylosing Spondylitis. This was the catalyst that brought Boo some of the most challenging and emotionally stressful times of his life, through which he entered the next phase of his life; building disruptive businesses and helping others to do the same. Today, Boo has founded a humanitarian business that develops projects on behalf of the United Nations, built the world's tallest prefabricated modular hotel, and bought and revamped his favorite childhood magazine, Australian Aviation. Now as a life coach, author, and podcast host, he serves people in an entirely new way. This Episode's Heavy-hitter's: Since he was six years old, Boo knew he wanted to be a fighter pilot. This made focusing on achieving that goal much simpler, and Boo was networking as a kid trying to meet fighter pilots and get exposure to that world every chance he could. Boo almost didn't make it into the Air Force because of his slightly below average eyesight– since he was close enough the examiner passed him anyway and told him to get glasses after the fact. One way Boo has managed to get more done is the “want, plan, do” method. Essentially, by setting our goals too high, we usually fall short and get nothing done. He starts focusing on the smaller goals that are feasible so that he's more motivated to do more in the long run. Boo's number one qualifier for selecting a new business or vertical to get involved with is that it has to be disruptive. He says it's because he has always challenged conventional wisdom and how things have been done. The life-or-death nature of his old job as a fighter pilot still drives Boo to make the most of his time. His mantra “never give up” reinforces this for him and other veterans. Please check out Boo's podcast, The Few: https://podcasts.apple.com/us/podcast/the-few-podcast-with-boo-sean/id1535177847 If you enjoyed this episode, please leave a review: https://ratethispodcast.com/thepozcast #thePOZcast is brought to you by our friends at Interseller – the prospecting + outreach platform of recruiters and sellers. Whether you're doubling down on business development or recruiting talent, Interseller does all the heavy lifting of finding contact data, automating the email and follow-up process, and syncs all that rich data into 20+ CRMs and ATSs. Reach out and get going in a 2-week *free* trial today and let them know you heard about them from Adam on #thePOZcast. Check out a free demo today! https://bit.ly/2Fbm/BZ For more, please visit www.thePOZcast.com Thanks!

Today we have guest and long-time friend and contributor Phil Strazzulla on to answer the question: how should HR/TA practitioners purchase software?Phil, founder of Select Software Reviews, is an entrepreneur focused on helping advance recruiting, people and human resources functions by sharing knowledge and building communities. He is also the founder and CEO of NextWave Hire and was formerly a VC at Bessemer Venture Partners before getting his MBA from Harvard Business School.Select Software Reviews, as self-proclaimed, is a group of “HR tech nerds who spend all day long understanding the landscape of ATSs, payroll providers, employee software, AI and much more.” They research products with a mission to save you time and energy, offering vetted shortlists of vendors, pricing, budgeting tips and more before you dive into the commitment of purchasing HR tools.A few things we talk about today: How should a practitioner view software that's being pitched to them? What “red flags” should a practitioner look for to avoid bad decisions? If there were an ideal pitch process, what would it look like?

Download the “65 Investment Terms You MUST Know to Reach Your Financial Goals In The Shortest Time Possible” for FREE by going to https://TodaysMarketExplained.com/ Trust us, this free gift will be your cheat sheet for reaching your financial goals in the shortest time possible! This episode's guest is Don Cuttone (https://drivewealth.com/). With new growing companies like Robinhood and Webull, investing has become more accessible to the average person than ever before. While this is exciting, it does come with some serious risks. This week Don Cuttone, CEO of DriveWealth Institutional, shares his insider knowledge about his own innovative company and the risks and future of retail investing, along with techniques and resources meant to help you become the best investor you can be. Donato J. Cuttone is CEO of DriveWealth Institutional and a member of DriveWealth's Board of Directors. Donato joined DriveWealth through the acquisition of his firm, Cuttone & Company, one of the largest independent NYSE Member firms. Founded in 1984, Cuttone & Company provided institutional execution services at the point-of-sale on the NYSE trading floor and across all U.S. Exchanges, ECNs, ATSs and alternative venues. Under Donato's leadership, the company expanded its business lines to include investment banking, wholesale execution, and algorithmic sales and trading. Donato serves on the Board of Directors of NYSE National, Inc., and previously as a Board Member on the National Stock Exchange. Donato has also developed and successfully launched businesses in proprietary trading and asset management, including AlgoPartners, LLC, a FINRA registered broker-dealer, with an innovative new business model that unlocked value in order flow and passed it back to the client, while maintaining exceptional execution quality. https://drivewealth.com/ https://twitter.com/DriveWealth Follow @TodaysMarketExplained on TikTok, Instagram, and YouTube to see short videos of all the best and most valuable moments from this episode! Connect with Brian Kasal and TME: To see the complete show notes, specific links to everything mentioned, and videos of the best moments from the episode please go to https://todaysmarketexplained.com/ https://www.tiktok.com/@TodaysMarketExplainedFollow https://www.instagram.com/TodaysMarketExplained https://www.youtube.com/channel/UCYjCaTkX698mc6yAFaFz4tgLike https://www.facebook.com/TodaysMarketExplained https://twitter.com/PodcastTME DISCLAIMER: This podcast is provided by FourStar Wealth Advisors for the general public and general information purposes only. This content is not considered to be an offer to buy or sell any securities or investments. Investing involves the risk of loss and an investor should be prepared to bear potential losses. Investment should only be made after thorough review with your investment advisor considering all factors including personal goals, needs and risk tolerance. FourStar is an SEC registered investment advisor that maintains a principal business in the state of Illinois. The firm may only transact business in states in which it has filed or qualifies for a corresponding exemption from such requirements. For information about FourStar's registration status and business operations please consult the firm's form ADV disclosure documents, the most recent versions of which are available on the SEC investment advisory public disclosure website at www.adviserinfo.sec.gov

This week on ATSS. Brian and Zack are back in the studio and show off those Florida educations... or not. Brian talks about his travels last weekend, and getting scared on a flight. We finish the show by talking about some life changes, a very sobering topic. As always thank you for listening and downloading. We will see you next week! Gray On Greys Merch facebook Insta Website Youtube

On the episode of ATSS... Jimothy is back in studio with us! We talk about Jimothy's Nuts.....but not like that. Zack had too much alcohol? And Brian found a new god? The answer to all these questions and more in this episode. Thank you for listening and downloading. We will see you next week! Gray On Greys Merch facebook Insta Website Youtube

Please check out a past favorite of mine from 2019, with Jason Wang. I met Jason via Defy Ventures, an in-prison entrepreneurship program that I support. They help current and formerly incarcerated men and women earn a second chance. Jason is incredible and I am confident that you will love his story- check it out ! Thanks Super pumped to introduce my guest today Jason Wang. I first met Jason about a year ago through my work with Defy Ventures. And for those who do not know, Defy is an in-prison program where incarcerated men and women take part in a University-accredited program on well-being, entrepreneurship training, personal development, mentoring, business incubation, financing opportunities, and network development. We will get more to that story in a bit. Jason is a born entrepreneur. At the age of 8, he would buy a box of 300 fortune cookies from his dad's restaurant for $7 and sell them at school for .25 cents each. He quickly became the “Fortune Cookie King” to his fellow classmates. At the age of 13, he started another business that generated over $100k in revenue with 95% profit margins. Unfortunately, this business was illegal. Oh, and his teammates were his fellow gang members. Jason was finally caught at the age of 15 for a first degree felony and was sent to prison on a 12 year sentence. Since his release, he has earned a double masters (MBA, MS International Business), worked as a management consultant, and started several other ventures. Today, Jason is the Founder and CEO of FreeWorld. And he is here today to share his incredible story of perseverance and personal growth. If you enjoyed this episode, please leave a review/rating: https://ratethispodcast.com/thepozcast #thePOZcast is brought to you by our friends at Interseller – the prospecting + outreach platform of recruiters and sellers. Whether you're doubling down on business development or recruiting talent, Interseller does all the heavy lifting of finding contact data, automating the email and follow-up process, and syncs all that rich data into 20+ CRMs and ATSs. Reach out and get going in a 2-week *free* trial today and let them know you heard about them from Adam on #thePOZcast. Check out a free demo today! https://bit.ly/2Fbm/BZ For more, please visit www.thePOZcast.com

Welcome back to another episode of ATSS! This is the first week with Jimothy officially joining the show. Right off the rip Zack tried to kill us all (Shameless Plug for watching us live). We talk about Zack's trip to St. Augustine. We also talk about Brian's Trip to Melbourne. Finally we finish up by talking about some Whiteclaw changes and Jimothy's weekend.  We hope you you enjoy the show and we will see you next week! Gray On Greys Merch facebook Insta Website Youtube

This week on ATSS, we are joined by our buddy Ham.  It's the first time Ham has been back in studio this year and its always a good time when he's here! I don't know if you heard but some rich guys blasted themselves into space...kinda. Also we try to wrap our heads around how famous you need to be for random people to sleep with you. We look at hotels vs Air BNB, and Brian's weekend in the ATL with no kids. Any ways we hope you enjoy the show and we will see you next week for a very special 100th episode! Gray On Greys Merch facebook Insta Website Youtube

Welcome Back to another episode of ATSS. Just Zack and Brian this week. We start off by talking about why we missed a show again...damn hurricanes. Anyways we ran into some technical difficulties but powered through. We would also like to make a proposal to change the trick or treating schedule (make it happen). We had to back track a little bit to talk about our 4th of July shenanigans.  we finished it off by talking about cruises and having some good times.  Anyways we hope you enjoy the show and we will see ya next week Gray On Greys Merch facebook Insta Website Youtube

Welcome back to another episode of ATSS! This week Jimothy is back in studio.  Also Zack is still sick...He probably has the RONAS!! Brian went to a class reunion and had a lovely time.  If you have any funny high school reunion stories send them into allthesmallstuffshow@gmail.com and we will read them next week. We appreciate all the love and support last moth as we figured some stuff out. Hopefully we will be on a more consistent schedule moving forward.  And with that being said we will see you next week! Gray On Greys Merch facebook Insta Website Youtube

Don Hlus, Classical Guitarist | Music Educator | Career Coach returns to ATSS for a discussion of his new program Classical Guitar Career Masterclass "Create a Sustainable Career Doing What You Love"

Max: Hello, welcome back to The Recruitment Hackers Podcast. I'm your host Max Armbruster, and today on the show, joining us from, I believe Philadelphia. Ward, Christman. Hi Ward. Ward: Hello, great to be on. Thanks for having me.Max: My pleasure. So, are you in Philadelphia? Did I get that right?Ward: That's the, the general area. We're about almost an hour west of the country somewhat, but yeah.Max: In the pine trees somewhere?Ward: Actually not that many pine trees around here mostly of the big leafy kind that people love raking up and fall.Max: Okay. Well I met Ward a few years ago, in Boston, in an event organized by HR tech tank, where we were a strategic advisor. But today Ward is the co-founder and chief advisor for the HR tech alliances, which you can go on hrtechalliances.com and works with as an advisor to HR tech vendors around the world. And so, I hope we'll take this opportunity to talk to, to share some of your insights on the challenges felt by the buyers, which are the TA directors, and the TA departments all over the world. When dealing with vendors, and the fact that the HR stack keeps growing and growing, and it becomes more work to manage the integration, than it is to manage the vendors, actually I imagined at a pretty fast rate for some of them. So that's the direction in which this conversation will go. But before we go that word for audience, I'm sure they'd love to hear a little bit about your background and where, how you ended up being this matchmaker for the HR tech world which is quite a niche role, but I believe you're, you were a long time ago you were an engineer, and then an entrepreneur, an HR tech entrepreneur as well.Ward:  That's right. Yeah, engineering was great building plutonium factories and all kinds of weird stuff, but actually it wasn't for me. But somebody introduced me to the internet back in like 1989-99 range. And it was just text based and I thought this might go somewhere so I actually left engineering and started one of the first job boards. Before the web was even commercialized so I told them. But, yeah, it's coming up on 30 years and I ran a job board for, gosh, how many years was it nine years and then the.com crash.Max: I am logging into your LinkedIn profile, it says, from 92 to 2001 year you ran jobthat.com, so yeah that's nine years.Ward: Yeah, it was a great run and got a couple, you know, master level I think degrees out of it, you know, how to raise money what not to do, especially when the.com crash or 911 type activities. Max: Perfect timing.Ward: Yeah, exactly. So it's just like, you know, the COVID pandemic and all that stuff it's like yeah I kind of feel like I've been through the wringer a few times so we actually grew last year and you know it wasn't by accident, because there's just different ways to take on things but from a talent acquisition leader standpoint, obviously, those of you that are lucky to have your job, and are able to keep your technology if your budgets didn't get slashed that's wonderful. If you didn't, you know we're doing now to maybe rebuild it or is it with the coming recovery let's put it that way are you going to rebuild your tech stack and what are the what are good approaches or bad approaches we've seen it all over the years and you know it's it's great to have a chance to kind of have an open dialogue about how.Max: I think nothing is completely new,every mistake has already been made. And so you're, you're reminiscing without giving us specifics on some of the mistakes, you did a jobnet.com, a few decades ago. Coming into what was at the time, Armageddon, the end of the world, the.com, boom bust which was just when I was graduating from school, by the way, so I entered a market with high unemployment, no prospect, and everybody in my MBA was talking about the paradigm shift and the internet economy. And then as soon as I graduated, I mean I was talking like one of those startup guys but there was no startup jobs to be had anymore.Ward: Yeah. But they're, I mean they're out there now for sure and as you can imagine, in  recruiting tech. I mean how many of those are started by a staffing leader. If not internal and certainly a recruiting company or staffing company right. We're like, oh can do it better than bullhorn or whoever and, and then they build it and guess what the tools are so much easier every year. There's more and more tools that you can build your own thing. And some companies as we know, build their own ATS and stuff like that. Yeah, we have 457 ATSs that we are tracking down in our database, and I'm sure we're probably missing half of them on a global basis. So, why would a company build an ATS cheaper to go buy one especially if you wanted to own it.Max: It'd be cheaper to buy an ATS company you mean.Ward: Yeah, exactly. Right. It's so true. But, you know, I remember a few years back, Facebook recruiter called me and said hey we're building our own ATSs once you know your background and product and the product projects before IBM took over. Do you want to consider for this job and like you're building your own business to take out the market. I mean if it's take out the market. Yeah, talk about just gonna build it and run it in the house. Why would it. Why would you do that? Of course, you know, Facebook has a few engineers, I get it.Max: Yeah, they could build anything they want but Ward: And apparently you know the TA leaders are like, Well, why should we settle for whatever we can build around and they did it. I don't know if they're still good actually but Max: Google built their own ATS and Microsoft will probably end up buying an ATS so that was, that was the rumor that was being circulated by Chad and Cheese on their podcasts.Ward: So these things yeah they continue to happen. And, I mean, I remember six years ago I was running. I was on the blog squad for what was HR tech world now on leaf in Amsterdam and they're like oh hey we want to interview some, we want you to interview some of the folks here at the conference that are speakers and influencers today. Okay, great. And, again, why don't you interview Jason Averbook, and Josh Bersin, like, thanks a lot you know my first time to this event, gives me the two biggest names in the industry to interview on camera. It went great. But I remember talking to Josh Bersin I'm like hey, let's talk about consolidation for a minute right you got big fish even though the small fish. The way I see it, it's gonna keep happening but I see a future where there's more point solutions kind of being assembled in a way that people can use that they don't have to necessarily buy that pre canned giant offering that has everything in it. Right and he totally agreed he said he thinks it's going to get much much worse but more choices more Max: More fragmented.Ward: Yeah some of your listeners were like exactly right it's like well, all I need is a chatbot in our current providers is not on the roadmap for another year or two, we need it now. So where do we go look, you know, there's all these choices and there's new ones popping up all the time. That's just one tiny sliver of TA tech stack is helping roleplaying come to market. One of they needed referenceable clients so it helped them get their sales strategy set up and get some of those references with clients. I remember one of them. Because Brad is with Informatica. And like I said he really liked what he has to offer you know how's that gonna fit into your stack and I was expecting you know we've got five or six pieces right he said yeah we got 32 TA tech solutions today in house. This will be 33 a month we'll find a plan like are you kidding me. They were maybe 1000 people or something. How do you have 32? It's unbelievable how many solutions are out there. And that's not even the best.Max: But that's a testament to how easy it's become to buy and to start using, I mean, that would be impossible 20 years ago, when everything was on prem on premise to have 2010 solutions.Ward: Oh yeah, absolutely. Max: And most of our tracks are not a hard logs right so if they were not useful these 30 Solutions would probably lose the contract within the next year.Ward: Well, that's, that's one thing i mean he liked, he liked to play with new tech kind of guy which is great and he commanded the budget to play and that's wonderful. So many early stage companies love to have that. But if you're on the consumer side you're the head of talent acquisition and you're trying to figure out stacks a little wobbly why is that what his issue was in most is how do you get them to talk to each other so you're not doing double entry or triple entry or the data is flowing at the right time or if it's filling in. What we found that one of the reasons we exist, advising the vendor executives is a lot of mark don't even know they're supporting the same client, let alone working together. So our mission in life is to help them discover that. Who else is there supporting that client and get them to play nice in the sandbox, because there's always overlap right. And if there is overlap, how do you keep them from trying to point fingers at each other, and then anybody listening system errors. Like, oh yeah you go call one vendor and complain that hey that data is missing where to go or it didn't get there, while they're gonna say well it's somebody else's fault right and then you ask them and they're like well it was their fault,Max: Yes those meetings are happening all the time. And what's the overall trends that you're seeing the sort of five year tenure threads, is it that the vendors are becoming more often are more closed? Are they are they trying because, in 2020, there was consultation people wanted to, to become more essential for their customer, because as budgets were being slashed. They tried to hold on to, as much business as possible and so, in that, in that environment I guess it does not favor a very collaborative mindset because if the pie is shrinking, then everybody wants a bigger slice of it.Ward: Right.Max: But maybe that's maybe that's a bump on the road. Generally a more a more collaborative mindset and trend or am I being, or is that wishful thinking.Ward: Well, yeah, you're right, there's some people panic in the wrong place and I think, you know, last year taught many of us anyway. He had a strong partner network and if you're a consumer buyer these systems. If your vendors aren't playing nicely together in the sandbox. It's only going to get worse when stress levels go up, or if you do have to cut, you know, how do you how do you know what the cut, if anything, You know what's gonna. If it's like Jenga or something and you pull out the wrong piece, the whole thing could come collapsing right and so it's not easy but reality is yeah there's definitely some consolidation, driven by the buyers and I don't see that changing necessarily but what I also do see on the flip side is with more options for better point solutions, more mature point solutions ones that can evolve more quickly. I mean that's the main reason that big fish, eating small fish because they can't, the big ones can't innovate, they're like, Titanic they're, they're great at cruising across the ocean, but they can't maneuver like a smaller boat, that's where the point solutions can really showcase innovation adapt to the environment more quickly. And the only way the big ones are going to get that typically is through acquisition, consolidation. That just leaves a vacuum frankly for innovation to bubble up and take shape.Max: Yeah, it seems to me as technologists, that when I, when I hear about this consolidation that happens, and these mega mergers, from a couple of years ago from K1 and jobvite. And I think you were saying you were involved with withdrawal points. Be familiar this one. That's the the size and ambition of this is that this is a sales driven consolidation like I don't think any engineer came up with the idea. Let's bring all these things together, and it'll be a beautiful product at the end. The engineers will probably still, still wondering, what the hell happen to them, you know, right.Ward: Well, actually, we've been talking to a number of different investment groups lately. We're seeing the same thing they're where they're looking at that solution stack and think how do we stuck together solutions that can be an offering in the marketplace right and that's certainly what the job I roll up meant at least to me is how do you fill the gaps without building sides by your partner like some buying going on. Their partner strategies have always been kind of rollercoaster rides from what we've seen. Lot of opportunities I mean Alison, a lot of opportunity for them to really revamp their partner network and make a difference for the customers. Instead of trying to build everything and take tends to take longer than finding a partner. And your question earlier about openness versus closed, definitely seeing a trend more towards the open API's and different ways for the vendors to collaborate share the data, and sometimes invisibly to the customer which is maybe a perfect scenario right where hey if I hire somebody I just want that data to flow through our various system. I don't need to know exactly how it happens or what happens, it's gonna happen reliably save us time and effort, get people on board you know into the company.Max: And have you seen some of the employers talent acquisition, folks, start to build in-house system integration teams to serve as the glue between all of these systems is. Does, does a TA director and 2021 need to have an engineering team.Ward: They could, and the vendors don't get their stuff together. They might be the only way to fix it. Especially the bigger companies because they've got long term contracts they can't just rip and replace things so easily right, even with open API's and all that. There's a lot of investment, which is why legacy systems need to be named they're still chugging along. You look at the benefits, space, my goodness, they're still sending data back and forth, flat file CSV files. So recruiting, kind of, often the leader of the pack when it comes to using leveraging technology and open API's, butMax: It's a little bit more playful, and then perhaps because you're dealing with candidates instead of staff, so you have a little bit more freedom, but also perhaps because you're dealing with the markets, which is every town for every geography has its own dynamic and for the buyer, an opportunity to play and say, Well, I respect our global tech stack but here in dot dot dot, we do things differently, and I have to go. Because they have the budget to spend on advertising and if you can buy an ad in a local newspaper then you can also buy a support service, the same budget. So, That's something that we've been leveraging at Talkpush.Ward: Yeah, no, it's, it is charted. Now, more so than anything with work from home policies right we are becoming more global organizations across the board. And not at all HR tech are built to work in all these different local geographies and so forth, local laws all this stuff that varies from state to state sometimes let alone country to country so. And that's what's interesting too, you know, when, I used to do more consulting directly with the employers. If they were on a global footprint my recommendation is that if you need a system that's global, you might want to start looking at solutions built in Europe or something that are kind of more of multicountry enabled out of the box. Max: Yes, yes.Ward: Because that's how you operate, whereas in the US, it's like, oh yeah, you know, we got a 100 clients and it's English only, it's only domestic and going to other countries, it becomes a much bigger task than let's say European company I think often coming here to the states to support that.Max: Yeah that is actually a lot of European software company in our space which ended up going to the US, right, I mean a lot of the TA tech and HR tech spaces with entrepreneurs from America who are now Americans, but we're not always American, the CEO of Smart recruiters mountain, the founder of Phenom, you know a lot of companies. I'm sure more than half of the CEOs come from abroad, but they end up building American companies. And what I mean by that companies is that have the regulatory framework of US in mind, specifically on the candidate side. A lot of this is around the law employment opportunity, and diversity hiring, which does not work the same way outside of the US. You know, it's very strange for me to, I just took a survey. And  I was asked about my diversity metrics and I'm like I don't know who is the minority in my company, I don't even know I think I'm the minority I don't know. It's also it's just a different narrative outside the US. Ward: Yeah, remember we were trying to figure out who was the client. They had trouble getting all their resumes parsed properly and we had a good parsing partner it was nothing wrong there but all their resumes had pictures on them and the birth date. This was the golden role in that country you know that's just how it was done.Max: For sure.Ward: The parser wasn't expecting these kind of things yeah so yeah that's it is the global world. You have to really accommodate into one size fits all good luck.Max: I can't keep track anymore, which countries are we putting the pictures in and then which countries are we not putting the pictures in, and it's hard to keep track sometimes. Ward: Right. Yeah, yeah, no, it's it's different. So from a consolidation standpoint, certainly we're seeing a lot more we're even, whether it's consolidating or growing, you know the acquisitions sometimes it's the market share. Right, so, others have been buying companies abroad. And I think it's hard actually compared to investing a lot of money in developing new teams to try to make those relationships regarding to sell especially at the enterprise level and in any enterprise level type TA leaders listening is probably the same thing like hey if our abroad type operations want to make their own decisions about their solution if  it works for them, and we still get the global like metrics or whatever we need. Why not have a different ATS in every region or something if that's what it takes to get the right results and maybe aspire to consolidation but. And there's some interesting new groups coming out right now that are continuing to push the envelope of vendor collaboration and data analytics is a great example of one we just had a collaboration done in December on that, and some great innovative solutions presented to influencers in the industry and there's some interesting results from the scores and all that but the feedback that came in was was amazing from a competition standpoint, they realize hey, we've got, whether it be geography or industry or business units. You look at the bigger the company is the more likely they're going to have different systems running in house. How do you get that data across actually need to actually prove results, especially in talent acquisition.Max: Yeah.Ward: Third Party perhaps even just to help figure out what's there, what do we need to measure, what can you measure, what can you ask to be anonymous. So many rules. But if you don't measure it you can't improve it. Somebody's got to be paying attention.Max: Yeah, I really liked the analytics as perhaps the central function that needs to work with every country every geography and bring it all together. You of course also need to have a central employer branding function, low, you would also want to have a local element to that and of course you would want IT to have a central policy around data privacy and personal data for the company. But beyond that, I think, I think a decentralized model probably works best in talent acquisition. That, that's my opinion, and I will keep sharing it with everybody who's willing to listen.Ward: Yeah. It's hard to get it right everywhere so stick with best things you have and try to make them work together and you're listening and go for our vendors don't, they don't work together with each other. I mean that's the problem that we try to solve platform level for alliances and partnerships, but also on the advisory side because if you want to keep your customers you got to know what their situation is and the situation is they've got other systems in house, doesn't matter workday Oracle or any of the big shops it's even more so than because there's a lot of holes they know it and even if they don't have the holes that they think they have or don't you know they do they have more than they think they have and their partner networks, need to be strong and plug and play and as I said they can't deliver that companies are going to start, either hiring their own integration experts in house which is sad to see but if that's the only way to solve it so be it.Max: And to ask for help or advice on these tricky topics which no, no recruiter, got into recruitment, to do system integration and talk about alliances, like it just happened. So, a lot of them are probably asking for help but how do they get in touch with you.Ward: Yeah. So, I guess. Probably the best start would be Linkden but not the only word Chrisman I don't think on Linkedin but pretty easy to find. Yeah, it's, again, our job is to help vendors better collaborate with common customers and get a better result. So if you have vendors that are collaborating well and you want some help there let us know and make an introduction, we'll see what we can do.Max: I've a list. I've a list. I'll send it to you after we're offline. And before we part ways, I wanted to ask you one of my favorite questions is for you is to not think about your current job but think as a practitioner of somebody who's hired people, and as a manager and go back to the days when you made a terrible hiring mistake. I don't want names. I don't want to instant fix, I just want to know what was the terrible hiring mistake that you made and what can we learn from it.Ward: Wow, okay. Max: You got a few names I see your eyes are glazing.Ward: Yeah so yeah everybody has their own strengths or weaknesses. Right. But I guess one of my bigger mistakes was just believing that somebody had the technical skills that they said they did and just didn't totally fabricated and took a while to uncover that, delayed this was years ago butMax: Still remember it. Ward: Yeah, yeah, it's kind of like, I mean that's always the challenge how do you know until they get in front of you but thankfully these days there's so many wonderful tools that can either help assess their technical prowess, at least from a capability standpoint. What do they actually know and there's almost too much information out there now right so good tech partners that can help kind of cut through the details.Max: There are some engineers out there who are way better on paper, than in person, or in fact in reality so a good reminder for more to don't skip the technical assessments. It's absolutely time well spent. Even if it's, you know, if it's gonna avoid you one mistake out of 20. That's still a good investment. That's a good investment so add that to your workflow for every position where it's applicable. Right, thanks, thanks Warren. Great to have you. And, well, I'll send you that list of all my naughty partners very shortly.Ward: Sounds good, enjoy it. Thanks so much Max. Max: Thanks.Max: That was Ward Christman from HR Tech Advisor and HR Tech Alliances. You can connect with him on LinkedIn if you have one of those tech stack headaches they're trying to solve. And of course as you've heard from Ward, there are many companies that are dealing with dozens of different vendors. He was quoting one that had more than 30 different existing software providers on talent acquisition. And so I like to think of it as a trend which will continue to evolve and to enable our audience with more ideas and encourage them to try new tools. But when you do so, to always favor those providers that have open API, good documentation; otherwise you might be accumulating what could be called interoperability debt. That's the word I'm looking for?And just like you can have a technical debt, you can have interoperability debt, which is the concept that if you work with vendors who don't play well with other vendors it will end up costing you a lot of money. So I hope you enjoyed that.And if you did, please follow us on your podcast player of preference and share with your friends. Thank you.

Today, I've got a bonus episode for you in the form of a replay of our new, All Things Sales Success Series. That's part of the sales experts channel on BrightTALK, the second Tuesday of each month. You can learn more about that show at Top1.fm/ATSS. And it gives me an opportunity to bring on some different voices and perspectives beyond the number one and top 1% level individual contributors that I exclusively interview here on this podcast. In this episode, I talked with Zeeshan Hafeez, who is one of the best and most innovative sales leaders. I know he's currently the Chief Revenue Officer at VeeMed, and I asked him to start by introducing himself and to share a bit about his background. Here's he.

This week on ATSS we had a very talented special guest in our virtual studio. Josh Bauer joins us to talk about his podcast, art, and graphic design work. Josh is super talented and very funny, as you will hear,  and we probably could have talked with him for another hour! You can check out all of his art, as well as links for his socials, at https://www.jbauerart.com/. We got into everything from how he got into podcasting, working with a podcast network, how her prioritizes his projects, and how to make viral content. After that Zack and Brian wined down with some talk about the goings on around tampa and the buzz around our city. Again huge thank you to Josh for coming on and hopefully we will have him back soon! Don't forget next week we will back live on Mondays. See you next week! Gray On Greys Merch facebook Insta Website Youtube

Today on the Sales Success Stories podcast. I've got another bonus episode for you while you wait for the next interview episode, which I'm so excited about. I can hardly contain myself. Almost all of these interviews are super strong, but this one coming up is next level. And I can't wait to share it with you. So make sure you're subscribed to the podcast so you don't miss it. I should probably also stop calling these bonus episodes because it's been something like two years now that I've always shared something with you in these off weeks between my interviews. In any case, this is my conversation with Jack Wilson on a brand new webinar series. And since it's basically self introducing, we'll just let this roll. But if you want to watch the video, you can click over to top1.fm/ATSS for All Things Sales Success. Here we go.

If you enjoyed this episode, please leave a review/rating: https://ratethispodcast.com/thepozcast The POZCast is brought to you by our friends at Interseller - the prospecting + outreach platform of recruiters and sellers. Whether you're doubling down on business development or recruiting talent, Interseller does all the heavy lifting of finding contact data, automating the email and follow-up process, and syncs all that rich data into 20+ CRMs and ATSs. Reach out and get going in a 2-week *free* trial today and let them know you heard about them from Adam on the POZCast. Check out a free demo today! https://bit.ly/2Fbm/BZ1 

If you enjoyed this episode, please leave a review/rating: https://ratethispodcast.com/thepozcast The POZCast is brought to you by our friends at Interseller - the prospecting + outreach platform of recruiters and sellers. Whether you're doubling down on business development or recruiting talent, Interseller does all the heavy lifting of finding contact data, automating the email and follow-up process, and syncs all that rich data into 20+ CRMs and ATSs. Reach out and get going in a 2-week *free* trial today and let them know you heard about them from Adam on the POZCast. Check out a free demo today! https://bit.ly/2Fbm/BZ1 

If you enjoyed this episode, please leave a review/rating: https://ratethispodcast.com/thepozcast The POZCast is brought to you by our friends at Interseller - the prospecting + outreach platform of recruiters and sellers. Whether you're doubling down on business development or recruiting talent, Interseller does all the heavy lifting of finding contact data, automating the email and follow-up process, and syncs all that rich data into 20+ CRMs and ATSs. Reach out and get going in a 2-week *free* trial today and let them know you heard about them from Adam on the POZCast. Check out a free demo today! https://bit.ly/2Fbm/BZ1 

This week on ATSS...My Brian has a first name? We talk about how weird names are and how nick names come about.  We also review Bud Light Seltzers holiday pack. Does it follow the "Pack Rule"? We finish up with talking about healthy relationships (like we know what those are!).  We hop you enjoy the show. Be safe during the upcoming holidays.  Also we on the look out for our first upcoming event (Because fuck Covid).  We appreciate the love and support and will see you next week!

Welcome to a new episode of ATSS.  We had special guest Jeff (aka Pork Chop) back in studio this week and as always had a good time.  We "avoided" the topic of politics despite election night. We also caught us with Jeff and the food truck biz.  Finally Brian is going to try and run a 15k and not die.... we'll see.  We hope you have as much fun listening to the show as we have recording them. Be safe and we will see you next week! Merch facebook Insta Website Youtube

Link to bioRxiv paper: http://biorxiv.org/cgi/content/short/2020.10.29.361378v1?rss=1 Authors: Kendrick, K. M., Daumann, J., Wagner, D., Koester, P., Tittgemeyer, M., Luo, Q., Gouzoulis-Mayfrank, E., Becker, B. Abstract: Background: Amphetamine-type stimulants (ATS) have become a critical public health issue. Animal models have indicated a clear neurotoxic potential of ATSs. In humans, chronic use has been associated with cognitive deficits and structural brain abnormalities. However, cross-sectional retrospective designs in chronic users cannot truly determine the causal direction of the effects. Methods: In a prospective-longitudinal study design cognitive functioning and brain structure were assessed at baseline and at 12-months follow-up in occasional ATS users (cumulative lifetime use

In today's lesson let's discuss the importance of sprinting and why tennis player's court movement become better because of it. Be sure you listen in on this short, but important lesson!

Max: Welcome to the Recruitment Hackers Podcast, a show about innovation, technology and leaders in the recruitment industry. Brought to you by Talkpush, the leading recruitment automation platform.Hello everybody. And welcome to the Recruitment Hackers podcast with Max. Today. I'm pleased to welcome Elaine Davis, Chief Human Resources Officer at Continuum who is going to tell us about her 25 years of experience in the industry. And we'll focus a little bit on the recent crisis we've been through and how it's affected the talent acquisition team at Continuum, and her experience working with some of the largest high volume employers in the world. Elaine has worked with Conduit, Xerox, JSK, and has vast experience in sourcing, and the art of sourcing at scale —, which is how we started our, email exchange, Elaine. So to kick things off, welcome to the show, Elaine. Great to have you here. Elaine: Thank you, max. Appreciate it. Max: So, would you mind starting off by telling us a little bit about Continuum? (your current company). Elaine: Oh , yeah.  So continuum began life as a carve out from a larger company called Conduent. And, Continuum has been standing on its own,  since February, 2019.  It's primarily the customer care business from the Conduent company. Conduent had been a carve out from  Xerox, a huge company.And I was with Xerox at that time. And with Conduent. I left Conduent right after it actually became a standalone company itself in 2017 and took a couple of years off. Did some work in venture capital and got interested in HR...  Yeah, well, the HR, well… I enjoyed the venture capital space.  I was sort of the firm's expert in HR technology, the HR technology space, where there's a lot of really interesting things happening, particularly in talent acquisition.And then I got a call from the folks that were carving out Continuum and they asked  if I'd  come back into a more standard corporate role and  set up the HR timekeeping, payroll and communications functions for Continuum. So I said, yes. Max: Timekeeping, payroll and Talent Acquisition.Elaine: And all of HR. And, Oh, I also run communications, which is the fun part of my job. Max: Great. Well, I'm happy that you got to experience basically, kind of like, can we say that you went from a bigger, to a smaller, to a smaller company? Are you, are you feeling that, you're moving towards the more human sized organizations over the last 20 years?Elaine: You know, the problems and the issues and the things that need to be solved for are the same, no matter what size the company is. You know. It's all human behavior related and it's all revenue related. So what I would say is fun about being in a smaller company and we're about, 15 to 16 thousand people or so, about a half a billion in revenue.It''s fun to sort of own a big piece of that. So, I mentioned various planks in my world. Right? It's a lot, but it's manageable, for me. And, I get to impact a whole, a pretty big swath of daily operations in the company, and that's fun. And some of my previous experiences with big companies, I had great jobs and was working with great people. But, boy, it's hard to turn a big ship around. Max: Well, 15,000 it's pretty massive already. That's what you said, 15 to 16 K was this headcount and Continuum today?Elaine: Yeah, we, we go up and down seasonally. We have some pretty big healthcare clients and there's a portion of their year where they're doing healthcare open enrollment.And so we increase our head count to support them on a seasonal basis so we can get up to 18,000 depending on the client and the time of the year. But to me, it feels small because when I was at Xerox, it was over a hundred thousand then, at Glaxo Smith Kline. we were over a hundred thousand, so 15 to 18 seems very small to me.Max: Okay. Well, one day I hope Talkpush can...  I don't know if we want 15,000 employees, but if we could have 15,000 users, that'll be a good start, you know, at least two years before we get there.  Well for our listeners who aren't familiar with the concept of a carve out, this is when a company's shareholders decide they're going to take a piece of the business and it's going to run better on its own than it does as part of the mothership.And you're part of two carve-outs, but within the same group. So that's pretty unique experience in itself. Can you share with me, what do you think is, you know, maybe the specifics are deal by deal, but what do you think is the motivation behind a carve out? Is it  a size question where you think you run better and faster at 15 K, then you run at 50?Elaine: I really can't pretend to understand the motivation of the carve-outs other than it's financially driven. And I think it has more to do with stripping out underperforming assets.  So that the company left behind can, focus on it's,  I guess I use an old nineties word, you know, core competencies,  in the Conduit,  Continuum carve-out, Customer Care business was not performing and Conduit wanted to strip it out and let it stand on its own.It's actually been a great business on its own and not weighed down by the larger infrastructure of a big company. You know, you're right. I've been part of some interesting transactions. When I was first at Glaxo, in the United States, we did a hostile acquisition of a company called Burroughs Wellcome company, also a British pharmaceutical. That was quite a ride. And then Glaxo merged with SmithKline Beecham. That was a wild ride. Massive, pharmaceutical engines coming together to try to build research pipelines and get drugs on market, faster deal with the patent expirations, which were financially devastating for a lot of the pharmaceutical companies.So I've been involved in some interesting transactions.  Almost always in an HR tech and HR technology role, sometimes in a commercial role. I've done Commercial Strategy and Marketing for businesses as well. So through all of it, I mean, I've had great opportunities to understand the levers of  profitability.And big or small, I mean, in the end, you're trying to solve the same problems and that's even true in Talent Acquisition. Big or, small, you know, you have to make your way in a crowded field of employers and figure out a way to differentiate yourself, attract the best people and make their onboarding as gentle as possible,  and to get them as productive as possible. And particularly in the call center business, that is super important because after you've hired people, you're training them. And that entire time that you've got people that you've hired, onboarded and you're training them, you're not generating any revenue off of that.That's an expense that a call center company has. It has to shoulder until you can get that person on the phone or on a chat or whatever, to start driving, to start building revenue. Max: I heard somebody told me that if the new hire, the agent, in a call center environment stays there for three months, that's long enough to pay for the hire. Anything beyond that is where the margin starts  to be generated. Elaine: That's probably about right. Actually. But I will say that, I have been very focused on driving down cost per hire. I actually had to laugh the other day because at first I thought it was a joke, but somebody... I get a lot of... everybody, all your listeners and you get a lot of marketing emails right?And I got one from a company that wanted to tell me that they could help me hire a call center agents at the low, low price of a thousand dollars per hire. And I actually thought it was funny because I can hire — my metrics are under a $100 dollars per hire. So yeah. So, because everybody counts things differently.Max: Yeah. I need to make sure we're counting the same thing here because a hundred dollars… Are we talking marketing cost per hire or total cost per hire?Elaine: I am talking,  marketing and assessment and background investigation per hire. Yeah. Max: Amazing. Which geography?Elaine:  This is U.S.Max: Wow. Elaine: Yeah,  it can actually be more expensive, not in U.S dollars, but it can be a little pricier on a cost per hire basis than some of the international markets, because some of the backgrounding is more extensive and much more expensive to actually run.Max: Well,  I think that's a great metric. It seems that,  you know, given that we're entering a recession or in the middle of a recession, that people will take another look at cost as a driver for decision.  But of course, bringing the cost down also means that you can hire from a broader pool and you can be a little bit more picky, perhaps. It's a lever to increase quality, eventually, and retention, which as you were saying is the real cost of the business, because you've got high turnover. So if you bring the cost down, then, you know, a wider funnel means the whole journey benefits from it. Elaine: So you're absolutely right. That's insightful. You understand what I'm doing. I have a huge funnel. The other day.... and we're not in a rapid, robust hiring phase right now, today. We will be ramping up shortly, but right now we've come through the pivot. Out of the brick and mortar to people's homes and establishing our work at home model and trying to keep things reasonably stable.  So we haven't been doing a lot of hiring,  I think in June,  we need to hire just in the United States, around 6 or 700 people.That's not a lot for us. I checked into our lead flow and we have 14,000 leads. So,  That's a lot to hire 5 or 600 people. Right. So the funnel is wide open.  And you're right. That is what helps me get to— there's  goalposts or gates along the way. Right.  If you're going to talk, you know,  we're going to make it super easy to connect with us. Super, super simple. Whereas, you know, we have quick apply. We're scraping an XML feed. We are contacting you within seconds of you showing interest in us. Literally. I have a very, very rapid response. And then there's some gate posts, right? You got to schedule an interview with us and you gotta show up for the interview. And then assuming  you get through that and it's not terribly difficult to get through it, to be honest.You've got to go through our assessment process. So people start to self select out. They don't want to do those things. It's not as easy as they thought it was going to be, they maybe don't want to take an assessment. So people start to self select out. But if I'm doing all those things right, and I have enough at the top of the funnel, I'm going to end up with, you know, I overfill classes every week. So in call center, you're hiring training classes, right?  So you might have a training class, I think we have one starting on July 6th. We have 400 people starting, so I'll hire 480. I'll actually hire and onboard that many because, you know, the final gate post is, or mile marker, or whatever we call it is people actually showing up for the training, right.They actually need to show up, pass their drug screen, pass the background and they have to show up. So there's a lot of ways that people can fall out along the way. So I absolutely have to have that funnel wide open with a big pool of people. So I can end up with the people that I need at the very end.Max: Yeah. you can,  you know, get mad and scream yourself,  mute, at candidates for not showing up and dropping out. But, you can also accept the fact that, well, I mean, these are positions, which are not necessarily, you know, long term career plans and it's okay to get some dropout. You got to build around that. So completely agree with you.  I'm still trying to digest your $100 dollars cost per hire. I remember seeing those studies that said that even for call center employees, a $1000 dollars cost per hire was the industry norm just a few years ago. And obviously being in a in a buyer's market, if you're an employer where there's going to be a lot more job seekers out there in this market today we're, you know, in the middle of a global recession.  But, then of course there were all these other factors.So where do you think you got to, how did you, I mean, first of all, was a thousand dollars per hire, ever a number that was reasonable to you, at some point in your 25 year history in talent acquisition?Elaine: I can tell you that when I was with Xerox. When Xerox owned what became Conduent, Xerox had about 140,000 people in the company.This is a short several years ago, right. And 100,000 of those were BPO people. And the other 30,000 were the traditional document technology business, right, that we all think of. When we think about Xerox, we think about the machine, right.  And the paper. But, a 100,000 of that was a very big BPO company.And I ran a lot of the HR business for that company and I ran Talent Acquisition. And  we processed a million candidates in a 12 month period, candidates, applicants to end up with about 85,000 hires. And  we were probably spending more than a thousand dollars per hire. It was such an overwhelming huge business and I was running it, so I can say this, we weren't doing it well. We didn't have control of our financials. We didn't know what we were spending. It was really super messy. Right? It was messy.Max: You said 85,000 hires and a $1,000 dollars per hire. That's like $85 million dollars.Elaine: Well, you know, it was geographic. So in the U S we were spending a thousand dollars to hire, but in other geographies, we were not spending that much. I mean, my budget wasn't quite 85 million, but it was very, very large and I never felt like I really had control of the process anywhere in the world.It was messy. It was a huge company. And then of course, Xerox divested that. And then it was divested again. So, you know, it's hard to keep track of all of the numbers. That's maybe why the shareholders were not happy. Max: Well,  I've had many opportunities to sell to companies because Finance or Procurement was looking into TA and thinking “I don't know where the money is going.”Elaine: It's a mess. And I'll say one of the things that I really appreciated about being part of a carve out. So we're, we're owned by a private equity firm in Los Angeles called Skyview Capital. And the people in that firm they're sort of industry and function agnostic.They have a variety of companies that they either own, or they're heavily invested in from food processing to a cold brew coffee company, to our company, a security company. It's interesting. It's kind of all over the map. And what's been great about being part of that experience is that they're just trying to solve problems and make money.So when I joined about a year ago, the company Continuum had been stood up for a couple of months, had been carved out and they were trying to get their arms around it and figure out what the business model was and how we were making money. Or if we were making money and how things were working. And the first thing they saw was that the recruiting engine was broken. And how they figured that out is because the revenue engine was sputtering.And that's because in the call center business, if you don't have people in the center to answer the phone, you're not going to make any money. Recruiting drives everything. Max: You get penalties. Penalties for being slow to hire. Elaine: Oh, sure you do. Yeah. So recruiting is the revenue engine. You need the people in the seats answering the calls or you're not going to make any money. So they very quickly saw that when I joined, they were laser focused on how do you hire people in this environment? And they were not HR people. They weren't Talent Acquisition people. They were smart people, some with deep technology backgrounds and they just tore the thing apart and said, we're going to solve this problem one step at a time. And they did, and they helped us build a really phenomenal lead generation machine, an AI based machine that we use. And I think it's our competitive secret sauce I can hire faster and cheaper than any of my competitors.Absolutely. Hands down every day, all day long. Max: And something I've noticed as well. Some of my hardest, and I mean that in a complimentary manner, hardest customers to work with are those who do not come from an HR and TA background, but who come from Operations or Finance. Because they're like, everything's on the table, right? Why are we doing this assessment? Why are those two things not merged together? Do you really need to ask 10 questions, etc, etc. Why aren't we spending more time on this channel? That's more cost effective, but I guess it's the cost of like these relationships, right? When, if you're in one place for too long.Elaine: You know I've spent  a lot of hours at this company trying to reshape how we do business. And I thought I knew how to do transformations because as a veteran of big companies, you know, you're going to go through one or two transformations. And, I never felt like a lot got accomplished by any of them in the really big companies I was part of. They were just a lot of PowerPoint decks and consultants in the room. And what's been interesting about this experience has been working with our owners, our private equity owners and people that they've brought in to help.  Yeah, in the beginning they would say to me, well, I said, you know what?This is an advertising problem. We have a recruitment marketing problems. So I'm going to go solve our recruiting issue with recruitment marketing tools and advertising. And I need to hire this advertising firm and that one. And they said, hold up. No, we're not convinced it's an advertising problem. You need to prove that to us. So we went through a lot of exercises of me trying to prove what I believed because of my long background in Talent Acquisition and in HR. And I was wrong. They showed me how my thinking really was kind of mired in what my background was and what my belief system was.And they showed me that just by walking through and solving problem by problem at a very detailed and basic level, I came to different conclusions. And that was hard. Max: You just told us Elaine that you have a huge front of the funnel. And hence, naturally if advertising was not the secret sauce, the secret to making this, wide funnel work, where are you getting all those leads, for so cheap?Elaine: Well, I think that we had advertising, but we weren't capturing. The game now — everybody knows how to generate leads. The game now is converting. It's assessing and converting. So we now run contests as we've moved from using our recruiting engine in the U.S to our other markets, Dominican Republic, Philippines, Netherlands, Jamaica. We run games with our recruiters to show who can convert the most at quality. So  what we did was we simply moved the problem down the body of the snake, right. In the beginning, we weren't getting leads. So then we got a bunch of leads and then we had to figure out, okay, how do we convert them?So we worked on converting them. And then we thought, oh gosh, we need to convert the right people. So we worked on assessment, so we just keep moving the problem further down our snake. You know, now we're kind of through, we've gotten through getting the right people. We've got great assessment metrics in place. We reshaped our backgrounding, to lower the barrier, but not the bar for us to bring people in. One thing about the call center business and one of the reasons I like it is that it's a first opportunity for a lot of people to, you know, to put food on the table for their families all over the world. It's an entry level opportunity for people that don't have a lot of opportunities. Max: it's not sexy for people who have been a few years in their career necessarily. Although you do have veteran call center agents as well. Yeah, but it's easy to forget, you know, what it's like to be a 20 year old coming out of school. I mean I  was paralyzed at the thought of picking up the phone and talking to somebody just 15 years ago. It seems completely insane to me, but you know, I remember that. Elaine: Yeah, and in some countries, it's the difference between what stands in front of them and, and starvation. I mean, it really is.It's an opportunity for people in developing countries who don't have any opportunity, particularly women to put food on the table. And it's also a job that can be a second chance for somebody. And there's no shame in being an employer who can offer somebody a second chance.it's not a glamorous sexy job, but we have some examples in the company of people that have gone from basic call center agents to Supervisors, Operations Managers, they switch over to training. They come into recruiting. Max: I've loved it. I've been dealing with this industry for four or five years now.And, I feel absolutely inspired by, you know, the fact that it drives the launch of so many careers and it helps so many families. So I love it. I love just the high volume space for that reason. It's just how many people can you impact. And I wanted to ask you about the recent experience with the work from home transition, and how it's affected the morale of your team, of people who are not driving to work anymore, working from their PJ's shaving, et cetera. Are you starting to feel, you know, the weight of this lockdown affect the morale or if people are just  finding it beautiful, the new normal?Elaine: From a corporate standpoint, you know, my global HR, payroll, etc. teams we've almost always worked remotely. when Conduent released this company, when it was carved out, we didn't really have headquarters. And people just worked where they worked.They left their office at Conduent and moved into their homes. So from an exempt perspective, we've all been home for quite a long time and we know how to work that way in Recruiting and Talent Acquisition. We're in a cloud. My recruiters are all over the world and the model that I'm running is, if I have a lot of volume coming into the U.S, a lot of leads coming in, and my U.S team is asleep, then my Jamaican team will pick that up and do the interviews or my Philippines. So I'm running a kind of 24 hour global model for grabbing those leads and converting them. So we were very accustomed to that, but ...When COVID hit us in early March in the U.S, so the leadership, most of the leadership is in the U.S. Initially we felt kind of paralyzed. We weren't sure what to do or what was going to happen, but we quickly realized that we needed to get everybody out of those centers and home before we were told to — all over the world, and we have 14 locations, Europe, Asia, etc, like our competitors do.And everybody was sort of working that from a different angle. How much revenue can we save? How much, you know, what kind of profitability can we gain? What do we have to do with managing our clients? What are they thinking? And I was kind of focused on what do we have to do to make sure that these people can continue to put food on the table?That was where I came from. I wanted to make sure — and I made sure people knew it. So when we told staff around the world, come to the center today and be prepared to walk out with your computer and, you know, whatever else they needed to be productive at home. I made sure that they understood that we're doing this because your health and safety and your ability to generate an income to take care of your family is the most important thing to this company. And if we do all those things right, and support you, the revenue and the profitability are going to come. And you know what, I wasn't even sure I believed that myself in the beginning, because it was so chaotic and it was so hard in the Philippines, they were shutting everything down. We had to hire vans to get people out of the centers, with their computers. We had to send people out to people's homes. People were locked in their homes. It felt chaotic to me. But for me as an HR professional, I just kept focusing on what do I have to do to make sure these folks can buy what they need to feed their families? And I made sure people knew it and I think it really helped coalesce our company around that feeling that, yes, it's not a cliche, we really are in this together and we're going to help you so that you can help our customers. And by doing that, we're all going to get through this one way or the other. Max: I think it sounds like I went through the same thing you did.  And for me it was really helpful that I was, you know, I was a professional when 2000 and 2009, the 2000-2001 crisis, and then 2008. As the world falls down around you, and we hadn't had a real crisis of this magnitude since 2008, then you can, you can be a rock, even if you don't a hundred percent believe in it as the walls are falling down. Elaine: Yeah. I thought about, there's that sort of famous Ted talk by Anne Cuddy. Who's a Researcher. I think she's a linguist. I could be wrong, but I think she's a linguist and she uses that term, fake it till you make it.So I just kept thinking, we're going to get through this. Everybody's going to keep a job. We're going to be able to meet payroll. We're going to be able to service our customers. And I just kept saying, this is where we're going. You know, in a crisis, you got to pick a direction and march and just go and bring as many people with you as you can.And then the other great saying is, of course, never let a good crisis go to waste. So we used the crisis to go back to our customers and say, look, we're a work-at-home company now. And everything we do from now to the foreseeable future, which could be tomorrow, actually the way things are going, we're going to just be making that model more robust. And we're going to change how we hire and who we hire. Now we're looking for people who are perfectly happy to work at home, as opposed to people that are doing it because they have to.So we just took that first mover position and said, we're a work-at-home company, and this is how we're going to do it. As opposed to, sometimes in call center, you kind of get told by your customer how you're going to do things, how you're going to hire — there's a lot of rules. It's a commoditized business. The providers don't have a lot of say, and we've had a little bit of opportunity to say, look, we pivoted faster than any of your other channel partners. And this is true. It's a true statement. We pivoted faster. So, we're moving down this road really quick and come with us and we'll be the better for it.Max: Nice.  I think that this crisis has also been an opportunity for us where some companies were waiting to do digital transformation, kind of sitting and waiting for a reason because you can only really take on one or two big transformation initiatives every year. And they were, you know, that gave them the extra nudge.So we got, obviously things slowed down to almost a standard standstill in March and April. But since then, you know, we're having some good discussions. One thing, I guess, how do you adapt your recruitment process to hire work-from-home agents? I guess you're looking for, you said, the more autonomous people. Maybe check their internet speed? Any other tips and advice on how to adapt the recruitment process for work from home. Elaine: Well, you got to make decisions about — so just focusing on the United States, you know, where we had, I think, 13 or so locations, just in the U.S. So we were very limited to these geographic markets. And most of them are where our competitors are too.So El Paso, big center for us, we have a thousand people, 1300 people in the center and all of our competitors are right down the road from us. So that drives a certain way of recruiting and a certain way of thinking about retention and a certain amount of kind of looking around the corner to see what your competitor's doing and what kind of taco truck they're bringing in that day.So in the beginning when we started to think about hiring, we thought, well, gosh, we should just still hire around those locations because what if we go back, we don't want to have people all over Texas, we want them near El Paso. And then we, pretty quickly, threw that out the window and said, forget it, we're a work-at-home company now. So, you know, we went through a process of looking at the various states that had attractive labor markets, attractive tax implications. Like any company, we ran the gamut of where we want to hire, where we want to try to source candidates from and we came up with some pretty interesting things. Max: So you went full, work from home.Elaine: Pretty much. Yeah. But we're staying away from the coasts, you know, because those are expensive places to do business. And we have a lot of data about where the people are, the kind of people that we think would be happy working for us and want to stay with us. And we've got a lot of data on how they want to be paid and we're kind of playing with some of those models. And we're offering different money and incentives in different metro areas or in different rural areas. I mean, we're playing with a lot of information. Max: I'd like to point you to,  I'll send you the link. I'll put it for our listeners too, the link, the link to the salary grading. I mean, I think they phased it out, but there was a company called Buffer, which specialized in social media  blasting and communication. They were work-from-home from inception and they had a salary grid that was per state. They would openly share to all of their employees, you know, for the same exact role, same exact expertise. Your salary is going to be 20% more because you're based here. And the transparency is something that is part of their core values. So it works for them, but basically they even, I think they still do to this day, publish the salaries of every one of their employees online.Elaine: That's a bridge too far for me. I've always been in favor of salary transparency in terms of showing people what the range is, showing what the midpoint is showing what the geographic differential is. I've always said that companies should do this. But I've also always said that people shouldn't do performance ratings.I've never believed in performance ratings and I still don't. Assigning a number to people based on how they perform is just not something I've ever been interested in. But that's a different discussion.Max: Yes. Agreed it's a different discussion. I have already taken a good chunk of your time. And I really think we got a lot of great insights there about,  BPO industry and thank you for sharing. I wanted to ask you one last question, which is if there's one area where you feel like there's still some automation left? I mean, it sounds like you've built such a great automated journey for your candidates. And you've talked about how you kind of started at the front of the funnel and then, you know, eventually tried to automate screening and then improve the quality of the people's screens so that you improve retention. Now as you look through this entire end to end journey, is there still some pockets of opportunity? What's the next piece that you want to automate, or you want to accelerate? Elaine: The part that I'm not doing yet is you know, the integration of the technical components of Talent Acquisition can always be improved. There's a lot of people out there building interesting stuff and trying to connect it to ATSs.And that's all pretty interesting, but I'm kind of, I feel like I've kind of moved beyond that. What I need to do. And I think all Talent Acquisition professionals should be thinking about is, following that lead through conversion to trainee, to productive employee and tying. I can't really know. I shouldn't be tracking cost per hire if I'm doing this right.What I should be tracking is value per hire. So how that person that I scraped off of an indeed quick apply site, how much value did that person bring to my company? That's what I should be tracking. I'm tracking the wrong thing. Because it's the easy thing to track. But if I'm doing all these things right, and I'm going to the right places to source my people, I'm training them effectively. I also have operational training, so all of those new hires come to me to be trained to answer phones for our customer service chat or whatever. I should be able to point to what's the value of that class that I started on July 6th, six months later, what value did they drive for my company?And I should be able to prove that. So that's what I'm thinking about next. Right? Max: We've got to find a name for this magical number.Elaine: Yes. Max: We have the CPH, CPL marketing CPH, MCPS. Now we need to have...Elaine: Yeah, but isn't that the end? I mean, that's the end game, right? What value did that lead that I converted bring to our company and how do I express that value? That's that's the name of the game. That's what I'm trying to do. We're trying to make money. We're trying to be profitable. So I have to distill that. And that will really tell me whether I've been successful with that front of the funnel or not. I'm measuring it along the way, but the end game still hasn't been answered and I'd like to get there before the next crisis. I'd like to know the answer to that question soon. Call me in a year. Max: I will and I thank you.  And I want to end it on this positive note and your contagious laughter. And thinking about, it's wonderful that you're already thinking about the next crisis, so thanks for your time. Thanks for sharing.And we'll be in touch in a years time. Elaine: Thanks, max. Good to see you.Max: There you have it. That was Elaine Davis, Chief Human Resources Officer at Continuum with some awesome insights on how to build a recruitment marketing machine that delivers thousands of hires at less than a hundred dollars cost per hire in North America. What a performance. Thank you, Elaine, for all your insights.And I hope you enjoyed the show. Please, if you didn't, subscribe to the recruitment hackers podcast for more of the similar content. Please leave a review. That will help us get the word out there. And, please listen to one of our other episodes. Thank you very much and hope to see you on the podcast soon.

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Sam, Nia, Kiley

Hello hello! Brian and Zack back with another episode of ATSS. We kick things off with some random BS per usual. Zack tries to convince Brian that he needs to have an IKEA breakfast and how people that that improperly navigate the store are the worst. In the second segment we cover our weekly Facebook questions that you all have responded to! To close things out we get serious (as we do) and discuss big life changes like death and career changes. We had a lot of fun tonight and hope you guys enjoy the show just as much! Don't forget to rate us 5 stars where ever you can!   Merch Store https://teespring.com/stores/atss Website https://allthesmallstuffshow.com/ Facebook page https://www.facebook.com/allthesmallstuffshow

BE SURE TO SEE THE SHOWNOTES AND LISTEN TO THIS EPISODE HERE.   Eve Picker: Hey everyone, this is Eve Picker, and if you listen to this podcast series, you're going to learn how to make some change.   Eve Picker: Hi there. Thanks so much for joining me today for the latest episode of Impact Real Estate Investing. My guest today is Sandy Selman, co-founder of CPROP. CPROP is a young blockchain real estate technology company. They are focused on creating blockchain-enabled data applications in the real estate and fintech sectors. I'm interested in how blockchain might impact real estate and, of course, my crowdfunding platform.   Eve Picker: Sandy is a roll-up-the-sleeves, highly strategic, and hands-on kind of guy with big-picture vision and an on-the-ground approach. He's had plenty of operational experience as an investor, advisor, and founder, as well as CEO, CFO, and board oversight. He's not a starstruck young thing wading into the next best technology because it's cool. His experience has led him to believe that blockchain has enormous value for real estate in the future, so this is worth listening to.   Eve Picker: Be sure to go to EvePicker.com to find out more about Sandy on the Show Notes page for this episode and be sure to sign up for my newsletter, so you can access information about impact real estate investing and get the latest news about the exciting projects on my crowdfunding platform, Small Change.   Eve Picker: Hi, Sandy. How are you this morning?   Sandy Selman: Great. How are you?   Eve Picker: I'm very good. You have had an extensive career in a variety of industries, and you've founded three companies, so I think you could be called a serial entrepreneur. Am I counting right?   Sandy Selman: There was probably some additional ones in there that I just care not tell anyone about, but let's go with three.   Eve Picker: So, really a serial entrepreneur, okay. I want to talk to you today about your latest venture, which is CPROP. It's a company focused on blockchain and its application, in particular, to the real estate industry, which I find really interesting because I think that we're all going to hear a lot more about that in the future. First, I want to ask you, what's your background, and what led you to CPROP?   Sandy Selman: It's been a long kind of twisty, windy road, but I started out my professional life as an engineer and quickly realized, within the first two weeks of getting on the job, that wasn't what I wanted to do. I went into investment banking, specializing in the financing of infrastructure like power plants, and wastewater treatment plants, and the big infrastructure. I just became fascinated with the way the world worked from an infrastructure standpoint.   Sandy Selman: Around the mid-'90s, I was working for a big global company financing projects in the Pacific region, specifically China, and I became very disenchanted with that work, for its lack of social and environmental purpose. I jumped ship, and I founded an early-stage clean technology venture fund, which I thought would combine the best of my financial and technical skills, but also my desire to work on things that had more than just a financial return to them. That was a very, very interesting journey.   Sandy Selman: After my fund wound down, which, coincidentally, was at the start of the Great Recession - bad timing - that's what sort of drove me to be an entrepreneur. The startup that actually led to the founding of CPROP was an IOT - Internet of Things - and data science company that I founded with a partner, focusing on ... We initially started the business to bring smart building solutions to the commercial and government sector in the Middle East but eventually, we pivoted it back to the U.S., and we ended up getting this massive contract with a big, global property management firm.   Sandy Selman: We worked on a project there to develop a product that had to do with more effective capture and management of data to inform big capital decisions, particularly the capital-planning process in very, very large commercial properties. It was amazing to us that this big, global company, given their resources and sophistication, just how inefficiently the data was managed throughout the value chain inside the workflows of this enterprise and how that led to, potentially, misallocations of capital in the hundreds of millions of dollars. That was kind of a ringside seat.   Sandy Selman: It's about the time we were wrapping up that project, we became interested in blockchain. My partners who were younger than me started trading crypto, and that led us to getting deeply involved in blockchain and realizing that blockchain could actually address many of the industry ills that we saw in that project, and that's what led to the founding of it. It's a long answer to your question but that's how we got going.   Eve Picker: Wow. Are you suggesting that golden oldies aren't interested in crypto?   Sandy Selman: No, I don't want to suggest that, but let's just say it wasn't for me.   Eve Picker: Just wondering ... No, it's interesting. Blockchain, this is actually the thing that most people pretend that they understand, and I could be one of them. So, I think it would be really worth hearing a plain-English explanation of what blockchain is and what it does.   Sandy Selman: It's a common question I answer probably 10 times a week. So, blockchain is nothing more than a data architecture. It's not a lot of the things that you hear about it. It is not cryptocurrency. Cryptocurrency is just one application for blockchain. Blockchain, itself, is a platform technology, which is known as a distributed-ledger technology. All that means, in plain English, is that data is stored on multiple computers that are part of the network. It's a network that is, once data is placed onto it, you cannot erase data that was put on; you can only append to it. It's very, very difficult to get data on the network. There is a protocol as to how data gets written onto the network.   Sandy Selman: What it does is ... The practical use case for it is, again, in plain English, it provides an external data architecture, external to, say, a company's enterprise servers, for example, that allows you to validate content and timestamps of data. It allows you to determine with 100-percent accuracy whether specific data existed on or before a certain point in time. That's its central utility. Now, the applications of that range from - in real estate - range from things like automating compliance to the creation of digital currencies that can be used in the financing of real estate, which I'm sure we'll talk about in a few minutes. Does that help?   Eve Picker: Yeah, yeah ... It's still a little bit hard to understand because probably most people got ... Well, not most, but probably some people got stuck on distributed ledger, if they've never really heard that term before. What's a real-world example of someone using blockchain, right now, that is digestible, do you think?   Sandy Selman: I'd say the blockchain applications that are in commercial practice today are a little bit esoteric, and they have to do with the creation of digital currencies in the financial system. So, companies like J.P. Morgan have created an internal coin; it's a digital currency that they call the JPM coin, which they use to more effectively execute wholesale market transactions between different parts of the world of their operation. As opposed to sending money through the Swiss system, they can do it much more efficiently and quickly with this digital currency.   Sandy Selman: But in the data world, there are applications that are quickly catching up. The accounting profession, the insurance profession, any kind of audit and compliance - there are applications galore in the works ... Actually, I was just talking to a friend of mine this morning about this, about how broker-dealers and compliance departments are ... Those functions are going to be fundamentally changed by this technology because, essentially, blockchains can be structured so that they are immutable - we'll talk about the security aspects in a second, I'm sure - they provide this independent reference point that has heretofore been provided by auditors and broker-dealers. There are some pretty exciting developments on the horizon, across multiple industry sectors.   Eve Picker: So, you really are at the cutting edge. It's really not- it's not found a path yet in the everyday world, except as cryptocurrencies, which are kind of a little bit of a gold rush, I think, right?   Sandy Selman: Cryptocurrencies were a big gold rush and, unfortunately, a huge distraction for government and the public to understand what blockchain really is. Fortunately, that gold rush ended in what they call the Crypto Winter of 2017 and '18, and things kind of came back down to earth. Projects like the JPM coin, although you could call the JPM coin a cryptocurrency, I prefer to call it a digital currency, because it doesn't have that tarnish of the whole crypto thing that went on; the craziness in 2017. Actually, it bears mentioning - why do they call them cryptocurrencies to begin with? Because blockchain technology is underpinned by cryptography, the science of cryptography. So, that's probably where crypto came into play here.   Eve Picker: Interesting, interesting.   Eve Picker: Be sure to go to EvePicker.com and sign up for my free educational newsletter about impact real estate investing. You'll be among the first to hear about new projects you can invest in. That's EvePicker.com. Thanks so much.   Eve Picker: You told us about insurance, and securities, and all sorts of ways that it might be applied to real estate. Can you tell us about a project that you're tackling right now at CPROP that we can sort of walk through and see how it works?   Sandy Selman: Yeah, no question. So, I think the one, probably, that's the most relevant to the impact-investing space is we are preparing to launch a platform that will be a specialized platform for the listing, and the posting, and eventually the trading of - and every word here is important - real estate-backed security tokens. Why are all those words important, I guess, is the question.   Sandy Selman: So, in general, blockchain has two kind of broad uses. One has to do with the validation and time-stamping of data to create audit trails, and the other broad application is in the creation of digital currencies, which are essentially like digital twins of what they initially called fiat. So, fiat currencies would be dollars, euros, what have you.   Sandy Selman: The world of real estate finance is on - I believe, personally - is on the precipice of a sea change in the way properties will be financed because the efficiencies and the cost drivers for transacting, and fundraising, and such, through the use of digital currencies, are so incredibly significant that it's creating this sort of persistent pressure for companies and regulators to work out how to bring these business models into existence to unleash the power of the onset of this digital-financing world that we're now stepping into.   Sandy Selman: The project that I wanted to talk about is really kind of at the forefront of that transformation. Hopefully, we're on the leading edge and not the bleeding edge. The bleeding edge is not a good place to be ... We're not the very first company to try this, but we're going to try and come to market with a practical implementation that falls well within existing securities regulations that has a user interface and a user experience that is going to be very comfortable for mainstream retail institutional investors. We're going to try and have our cake and eat it, too, here, with this project.   Eve Picker: Wow, interesting. You know that I'm really interested in impact in the real estate world, and I'm wondering how you think blockchain, or even cryptocurrencies could be best deployed, I suppose, to make impact investing easier?   Sandy Selman: Well, to provide ... I guess the sort of broader question is what can projects like this do to support impact investing, and intelligent real estate investing, which is, I know, near and dear to your heart, and near and dear to my heart, as well? Here's the answer to that question. The answer is that once you make the transition into the digital world of finance, one of the immediate benefits is democratization; meaning that you can make that asset class - commercial-property investing, or whatever type of property investing - you can make it accessible to a much wider range of investors.   Sandy Selman: I'll give you two specific examples. One is that when you work in the digital world, being able to interact with investors globally becomes greatly facilitated. Essentially, any investor with an internet connection that qualifies to invest in whatever it is that you're doing can now participate; whereas, when you're working in the fiat world, in the conventional world, it's just a lot more cumbersome. There's paperwork; there's a lot of friction associated with getting an investor [cross talk]   Eve Picker: Yeah, there's a lot of ... It's not even the paperwork; it's actually the banking systems. It's very difficult coming up with a solution for sending money back and forth to an investor who might be in Italy-   Sandy Selman: Correct.   Eve Picker: -which is very difficult.   Sandy Selman: Yeah, it's clunky. When you're operating in the digital world, if that Italian investor can get their euros- deposit their euros into a bank that is connected with a secondary trading platform, it's very easy, at that point of deposit, to essentially create a digital twin of that euro deposit. That becomes, essentially, their currency with which they- or the medium by which they can then acquire security tokens that represent undivided interest in property, or within fund, or however they're structured-   Eve Picker: Even better, the developer, or the issuer can then, when they make distributions ... Let's say it's a quarterly distribution that they need to make, if they can very simply send the funds back to that investor by the same platform-   Sandy Selman: That's exactly right.   Eve Picker: Yeah, and that's really probably one of the most difficult things.   Sandy Selman: Yeah. So, these are the sorts of cost drivers that are creating the pressure to move this- to sort of push this digital phenomenon forward. The other aspect of democratization, in my view, is that- there was something like ... According to this report I read this morning, there was over $900 billion in assets under management in U.S. private equity funds that were focused on the real estate at the end of last year; almost a trillion dollars. By and large, those funds are accessible only to investors that have the ability to put up pretty high minimum investments.   Sandy Selman: In the world of digital finance, because the costs are so much lower, these security token offerings ... And I keep saying security tokens, because these undivided interests represented by digital currency that we're calling a token, for the lack of a better term, are securities by any sort of assessment of U.S. securities law. They fall squarely under the Securities Act, that's why we call them security tokens. If we have time, I want to talk about another topic related to that, about utility tokens. But sticking on security tokens for a second, because the costs of issuance are so much lower, and the cost of transacting is so much lower, an issuer of a security token can structure their offering so that it's accessible to investors with much lower minimums; thereby sort of promoting democratization.   Sandy Selman: A good application of this, in the impact world, is supposing you're involved in a development in Pittsburgh that's an impact type of a project, and you want to attract capital from local investors in the community who really want to be supportive of that project, it's therefore possible ... You're doing this, I know, with your Small Change platform. It then becomes efficient to be able to allow those investors in, provided they qualify with whatever part of the securities regulations the security tokens are issued under. It provides a very easy and low-cost way to allow those investors in, without requiring them to be subjected to a $250,000 minimum, for example, in a PE fund.   Eve Picker: Right. I have to be convinced, because we've got a pretty easy way for them to get in, using ACH, right now. I think, for me, I'm going to push you a little bit on this. I think the beauty of it is in foreign transactions, which are really difficult, and the ability to be able to tie information about each investor together, so that you don't lose it, right? You might have W9 information, and you have to issue a K-1; you need to keep track of the percentage of the total investment pool that they have invested, so you can distribute the correct amount to them. Those things are really super-time-consuming and require someone with quite a lot of skill to keep track of them and make sure everything is correct. That's what I'm hoping that blockchain can solve. Am I wrong?   Sandy Selman: Yeah, the distributed ledger ... No, no, you're not wrong at all. The distributed ledger does that, by definition. It captures every element of that workflow that you just mentioned - keeping track of people's respective ownerships; keeping track of the way that dividends should be apportioned. I think, to your point on the ACH, yes, you can allow people in - send $1,000 by ACH - but now, you've got this $1,000 investor in, and there's this carrying cost of making those distributions, importing, and so on. When you're operating in the digital world-   Eve Picker: That's the expensive part; it's the carrying cost-   Sandy Selman: Right. Exactly.   Eve Picker: Our issuers are always thinking about the lowest minimum they can allow, because we can accept $10 by ACH, but then they have to manage that $10 investment, and that's pretty excruciating, so-   Sandy Selman: So, in the digital world, if that administration of that $10 investor can be automated, then it doesn't become so out of reach.   Eve Picker: That's right. Okay, now you've convinced me.   Sandy Selman: Okay, good.   Eve Picker: So, that's how it might be applied. Let's look at Small Change. We are a funding portal, at least for one of our offerings; so regulation crowdfunding. We have to abide by many different rules, in order to let people invest small amounts; fractional investments. We sort of put the whole securities package together. Right now, we are accepting investments by ACH, and some bigger ones by check and wire. What would it look like to convert an offering on our platform to blockchain, or cryptocurrency, instead of accepting ACH?   Sandy Selman: In the ideal world ... I'm going to talk about the ideal world, and then I want to dial it back to the practical. In the ideal world, Small Change would be a what's known as an ATS -an alternative trading system - which is a form of exchange. It's a term of art within the securities world. Investors would deposit their U.S. dollars into a bank that will be part of this ATS, or a settlement agent; again, fully regulated. The depositing of those dollars would result in the creation of sort of a digital equivalent on your digital platform which, again, would be the medium with which those investors could acquire security tokens representing undivided interest in the [subject] properties or portfolios.   Sandy Selman: Then, whenever there's a dividend that's to be distributed with any of those income-producing properties, the blockchain provides you with a perfect record of who owns what, so that the dividend can be readily distributed digitally to those accounts on a pro rata basis, according to each investor's ownership in that particular security token. Then, when an investor wants to withdraw, they can simply- their holdings in their portfolio of security tokens are then correlated with the U.S. dollar account that resides with that custodian banker or settlement agent.   Eve Picker: Okay, that's pretty easy.   Sandy Selman: So, at any time, they'd have a way to withdraw cash if they needed to or deposit more cash if they want to. There's this dividing line between the fiat world and the digital world that remains very, very distinct. All the transacting occurs on the digital side, but the cash in and out still occurs the way it does today on the fiat side.   Eve Picker: Okay. Well, you, and I are going to have to talk about this outside the podcast, all right?   Sandy Selman: Yes. But I mentioned, that's in the ideal world, so I just want to dial it back to the practical world ... There are still a number of important operational details that need to be worked through with the SEC. The SEC- the state of regulation at the SEC is still at a fairly early stage regarding how the treatment of these digital platforms will exist. They've issued some guidance on it. It's not super-specific, and there are series of no-action letters and things of the like that are being issued or will be issued in the future that will provide more, and more specificity as to how to structure these things so that, from a regulatory standpoint, everything is compliant.   Eve Picker: Yeah. I've been watching that. That's why I've been staying away from it.   Sandy Selman: Yeah, but I think our goal is to try and sacrifice functionality, and operability for speed to market. What we're trying to do, and working through it with the SEC, right now, is we're trying to touch bottom on how do we bring to market a system that is compliant, even if we have to sacrifice ... We're not going to be an ATS, obviously, out of the gate - the bar for that is pretty high, in terms of cost and time to get that approval - but we're looking to touch bottom with them, early on, as to how we can come to market with what would be known as a bulletin board for this sort of special-purpose platform that's focused specifically on real estate.   Sandy Selman: Now, like I said, we don't want to be on the bleeding edge; we want to be on the leading edge. There are companies that have gone before us and have gotten the approval to operate as an ATS from the SEC and have digital currencies on their platform. They're not specific to real estate, but they have been approved, so there are go-bys that are out there, and that's a very, very important thing to consider. It's what gives us confidence that the path that we're on is going to ultimately bear fruit.   Eve Picker: Interesting.   Sandy Selman: We're not the first.   Eve Picker: What do you think all of this is going to look like in five to 10 years from now?   Sandy Selman: Wow, that's a really good question. I can tell you that every money-centered bank that I've spoken to has an internal department that is focused on digital securities and blockchain applications. They don't talk much about it. My personal view is, I think five years is probably a good number, but I don't have a crystal ball, obviously. But I think that a greater proportion ... You're going to start to see platforms pop up all around the world that are these digital platforms that create this paradigm that I was just describing, where there's a portal for getting fiat currencies into a system - whatever that fiat currency might be - and then, a digital equivalent which is where all the transacting and the reporting takes place.   Eve Picker: Do you think this is really going to impact the way our banks look? Are banks going to become a ATSs?   Sandy Selman: You could ... Yes, you can rest assured that banks, and the investment banks, they're not going to let this opportunity go by and have new entrants step in there, and not participate in it ... I think you can be confident in assuming that the traditional financial system players are going to be front and center in all this [cross talk]   Eve Picker: I mean, that's a good thing because they have a reputation and have been in business for a long time, so that means that the general public will become more, and more aware.   Sandy Selman: Yes. It's sort of the next evolution in the way the financial markets operate. It's good in the sense that it lends itself to greater efficiency, which is obviously more cost efficiency, and greater transparency, and greater security.   Eve Picker: Yeah. Interesting. You talked about the regulatory hurdles. What are the perception hurdles?   Sandy Selman: The perception hurdles, that's another really good question. The perception hurdle is that people hear crypto, and they run from the room screaming, with their hair on fire, because of all the well-publicized hacking incidents. People hear bitcoin, and they just shudder and this kind of stuff. There's kind of two issues here, I think, that are uppermost in most people's minds.   Sandy Selman: On the hacking, the items that are hacked, and the famous hacking incidents tend to be the wallets rather than the blockchains, themselves. I'm not going to say that there's never been a blockchain successfully attacked, because that's not the case, but there are ways to structure blockchains to make them virtually impossible to hack. I would like to say impossible, but I've been told many times never say anything is impossible.   Sandy Selman: Wallets, where tokens are often held, are vectors for attack. Think of it like this - an electronic wallet is nothing more than sort of like a file folder, in a sense, on your computer, that you keep on your computer, or you keep on an exchange, or you keep on an external device. If you are sloppy with the private key, which is just a fancy password, then anybody can ...   Sandy Selman: If someone is able to get your private key because you're sloppy with the way you keep it ... Let's say that you store your private key in an Excel file that's on your computer, and your computer gets attacked, and someone finds that file, and they'll have your private key, you're done for. Once that private key is compromised, people can get access to your wallet. They can take your tokens out of it and send them into the ether, and you'll never find them again, because even though you can see where all the transactions are on the blockchain, the wallet ownership is anonymous; it's anonymized, so you don't know who owns the wallet.   Eve Picker: But that's personal security. That's like deciding whether to leave your front door unlocked or not. That's not so much an issue of blockchain as it is of people's behavior, right?   Sandy Selman: That's correct, and I think that ... Again, my personal view is that, in the future, institutional investors ... By the way, this is anathema to institutional investors because they're used to dealing with banks and other depository institutions where, if something ... If the bank gets hacked, there's insurance, and the money can be recovered, and so on, so forth. In the digital world if a wallet gets hacked, good luck. It's the Wild Wild West.   Sandy Selman: My personal view is that the way this is going to get worked out is that there won't be wallets, and there won't be tokens to worry about that because of [attack]. The blockchain is really just being used as a method of accounting more than sending tokens from one place to another ... This is a nuance that's lost on, I think, on most people that I speak with. It's a distributed-ledger technology, as I said before, that provides this accounting mechanism. So, you can make adjustments to the accounting based upon how transactions ... The accounting is automatically adjusted as transactions occur. Depending upon how the platforms are structured, you don't necessarily need to have wallets with tokens sitting in them. It can be just a method of accounting.   Eve Picker: Yeah, I mean, I can really see the value for ... If you have 1,000 investors, that could be enormously useful.   Sandy Selman: Yes. That's one big perception problem. The other big perception problem is people hear cryptocurrency, and they think of Bitcoin, and the wild price fluctuations of Bitcoin. The price of Bitcoin- ask 10 people what moves the price of Bitcoin, and you'll get 10 different answers. It's kind of nuts. It's not correlated to anything. The same is true for all the other cryptocoins that are out there.   Sandy Selman: In this world, this world of digitized real estate finance, we're not subject to those same ... That whole paradigm just doesn't even ... It's not even relevant because the digital currencies that are used to mirror an investor's fiat deposit are not going to be ... It's not going to be Bitcoin, or Ethereum. They're going to be special-purpose utility tokens that are just there as a marker to mark the accounting of what that investor's entitlement to those fiat deposits with that custodian, or that settlement agent are. They don't have a price attached to them. They're just there as a marker, if that makes any sense-   Eve Picker: I think your description as digital twins of actual fiat money is really a great way to think about it. It's just a little clone of the actual cash, right?   Sandy Selman: It's a digital clone, exactly.   Eve Picker: Whatever the cash is worth, that little clone is worth the same amount.   Sandy Selman: Exactly.   Eve Picker: Yeah, I like that. There's another coin out there, stablecoin. I don't know if that follows the same principles?   Sandy Selman: No .... Yes, and no [cross talk]   Eve Picker: Maybe I shouldn't have asked.   Sandy Selman: There's a class of coins that are called stablecoins. Tether, for example, is one of the more well-known ones ... There is a token out there called the USDT, which is a Tether coin which is pegged to the U.S. dollar.   Eve Picker: Right.   Sandy Selman: But ... All right ... And Facebook, with their Libra project; they want to come out with ... Libra is going to be tied to ... I'm not 100-percent familiar with the Libra project, but as I recall, it's tied to a basket of currencies. The problem, or the potential fly in the ointment with those stablecoins is that the coin needs to be backed by something. If there's a run on USDT, for whatever reason, then it needs to be backed by enough U.S. dollars so that the correlation stays intact.   Eve Picker: Right.   Sandy Selman: That's sort of the chink in the armor there.   Eve Picker: Interesting.   Sandy Selman: When we started ideating on our platform, initially we thought maybe USDT's something that we could use. Then, we quickly realized that that wasn't going to work, because any stablecoin that isn't backed by the full faith and credit of a government issuer, like the U.S. dollar, potentially has that flaw.   Eve Picker: Yeah, that's interesting ... This has been really fascinating, and I have three sign-off questions, but I think you said you wanted to talk about one other thing.   Sandy Selman: Yeah, I wanted to talk about one other thing and that is I wanted to touch very quickly on utility tokens and their use in this space of impact investing, and affordable housing. So, we're working on a couple of projects now where, again, we take advantage of the accounting aspects of blockchain to create some value within this- let's call it the affordable housing space.   Sandy Selman: One sort of obvious application is in the rent-to-own industry, which is an industry that is not known for ... Well, let's put it this way. There have been a lot of instances where the accounting is between landlords/property owners, and the tenants have kind of gone astray. Blockchain provides a superb solution to ensuring that the accounting on a tenant's journey from renting to owning is well-documented and is cast in concrete. You can't mess with it. You can do this with simply just using utility tokens, which are not a security and therefore, can be implemented without having to file a registration statement, or anything like that.   Sandy Selman: The other application for utility tokens, which I think is really interesting, in the affordable housing space is the ability to create reward systems that incentivize tenant behaviors that are favorable to ownership; for example, paying your rent on time; paying utility bills on time; for master-metered buildings, keeping your utility consumption below a certain level; things along these lines ... The utility token, again ... Do you need blockchain absolutely to implement those systems? Maybe not, but blockchain makes the implementation of those systems super-easy, super-transparent, and secure, and therefore, trustworthy because the data is held in an architecture that's outside the control of the ownership of the property, and therefore, it's more trusted. I just wanted to throw those out there real quick-   Eve Picker: In other words, pay your rent on time, and you get a token, which you can put towards something else or-   Sandy Selman: Yes, exactly.   Eve Picker: That's really interesting. Are you working with anyone on a project like this?   Sandy Selman: Yes we are. We're actually in discussions with two different large companies about this. They both have their own views as to how they want to utilize those ... How they're going to be ... What the reward is for accumulating the tokens. You've got to be careful to steer around them and not make the reward systems such that it turns that utility token into a security, but I think that's pretty easy to do, as long as you're mindful of it, where the trip wires are.   Sandy Selman: It's, again, something that I think you'll start to see pop up. These two companies that we're working with are pretty serious about implementing this, and I don't see any technical reasons why it couldn't be implemented. So, as long as we structure it so that we don't hit those regulatory trip wires, I don't see any reason why it won't be implemented, so, I guess, stay tuned on that.   Eve Picker: Wow. So, it's a brave new world when it comes to banking now.   Sandy Selman: Yeah, yeah. I feel like I'm 20 years old again. It's great.   Eve Picker: Well, it sounds like fun, Sandy. So, I need to ask you three sign-off questions, which are probably not exactly what you think about all day, but I ask them of everyone, so I'm going to ask them of you. I want to know what you think is the key factor that makes a real estate project impactful to you.   Sandy Selman: I can answer that by relaying an experience that I had last year. The company that's redeveloping the Tampa waterfront is a company called Strategic Property Partners - SPP. Their head of development, I had a conversation with her that really kind of struck me. In redeveloping this waterfront area, downtown Tampa, which should be a great ... The natural attributes of that real estate are such that ... It's proximate to the downtown core; it's got water around it; there's an island; there's all kinds of natural attributes ... There's a highway that goes straight to it.   Sandy Selman: What they're trying to do is they're trying to create a development, which, it's a huge mixed-use property development, and they're trying to design it with livability in mind, where people can feel connected to the spaces the open spaces that are created. The emphasis really is on the experience more than the ... Or of the priority of functionality, which I think is a really interesting approach to development. These urban and semi-urban developments, which I think are lacking, there's the high demand for because of commute times, which is an incessant problem.   Sandy Selman: I mean, I live in a New York suburb, and we deal with this every day. It's just kind of absurd the extent to which it degrades the quality of life having to sit in traffic for hours on end each day. It's very frustrating, and unproductive, and expensive. Creating these communities that are urban and semi-urban, where people can work, and they can live, and they can have a quality of life, and feel connected to the community and, therefore, to one another, I think is ... To me, this is something really, really important.   Eve Picker: Yes.   Sandy Selman: By contrast, not to pick on it, but I used to work in a place in Stanford, Connecticut, which, to me, was sort of the antithesis of this. It's not walkable; you're constantly having to cross major boulevards. There just was no sense of community, at least at the time that I worked there. I thought, gosh, this place could really stand a makeover to make this a more comfortable place to be. It was a place I dreaded going.   Eve Picker: Yeah, yeah. I just actually read an article about the suburbs starting to become little transportation nodes around railway stations and reinventing those places for remote workers. They're kind of new little towns that are popping up. It's fascinating what's going on at the moment.   Sandy Selman: Yeah.   Eve Picker: Other than raising money, in what ways do you think involving investors through crowdfunding can benefit impact real estate development?   Sandy Selman: It kind of goes back to my democratization comments. Finding a way to reach that target audience and reducing the friction as much as possible, and the costs in interacting with them, to me, is the pathway to liberating more capital. I'm constantly amazed, actually, at how successful a lot of these GoFundMe campaigns are for causes, like someone has a terrible health problem in a family, or an accidental death, or some family tragedy; how quickly I've seen families, through GoFundMe campaigns, raise copious amounts of capital to deal with medical expenses and the like. If it works for that, it should be able to work for impact investment.   Sandy Selman: I think that the more the local community to an impact- a development can be tapped for capital, it creates more stickiness and a higher likelihood of success for whatever that local development is going to be. I think in this strange point in U.S. history, where we're more divided than we ever have been, as far as I know, I think these political divides are tearing at the threads of community cohesiveness. I think this is one small way that can sort of fight back against the tendency to become separated from one another, if we can remain connected to our communities because we're both living there; we're working there; we're playing there, and we're invested there. That's a very interesting paradigm, at least from my standpoint.   Eve Picker: Yeah, that's true. You got me all excited. Then, finally, what is the one thing about real estate development in the U.S. that you would like to see improved?   Sandy Selman: More mindful development. Again, the comments from this development professional in SPP really run true with me. I travel quite extensively, and I see things going up ... Take my hometown of New York City - I see high rises going up there, left, right, and center, with total disregard, in my view - I'm not involved in them, so it's easy for me to throw rocks at them, I guess - but, in my view, total disregard to the impact on the community, particularly around transportation.   Sandy Selman: I thought that this whole brouhaha over Amazon and them not going into Long Island City, for example ... Long Island City is an area that is massively under construction and has been, now, for the last couple of years. Consequently, the traffic around getting through and around Long Island City has become absurd, and the public infrastructure, transportation infrastructure, has not been touched - the subways the trains, and such.   Sandy Selman: They're still the same subways and trains that existed before- when this land was brownfields. That kind of development just- it just makes me crazy, and I just don't understand how urban planners and city planners can engage with these developers developing these massive developments that are going to bring literally millions of people to live and to work in these very, very congested areas without, at the same time, addressing the ripple effects, particularly on public transportation.   Eve Picker: I think this may be your next calling.   Sandy Selman: Yeah, maybe. Like I said, I was an infrastructure junkie, earlier in my career, so this is something that particularly gets me going.   Eve Picker: Well, Sandy, thank you very much for joining me. I really enjoyed chatting with you. We'll sign off, and I'll talk to you soon.   Sandy Selman: Yeah. Thank you very much.   Eve Picker: That was Sandy Selman, founder of the startup, CPROP. I learned about the power of the blockchain and how it might be unleashed on real estate. Accounting and auditing trails would be handled fluidly, and blockchain would support fractional investment, which is dear to my heart. But I also learned that blockchain is a nascent industry, and it's too early to point to some really purposeful applications.   Eve Picker: You can find out more about impact real estate investing and access the show notes for today's episode at my website, EvePicker.com. While you're there, sign up for my newsletter to find out more about how to make money in real estate, while building better cities. Thank you so much for spending your time with me today, and thank you, Sandy, for sharing your thoughts with me. We'll talk again soon, nut for now, this is Eve Picker signing off to go make some change.

De cara a un gran diálogo social, charlamos con Omar "Coco" Cabrera, integrante de la Comisión de Seguridad Social de ATSS, sobre la mirada de los trabajadores en este asunto

What's up! What's Up! Thank you for checking out this weeks episode of ATSS.  This I talk to my good friend and first official guest Colin "Fatstacks" McGinn.  We have a great time talking about getting older, being a new dad, and just making each other laugh.  As always thank you for listening and don't forget to follow us on social media (Links below)   Facebook - https://www.facebook.com/allthesmallstuffshow Insta - https://www.instagram.com/allthesmallstuff Email - allthesmallstuffshow@gmail.com

Today we're bringing in an older interview from our sister podcast: The WAMcast. It's with classical guitar maestro, Michael Partington. We felt it was pertinent to ATSS so here it is for your listening pleasure.

Citizen Comment on Non-Agenda Items: Speaker 15 - Nottingham Students with Disabilities having IEPs, 504s; in ATSS and those who can't access ATSS

Do you love your ATS? Do your candidates? Of course not. But until now, they have been a necessary evil. No longer! The world is shifting to one in which a candidate should never even see the ATS, so how will you compete for talent then. It isn't science fiction or the latest HBO series: a world without ATSs is here. Show notes: http://wp.me/p806sS-6R

Chad enlists Tim Sackett – from The Tim Sackett Project at TimSackett.com – to fill in while Joel sits on the beach, sipping margarita's while wearing a speedo. (Try and get that picture out of your brainpan) Anyways.. In this episode Chad and Tim venture into the Recruiter killing fields of AI (Artificial Intelligence for you non-believers). Can recruiters survive in an environment where they must compete with machine learning and technology that can perform tasks in mere seconds that takes recruiters days? Will recruiters evolve? If so, what will they become? SnapChat gets into the wearables business. What in the Hell is SnapChat doing selling those Spectacles out of a vending machine? Will anyone actually buy them? If so, are they stylish enough and do they make Tim's butt look big? Tim brings his canary in the “recruiting coal mine” theory to the pod for further discussion. Has the tech bubble started to burst? Is TA blowing VC budgets and doing a course correction? Or is AI starting to make an actual impact on recruiting gigs? Too soon man! TOO SOON!? We also learn that everyone loves their ATS and hates their CRM. Wait a minute, they LOVE their ATS?? No that's just Smashfly crying wolf. Although, do ATSs take a bum wrap from Talent Acquisition's inability to leverage technology? What is TA doing with marketing platforms in the first place? Last but not least HiQ declares CrowdJustice!? A crowdfunding initiative to help defend against the eventual onslaught of LinkedIn and Microsoft legal dollars. Is the public internet really public? Will David be able to hold off two Goliath's? All of these topics, questions, ranting, rumbling, and more on this week's The Chad and Cheese Podcast – HR's Most Dangerous Podcast. Don't forget to visit: Ratedly.com, Sovren.com and AmericasJobExchange.com/cheese. They are the reason for The Chad and Cheese season.

What a week. LinkedIn's annual event took place in Nashville, Tennessee and it was an opportunity for them to drop a big ol' poop sandwich in the lunch boxes of job boards and ATSs everywhere. Listen to learn why. And speaking of ATSs, Chad thinks they're all being royally stupid for playing nice with a certain professional network owned by Microsoft. At least Entelo is doing it right, and the boys discuss how this company is embracing A.I. to help put sourcers out of business. Agree or disagree? We don't really care. Moving on. Slack – and is there ever a show where we don't talk about Slack – has partnered up with Oracle, the granddaddy of softwares and it could be an omen of things to come for the messenger app valued at $5.whatever billion. By the way, Oracle and Salesforce are arch enemies, so that probably lessens the chance they'll be in the market to buy Slack. The boys close the show with one of the oddest news items ever in the employment space. Furniture store IKEA has purchased TaskRabbit, which sort of reminds us of Best Buy buying Geek Squad back in the day. Someone's got to put that furniture together! As always, visit out sponsors: Ratedly, Sovren and America's Job Exchange. They keep the beer cold.

The first show to follow Labor Day weekend finds the guys especially salty and feisty. They start the show with a rant about Dice that follows up one of their best interviews of the year. Then they bring it down a bit with some news from the pizza delivery space … delivery is about to get nutty and a lot of drivers are going to be unemployed. Monster has dropped a new commercial that has the guys reminiscing about the Bugs Bunny cartoons of their youth. Trumpasaurus got a makeover and a big-time Park Ave. budget. Moving on from commercials to video interviewing, the boys talk about news from the acquisition files as one of the original video recruiting sites gets gobbled up, all the while an 800-pound gorilla named Skype awaits to destroy them all. Lastly, remember how Google and Indeed turned job postings into commodities, starting about 10 years ago? Well, Google Hire is looking like it's going to do the same to the ATS market today. SmartRecruiters is hunkering down for a world of free, and so should everyone else. As usual, go support our sponsors, because they rock: Sovren, Wonscore and Ratedly.

For more great content head to http://www.justhandspoker.comTo check out Zach Elwood's video on Pius Heinz tells, head to https://www.youtube.com/watch?v=aqdRrRriziALocation: Aria, VegasStake: 5/10Villain1 is 30-year-old or so woman. Playing pretty well for several hours, from what I could tell. One of the better players on table, from what I could tell. I have about $1500 and she has $1100. Villain 2 is a loose young guy seen semibluffing.Preflop: Villain 1 raises to $35 UTG+2. Hero calls ATss (no diamond) behind. Villain 2 calls small blind. Big blind calls.Flop Ad Ts 6d (140) Villain 1 bets $100. Hero calls. Villain 2 in SB calls. BB folds.Turn 5c (440) Checks to hero who bets $250 into $440. Villain 2 folds. Villain 1 calls after pretty good pause.River 7s (940) Villain 1 immediately, within couple seconds, says, “$700.” Pot was $940 (minus $5 rake).

Dane Pitarresi owns and operates SkidCar Systems in Las Vegas, Nevada. Since 1990 his focus has been on the delivery and instructions for the use of this system and “It’s about Grip, not Slip” philosophy of driver education. For Dane, it’s all about the cognitive, perceptual motor skills, needed for the improvement of vehicle training from beginners to professionals. His company has delivered more than 300 Skidcar and Skidtruck systems in North America. Next up, the Skidbike and ATSS light systems. Dane started racing in 1971 and for 26 years he’s been the voice of experience in professional racing at his home track at Portland International Raceway.