Podcasts about hr it

In this episode of The CX Tipping Point Podcast, we're joined by Steve Krauss from the U.S. Office of Personnel Management—recipient of the 2025 Service to the Citizen Award—to unpack the complexities of HR IT modernization in the federal government.Steve shares candid insights into the inefficiencies of the current HR IT ecosystem and underscores the urgent need for improved coordination, data interoperability, and shared services to streamline operations and cut costs. He also explores forward-looking solutions such as pooled hiring across agencies and the collaborative efforts underway with major federal agencies and the Office of Management and Budget (OMB) to advance modernization and elevate the customer experience.But the conversation goes beyond IT. They dive into the broader challenges surrounding federal hiring, agency funding for modernization initiatives, and the critical role of stakeholder engagement in driving lasting change. They discuss the funding barriers many agencies face, the strategic support OPM offers—including the use of the Technology Modernization Fund—and the importance of conducting a comprehensive inventory of federal contact centers.Together, they explore what it takes to lead through complexity, emphasizing the value of strong governance, smart incentive structures, and the impact of the recently enacted Government Service Delivery Improvement Act in shaping a more responsive and citizen-centered government.Thank you for listening to this episode of The CX Tipping Point Podcast! If you enjoyed it, please consider subscribing, rating, and leaving a review on your favorite podcast platform. Your support helps us reach more listeners! Stay Connected: Follow us on social media: LinkedIn: @DorrisConsultingInternational Twitter: @DorrisConsultng Facebook: @DCInternational Resources Mentioned: Citizen Services Newsletter 2024 Service to the Citizen Awards Nomination Form

What happens when the company that has your DNA goes bankrupt? Will 23andme sell off your data, or is it safe? The new Google Pixel 9A is on its way, Gmail upgrades search, and iPhone porch pirates get busted. As always, there is plenty more in the tech world to discuss this week. Get caught up so you can tech better. Watch on YouTube! - Notnerd.com and Notpicks.com INTRO (00:00) SCAM ALERT: Text message toll scam (05:10) The Pixel 9A is a midrange phone that actually looks like a good deal (07:50) Apple WWDC starts June 9th (10:05) MAIN TOPIC: DNA testing site 23andMe files for bankruptcy protection (10:40) DAVE'S PRO-TIP OF THE WEEK:  Magnification app scene detection (18:10) JUST THE HEADLINES: (28:15) Microsoft tells Windows 10 users to just trade in their PC for a newer one Pentagon kills off HR IT project after 780% budget overrun, years of delays OpenAI study finds links between ChatGPT use and loneliness Apple sued for false advertising over Apple Intelligence YouTube will soon restrict creators from mentioning certain online gambling sites Xbox 360 can now be hacked with just a USB key Developer creates infinite maze that traps AI training bots TAKES: Gmail's search function just got a major upgrade (32:00) Apple now sells USB-C to 3.5 mm cable for wired AirPods Max playback (34:05) Apple has quietly updated the HomePod mini with a new box (37:55) Microsoft Patch Tuesday March 2025 (38:25) Porch pirate criminal network stole thousands of iPhones in the U.S. (40:25) BONUS ODD TAKE: The Greatest Two-Hit Wonders (45:55) PICKS OF THE WEEK: Dave: Free Tax USA (51:10) Nate: Ydeapi Universal Lid for Pots, Pans and Skillets, Pot Lid With Heat Resistant Silicone Rim and Tempered Glass,Fits 10", 11", 12" Diameter Pots and Pans (54:10) RAMAZON PURCHASE - Giveaway! (57:00)

Episode 64 of the "Everything Except The Law" podcast has arrived! This time we're speaking with Andrea Cannavina, the Law Firm Therapist™.In this episode, Andrea and host Taryn Winter Brill discuss overcoming information overload, how Andrea's D-A-F-T™ system can help lawyers become better organized, why an attorney's email inbox should always be empty and much more!About our guest:Andrea Cannavina's primary expertise is law firm operations. She works 1:1 with attorneys and/or in conjunction with HR/IT and staff in order to build in the right processes and products to get attorney-client work product done as efficiently as possible. Size of firm does not matter. Andrea has worked with attorneys who are true solos, to those at mega firms. My secondary expertise is in the processes of productivity and how to apply them on the individual level.  Learn more about Andrea's services here: https://andreacannavina.com/Subscribe to the Answering Legal Channel so you never miss an episode of Everything Except the Law! Check out audio versions of the show on Apple Podcasts, Spotify and Anchor. Learn more about the show here: http://ow.ly/Eni250LekLgInterested in learning more about Answering Legal? Book an appointment to speak with us here: https://tinyurl.com/ycxdpcdzYou can also give us a call at 631-400-8000 or go to www.answeringlegal.comThis podcast is produced and edited by Joe Galotti. You can reach Joe via email at joe@answeringlegal.com.

Omdat het middelgrote IT-bedrijf Seeburger snel aan het groeien was, wilde het de HR-processen standaardiseren en digitaliseren en een wereldwijd HR IT-platform implementeren. Daarvoor riepen ze de hulp in van implementatiepartner Pentos. Patrick Frauenheim, Head of Business Application Management bij Seeburger vertelt hoe ze het HR-beleid naar een volgend niveau brengen en Andreas Riemann, Business Development Manager bij Pentos hoe zij ondersteuning bieden bij het verbeteren van de dagelijkse werkzaamheden van managers en medewerkers. Dit is een nieuwe – Engelstalige - aflevering in een serie podcasts over de digitale HR-transformatie in samenwerking met SAP.

Episode 141 with Sola Osinoiki, who is an author, advisory board member, speaker, founder, growth strategist, and most importantly, angel investor in African startups.Sola Osinoiki is a business executive with over 25 years of working experience in the tech industry. Sola has spent numerous years working on global HR systems implementation and consulting with major international organisations and fast-growing small and medium-sized businesses. Sola's mission is to help businesses understand HR IT solutions, including bespoke developments and off-the-shelf technologies. He has gained extensive experience in the HR technology and data arena as a client, implementer of services, and seasoned advisor.Outside of his profession, Sola has a passion for empowering nations and people. This passion led him to create the Josh Leadership Academy and a recently published book titled Managing Up for Career Progression. Additionally, Sola frequently travels across the globe to provide guidance and support to churches and their leaders. What We Discuss With SolaThe unconventional route to becoming an angel investor in Africa.Why taking on investors' money isn't always the best route for growth.The common mistakes that startup founders make when seeking investment, and how they can avoid themHow to add value to startups through your skills, experience, and network—beyond just financial backing.Balancing the need for financial returns with the goal of creating a positive social impact through your investments.Did you miss my previous episode where I discuss Seeds of Change: How Access to High-Quality Seeds Can Revolutionise Potato Farming in Africa? Make sure to check it out!Like this show? Please leave us a review here -- even one sentence helps!Connect with Terser on LinkedIn at Terser Adamu, and Twitter (X) @TerserAdamuConnect with Sola on LinkedIn at Olusola Osinoiki, and Twitter (X) @JoshpubDo you want to do business in Africa? Explore the vast business opportunities in African markets and increase your success with ETK Group. Connect with us at www.etkgroup.co.uk or reach out via email at info@etkgroup.co.uk

We hit some exciting milestones for HR Party of One in 2023! As the year comes to an end, I want to share some of my favorite episodes with you. Here are my top 5!Payroll + HR + Benefits in an all-in-one solution. Request a BerniePortal demo today! https://offer.bernieportal.com/bernieportal-employer-demo-hrpo1/Find us at https://www.bernieportal.com/hr-party-of-one/BerniePortal: The all-in-one HRIS that makes building a business & managing its people easy. http://bit.ly/2NEQ5QbWhat is an HRIS?https://bit.ly/what-is-an-hrisBernieU: Your free one-stop shop for compelling, convenient, and comprehensive HR training and courses that will keep you up-to-date on all things human resources. Approved for SHRM & HRCI recertification credit hours. Enroll today!https://bernieu.bernieportal.com/Join the HR Party of One Community!https://www.bernieportal.com/community/▬ Episode Resources & Links ▬▬▬▬▬▬▬▬▬▬#5 Office Gossip or Strategic Communication: Where's the Line?https://youtu.be/zSfOT0qMp54#4 Future of HR: Pros and Cons of AI in the Workplacehttps://youtu.be/IXaAL8uf_Jc#3 4 Things HR Is Nothttps://youtu.be/FyQ32TMHJIo#2 How to Establish Your Personal Brandhttps://youtu.be/3k1nUFawp8Q#1 Okay, HR: It's Time to Ditch the Birthday Cakehttps://youtu.be/VwYY7EozExk▬ Social Media ▬▬▬▬▬▬▬▬▬▬▬► LinkedIn: https://www.linkedin.com/company/bernieportal▬ Podcast▬▬▬▬▬▬▬▬▬▬▬▬► Apple Podcasts: https://podcasts.apple.com/us/podcast/hr-party-of-one/id1495233115► Spotify: https://open.spotify.com/show/5ViQkKdatT40DPLJkY2pgA► Amazon Music: https://music.amazon.com/podcasts/1874beb8-2a68-4310-8816-e704e6850995/HR-Party-of-One► iHeartRadio: https://www.iheart.com/podcast/269-hr-party-of-one-57127074/#► Pocket Casts: https://pca.st/o6e2auqq►RSS:

Grace Erickson is the CEO of Zing Bars, a chocolate brand that creates nourishing wellness bars for health-conscious consumers. She has a wealth of experience in general management, marketing, operations, accounting and finance, and HR/IT. Grace has a proven track record of creating, planning, and building processes, metrics, and projects for small and medium businesses. She also serves on the board of directors at American Licorice Company.  In this episode… Do you have a sweet tooth for chocolate? As a mindful nosher, where can you get healthy and delicious chocolate bars you can enjoy? Nowadays, people are becoming cautious of what they consume. Health-conscious snackers are increasingly seeking nutrient-dense snacks. However, most of the available healthy snacks are less tasty. Grace Erickson shares their journey of creating wellness bars that are low-glycemic and free from wheat, gluten, soy, and any artificial ingredients or additives to provide a tasty and satisfying snack that's perfect for people on the go. In this episode of the Inspired Insider Podcast, Dr. Jeremy Weisz interviews Grace Erickson, CEO of Zing Bars, to discuss their nourishing wellness chocolate bars. Grace talks about Zing Bars' process of creating healthy nutrition bars with tasty flavors, its rebranding journey, and the challenges it faced during the pandemic.

H4S4 ist der Nachfolger vom SAP HCM und soll den Übergang zu S/4HANA erleichtern. Aber was ist H4S4 und welche Zukunftsaussichten hat die neue SAP-Lösung? Zu diesem Thema habe ich mich mit Alexander Graf, Experte für HR IT bei mindsquare, ausgetauscht.

Правда ли, что HR в IT сегодня стоят столько же, сколько разработчики? И как хантить айтишников, которые не ищут работу?Для казахстанского IT эта тема актуальна с 2020 года, когда резко вырос спрос на разработчиков. С тех пор направление «HR в IT» активно развивается.В седьмом эпизоде мы обсудили, каким должен быть современный HR в IT, как освоить профессию и как в ней можно расти.В гостях были:• Асель Мухтарова — руководитель HR-отдела Kolesa Group• Мария Бережная — ex-Team Lead рекрутинга KazdreamПодписывайтесь на наш Telegram-канал: https://t.me/kolesa_groupПодробнее о компании здесь: https://kolesa.group/

Obecnie wiele mówi się o wejściu w życie unijnej dyrektywy dotyczącej jawności wynagrodzeń i konieczności ujawniania widełek. Jednak czym tak naprawdę ona jest? Czy widełki jednak wcale nie będą priorytetem? Kiedy firmy będą zobowiązane do publicznego ujawniania wynagrodzeń? Oraz jakie konsekwencje niesie to dla branży HR/IT? Odpowiedzi na te pytania znajdziesz w poniższym odcinku Praktycznego Podcastu inhire, w którym Olga Żółkiewicz i Michał Gąszczyk spotkali się z Ulą Zając-Pałdyną, aby zgłębić temat najnowszej dyrektywy o przejrzystości wynagrodzeń w UE. Ula Zając-Pałdyna to konsultantka HR oraz autorka bloga “HR na obcasach”. Posiada wiedzę ekspercką i doświadczenie nie tylko w obszarze zasobów ludzkich, ale również prawa, bowiem z wykształcenia jest m. in. prawniczką (absolwentka Wydziału Prawa i Administracji Uniwersytetu Warszawskiego). —— POZNAJ INHIRE Jesteśmy platformą łączącą doświadczonych specjalistów IT z innowacyjnymi firmami. Dostarczamy kandydatom IT tylko dopasowane oferty. Robimy to szybciej, niż ktokolwiek inny dzięki zautomatyzowanemu sourcingowi (inhire Matching). Naszym kluczem do sukcesu jest wyselekcjonowana baza ponad 25 000 specjalistów IT, których weryfikujemy manualnie (min. 2 lata doświadczenia komercyjnego lub ukończona uczelnia wyższa). Dowiedz się więcej:

Description: This week, we've got an encouraging conversation with Courtney Lamers, Senior Manager of Member Engagement at MRA, as she shares her expertise on interns and gives you 5 core tools to lead your internship program! Key Takeaways: Don't let your interns be bored! Give them meaningful work. Interns want to learn and grow.  Help your interns explore your business. Have them sit in on meetings, meet other leaders, have lunch with the CEO, etc.  Give them opportunities to network! Take them to networking events, get them to interact with other interns, etc.  Resources: MRA's Intern Leadership Program  Interns as a Valuable Resource Guide  MRA Membership  About MRA  Let's Connect: Guest Bio - Courtney Lamers  Guest LinkedIn Profile - Courtney Lamers  Host Bio - Sophie Boler  Host LinkedIn Profile - Sophie Boler  Transcript: Transcripts are computer generated -- not 100% accurate word-for-word. 00:00:00:01 - 00:00:03:10 Hello everybody and welcome to 30 minute Thrive, 00:00:03:10 - 00:00:06:20 your go to podcast for anything and everything HR. 00:00:06:21 - 00:00:09:22 Powered by MRA, the Management Association. 00:00:09:23 - 00:00:14:06 Looking to stay on top of the ever changing world of HR, MRA has got you 00:00:14:06 - 00:00:14:18 covered. 00:00:14:18 - 00:00:17:15 We'll be the first, to tell you what's hot, and what's not. 00:00:17:16 - 00:00:21:03 I'm your host, Sophie Boler and we are so glad you're here. 00:00:21:04 - 00:00:22:21 Now it's time to thrive. 00:00:22:21 - 00:00:23:15 Welcome, everyone. 00:00:23:15 - 00:00:24:16 We're glad you're here today 00:00:24:16 - 00:00:28:11 and spending some time with us to learn more about intern programs. 00:00:28:19 - 00:00:32:09 I'm excited to introduce to you our guest, Courtney Lamers. 00:00:32:17 - 00:00:36:03 She's our senior manager of member engagement here at MRA. 00:00:36:03 - 00:00:39:16 A little fun fact about Courtney is she actually started out 00:00:39:16 - 00:00:45:00 as an intern here at MRA, as did I, and worked her way up to project manager 00:00:45:00 - 00:00:49:14 and to where she is now, as senior manager of member engagement. 00:00:49:14 - 00:00:52:04 And she did that all in just over five years. 00:00:52:16 - 00:00:57:16 So I want to start out with a little fun question here today, and do a little blast 00:00:57:16 - 00:01:01:17 from the past, and that is, what is your favorite memory as an intern? 00:01:02:06 - 00:01:04:10 Oh, that's such a good question. 00:01:04:10 - 00:01:06:00 Thanks for having me here too, today. 00:01:06:00 - 00:01:07:09 I'm excited to be back. 00:01:07:09 - 00:01:10:12 I know it's a fun topic and especially a hot topic right now. 00:01:11:07 - 00:01:15:06 Okay, Favorite memory as an intern, I am super fortunate 00:01:15:06 - 00:01:19:06 because I've had a couple of different internship experiences, so I've 00:01:19:19 - 00:01:23:03 I have quite a few memories, but I think one of my favorites, was 00:01:23:03 - 00:01:27:23 when I worked for a company and they had 80 interns on their entire program. 00:01:27:23 - 00:01:29:14 So I had the chance to work 00:01:29:14 - 00:01:33:12 with a couple of them on a project, and we worked on it. 00:01:33:12 - 00:01:35:01 We went and volunteered for the day, 00:01:35:01 - 00:01:39:00 and then we put a business case together for our company to volunteer 00:01:39:00 - 00:01:43:06 to reimburse that company and donate some of that money to the nonprofit. 00:01:43:12 - 00:01:48:00 So we presented in front of the entire company, which it was a huge company 00:01:48:16 - 00:01:52:03 that we actually ran into the CEO when we were practicing, and he was like, 00:01:52:03 - 00:01:53:15 What time are you guys on? 00:01:53:15 - 00:01:57:09 And he ended up coming and watching our presentation, and we 00:01:57:09 - 00:02:02:04 ended up winning the whole entire--share tank is what they called it. And 00:02:03:10 - 00:02:05:00 so it was just a very real experience. 00:02:05:00 - 00:02:05:16 And I'm still friends 00:02:05:16 - 00:02:08:21 with both of the interns today, so I think the connections you make 00:02:08:21 - 00:02:11:10 and just the opportunities you have to grow is so important. 00:02:11:10 - 00:02:15:05 But I would say that was probably one of that really stands out to me. 00:02:15:05 - 00:02:17:22 Like I still remember it to this day, but how about you? 00:02:17:22 - 00:02:20:06 I mean, you have had some internship experiences to. 00:02:20:18 - 00:02:22:14 Thowing it back at me. 00:02:22:14 - 00:02:25:11 Yeah, this is a two-way here.--making you participate. 00:02:26:02 - 00:02:29:16 Well, like you said, I feel like I have a lot of memories as an intern. 00:02:29:16 - 00:02:33:18 Not that it was that long ago, but I did experience 00:02:33:18 - 00:02:38:03 my first true business trip as an intern, and that was super fun. 00:02:38:03 - 00:02:40:10 We got to. I actually went with you. 00:02:40:10 - 00:02:45:00 It was a good time and we got to meet some of our member companies 00:02:45:00 - 00:02:49:23 and some of the interns participating in MRA's intern program, which was super fun. 00:02:50:10 - 00:02:54:23 And then another one was just planning a tailgate event 00:02:54:23 - 00:02:58:12 that we hosted here in Wisconsin office 00:02:59:08 - 00:03:01:22 at MRA It was kind of an open house 00:03:01:22 - 00:03:05:13 where members came and looked at our new facility 00:03:05:13 - 00:03:10:17 and that was just a fun event to plan and see it all kind of lay out. 00:03:11:02 - 00:03:14:00 So we're both a part of your internship itself, 00:03:14:00 - 00:03:17:06 or do you think those are extra things that you got to work on 00:03:17:06 - 00:03:21:05 just to make it a fun experience or like what made it so special, I guess? 00:03:21:07 - 00:03:22:20 Well, I would say it's a little bit of both. 00:03:22:20 - 00:03:24:12 They were part of my intern duties, 00:03:24:12 - 00:03:28:08 but it was also a little extra kind of fun stuff too. 00:03:28:20 - 00:03:33:00 But I think it helped to just kind of get away from my normal 00:03:33:00 - 00:03:37:01 like I was a marketing intern, you know, like event planning goes 00:03:37:01 - 00:03:41:13 along with that, but business trips don't necessarily go along with that. 00:03:41:13 - 00:03:46:06 So I think it was fun to just get involved in as many things as I could 00:03:46:06 - 00:03:50:05 and as many projects with as many people as I could do and so on. 00:03:50:06 - 00:03:52:17 So I think it's all about that experience. 00:03:52:17 - 00:03:53:08 Totally. 00:03:53:08 - 00:03:57:20 Yeah, Well, it is a season to begin hiring interns 00:03:57:20 - 00:04:01:00 and it's something that's really circling employers minds right now. 00:04:01:07 - 00:04:04:05 And you actually created MRA's 00:04:04:05 - 00:04:06:23 Intern Leadership Program that we were just talking about. 00:04:07:06 - 00:04:10:06 So can you tell us a little bit more about that for the people 00:04:10:06 - 00:04:12:02 who may not be familiar with it? 00:04:12:02 - 00:04:13:06 Yeah, absolutely. 00:04:13:06 - 00:04:19:02 So this program was created really to help interns have an exceptional experience. 00:04:19:10 - 00:04:24:01 So from an employer standpoint, we use it to help attract and retain interns. 00:04:24:10 - 00:04:27:10 So some of the companies would put this on their website as a Hey, 00:04:27:10 - 00:04:29:05 apply for our organization. 00:04:29:05 - 00:04:31:11 We invest in your professional development. 00:04:31:11 - 00:04:34:19 We really want you to have a great experience and grow yourself as a leader. 00:04:35:12 - 00:04:37:22 So from an attraction standpoint, I think it really helped, 00:04:38:04 - 00:04:39:10 and same with retention. 00:04:39:10 - 00:04:42:22 So they go through this program with almost 100 other interns, 00:04:43:06 - 00:04:45:18 and they have the opportunity to network. 00:04:45:18 - 00:04:47:13 So from an intern standpoint, 00:04:47:13 - 00:04:51:10 you really get that professional development experience, plus, 00:04:51:18 - 00:04:56:05 that whole network of 100 other interns, plus, all of the business leaders 00:04:56:05 - 00:04:57:06 in our community. 00:04:57:06 - 00:04:58:19 So it's about a ten week program. 00:04:58:19 - 00:05:01:12 We get together with the interns every week, 00:05:01:12 - 00:05:04:12 really just giving them that real life experience, 00:05:04:22 - 00:05:08:14 and giving them a chance to get together and learn from each other as well. 00:05:09:00 - 00:05:12:12 So from a company standpoint, it's the attraction and retention, 00:05:12:17 - 00:05:15:20 and then providing that exceptional experience for the interns. 00:05:16:12 - 00:05:18:11 And just kind of taking a step back out here. 00:05:19:12 - 00:05:20:21 So companies are 00:05:20:21 - 00:05:23:15 starting to look to hire interns right now. 00:05:23:21 - 00:05:29:03 So where should they be looking and how should they start hiring interns? 00:05:29:03 - 00:05:31:05 Yeah, I mean, definitely start early. 00:05:31:05 - 00:05:35:03 I think time goes so quickly and it's so easy to be like, Oh my gosh, 00:05:35:03 - 00:05:36:01 summer is around the corner. 00:05:36:01 - 00:05:39:21 I really want an internship or an intern to help with some work. 00:05:40:04 - 00:05:44:09 But I think it's important to kind of have that plan of what does that look like? 00:05:45:12 - 00:05:47:09 I definitely think it's important 00:05:47:09 - 00:05:51:10 to get involved in schools, whether it's a university or tech school. 00:05:51:10 - 00:05:54:00 Both have great opportunities to connect with students 00:05:55:01 - 00:05:58:09 and it's also good to reach out to those departments or student groups. 00:05:58:17 - 00:06:01:19 I know obviously where at HR Professional organization. 00:06:02:00 - 00:06:06:01 So we had our recruiting team just went to UW-Whitewater SHRM group the other day. 00:06:06:18 - 00:06:09:11 So i think it's important to connect with those professors 00:06:09:11 - 00:06:11:21 or student groups and just the schools and general 00:06:12:19 - 00:06:15:17 handshake is also a popular tool for internships 00:06:16:12 - 00:06:19:19 and then networking, I think asking your employees 00:06:19:19 - 00:06:23:00 if they have any referrals or, you know, asking your 00:06:23:05 - 00:06:26:00 your kid's friends if they're looking for an internship. 00:06:26:00 - 00:06:30:05 I think it really is about that network of the people that can 00:06:30:09 - 00:06:33:02 you know, you always get a good referral from somebody that you know. 00:06:33:12 - 00:06:35:11 And then lastly, I would just plug our MRA. 00:06:35:11 - 00:06:38:16 I know our recruiting team Halter record interns last summer as well. 00:06:38:21 - 00:06:41:21 So everything from the poll, seeing the sourcing and the screening, 00:06:41:21 - 00:06:43:18 we can definitely help with that too. Totally. 00:06:43:18 - 00:06:48:15 And you just mentioned being active and available on college campuses, 00:06:48:15 - 00:06:52:00 but I'm also right and just seeing that employers 00:06:52:00 - 00:06:55:13 are working as early as high schoolers, too, which is crazy. 00:06:55:13 - 00:06:56:08 But it's true. 00:06:56:08 - 00:06:58:16 It's like the earlier you can get in front of people, 00:06:58:17 - 00:07:00:10 honestly, the better at this point. 00:07:00:10 - 00:07:02:18 Yeah, well, I think I mean, every employer has talked 00:07:02:18 - 00:07:05:18 about the war for talent and how hard it is to find talent. 00:07:06:00 - 00:07:09:10 So the earlier you get in front of them and share what your business does, 00:07:09:10 - 00:07:12:13 what different opportunities there are, that's who those students are going 00:07:12:13 - 00:07:15:15 to remember and two, five, ten years from now. 00:07:15:15 - 00:07:18:01 So it's a long term gamble. Sure. 00:07:18:01 - 00:07:21:10 So let's say you're a company that's never really invested 00:07:21:10 - 00:07:24:14 in interns, never had the opportunity. 00:07:24:23 - 00:07:27:06 What is your advice on a company like that? 00:07:27:06 - 00:07:30:13 Should they be looking into that or interns for everybody? 00:07:30:13 - 00:07:33:15 And what if it's like a super small company? 00:07:33:20 - 00:07:36:00 Yeah, it was a lot of questions, you know, it's that. 00:07:36:05 - 00:07:39:09 Well, I think honestly, I don't think size really matters. 00:07:39:15 - 00:07:43:06 I think you have to take a step back and say, Why do I want an intern? 00:07:43:12 - 00:07:43:20 Is that 00:07:43:20 - 00:07:48:12 because we have so much work to do that we can't possibly do it by ourselves? 00:07:48:12 - 00:07:51:15 Is that because you're truly looking to build that talent supply chain? 00:07:51:23 - 00:07:56:06 So understanding that why first helps you build out your program, 00:07:56:17 - 00:08:00:06 I think you also have to take a look at do you have enough meaningful work 00:08:00:06 - 00:08:04:10 for the interns because they're trying to get a good experience too. 00:08:04:10 - 00:08:06:03 And I'm not saying you can't file paperwork. 00:08:06:03 - 00:08:09:09 It's all part of the day to day work, but I think they need 00:08:09:09 - 00:08:12:17 to have a capstone project or something that can help them build their resume. 00:08:12:22 - 00:08:15:18 And I think from an employer standpoint, you'll be really surprised 00:08:15:18 - 00:08:19:09 and happy with the quality of work that interns can do. 00:08:20:10 - 00:08:21:19 And then lastly, I would say, 00:08:21:19 - 00:08:24:20 do you have a manager or someone on your team 00:08:24:20 - 00:08:28:00 that can take the time to help mentor and coach those interns 00:08:28:00 - 00:08:30:05 just because a lot of them get is their first job. 00:08:30:05 - 00:08:33:05 So they're going to have questions and they want to do a good job, 00:08:33:05 - 00:08:35:16 so they just have to have the resources to be successful. 00:08:36:02 - 00:08:40:11 Honestly, I interned at a fairly small company and I got to go on a workshop too. 00:08:40:12 - 00:08:43:04 So again, another memory I actually went down to New Orleans 00:08:43:04 - 00:08:45:12 for the 10th anniversary of Hurricane Katrina. 00:08:45:22 - 00:08:49:12 But I think because it was a smaller group that I was working with, 00:08:49:12 - 00:08:52:15 I had the opportunity to do a lot of different, cool projects 00:08:52:15 - 00:08:55:16 that sometimes when you were at the bigger companies, it's so specialized, 00:08:55:16 - 00:08:58:04 so I don't think size of the company really matters. 00:08:58:04 - 00:09:02:03 But overall, I'd say it's important to understand like what your goals are. 00:09:02:04 - 00:09:06:07 Yeah, I was the only intern here too, and I have no complaints. 00:09:06:07 - 00:09:10:13 Honestly, I feel like it was the best internship I could have had. 00:09:11:13 - 00:09:12:03 This is 00:09:12:03 - 00:09:14:19 because I got special treatment because I was the only one. 00:09:15:06 - 00:09:18:07 And but no, I think definitely having a capstone 00:09:18:14 - 00:09:22:02 project helped and even having a couple of them, it's 00:09:22:02 - 00:09:25:10 like you can always have them in your back pocket if you if you don't 00:09:25:10 - 00:09:28:14 want to do a project that you're currently working on, pull out your capstone. 00:09:28:14 - 00:09:32:11 Like it's just nice to always have in your back pocket. 00:09:32:19 - 00:09:34:01 Well, and companies have gotten 00:09:34:01 - 00:09:37:14 really creative with different projects interns can work on. 00:09:37:20 - 00:09:39:05 Like I know there was one company 00:09:39:05 - 00:09:42:18 that had their interns go through all their standard operating procedures 00:09:42:23 - 00:09:46:05 and document it, and it was a huge project to take on 00:09:46:05 - 00:09:50:02 because they had nothing documented, but it really gave the Intern 00:09:50:02 - 00:09:51:23 a chance to be like, Well, why do you do it like this? 00:09:51:23 - 00:09:54:18 And just ask and then, I mean, like, you know, I don't know. 00:09:54:18 - 00:09:56:00 I would do it like that. 00:09:56:00 - 00:09:59:17 And so to be able for that student to then go say, Yeah, my last company, 00:09:59:17 - 00:10:03:17 I help document our processes and, you know, make recommendations for change. 00:10:03:17 - 00:10:06:17 And I think he actually presented it to their senior leadership team, 00:10:06:17 - 00:10:08:18 which was awesome. It's awesome. Yeah. 00:10:08:18 - 00:10:12:08 Well, kind of going off of that, let's say a company 00:10:12:08 - 00:10:16:01 has a group of interns, but they never have really created 00:10:16:01 - 00:10:19:09 an intern program to go with the intern group. 00:10:19:21 - 00:10:22:19 So what is your advice around that? 00:10:22:19 - 00:10:27:15 Should there be a intern program that the interns follow? 00:10:28:04 - 00:10:32:00 I think structure definitely helps when you take a step back. 00:10:32:00 - 00:10:36:13 It really is all about the experience, but when you have somebody in one building 00:10:36:13 - 00:10:40:14 and somebody in the other, you want them to have similar experiences. 00:10:40:14 - 00:10:43:18 And I know we've talked to interns in the past where maybe one 00:10:43:18 - 00:10:48:03 manager is really engaged and they buy the intern lunch 00:10:48:03 - 00:10:50:13 and they buy their intern swag, and then the other one's like, 00:10:50:18 - 00:10:52:11 I don't even know who my manager is. 00:10:52:11 - 00:10:53:22 My manager doesn't talk to me. 00:10:53:22 - 00:10:56:05 So I think it really is about putting that structure in place. 00:10:56:05 - 00:11:01:04 So no matter what your manager is like or what projects you're working 00:11:01:04 - 00:11:03:10 on, you have a similar experience 00:11:03:10 - 00:11:06:18 and I guess I would say that with all internships, the interns talk, 00:11:06:18 - 00:11:09:01 especially with social media and that type of thing. 00:11:09:01 - 00:11:11:11 Your brand is out there with your experience. 00:11:11:11 - 00:11:13:21 So really think, take a look at what do you want 00:11:14:03 - 00:11:17:12 your interns to be saying to other interns and to their families 00:11:17:12 - 00:11:20:13 that night and their roommates and whoever they're talking to. 00:11:20:13 - 00:11:23:18 It really puts your brand out there. 00:11:24:12 - 00:11:28:09 The other thing I would say is, if you can onboard all of the interns together, 00:11:28:14 - 00:11:32:06 I think that would be very beneficial, because you kind of build a bond when you 00:11:32:06 - 00:11:35:21 start working on the same day as someone, even if you're in a different department. 00:11:35:21 - 00:11:39:16 So it gives them an opportunity to, you know, be together 00:11:39:16 - 00:11:43:19 and really start fresh and have that same experience. 00:11:43:19 - 00:11:46:22 I would also say if you can have a you know, if you have multiple interns, 00:11:46:22 - 00:11:50:16 if you can give them an opportunity to work on a project together, maybe 00:11:50:16 - 00:11:54:00 that's not specific to their department, but could help the business as a whole. 00:11:54:06 - 00:11:56:16 I think that could be a really fun way to get them together to. 00:11:56:20 - 00:11:57:13 Oh, totally. 00:11:57:13 - 00:12:00:15 I feel like interns want to meet each other and want to be 00:12:00:15 - 00:12:04:14 like friends outside of work too, So that's a good idea. 00:12:05:08 - 00:12:10:13 So I guess I'm curious to know your five core tools 00:12:10:13 - 00:12:14:19 that you would kind of put together that all intern programs should have, 00:12:14:19 - 00:12:17:18 and you start with the first one, but what would you say that is? 00:12:17:21 - 00:12:19:09 I would say first and foremost, 00:12:20:08 - 00:12:21:06 the manager is the 00:12:21:06 - 00:12:25:01 most important piece of this So, you know, from an HR standpoint, 00:12:25:01 - 00:12:28:14 you probably have managers coming to you saying, I need an intern. 00:12:28:14 - 00:12:30:00 And I think that's great. 00:12:30:00 - 00:12:32:07 And maybe they do, and maybe they have a plan, 00:12:32:07 - 00:12:34:05 and they had a great internship experience. 00:12:34:05 - 00:12:38:16 But I mean, we talked about this earlier today is people don't quit their job. 00:12:38:16 - 00:12:39:20 They quit their manager. 00:12:39:20 - 00:12:43:12 So and especially at that intern level, they want an opportunity to learn 00:12:43:21 - 00:12:47:01 to get coaching, to have that mentorship experience. 00:12:47:01 - 00:12:48:13 So you really have to have that 00:12:48:13 - 00:12:52:18 right person in place to help manage and coach those interns. 00:12:52:18 - 00:12:57:02 The feedback part of an internship is also very important, 00:12:57:09 - 00:13:00:21 and I know we talked about this, I mean, I think it's so easy, 00:13:01:01 - 00:13:04:03 and like you started ,and you did a great job from day one, 00:13:04:10 - 00:13:07:13 and it's so easy to just like have that expectation 00:13:07:13 - 00:13:09:12 that everything you do is going to be great. 00:13:09:12 - 00:13:13:01 And I got I got into the habit of saying like, Great, thanks, I appreciate it. 00:13:13:01 - 00:13:15:05 Like, everything's perfect, like, looks good. 00:13:15:10 - 00:13:19:12 And you're like, like, I know, but can you give me something more specific? 00:13:19:12 - 00:13:22:10 And I'm like, Oh my gosh, you're right. And like, I think about myself, too. 00:13:22:10 - 00:13:26:10 Like, I would want specific feedback of what am I doing right 00:13:26:10 - 00:13:28:01 and what is so great about it. 00:13:28:01 - 00:13:31:14 And I think it helped you kind of build on top of what you were doing, right? 00:13:31:14 - 00:13:33:10 I don't know. Totally. And you want to say on that? 00:13:33:10 - 00:13:37:08 I don't what I was just going to go off that like, especially at the intern level, 00:13:37:08 - 00:13:40:23 you're trying to learn as much as you can and you want to know 00:13:41:08 - 00:13:44:01 what can I get better at and what am I doing? 00:13:44:01 - 00:13:45:07 That's okay. 00:13:45:07 - 00:13:48:14 So it's like that feedback is so important at an intern level, 00:13:48:14 - 00:13:51:06 so it's like you can fix 00:13:51:23 - 00:13:54:23 whatever you're doing wrong or not wrong, I should say. 00:13:54:23 - 00:13:57:00 What you can improve on. Yeah. 00:13:57:05 - 00:13:58:08 At the intern level. 00:13:58:08 - 00:14:00:15 So that just as you continue to grow, you don't 00:14:00:15 - 00:14:02:16 have to worry about those anymore. 00:14:02:16 - 00:14:04:12 Yeah, and I know we were talking to one company 00:14:04:12 - 00:14:07:19 and they were all they were raving in. 00:14:07:19 - 00:14:08:08 You were with me. 00:14:08:08 - 00:14:10:13 They were raving about how great their interns were. 00:14:10:13 - 00:14:14:02 And like and their CEO said something about, like, I was really impressed 00:14:14:02 - 00:14:17:21 with the interns this summer, and I was like, Oh, what did you do? 00:14:17:21 - 00:14:18:12 Did they know that? 00:14:18:12 - 00:14:21:06 Like, did you tell the interns how great they were? 00:14:21:06 - 00:14:21:22 Like. 00:14:22:03 - 00:14:23:21 I don't know if we ever did. 00:14:23:21 - 00:14:26:02 I'd like to think about I was like, I think you should tell them. 00:14:26:02 - 00:14:29:18 I think they would really like that feedback and, and especially the CEO. 00:14:29:20 - 00:14:34:01 Is that how impressed that she was with them, it's such a cool experience. 00:14:34:01 - 00:14:36:20 And for the intern to really carry that confidence with them 00:14:37:06 - 00:14:40:13 on something that everybody else knows, but maybe they don't know. 00:14:40:13 - 00:14:43:19 Absolutely. So what about the second tool? 00:14:43:19 - 00:14:47:08 Yeah, I think meaningful work is a huge piece of it. 00:14:47:15 - 00:14:51:12 I know company is sometimes we'll be like, I'll just get an intern and help me file 00:14:51:12 - 00:14:52:22 paperwork and that's great. 00:14:52:22 - 00:14:57:07 And like we said, it's part of the job sometimes, but the meaningful work really 00:14:57:20 - 00:15:00:10 helps the interns learn and grow. 00:15:00:10 - 00:15:04:13 And I would also say they're capable of doing more than just filing paperwork, 00:15:04:13 - 00:15:06:00 so don't let them 00:15:07:11 - 00:15:09:20 hold that back. 00:15:09:20 - 00:15:12:20 I would also give them a meaningful project to work on all summer. 00:15:12:20 - 00:15:16:16 We talked about that capstone project and also, 00:15:16:16 - 00:15:19:21 I mean, what we did with you as we we created, 00:15:19:21 - 00:15:23:03 I think, three and a half pages of things that I never got to. 00:15:23:04 - 00:15:24:23 Some of the other people on our team never got to do. 00:15:24:23 - 00:15:28:11 And I was like, It'd be awesome if this could get done. 00:15:28:17 - 00:15:29:14 We'd be like, Here you go. 00:15:29:14 - 00:15:32:05 And just kind of let you run because of those. 00:15:32:05 - 00:15:35:11 Yeah, we weren't getting to it, so it would be an extra benefit for you 00:15:35:11 - 00:15:36:09 to be part of it. 00:15:36:09 - 00:15:39:06 When they accept an internship, they have three different opportunities 00:15:39:07 - 00:15:41:21 to have an internship, so they get to be picky. 00:15:41:21 - 00:15:43:17 They're really in the driver's seat. 00:15:43:17 - 00:15:44:15 And so, 00:15:44:16 - 00:15:48:11 I mean, I'm just saying, like I saw interns that were at a company 00:15:48:11 - 00:15:50:00 for like a week, two weeks, 00:15:50:00 - 00:15:51:23 and they were like, I got a different internship experience. 00:15:51:23 - 00:15:52:16 I'm leaving. 00:15:52:16 - 00:15:55:17 So even before the program, and during the program, 00:15:55:17 - 00:15:57:00 and then even after the program. 00:15:57:00 - 00:16:01:00 And so you want to retain them, it's so important to make sure 00:16:01:00 - 00:16:04:00 that you're providing the best experience no matter what. 00:16:04:08 - 00:16:06:13 So I think that meaningful work is huge. 00:16:06:22 - 00:16:10:02 And I you know, we've also talked to like people have said, 00:16:11:03 - 00:16:12:18 I'm bored of my managers in a meeting. 00:16:12:18 - 00:16:14:19 I can't I don't know nothing to do. 00:16:14:19 - 00:16:17:20 And they go talk to other people and some people don't take the initiative 00:16:17:20 - 00:16:18:23 to do that either. 00:16:18:23 - 00:16:22:14 But don't let your interns be bored like your paying them to help with stuff. 00:16:22:14 - 00:16:24:15 And I think they are capable of so much. 00:16:24:20 - 00:16:25:06 Oh yeah. 00:16:25:06 - 00:16:28:07 You just talked about the three pages, 00:16:28:07 - 00:16:31:13 so I've got notes that you gave me, your projects that you gave me. 00:16:31:13 - 00:16:34:08 And I will say I told you on the first day, I was like, 00:16:34:15 - 00:16:37:03 Oh my gosh, how am I going to get any of this done? 00:16:37:03 - 00:16:40:15 I'm like, I remember going home, like man, I got three pages. 00:16:41:02 - 00:16:44:00 But then by the end of my internship, it was like man, 00:16:44:00 - 00:16:48:22 I was able to complete 85% of that or even if I did 50%. 00:16:48:22 - 00:16:51:01 It's like, look at how much I did. 00:16:51:01 - 00:16:55:16 And it wasn't that intimidating when I looked at it at the end of my internship 00:16:55:16 - 00:16:59:21 and it was nice to be like, Oh, well, I could go work on this project 00:16:59:21 - 00:17:03:15 with this department or, Oh, look at this project, it's with IT. 00:17:04:06 - 00:17:07:15 So it wasn't just my typical marketing projects. 00:17:07:15 - 00:17:09:18 It was a good realm of. 00:17:10:14 - 00:17:13:14 Yeah, maybe a note to managers, create that list, 00:17:13:14 - 00:17:15:14 but don't share it on the first day. 00:17:15:18 - 00:17:17:08 We might have even sent it to you before. 00:17:17:08 - 00:17:19:03 Like, look at all these fun projects. 00:17:19:03 - 00:17:20:13 You're probably like, Oh gosh, no. 00:17:20:13 - 00:17:24:12 But it was a good thing to be like, This is all of the things 00:17:24:12 - 00:17:28:14 that you can accomplish in your internship and just a short summer that we have. 00:17:28:19 - 00:17:32:09 Well, and think about how much you did that wasn't even on that list. 00:17:32:09 - 00:17:36:06 It would be like you'd be working on item number eight, and I'd be like, Sophie, 00:17:36:06 - 00:17:37:01 I need help with this. 00:17:37:01 - 00:17:37:19 Like, you got this. 00:17:37:19 - 00:17:40:07 Done in the next couple hours and you're like, Oh yeah, of course. 00:17:40:07 - 00:17:43:06 And so it's like you you did so much more than even that list. 00:17:43:06 - 00:17:46:21 Which is, yeah, I'm so, you know, so just moving on. 00:17:46:21 - 00:17:49:17 How about third? The third tool. Tool. 00:17:50:18 - 00:17:51:12 The third tool 00:17:51:12 - 00:17:54:06 I would say is help the interns explore the business. 00:17:54:13 - 00:17:56:13 I remember for myself, 00:17:56:13 - 00:18:00:01 I wanted to learn as much as possible, even beyond marketing. 00:18:00:08 - 00:18:03:20 And I like I remember being a sophomore in college and kind of 00:18:03:20 - 00:18:07:12 getting to the point of them saying, like, you need to declare your major. 00:18:07:12 - 00:18:09:21 I'm like, Hey, like business, I guess. 00:18:09:21 - 00:18:10:14 Like, I don't know. 00:18:10:14 - 00:18:14:16 And I ended up picking marketing, but not really for any reason. 00:18:14:16 - 00:18:17:23 Besides, somebody had told me one time, like, I think you'd be good at marketing. 00:18:17:23 - 00:18:19:22 And I'm like, Well, I guess that sounds good. 00:18:19:22 - 00:18:20:13 And then I 00:18:20:13 - 00:18:24:02 had a couple of marketing internships and I really like different aspects of it, 00:18:24:07 - 00:18:28:05 and I think all of the experiences I've had have led me to where I am today. 00:18:28:14 - 00:18:31:19 But it's been that ability to work on projects 00:18:31:19 - 00:18:35:16 outside of my department and being able to work with other leaders. 00:18:35:16 - 00:18:38:20 And I think that's something we hear too, from interns, 00:18:38:21 - 00:18:42:12 even like for example, with HR It's like, okay, I'm an HR major, 00:18:42:12 - 00:18:44:19 but there is so much to HR, like there's the compliance 00:18:44:19 - 00:18:48:23 side, there's the benefits side, and then there's recruiting and a lot of 00:18:49:05 - 00:18:52:09 HR Interns tend to do recruiting or filing and they're like, 00:18:52:09 - 00:18:55:14 i don't even know how to explore the other areas of HR 00:18:55:20 - 00:18:59:10 So being able to give them as many opportunities as they can 00:19:00:11 - 00:19:02:21 to just sit in the meetings with people 00:19:02:21 - 00:19:06:15 or help with projects or have lunch with the ceo if it's possible. 00:19:06:15 - 00:19:07:17 But really 00:19:07:17 - 00:19:09:15 and I know we've said it a million times a day, 00:19:09:15 - 00:19:13:08 they just want to learn and have different experiences to help them grow. 00:19:13:08 - 00:19:18:06 And, and who knows, maybe someone in I.T ends up 00:19:18:06 - 00:19:20:10 wanting to be in finance or something. 00:19:20:10 - 00:19:24:16 It's like internships are there to, like you said, help interns 00:19:25:01 - 00:19:28:04 learn more about the company and learn more about themselves to. 00:19:28:23 - 00:19:31:16 It cracked me up, during one of our intern program 00:19:32:04 - 00:19:37:05 business case discussions and presentations, we did one about accounting 00:19:37:05 - 00:19:41:05 and finance for the non financial leader and I kind of teed it off. 00:19:41:06 - 00:19:44:07 It was with our CFO and I was like, This is not my area. 00:19:44:07 - 00:19:46:15 Like I'm more like creative, that type of thing. 00:19:46:23 - 00:19:49:04 And like marketing, you know, whatever. 00:19:49:04 - 00:19:51:02 Like that's, that's okay, this isn't your thing, 00:19:51:02 - 00:19:53:08 but it's good for everyone to learn and get exposure to it. 00:19:53:16 - 00:19:57:19 And we're meeting with a company and one of the marketing interns was like, 00:19:58:01 - 00:19:59:04 That was my favorite session. 00:19:59:04 - 00:20:00:20 And she's like, I might switch my major. 00:20:00:20 - 00:20:02:04 And I'm like, That's awesome. 00:20:02:04 - 00:20:04:13 Like, you know, you know, like, you just, I don't know. 00:20:04:13 - 00:20:06:02 It's that exposure and 00:20:06:02 - 00:20:09:18 experience that gives people the clarity of what they need for their careers. 00:20:09:22 - 00:20:11:07 Oh, absolutely. 00:20:11:07 - 00:20:14:08 So then going on to the fourth tool, what would you say. 00:20:15:07 - 00:20:17:07 Networking is the other piece. 00:20:17:07 - 00:20:22:05 I think giving them an opportunity to meet people both internally at your company. 00:20:22:05 - 00:20:25:09 Obviously within your own department, but all their leaders 00:20:25:09 - 00:20:29:08 in other areas of the business, but also other interns too. 00:20:29:08 - 00:20:34:04 And honestly, like there is one company that he took it on himself 00:20:34:04 - 00:20:37:00 to take every intern to one networking event. 00:20:37:08 - 00:20:39:20 And I know he was like, we had a lot of interns last year, 00:20:39:20 - 00:20:41:06 so I brought two of them 00:20:41:06 - 00:20:44:03 with me to one of them, and I was like, I'm in a competition. 00:20:44:07 - 00:20:45:23 Go talk to as many people as you can. 00:20:45:23 - 00:20:49:07 And whoever wins, I can't remember if they got lunch or something like that, 00:20:49:14 - 00:20:53:04 but they, they really just want to network. 00:20:53:04 - 00:20:54:12 And I think it's hard, because 00:20:54:12 - 00:20:58:10 especially if you think of COVID and the last couple of years with school 00:20:58:10 - 00:21:01:22 being virtual and that type of thing, it's not an easy thing to do. 00:21:01:22 - 00:21:05:10 So if you can be there and help mentor and help guide and just give them those 00:21:05:10 - 00:21:10:17 opportunities, meeting people will really just allow them to grow in their careers. 00:21:10:17 - 00:21:14:01 And I think I look back to the people that I've worked with 00:21:14:01 - 00:21:17:11 in my last couple internships, and I still talk to a lot of them. 00:21:17:11 - 00:21:19:10 I mean, like think about how many people you're so connected 00:21:19:10 - 00:21:22:22 with from then here in program to just our member companies as well. 00:21:23:04 - 00:21:27:10 I was going to say just the mini plug for the MRA's intern program. 00:21:27:10 - 00:21:28:19 Again, you're given 00:21:28:19 - 00:21:33:02 over 100 interns, right there that you're automatically connected with. 00:21:33:02 - 00:21:36:05 So it's like you don't really have to go out and do that extra 00:21:36:05 - 00:21:41:07 step of really like introducing yourself, finding I mean, yourself to do that. 00:21:41:07 - 00:21:43:04 But it's there, all right there. 00:21:43:04 - 00:21:45:07 And you see them every single week, some. 00:21:45:14 - 00:21:47:15 Plus plus the business leaders. 00:21:47:15 - 00:21:48:22 I mean, we have a different presenter 00:21:48:22 - 00:21:51:18 every week of the program and all of the panels. 00:21:51:18 - 00:21:54:07 I mean, over all, they probably met 30 other business leaders. 00:21:54:17 - 00:21:56:17 But I just think it's a cool experience. 00:21:56:17 - 00:22:00:16 And no matter what you can do to provide those experiences for them as huge. 00:22:00:16 - 00:22:04:01 And I've still been in contact with a lot of people from the intern program 00:22:04:01 - 00:22:08:03 from a couple of years ago, even help on my college project. 00:22:08:03 - 00:22:11:11 One of them was able to help me out and we're still talking 00:22:11:11 - 00:22:14:05 to a few of them now too, so yeah. 00:22:14:11 - 00:22:16:09 Oh, it's fun. That's very cool. 00:22:16:09 - 00:22:19:06 But I guess what is the last last thing 00:22:19:06 - 00:22:23:11 that every intern program should have in order to be successful? 00:22:23:21 - 00:22:27:15 Yeah, I think, you know, we covered the main pieces, but I think 00:22:28:02 - 00:22:29:23 when an intern has a great experience 00:22:29:23 - 00:22:30:13 and then when they're 00:22:30:13 - 00:22:34:14 going into an internship, especially going into like their last year of school, 00:22:35:16 - 00:22:37:14 they want to know what does the future look like? 00:22:37:14 - 00:22:38:18 Do I have a place here? 00:22:38:18 - 00:22:40:01 Do I not? 00:22:40:01 - 00:22:43:06 And I think it's good to be open from the beginning. 00:22:43:06 - 00:22:46:20 I mean, I know when we interviewed you, you had said, like, is there a possibility 00:22:46:20 - 00:22:50:02 of a full time role after the internship is over? 00:22:50:21 - 00:22:52:09 And I think we're pretty honest with you. 00:22:52:09 - 00:22:55:11 And but we continue that conversation throughout the summer. 00:22:56:19 - 00:22:59:11 And then obviously, once it got closer, we were pretty 00:23:00:07 - 00:23:04:12 adamant that we were able to offer you something before you went back to school 00:23:04:12 - 00:23:08:05 just because, like we said earlier, you have so many choices nowadays and 00:23:08:11 - 00:23:11:06 you really are in the driver's seat and you made such an impact 00:23:11:06 - 00:23:14:12 that we didn't want to lose you and we wanted to be flexible about it. 00:23:14:13 - 00:23:16:05 We could work around your school schedule 00:23:16:05 - 00:23:18:20 and you could work on projects and just keep you engaged 00:23:18:20 - 00:23:20:21 throughout the school year that you wanted to come back. 00:23:21:04 - 00:23:23:12 So I think having those conversations is huge. 00:23:23:21 - 00:23:27:13 But I would also say that, you know, we talked about feedback from the manager 00:23:27:13 - 00:23:31:15 to the intern, but I would say I would ask them to like for feedback. 00:23:31:15 - 00:23:34:13 You know, there's a lot of companies that halfway through the program 00:23:34:21 - 00:23:37:12 sits down with the interns and say, like, what's working? 00:23:37:12 - 00:23:39:20 What's not? How is your manager? 00:23:39:21 - 00:23:41:02 What do you need from us? 00:23:41:02 - 00:23:43:09 And having those conversations. 00:23:43:09 - 00:23:48:18 So, you know, after week ten or 11 or 12 or whatever it is, they leave and they do 00:23:48:18 - 00:23:52:09 their exit interview and you're like, Wow, this person had a horrible experience. 00:23:52:09 - 00:23:53:23 I wish I would have known earlier. 00:23:53:23 - 00:23:55:07 And it's it's a two way street. 00:23:55:07 - 00:23:57:04 So I think just having those conversations 00:23:58:09 - 00:23:59:11 is huge, 00:23:59:11 - 00:24:02:11 but I guess so I went through five things and I think we covered a lot of it. 00:24:02:11 - 00:24:05:01 But like thinking back to your internship experience, 00:24:05:06 - 00:24:07:19 was there anything I was missing like that? 00:24:07:19 - 00:24:11:11 I didn't cover that you thought was either I wish you guys would have done this, 00:24:11:11 - 00:24:14:18 or maybe like you did this really well, but we didn't touch this. 00:24:15:04 - 00:24:16:12 Or do we cover it off. 00:24:16:12 - 00:24:19:03 So, like, we covered or have 00:24:19:03 - 00:24:22:07 all great stuff, I would just say, like you, like you said, 00:24:22:07 - 00:24:26:15 to be very clear with the intern and have a good working relationship 00:24:26:15 - 00:24:29:16 between the manager and the intern, I feel like that's almost 00:24:29:16 - 00:24:34:13 make it or break it if you don't have a good relationship with your intern. 00:24:35:05 - 00:24:37:17 Chances are its not going to be a great internship for them. 00:24:37:17 - 00:24:41:08 So I would just say be very open 00:24:41:08 - 00:24:45:05 and honest with them and provide feedback as much as you can. 00:24:46:15 - 00:24:49:11 And yeah, everything else we said covered it. 00:24:49:11 - 00:24:50:15 I'll do that. 00:24:50:15 - 00:24:54:13 But as we wrap up here, do you have any last bits of advice 00:24:54:13 - 00:24:56:14 or any last pieces to share with us? 00:24:56:14 - 00:24:58:07 I have a few a little things. 00:24:58:07 - 00:25:01:10 I know we talked a lot about that experience as an intern, 00:25:01:18 - 00:25:04:09 but I just want to kind of remind employers, 00:25:05:12 - 00:25:07:21 keeping them engaged after you give them an offer 00:25:07:21 - 00:25:09:20 and keeping that excitement going 00:25:09:20 - 00:25:12:01 is almost as important as getting them there, 00:25:12:01 - 00:25:14:18 because if they don't show up on the first day, you have to start over. 00:25:15:00 - 00:25:19:01 So really think about that excitement and that communication with them beforehand 00:25:20:14 - 00:25:23:07 and then just a couple of little tactical things. 00:25:23:07 - 00:25:26:05 But when we had our first internship program, I remember really 00:25:26:06 - 00:25:29:23 one of the first weeks, we asked them like, what could your company do better? 00:25:29:23 - 00:25:32:03 You know, we just want to provide some feedback. 00:25:32:11 - 00:25:34:02 And I think like half of them were like, 00:25:34:02 - 00:25:36:02 I don't even have my manager cell phone number. 00:25:36:02 - 00:25:39:15 Like, I just want to be able like if I get a flat tire to call them and say like, 00:25:40:04 - 00:25:41:18 Hey, I'm not going to make it. 00:25:41:18 - 00:25:44:16 Like I'm going to be a little bit late or I'm not feeling well today or whatever 00:25:44:16 - 00:25:49:02 it might be just to have that phone number in that contact information was huge. 00:25:49:07 - 00:25:52:05 And from an employer standpoint, it's such an easy win, like I don't 00:25:52:05 - 00:25:56:11 think--they're not going to contact you unless they need to or so And it almost. 00:25:56:11 - 00:25:57:18 Gives them like 00:25:57:18 - 00:26:01:06 it builds some trust, you know, like, hey, like, here's my phone number. 00:26:01:06 - 00:26:04:16 I'm here whenever you want my whenever you need to reach me. 00:26:04:16 - 00:26:08:09 And it's, it's like a little more personal than just like, here's my email. 00:26:08:14 - 00:26:11:02 Yeah, email me whenever it's like, no, call me. 00:26:11:02 - 00:26:13:04 Yeah, I need to. Call you if you need to. 00:26:13:04 - 00:26:15:00 Yeah, I know there's one company 00:26:15:00 - 00:26:18:13 that the CEO gave out the enter their phone number and they were like, 00:26:18:18 - 00:26:20:12 We're excited to have you intern this summer. 00:26:20:12 - 00:26:22:19 Here's my phone number. Call me if you need anything. 00:26:23:01 - 00:26:25:09 And I'm pretty sure the intern never called, 00:26:25:09 - 00:26:28:03 but it's kind of like, Wow, the CEO really cares about me. 00:26:28:04 - 00:26:31:04 So kind of a cool touch, if you're willing to do that, 00:26:32:00 - 00:26:35:03 the last thing I would say is think about what they need to know 00:26:35:03 - 00:26:37:20 and again, a lot of them, this may be their first experience. 00:26:38:04 - 00:26:42:07 And I remember when you emailed me and we're like, What do I wear? 00:26:42:13 - 00:26:43:17 I was like. 00:26:43:17 - 00:26:45:03 I was like, That's such a good question. 00:26:45:03 - 00:26:46:05 Like, we never even told you. 00:26:46:05 - 00:26:48:03 Like, we're business casual. 00:26:48:03 - 00:26:50:18 Like you can wear what you know, whatever you're comfortable with. 00:26:50:18 - 00:26:53:22 But we do dress business casual and it's like, I don't know, you just aren't. 00:26:54:00 - 00:26:57:14 Yeah, you don't know those things and you don't want to mess up from the first day. 00:26:57:14 - 00:26:59:05 And I give you a lot of credit for asking, 00:26:59:05 - 00:27:02:04 but that should have been on the back of our minds to tell you too. 00:27:02:04 - 00:27:04:02 So all things considered. 00:27:04:02 - 00:27:06:18 Yeah, I know like, what do I wear? What's really fun? 00:27:06:18 - 00:27:08:04 I missed something. 00:27:08:06 - 00:27:11:05 But lastly, I have to say, when you're going through this program 00:27:11:13 - 00:27:13:12 does a lot of the entire experience as a whole. 00:27:13:12 - 00:27:16:12 It's all about the experience and it's you really want to leave 00:27:16:12 - 00:27:18:09 that lasting impression with the interns. 00:27:18:09 - 00:27:20:18 Absolutely. Great ending. Thank you. 00:27:21:07 - 00:27:24:01 Well, I want to thank you for being a great guest today 00:27:24:01 - 00:27:27:05 and really sharing your knowledge on how companies can either 00:27:27:05 - 00:27:29:22 begin or enhance their intern programs. 00:27:30:08 - 00:27:34:20 So if you liked our chat and topic today, make sure you share this episode. 00:27:35:03 - 00:27:38:06 Leave a comment or review and consider joining MRA 00:27:38:06 - 00:27:40:11 if you aren't a member already. 00:27:40:11 - 00:27:41:13 We have all the resources 00:27:41:13 - 00:27:44:18 you need in the show notes below, so make sure to take a look at those, 00:27:45:10 - 00:27:49:10 including Courtney's email and LinkedIn profile in the show notes. 00:27:49:10 - 00:27:53:08 So if you want to get in touch with her or learn more about the MRA's 00:27:53:08 - 00:27:56:23 Intern Leadership Program, she's the girl to contact. 00:27:57:10 - 00:28:00:23 Otherwise, thank you for tuning in today and thanks for all the great 00:28:00:23 - 00:28:03:17 info, Courtney, and we will see you next week. 00:28:04:00 - 00:28:05:01 Thanks for having me. 00:28:05:01 - 00:28:07:20 And that wraps up our content for this episode. 00:28:07:21 - 00:28:11:00 Be sure to reference the show notes where you can sign up to connect 00:28:11:00 - 00:28:12:16 for more podcast updates, 00:28:12:16 - 00:28:16:11 check out other MRA episodes on your favorite podcast platform. 00:28:16:12 - 00:28:21:10 And as always, make sure to follow MRA's 30 minutes Thrive, so you don't miss out. 00:28:21:11 - 00:28:24:15 Thanks for tuning in ,and we'll see you next Wednesday to carry on 00:28:24:17 - 00:28:26:00 the HR conversation.  

Since inception, the U.S. Equal Employment Opportunity Commission (EEOC) has focused on preventing and remedying unlawful employment discrimination and advancing equal opportunity for all in the workplace. When it comes to AI, existing legal mechanisms also apply. Commissioner Keith Sonderling of the EEOC warns that the public should know that government agencies lack the requisite knowledge to regulate AI effectively. He advocates for organizations to self-regulate and self-audit so they don't stifle critical innovation in this space. "The most effective solution is a deregulatory approach that properly utilizes the existing employment discrimination framework and the resources already available to agencies,” Sonderling wrote in this co-authored opinion arguing for a deregulatory approach to the use of AI in the workplace. In this episode, Sonderling breaks down some of the leading complexities behind AI and employment laws, including: - Why ensuring that AI and other workplace technologies are designed and deployed to comply with existing civil rights laws, a top priority for the EEOC - How AI can make HR processes more transparent and explainable - Why a deregulatory approach to AI in HR puts greater emphasis on outcomes, and how that's positive for antidiscrimination and innovation practices Don't miss a chance to hear more from Sonderling on AI's role in HR: - “It's no longer a conversation of, ‘Am I going to use HR technology?' It's about how we will use that technology, for what purpose we will use that technology, and how we use it with the longstanding civil rights laws that we're all subject to.” [7:27] - “Just like all other areas of the law, employers have a duty to comply with the law now. They don't need to wait for enforcement. They don't need to wait for large litigations. They need to ensure that the tools they have now comply with long-standing civil rights laws without the distraction of potential new laws.” [13:13] - “A lot of larger companies need to hire a lot of people very quickly, and they can't do it at this point without the assistance of some sort of technology.” [18:35] - “Technology can look through job descriptions and tell you what lines may no longer be necessary and have historically prevented people from certain backgrounds from entering the workforce.” [24:13]

In today's episode, John Duisberg sits down with Brenda Leadley, SVP, Head of HR Americas at Allianz Global Corporate & Specialty. AGCS has shaped a culture with 9 total values, which have been a part of the company's turnaround and have helped them in terms of The Great Retention. Brenda and John talk about values that inspire a culture of purpose-driven relationships, the remote work experience & its impact on connection, and the impact of “The Great Resignation” and “Quiet Quitting.” ABOUT BRENDA LEADLEY The Allianz Group has employed Ms. Leadley for 23 years. She has worked in various functions, including marketing, communications, IT, and Claims. These experiences, coupled with a master's degree in Organizational Management and Development and 17+ years in HR, honed her interest in the drivers of positive corporate culture, including leadership, trust and transparency, and organizational design as it relates to accountability and decision-making.   Currently, she is the regional head of HR for the US, Canada, and Bermuda for Allianz Global Corporate & Specialty (AGCS). She manages all aspects of HR, from benefits ($54M+ budget, 32 benefits plans) to HRIS/payroll (22 vendors, 28 system interfaces) to development and employee relations (~1400 employees). Ms. Leadley joined Allianz in 1999 at its property & casualty company, Fireman's Fund, where she was in the marketing department. From there, she spent two years in IT, developing web application standards and becoming a usability expert, and then moved to Claims building the Claims Academy. All three roles involved significant change management efforts. In 2005, she moved to the Allianz headquarters in Munich to lead three global HR IT projects, including talent and performance management, e-learning, and e-recruiting. After five years, Ms. Leadley transferred to Paris to become global head of talent management at Allianz Trade, another Allianz subsidiary, where she implemented talent management and talent acquisition tools, processes, and standards along with delivering the AZ Trade Academy. In 2015, she returned to the US to head HR for AZ Trade's Americas region, and then in 2018, she was appointed regional HR head for AGCS in New York. RESOURCES RELATED TO THIS EPISODE https://www.linkedin.com/in/bleadley/ CREDITS Theme Music

About RickRick is the Product Leader of the AWS Optimization team. He previously led the cloud optimization product organization at Turbonomic, and previously was the Microsoft Azure Resource Optimization program owner.Links Referenced: AWS: https://console.aws.amazon.com LinkedIn: https://www.linkedin.com/in/rick-ochs-06469833/ Twitter: https://twitter.com/rickyo1138 TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored in part by our friends at Chronosphere. Tired of observability costs going up every year without getting additional value? Or being locked in to a vendor due to proprietary data collection, querying and visualization? Modern day, containerized environments require a new kind of observability technology that accounts for the massive increase in scale and attendant cost of data. With Chronosphere, choose where and how your data is routed and stored, query it easily, and get better context and control. 100% open source compatibility means that no matter what your setup is, they can help. Learn how Chronosphere provides complete and real-time insight into ECS, EKS, and your microservices, whereever they may be at snark.cloud/chronosphere That's snark.cloud/chronosphere Corey: This episode is bought to you in part by our friends at Veeam. Do you care about backups? Of course you don't. Nobody cares about backups. Stop lying to yourselves! You care about restores, usually right after you didn't care enough about backups.  If you're tired of the vulnerabilities, costs and slow recoveries when using snapshots to restore your data, assuming you even have them at all living in AWS-land, there is an alternative for you. Check out Veeam, thats V-E-E-A-M for secure, zero-fuss AWS backup that won't leave you high and dry when it's time to restore. Stop taking chances with your data. Talk to Veeam. My thanks to them for sponsoring this ridiculous podcast.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. For those of you who've been listening to this show for a while, the theme has probably emerged, and that is that one of the key values of this show is to give the guest a chance to tell their story. It doesn't beat the guests up about how they approach things, it doesn't call them out for being completely wrong on things because honestly, I'm pretty good at choosing guests, and I don't bring people on that are, you know, walking trash fires. And that is certainly not a concern for this episode.But this might devolve into a screaming loud argument, despite my best effort. Today, I'm joined by Rick Ochs, Principal Product Manager at AWS. Rick, thank you for coming back on the show. The last time we spoke, you were not here you were at, I believe it was Turbonomic.Rick: Yeah, that's right. Thanks for having me on the show, Corey. I'm really excited to talk to you about optimization and my current role and what we're doing.Corey: Well, let's start at the beginning. Principal product manager. It sounds like one of those corporate titles that can mean a different thing in every company or every team that you're talking to. What is your area of responsibility? Where do you start and where do you stop?Rick: Awesome. So, I am the product manager lead for all of AWS Optimizations Team. So, I lead the product team. That includes several other product managers that focus in on Compute Optimizer, Cost Explorer, right-sizing recommendations, as well as Reservation and Savings Plan purchase recommendations.Corey: In other words, you are the person who effectively oversees all of the AWS cost optimization tooling and approaches to same?Rick: Yeah.Corey: Give or take. I mean, you could argue that oh, every team winds up focusing on helping customers save money. I could fight that argument just as effectively. But you effectively start and stop with respect to helping customers save money or understand where the money is going on their AWS bill.Rick: I think that's a fair statement. And I also agree with your comment that I think a lot of service teams do think through those use cases and provide capabilities, you know? There's, like, S3 storage lines. You know, there's all sorts of other products that do offer optimization capabilities as well, but as far as, like, the unified purpose of my team, it is, unilaterally focused on how do we help customers safely reduce their spend and not hurt their business at the same time.Corey: Safely being the key word. For those who are unaware of my day job, I am a partial owner of The Duckbill Group, a consultancy where we fix exactly one problem: the horrifying AWS bill. This is all that I've been doing for the last six years, so I have some opinions on AWS bill reduction as well. So, this is going to be a fun episode for the two of us to wind up, mmm, more or less smacking each other around, but politely because we are both professionals. So, let's start with a very high level. How does AWS think about AWS bills from a customer perspective? You talk about optimizing it, but what does that mean to you?Rick: Yeah. So, I mean, there's a lot of ways to think about it, especially depending on who I'm talking to, you know, where they sit in our organization. I would say I think about optimization in four major themes. The first is how do you scale correctly, whether that's right-sizing or architecting things to scale in and out? The second thing I would say is, how do you do pricing and discounting, whether that's Reservation management, Savings Plan Management, coverage, how do you handle the expenditures of prepayments and things like that?Then I would say suspension. What that means is turn the lights off when you leave the room. We have a lot of customers that do this and I think there's a lot of opportunity for more. Turning EC2 instances off when they're not needed if they're non-production workloads or other, sort of, stateful services that charge by the hour, I think there's a lot of opportunity there.And then the last of the four methods is clean up. And I think it's maybe one of the lowest-hanging fruit, but essentially, are you done using this thing? Delete it. And there's a whole opportunity of cleaning up, you know, IP addresses unattached EBS volumes, sort of, these resources that hang around in AWS accounts that sort of getting lost and forgotten as well. So, those are the four kind of major thematic strategies for how to optimize a cloud environment that we think about and spend a lot of time working on.Corey: I feel like there's—or at least the way that I approach these things—that there are a number of different levels you can look at AWS billing constructs on. The way that I tend to structure most of my engagements when I'm working with clients is we come in and, step one: cool. Why do you care about the AWS bill? It's a weird question to ask because most of the engineering folks look at me like I've just grown a second head. Like, “So, why do you care about your AWS bill?” Like, “What? Why do you? You run a company doing this?”It's no, no, no, it's not that I'm being rhetorical and I don't—I'm trying to be clever somehow and pretend that I don't understand all the nuances around this, but why does your business care about lowering the AWS bill? Because very often, the answer is they kind of don't. What they care about from a business perspective is being able to accurately attribute costs for the service or good that they provide, being able to predict what that spend is going to be, and also yes, a sense of being good stewards of the money that has been entrusted to them by via investors, public markets, or the budget allocation process of their companies and make sure that they're not doing foolish things with it. And that makes an awful lot of sense. It is rare at the corporate level that the stated number one concern is make the bills lower.Because at that point, well, easy enough. Let's just turn off everything you're running in production. You'll save a lot of money in your AWS bill. You won't be in business anymore, but you'll be saving a lot of money on the AWS bill. The answer is always deceptively nuanced and complicated.At least, that's how I see it. Let's also be clear that I talk with a relatively narrow subset of the AWS customer totality. The things that I do are very much intentionally things that do not scale. Definitionally, everything that you do has to scale. How do you wind up approaching this in ways that will work for customers spending billions versus independent learners who are paying for this out of their own personal pocket?Rick: It's not easy [laugh], let me just preface that. The team we have is incredible and we spent so much time thinking about scale and the different personas that engage with our products and how they're—what their experience is when they interact with a bill or AWS platform at large. There's also a couple of different personas here, right? We have a persona that focuses in on that cloud cost, the cloud bill, the finance, whether that's—if an organization is created a FinOps organization, if they have a Cloud Center of Excellence, versus an engineering team that maybe has started to go towards decentralized IT and has some accountability for the spend that they attribute to their AWS bill. And so, these different personas interact with us in really different ways, where Cost Explorer downloading the CUR and taking a look at the bill.And one thing that I always kind of imagine is somebody putting a headlamp on and going into the caves in the depths of their AWS bill and kind of like spelunking through their bill sometimes, right? And so, you have these FinOps folks and billing people that are deeply interested in making sure that the spend they do have meets their business goals, meaning this is providing high value to our company, it's providing high value to our customers, and we're spending on the right things, we're spending the right amount on the right things. Versus the engineering organization that's like, “Hey, how do we configure these resources? What types of instances should we be focused on using? What services should we be building on top of that maybe are more flexible for our business needs?”And so, there's really, like, two major personas that I spend a lot of time—our organization spends a lot of time wrapping our heads around. Because they're really different, very different approaches to how we think about cost. Because you're right, if you just wanted to lower your AWS bill, it's really easy. Just size everything to a t2.nano and you're done and move on [laugh], right? But you're [crosstalk 00:08:53]—Corey: Aw, t3 or t4.nano, depending upon whether regional availability is going to save you less. I'm still better at this. Let's not kid ourselves I kid. Mostly.Rick: For sure. So t4.nano, absolutely.Corey: T4g. Remember, now the way forward is everything has an explicit letter designator to define which processor company made the CPU that underpins the instance itself because that's a level of abstraction we certainly wouldn't want the cloud provider to take away from us any.Rick: Absolutely. And actually, the performance differences of those different processor models can be pretty incredible [laugh]. So, there's huge decisions behind all of that as well.Corey: Oh, yeah. There's so many factors that factor in all these things. It's gotten to a point of you see this usually with lawyers and very senior engineers, but the answer to almost everything is, “It depends.” There are always going to be edge cases. Easy example of, if you check a box and enable an S3 Gateway endpoint inside of a private subnet, suddenly, you're not passing traffic through a 4.5 cent per gigabyte managed NAT Gateway; it's being sent over that endpoint for no additional cost whatsoever.Check the box, save a bunch of money. But there are scenarios where you don't want to do it, so always double-checking and talking to customers about this is critically important. Just because, the first time you make a recommendation that does not work for their constraints, you lose trust. And make a few of those and it looks like you're more or less just making naive recommendations that don't add any value, and they learn to ignore you. So, down the road, when you make a really high-value, great recommendation for them, they stop paying attention.Rick: Absolutely. And we have that really high bar for recommendation accuracy, especially with right sizing, that's such a key one. Although I guess Savings Plan purchase recommendations can be critical as well. If a customer over commits on the amount of Savings Plan purchase they need to make, right, that's a really big problem for them.So, recommendation accuracy must be above reproach. Essentially, if a customer takes a recommendation and it breaks an application, they're probably never going to take another right-sizing recommendation again [laugh]. And so, this bar of trust must be exceptionally high. That's also why out of the box, the compute optimizer recommendations can be a little bit mild, they're a little time because the first order of business is do no harm; focus on the performance requirements of the application first because we have to make sure that the reason you build these workloads in AWS is served.Now ideally, we do that without overspending and without overprovisioning the capacity of these workloads, right? And so, for example, like if we make these right-sizing recommendations from Compute Optimizer, we're taking a look at the utilization of CPU, memory, disk, network, throughput, iops, and we're vending these recommendations to customers. And when you take that recommendation, you must still have great application performance for your business to be served, right? It's such a crucial part of how we optimize and run long-term. Because optimization is not a one-time Band-Aid; it's an ongoing behavior, so it's really critical that for that accuracy to be exceptionally high so we can build business process on top of it as well.Corey: Let me ask you this. How do you contextualize what the right approach to optimization is? What is your entire—there are certain tools that you have… by ‘you,' I mean, of course, as an organization—have repeatedly gone back to and different approaches that don't seem to deviate all that much from year to year, and customer to customer. How do you think about the general things that apply universally?Rick: So, we know that EC2 is a very popular service for us. We know that sizing EC2 is difficult. We think about that optimization pillar of scaling. It's an obvious area for us to help customers. We run into this sort of industry-wide experience where whenever somebody picks the size of a resource, they're going to pick one generally larger than they need.It's almost like asking a new employee at your company, “Hey, pick your laptop. We have a 16 gig model or a 32 gig model. Which one do you want?” That person [laugh] making the decision on capacity, hardware capacity, they're always going to pick the 32 gig model laptop, right? And so, we have this sort of human nature in IT of, we don't want to get called at two in the morning for performance issues, we don't want our apps to fall over, we want them to run really well, so we're going to size things very conservatively and we're going to oversize things.So, we can help customers by providing those recommendations to say, you can size things up in a different way using math and analytics based on the utilization patterns, and we can provide and pick different instance types. There's hundreds and hundreds of instance types in all of these regions across the globe. How do you know which is the right one for every single resource you have? It's a very, very hard problem to solve and it's not something that is lucrative to solve one by one if you have 100 EC2 instances. Trying to pick the correct size for each and every one can take hours and hours of IT engineering resources to look at utilization graphs, look at all of these types available, look at what is the performance difference between processor models and providers of those processors, is there application compatibility constraints that I have to consider? The complexity is astronomical.And then not only that, as soon as you make that sizing decision, one week later, it's out of date and you need a different size. So, [laugh] you didn't really solve the problem. So, we have to programmatically use data science and math to say, “Based on these utilization values, these are the sizes that would make sense for your business, that would have the lowest cost and the highest performance together at the same time.” And it's super important that we provide this capability from a technology standpoint because it would cost so much money to try to solve that problem that the savings you would achieve might not be meaningful. Then at the same time… you know, that's really from an engineering perspective, but when we talk to the FinOps and the finance folks, the conversations are more about Reservations and Savings Plans.How do we correctly apply Savings Plans and Reservations across a high percentage of our portfolio to reduce the costs on those workloads, but not so much that dynamic capacity levels in our organization mean we all of a sudden have a bunch of unused Reservations or Savings Plans? And so, a lot of organizations that engage with us and we have conversations with, we start with the Reservation and Savings Plan conversation because it's much easier to click a few buttons and buy a Savings Plan than to go institute an entire right-sizing campaign across multiple engineering teams. That can be very difficult, a much higher bar. So, some companies are ready to dive into the engineering task of sizing; some are not there yet. And they're a little maybe a little earlier in their FinOps journey, or the building optimization technology stacks, or achieving higher value out of their cloud environments, so starting with kind of the low hanging fruit, it can vary depending on the company, size of company, technical aptitudes, skill sets, all sorts of things like that.And so, those finance-focused teams are definitely spending more time looking at and studying what are the best practices for purchasing Savings Plans, covering my environment, getting the most out of my dollar that way. Then they don't have to engage the engineering teams; they can kind of take a nice chunk off the top of their bill and sort of have something to show for that amount of effort. So, there's a lot of different approaches to start in optimization.Corey: My philosophy runs somewhat counter to this because everything you're saying does work globally, it's safe, it's non-threatening, and then also really, on some level, feels like it is an approach that can be driven forward by finance or business. Whereas my worldview is that cost and architecture in cloud are one and the same. And there are architectural consequences of cost decisions and vice versa that can be adjusted and addressed. Like, one of my favorite party tricks—although I admit, it's a weird party—is I can look at the exploded PDF view of a customer's AWS bill and describe their architecture to them. And people have questioned that a few times, and now I have a testimonial on my client website that mentions, “It was weird how he was able to do this.”Yeah, it's real, I can do it. And it's not a skill, I would recommend cultivating for most people. But it does also mean that I think I'm onto something here, where there's always context that needs to be applied. It feels like there's an entire ecosystem of product companies out there trying to build what amount to a better Cost Explorer that also is not free the way that Cost Explorer is. So, the challenge I see there's they all tend to look more or less the same; there is very little differentiation in that space. And in the fullness of time, Cost Explorer does—ideally—get better. How do you think about it?Rick: Absolutely. If you're looking at ways to understand your bill, there's obviously Cost Explorer, the CUR, that's a very common approach is to take the CUR and put a BI front-end on top of it. That's a common experience. A lot of companies that have chops in that space will do that themselves instead of purchasing a third-party product that does do bill breakdown and dissemination. There's also the cross-charge show-back organizational breakdown and boundaries because you have these super large organizations that have fiefdoms.You know, if HR IT and sales IT, and [laugh] you know, product IT, you have all these different IT departments that are fiefdoms within your AWS bill and construct, whether they have different ABS accounts or say different AWS organizations sometimes, right, it can get extremely complicated. And some organizations require the ability to break down their bill based on those organizational boundaries. Maybe tagging works, maybe it doesn't. Maybe they do that by using a third-party product that lets them set custom scopes on their resources based on organizational boundaries. That's a common approach as well.We do also have our first-party solutions, they can do that, like the CUDOS dashboard as well. That's something that's really popular and highly used across our customer base. It allows you to have kind of a dashboard and customizable view of your AWS costs and, kind of, split it up based on tag organizational value, account name, and things like that as well. So, you mentioned that you feel like the architectural and cost problem is the same problem. I really don't disagree with that at all.I think what it comes down to is some organizations are prepared to tackle the architectural elements of cost and some are not. And it really comes down to how does the customer view their bill? Is it somebody in the finance organization looking at the bill? Is it somebody in the engineering organization looking at the bill? Ideally, it would be both.Ideally, you would have some of those skill sets that overlap, or you would have an organization that does focus in on FinOps or cloud operations as it relates to cost. But then at the same time, there are organizations that are like, “Hey, we need to go to cloud. Our CIO told us go to cloud. We don't want to pay the lease renewal on this building.” There's a lot of reasons why customers move to cloud, a lot of great reasons, right? Three major reasons you move to cloud: agility, [crosstalk 00:20:11]—Corey: And several terrible ones.Rick: Yeah, [laugh] and some not-so-great ones, too. So, there's so many different dynamics that get exposed when customers engage with us that they might or might not be ready to engage on the architectural element of how to build hyperscale systems. So, many of these customers are bringing legacy workloads and applications to the cloud, and something like a re-architecture to use stateless resources or something like Spot, that's just not possible for them. So, how can they take 20% off the top of their bill? Savings Plans or Reservations are kind of that easy, low-hanging fruit answer to just say, “We know these are fairly static environments that don't change a whole lot, that are going to exist for some amount of time.”They're legacy, you know, we can't turn them off. It doesn't make sense to rewrite these applications because they just don't change, they don't have high business value, or something like that. And so, the architecture part of that conversation doesn't always come into play. Should it? Yes.The long-term maturity and approach for cloud optimization does absolutely account for architecture, thinking strategically about how you do scaling, what services you're using, are you going down the Kubernetes path, which I know you're going to laugh about, but you know, how do you take these applications and componentize them? What services are you using to do that? How do you get that long-term scale and manageability out of those environments? Like you said at the beginning, the complexity is staggering and there's no one unified answer. That's why there's so many different entrance paths into, “How do I optimize my AWS bill?”There's no one answer, and every customer I talk to has a different comfort level and appetite. And some of them have tried suspension, some of them have gone heavy down Savings Plans, some of them want to dabble in right-sizing. So, every customer is different and we want to provide those capabilities for all of those different customers that have different appetites or comfort levels with each of these approaches.Corey: This episode is sponsored in part by our friends at Redis, the company behind the incredibly popular open source database. If you're tired of managing open source Redis on your own, or if you are looking to go beyond just caching and unlocking your data's full potential, these folks have you covered. Redis Enterprise is the go-to managed Redis service that allows you to reimagine how your geo-distributed applications process, deliver, and store data. To learn more from the experts in Redis how to be real-time, right now, from anywhere, visit redis.com/duckbill. That's R - E - D - I - S dot com slash duckbill.Corey: And I think that's very fair. I think that it is not necessarily a bad thing that you wind up presenting a lot of these options to customers. But there are some rough edges. An example of this is something I encountered myself somewhat recently and put on Twitter—because I have those kinds of problems—where originally, I remember this, that you were able to buy hourly Savings Plans, which again, Savings Plans are great; no knock there. I would wish that they applied to more services rather than, “Oh, SageMaker is going to do its own Savings Pla”—no, stop keeping me from going from something where I have to manage myself on EC2 to something you manage for me and making that cost money. You nailed it with Fargate. You nailed it with Lambda. Please just have one unified Savings Plan thing. But I digress.But you had a limit, once upon a time, of $1,000 per hour. Now, it's $5,000 per hour, which I believe in a three-year all-up-front means you will cheerfully add $130 million purchase to your shopping cart. And I kept adding a bunch of them and then had a little over a billion dollars a single button click away from being charged to my account. Let me begin with what's up with that?Rick: [laugh]. Thank you for the tweet, by the way, Corey.Corey: Always thrilled to ruin your month, Rick. You know that.Rick: Yeah. Fantastic. We took that tweet—you know, it was tongue in cheek, but also it was a serious opportunity for us to ask a question of what does happen? And it's something we did ask internally and have some fun conversations about. I can tell you that if you clicked purchase, it would have been declined [laugh]. So, you would have not been—Corey: Yeah, American Express would have had a problem with that. But the question is, would you have attempted to charge American Express, or would something internally have gone, “This has a few too many commas for us to wind up presenting it to the card issuer with a straight face?”Rick: [laugh]. Right. So, it wouldn't have gone through and I can tell you that, you know, if your account was on a PO-based configuration, you know, it would have gone to the account team. And it would have gone through our standard process for having a conversation with our customer there. That being said, we are—it's an awesome opportunity for us to examine what is that shopping cart experience.We did increase the limit, you're right. And we increased the limit for a lot of reasons that we sat down and worked through, but at the same time, there's always an opportunity for improvement of our product and experience, we want to make sure that it's really easy and lightweight to use our products, especially purchasing Savings Plans. Savings Plans are already kind of wrought with mental concern and risk of purchasing something so expensive and large that has a big impact on your AWS bill, so we don't really want to add any more friction necessarily the process but we do want to build an awareness and make sure customers understand, “Hey, you're purchasing this. This has a pretty big impact.” And so, we're also looking at other ways we can kind of improve the ability for the Savings Plan shopping cart experience to ensure customers don't put themselves in a position where you have to unwind or make phone calls and say, “Oops.” Right? We [laugh] want to avoid those sorts of situations for our customers. So, we are looking at quite a few additional improvements to that experience as well that I'm really excited about that I really can't share here, but stay tuned.Corey: I am looking forward to it. I will say the counterpoint to that is having worked with customers who do make large eight-figure purchases at once, there's a psychology element that plays into it. Everyone is very scared to click the button on the ‘Buy It Now' thing or the ‘Approve It.' So, what I've often found is at that scale, one, you can reduce what you're buying by half of it, and then see how that treats you and then continue to iterate forward rather than doing it all at once, or reach out to your account team and have them orchestrate the buy. In previous engagements, I had a customer do this religiously and at one point, the concierge team bought the wrong thing in the wrong region, and from my perspective, I would much rather have AWS apologize for that and fix it on their end, than from us having to go with a customer side of, “Oh crap, oh, crap. Please be nice to us.”Not that I doubt you would do it, but that's not the nervous conversation I want to have in quite the same way. It just seems odd to me that someone would want to make that scale of purchase without ever talking to a human. I mean, I get it. I'm as antisocial as they come some days, but for that kind of money, I kind of just want another human being to validate that I'm not making a giant mistake.Rick: We love that. That's such a tremendous opportunity for us to engage and discuss with an organization that's going to make a large commitment, that here's the impact, here's how we can help. How does it align to our strategy? We also do recommend, from a strategic perspective, those more incremental purchases. I think it creates a better experience long-term when you don't have a single Savings Plan that's going to expire on a specific day that all of a sudden increases your entire bill by a significant percentage.So, making staggered monthly purchases makes a lot of sense. And it also works better for incremental growth, right? If your organization is growing 5% month-over-month or year-over-year or something like that, you can purchase those incremental Savings Plans that sort of stack up on top of each other and then you don't have that risk of a cliff one day where one super-large SP expires and boom, you have to scramble and repurchase within minutes because every minute that goes by is an additional expense, right? That's not a great experience. And so that's, really, a large part of why those staggered purchase experiences make a lot of sense.That being said, a lot of companies do their math and their finance in different ways. And single large purchases makes sense to go through their process and their rigor as well. So, we try to support both types of purchasing patterns.Corey: I think that is an underappreciated aspect of cloud cost savings and cloud cost optimization, where it is much more about humans than it is about math. I see this most notably when I'm helping customers negotiate their AWS contracts with AWS, where they are often perspectives such as, “Well, we feel like we really got screwed over last time, so we want to stick it to them and make them give us a bigger percentage discount on something.” And it's like, look, you can do that, but I would much rather, if it were me, go for something that moves the needle on your actual business and empowers you to move faster, more effectively, and lead to an outcome that is a positive for everyone versus the well, we're just going to be difficult in this one point because they were difficult on something last time. But ego is a thing. Human psychology is never going to have an API for it. And again, customers get to decide their own destiny in some cases.Rick: I completely agree. I've actually experienced that. So, this is the third company I've been working at on Cloud optimization. I spent several years at Microsoft running an optimization program. I went to Turbonomic for several years, building out the right-sizing and savings plan reservation purchase capabilities there, and now here at AWS.And through all of these journeys and experiences working with companies to help optimize their cloud spend, I can tell you that the psychological needle—moving the needle is significantly harder than the technology stack of sizing something correctly or deleting something that's unused. We can solve the technology part. We can build great products that identify opportunities to save money. There's still this psychological component of IT, for the last several decades has gone through this maturity curve of if it's not broken, don't touch it. Five-nines, six sigma, all of these methods of IT sort of rationalizing do no harm, don't touch anything, everything must be up.And it even kind of goes back several decades. Back when if you rebooted a physical server, the motherboard capacitors would pop, right? So, there's even this anti—or this stigma against even rebooting servers sometimes. In the cloud really does away with a lot of that stuff because we have live migration and we have all of these, sort of, stateless designs and capabilities, but we still carry along with us this mentality of don't touch it; it might fall over. And we have to really get past that.And that means that the trust, we went back to the trust conversation where we talk about the recommendations must be incredibly accurate. You're risking your job, in some cases; if you are a DevOps engineer, and your commitments on your yearly goals are uptime, latency, response time, load time, these sorts of things, these operational metrics, KPIs that you use, you don't want to take a downsized recommendation. It has a severe risk of harming your job and your bonus.Corey: “These instances are idle. Turn them off.” It's like, yeah, these instances are the backup site, or the DR environment, or—Rick: Exactly.Corey: —something that takes very bursty but occasional traffic. And yeah, I know it costs us some money, but here's the revenue figures for having that thing available. Like, “Oh, yeah. Maybe we should shut up and not make dumb recommendations around things,” is the human response, but computers don't have that context.Rick: Absolutely. And so, the accuracy and trust component has to be the highest bar we meet for any optimization activity or behavior. We have to circumvent or supersede the human aversion, the risk aversion, that IT is built on, right?Corey: Oh, absolutely. And let's be clear, we see this all the time where I'm talking to customers and they have been burned before because we tried to save money and then we took a production outage as a side effect of a change that we made, and now we're not allowed to try to save money anymore. And there's a hidden truth in there, which is auto-scaling is something that a lot of customers talk about, but very few have instrumented true auto-scaling because they interpret is we can scale up to meet demand. Because yeah, if you don't do that you're dropping customers on the floor.Well, what about scaling back down again? And the answer there is like, yeah, that's not really a priority because it's just money. We're not disappointing customers, causing brand reputation, and we're still able to take people's money when that happens. It's only money; we can fix it later. Covid shined a real light on a lot of the stuff just because there are customers that we've spoken to who's—their user traffic dropped off a cliff, infrastructure spend remained constant day over day.And yeah, they believe, genuinely, they were auto-scaling. The most interesting lies are the ones that customers tell themselves, but the bill speaks. So, getting a lot of modernization traction from things like that was really neat to watch. But customers I don't think necessarily intuitively understand most aspects of their bill because it is a multidisciplinary problem. It's engineering, its finance, its accounting—which is not the same thing as finance—and you need all three of those constituencies to be able to communicate effectively using a shared and common language. It feels like we're marriage counseling between engineering and finance, most weeks.Rick: Absolutely, we are. And it's important we get it right, that the data is accurate, that the recommendations we provide are trustworthy. If the finance team gets their hands on the savings potential they see out of right-sizing, takes it to engineering, and then engineering comes back and says, “No, no, no, we can't actually do that. We can't actually size those,” right, we have problems. And they're cultural, they're transformational. Organizations' appetite for these things varies greatly and so it's important that we address that problem from all of those angles. And it's not easy to do.Corey: How big do you find the optimization problem is when you talk to customers? How focused are they on it? I have my answers, but that's the scale of anec-data. I want to hear your actual answer.Rick: Yeah. So, we talk with a lot of customers that are very interested in optimization. And we're very interested in helping them on the journey towards having an optimal estate. There are so many nuances and barriers, most of them psychological like we already talked about.I think there's this opportunity for us to go do better exposing the potential of what an optimal AWS estate would look like from a dollar and savings perspective. And so, I think it's kind of not well understood. I think it's one of the biggest areas or barriers of companies really attacking the optimization problem with more vigor is if they knew that the potential savings they could achieve out of their AWS environment would really align their spend much more closely with the business value they get, I think everybody would go bonkers. And so, I'm really excited about us making progress on exposing that capability or the total savings potential and amount. It's something we're looking into doing in a much more obvious way.And we're really excited about customers doing that on AWS where they know they can trust AWS to get the best value for their cloud spend, that it's a long-term good bet because their resources that they're using on AWS are all focused on giving business value. And that's the whole key. How can we align the dollars to the business value, right? And I think optimization is that connection between those two concepts.Corey: Companies are generally not going to greenlight a project whose sole job is to save money unless there's something very urgent going on. What will happen is as they iterate forward on the next generation of services or a migration of a service from one thing to another, they will make design decisions that benefit those optimizations. There's low-hanging fruit we can find, usually of the form, “Turn that thing off,” or, “Configure this thing slightly differently,” that doesn't take a lot of engineering effort in place. But, on some level, it is not worth the engineering effort it takes to do an optimization project. We've all met those engineers—speaking is one of them myself—who, left to our own devices, will spend two months just knocking a few hundred bucks a month off of our AWS developer environment.We steal more than office supplies. I'm not entirely sure what the business value of doing that is, in most cases. For me, yes, okay, things that work in small environments work very well in large environments, generally speaking, so I learned how to save 80 cents here and that's a few million bucks a month somewhere else. Most folks don't have that benefit happening, so it's a question of meeting them where they are.Rick: Absolutely. And I think the scale component is huge, which you just touched on. When you're talking about a hundred EC2 instances versus a thousand, optimization becomes kind of a different component of how you manage that AWS environment. And while single-decision recommendations to scale an individual server, the dollar amount might be different, the percentages are just about the same when you look at what is it to be sized correctly, what is it to be configured correctly? And so, it really does come down to priority.And so, it's really important to really support all of those companies of all different sizes and industries because they will have different experiences on AWS. And some will have more sensitivity to cost than others, but all of them want to get great business value out of their AWS spend. And so, as long as we're meeting that need and we're supporting our customers to make sure they understand the commitment we have to ensuring that their AWS spend is valuable, it is meaningful, right, they're not spending money on things that are not adding value, that's really important to us.Corey: I do want to have as the last topic of discussion here, how AWS views optimization, where there have been a number of repeated statements where helping customers optimize their cloud spend is extremely important to us. And I'm trying to figure out where that falls on the spectrum from, “It's the thing we say because they make us say it, but no, we're here to milk them like cows,” all the way on over to, “No, no, we passionately believe in this at every level, top to bottom, in every company. We are just bad at it.” So, I'm trying to understand how that winds up being expressed from your lived experience having solved this problem first outside, and then inside.Rick: Yeah. So, it's kind of like part of my personal story. It's the main reason I joined AWS. And, you know, when you go through the interview loops and you talk to the leaders of an organization you're thinking about joining, they always stop at the end of the interview and ask, “Do you have any questions for us?” And I asked that question to pretty much every single person I interviewed with. Like, “What is AWS's appetite for helping customers save money?”Because, like, from a business perspective, it kind of is a little bit wonky, right? But the answers were varied, and all of them were customer-obsessed and passionate. And I got this sense that my personal passion for helping companies have better efficiency of their IT resources was an absolute primary goal of AWS and a big element of Amazon's leadership principle, be customer obsessed. Now, I'm not a spokesperson, so [laugh] we'll see, but we are deeply interested in making sure our customers have a great long-term experience and a high-trust relationship. And so, when I asked these questions in these interviews, the answers were all about, “We have to do the right thing for the customer. It's imperative. It's also in our DNA. It's one of the most important leadership principles we have to be customer-obsessed.”And it is the primary reason why I joined: because of that answer to that question. Because it's so important that we achieve a better efficiency for our IT resources, not just for, like, AWS, but for our planet. If we can reduce consumption patterns and usage across the planet for how we use data centers and all the power that goes into them, we can talk about meaningful reductions of greenhouse gas emissions, the cost and energy needed to run IT business applications, and not only that, but most all new technology that's developed in the world seems to come out of a data center these days, we have a real opportunity to make a material impact to how much resource we use to build and use these things. And I think we owe it to the planet, to humanity, and I think Amazon takes that really seriously. And I'm really excited to be here because of that.Corey: As I recall—and feel free to make sure that this comment never sees the light of day—you asked me before interviewing for the role and then deciding to accept it, what I thought about you working there and whether I would recommend it, whether I wouldn't. And I think my answer was fairly nuanced. And you're working there now and we still are on speaking terms, so people can probably guess what my comments took the shape of, generally speaking. So, I'm going to have to ask now; it's been, what, a year since you joined?Rick: Almost. I think it's been about eight months.Corey: Time during a pandemic is always strange. But I have to ask, did I steer you wrong?Rick: No. Definitely not. I'm very happy to be here. The opportunity to help such a broad range of companies get more value out of technology—and it's not just cost, right, like we talked about. It's actually not about the dollar number going down on a bill. It's about getting more value and moving the needle on how do we efficiently use technology to solve business needs.And that's been my career goal for a really long time, I've been working on optimization for, like, seven or eight, I don't know, maybe even nine years now. And it's like this strange passion for me, this combination of my dad taught me how to be a really good steward of money and a great budget manager, and then my passion for technology. So, it's this really cool combination of, like, childhood life skills that really came together for me to create a career that I'm really passionate about. And this move to AWS has been such a tremendous way to supercharge my ability to scale my personal mission, and really align it to AWS's broader mission of helping companies achieve more with cloud platforms, right?And so, it's been a really nice eight months. It's been wild. Learning AWS culture has been wild. It's a sharp diverging culture from where I've been in the past, but it's also really cool to experience the leadership principles in action. They're not just things we put on a website; they're actually things people talk about every day [laugh]. And so, that journey has been humbling and a great learning opportunity as well.Corey: If people want to learn more, where's the best place to find you?Rick: Oh, yeah. Contact me on LinkedIn or Twitter. My Twitter account is @rickyo1138. Let me know if you get the 1138 reference. That's a fun one.Corey: THX 1138. Who doesn't?Rick: Yeah, there you go. And it's hidden in almost every single George Lucas movie as well. You can contact me on any of those social media platforms and I'd be happy to engage with anybody that's interested in optimization, cloud technology, bill, anything like that. Or even not [laugh]. Even anything else, either.Corey: Thank you so much for being so generous with your time. I really appreciate it.Rick: My pleasure, Corey. It was wonderful talking to you.Corey: Rick Ochs, Principal Product Manager at AWS. I'm Cloud Economist Corey Quinn, and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice, along with an angry comment, rightly pointing out that while AWS is great and all, Azure is far more cost-effective for your workloads because, given their lack security, it is trivially easy to just run your workloads in someone else's account.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.

Brigitte Saint-Pierre is the Director of Environment Strategic Initiatives at Air Canada and has been a key leader on the CDL Rapid Screening Consortium project team. Brigitte joined Air Canada in 2000 as a 2-week temporary employee in HR – over the last 20+ years, she has worked in a variety of operational roles from HR IT, training and planning, maintenance and introduction of new aircraft, IT vendor management, to name a few. Since the start of the COVID-19 pandemic, Brigitte has occupied a number of employee wellness roles including the Air Canada wellness check app, close contact wearables, customer covid document process/technology, rapid screening, vaccination management, and more. Born in Moncton, NB on the Canadian Forces Naval Base, Brigitte is a second-generation Air Canada employee. Brigitte is always helping others whether through mentorship, coaching, or her signature sense of humour. She is an active supporter of the AC Foundation, has a cat named COVI (adopted during lockdown), a dog named Penny (Big Bang Theory) and a horse, of course.

James and I interviewed each other to tee up our third season. Our theory: IT can't keep up with the business. Our question: why? Lots of things floating around. Ideas. Half-formed questions. Ponderings from earlier in our respective careers. What will we discover? Who will we talk with along the way? FIND OUT MORE this season on Switched On!The guests are: us! We interviewed ourselves! We found us very insightful.HighlightsIT has capabilities on an unprecedented scale these days. Where does it go wrong in meeting up with the business?Fusion/multi-disciplinary teams that focus on the business with shades of tech and biz skills are the ideal mix. We think.Is centralized IT itself part of the problem?So much tooling in any job these days requires general computing skills, that the business is gaining tech skill faster than IT is gaining business skillSeveral super-interesting guests and stories this season:A startup (hardware AND software) in warehouse SaaSA VP of IT at a mid-sizeLogistics wizard…and more!Money QuotesJamesIt's kind of the elephant in the room at so many customers, and Bowdark too.The hard work is figuring out what the business needs.PaulThe business appears to have its needs move faster than IT can move to sweep the list clean.Is it the right time for there to be Accounting IT and HR IT, only beholden to themselves for choices in processes and tools? The cloud is the tech piece that makes it so IT departments can be less techie. 

Запись эфира, в которой HR одной крупной IT-компании рефлексирует на тему происходящего.0:00 Тизер и привет2:00 Как рыночек обошелся с IT-специалистами4:26 Политота, которая мешает работать и жить6:42 Есть ли условия для «российского рывка» или всё ведет к «отрицательному росту»?10:34 Что будет дальше? До стадии принятия еще далеко?12:46 Что делать. Что точно не делать14:56 COVID сплотил мир, но война была неизбежна22:30 Самый главный совет24:04 Важная информацияПоддержать подкаст можно платной подпиской:— в VK — https://vk.com/donut/obzorin— в Telegram https://t.me/+3TQFyneatT5hM2MyВам станут доступны:— эксклюзивным материалы, которые больше нигде не публикуются— премьеры эпизодов, чтоб слушать их раньше остальных— доступ в закрытый чатВсе свежее в телеграм-канале https://t.me/obzorinЧат подкаста https://t.me/obzorinchatВопросы и предложения: pavel@obzorin.ru

In the Ancient Greece of Homeric times and mores, the concept of gifting, or gift-friendship, ξενία (‘xenia') was central. Assuming your fellow Greeks would observe xenia allowed you to travel in the hope you'd be good for food and shelter for the night from strangers on your Odyssey; in exchange, travelers would leave a parting gift in thanks. At many points in The Odyssey, we see xenia in action, like when Eumaeus the Swineherd shows it to the disguised Odysseus, noting guests always come under the protection of Zeus. Well, we've reached the end of our own Skills Odyssey here, and so we thought it appropriate to give you, our fellow travellers, some xenia back: and it's in the delightful shape of this bonus episode with our great final conversation with a CLO making experiments and achieving early results with a new approach to Skills, GE Healthcare's very honest and informed David Sperl. It's a conversation that covers his use of machine learning and analytics—again, underlining how key these practices are now in serious HR—as well as how dealing with challenges like replacing a zoo of older HR IT with one new global replacement just as is his division is being divested by its parent. He does a great job sharing learnings and best practice; it's a bit of xenia in its own right—as Dani says in the episode, “That's one of the things that I really like about HR: if once you solve the problem, you can share that with other people, because it's going to work different in their organizations anyway.” And as she goes on to say, in this Odyssey we've seen tons of people being very honest and transparent with us about what they're doing—which is xenia all of us can treasure. Please also note we have yet another gift to close the Season, though, which you will hear about right at the beginning. Now it's time to head back to shore--but we'll be back very soon with more things to inform, help and challenge you.

Join myself, Sarah Henry (Vice President, HCM, Oracle EMEA) and Jan Barz, (VP HR Systems DHL Express) whilst we will be discussing the wider transformation and the impact of the pandemic.We will look at the HR IT transformation journey at DHLE and explore the barrier and success factors. 

Part 2 - Division of Personnel Director-nominee Cindy Richardson, Assistant Director Florine Hassell, and Cordell Rhymer, chief of DOP's HR IT unit, join host Osbert Potter to discuss the rollout of the 8% payroll repayment for government employees that is projected to begin next week.

Mike Petrusky recently delivered a breakout session for the Digital Workplace Experience Conference to their audience focused on the HR & IT community. He offered some of the lessons learned after interviewing hundreds of leaders in facility management, corporate real estate and workplace research to discover the best strategies for the future of work. Over a year into the COVID-19 pandemic, Mike has discovered that employee experience is unique to the individual, our personal beliefs and new habits are now well established, and leadership in a hybrid world will be very complex. So, where do things stand today? We have theories about what the future workplace might look like and we think we know what our people will want when they return to offices. But, do we really know what we think we know? Mike will share what he has heard the experts say and how those recommendations match up against his personal feelings and fears. We have many human experiences in common and Mike believes that workplace leaders will face unexpected challenges moving their teams forward. Find out what it will take to be a workplace innovator in the months and years to come! Discover free resources and explore past interviews at: https://www.workplaceinnovator.com/ Connect with Mike on LinkedIn: https://www.linkedin.com/in/mikepetrusky/ Share your thoughts with Mike via email: podcast@iOFFICECORP.com  

The Smurfs always outsmarted Gargamel and each smurf had distinct talents that they used to foil his evil plans. Vanessa Wu is a truly multi-talented GC - she's like the entire smurf village wrapped into one super-smurf lawyer. She is currently GC at Rippling a hypergrowth mode company that is changing the HR/IT software game rapidly. Prior to Rippling Vanessa led legal at LiveRamp. In all of her roles she balances deep tech skills with top notch data privacy acumen. Conversation is...smurftastic.

In der heutigen Folge lernst du Tanja Eiff, Senior Consultant Digitalisierung bei der DB Systel, kennen. Wir reden heute u.a. über das Thema User Centered Design in der HR IT. Tanja erklärt dabei, wie sie als Beraterin mittels der Think-Aloud-Methode Optimierungspotenziale bei der Nutzung von Software identifiziert. Mehr dazu im Interview. Wenn auch du als Inhouse Berater:in die Bahn digitalisieren willst dann schaue jetzt vorbei auf karriere.deutschebahn.com. Hier findest du spannende Positionen wie den Senior Berater Digital Consulting (w/m/d) in Berlin oder Frankfurt a.M. Wenn du darüber hinaus noch Fragen an Tanja hast, findest du sie auf Xing. Bei Fragen rund um die DB als Arbeitgeber stehe ich auch gerne zur Verfügung auf Xing, LinkedIn oder Twitter -> @Jan at DB /* Ich wünsche dir viel Spaß beim Hören und freue mich,
wenn du mir eine Bewertung & Feedback in deiner Podcast-App hinterlässt */

Productivity makes or breaks peak performance in ourselves, our teams, and our organizations. However, since the development of more and more “productivity” tools there’s been a steady decline in productivity. Simply put, we are getting overwhelmed with everything which “must” be done to be productive. Productivity is about simplifying the process and enabling people to work in their zone of genius and not zone of failure.  Tim has over 30 years’ experience as an executive in the HR Consulting and HR Software industry. He has architected and led some of the largest and most successful HR IT and change programs in North America, Europe, Asia and the Middle East. He began his career in Andersen Consulting (now Accenture) in 1990 where he was Managing Director, in Accenture’s Talent and Organization, Service Line. In 2006, he was recruited to IBM Global Business Services where he led IBM’s global Human Capital Management (HCM) consulting practice. He was most recently Vice President of SAP SuccessFactors for Europe, Middle East and Africa. He led SuccessFactors’ HR Advisory teams across the region. Additionally, he is on the Board and Non-Executive Director of Optunli, an HR solution providing a unique approach for strategic workforce planning. Tim is a Chartered Fellow of the CIPD (FCIPD). Topics During this interview Tim and I discuss the following topics: New technology can transform the job of human resources professionals to the benefit of companies.Employees working in jobs that inspire and motivate them are more productive and effective.Trends in society, such an aging workforce and increasing gender parity, provide great opportunities for workforce development.Despite developments in technology and our increasing dependence on it, human capital will not be downgraded. For the complete show notes be sure to check out our website: https://movingforwardleadership.com/164

On episode 53 of The HR Famous Podcast, long-time HR leaders (and friends) Tim Sackett and Jessica Lee come together to discuss BTS, companies without HR departments, and whether the new COVID-19 bill will affect employment in the service industry.  Listen below (click this link if you don’t see the player) and be sure to subscribe, rate, and review (Apple Podcasts) and follow (Spotify)! SHOW HIGHLIGHTS: 2:00 - Just JLee and Tim today! KD is out for this episode.  3:15 - JLee and her family have become a part of the BTS Army. BTS is a K-Pop group that has taken over the world. 6:00 - Tim loves that JLee is very tied to her Korean culture and instills that pride and love in her children. He mentions an article that discusses Norwegian families raising Korean children and discusses the nature vs. nurture argument in that context.  8:00 - Tim brings up how the article examines the racial aspect of coming into a homogenous culture and trying to succeed with all the advantages your family can give you. 10:00 - Next topic: The CEO of UK startup Octopus Energy says he has no interest in having traditional business departments like HR. His company is worth over a billion pounds.  12:20 - Tim asks “what we do without HR”? Well, Tim discovered that this company actually does have job openings in HR/IT adjacent roles but he couldn’t find any hard HR or recruiting roles.  14:15 - JLee thinks that he’s gotta be outsourcing things like HR to other agencies or companies. 16:15 - Tim was on vacation this past week and read the book The Hard Thing About Hard Things by Ben Horowitz. He said he hired a recruiter after only having 9 employees for his company.  17:30 - Tim asks JLee if the newly passed COVID-19 stimulus bill will affect people wanting to go back to work in the service industry. JLee says she understands why people would not want to go back to working at restaurants or other service type places because a lot of the draws of working there are now gone. 19:00 - JLee shares a story about going to lunch at a restaurant only the second time in the past year recently and how she felt very awkward there and didn’t know what to do while in the restaurant.  23:00 - Tim recently went to a dinner and a movie for his birthday and he noticed that the business was understaffed. He wonders when people will start to return to the mentality of getting frustrated by long waits and lines.  25:20 - What’s there not to like about Koreans? Here is Time Entertainer of the Year BTS!    ---------------Jessica Lee, Kris Dunn and Tim Sackett HRU Tech Kinetix Jessica Lee on LinkedIn Tim Sackett on Linkedin Kris Dunn on LinkedIn The Tim Sackett Project The HR Capitalist Fistful of Talent Boss Leadership Training Series

Welcome to the Recruitment hackers podcast show about innovations, technology and leaders in the recruitment industry. Brought to you by Talkpush,  the leading recruitment automation platform. Max: Okay. Hello everybody. And welcome to the recruiter hackers podcast by Max Armbruster. And today I'm pleased to welcome on the show the global talent acquisition capability leader at Accenture, Jason Roberts. Welcome Jason. Jason: Thank you. And thank you for saying all of the words in that title. I know it's a lot. Max: Can we mix them around? We can move them.Jason: You got it exactly right and t's a bunch though.  We were just talking and it's a whole lot of words. I'm not sure that it says anything. So, What that means is that I have a pretty fun gig and that I'm responsible for processes and technologies and how we do recruiting for Accenture's customers. And we will do that for large organizations where we hire several hundred thousand people per year.So we get to try out lots of technologies. We have a pretty nice clean standard process that we work from. And I get to, to be a part of that and work with smart people every day. It's good.Max: Yeah. Fantastic. You said a few hundred thousand people every year. And I guess that number is getting bigger than ever now where the industry is kind of figuring out how we're going to get these 30 plus million people back to work in North America and I don't know, it must be hundreds of millions worldwide. So the pressure is on to, to deliver you know, I'm gonna say a good, maybe a decent experience for most of them. Jason: Well, what's interesting is what I worry about with, with COVID is that candidate experience will stop being a priority because candidate experience is a big deal when you've got 3% unemployment and it's necessary in order to, to achieve the hires that you need to achieve. But when there's 25% unemployment or 20% unemployment, you don't need candidate experience, people just need jobs. So it's, it's one of those things where if I'm worried that we might lose ground in the candidate experience side of things. I think we all want to be in a position where we treat people well, and we had started seeing real improvements in that space. And it was because companies were making investments in the right things in order to make it happen.  I'm hoping we get to continue that, but there's a, I think there's a real risk that we'll take a step backwards in that space. Max: Yeah. I've definitely noticed that people are not getting back to candidates as fast as they should be and positions are being kept open even though they're not real. And so it's kinda like candidates sending beautiful offer letters and resumes and hearing nothing back, hearing crickets.On the plus side, the candidate experience is improved by the fact that companies are not defaulting to asking people to come physically in person. And when you consider how time consuming that can be and demanding, that can be, well.. We were meeting in person. It was a lot of work for me. I mean, I had to take a plane to come and meet you. Jason: Well, no, you didn't have to. I was always great with being on video if you want to do that.  I found that suppliers really wanted to meet in person. And I've worked remotely for over a decade, probably 13 years now, something like that, that I've worked remotely. And I was completely good being on phone and people would just would want and meet, man. Okay, well, I'll meet with you. You know I actually had an office for the sole purpose of meeting with suppliers when they came into town. That's the only time I went to the office when I met with somebody that came in town to meet me.Max: I remember that office. It was, it was a, We Work Jason: It was a We Work, We Work, right. That's why I only went there every once in a while. I just, I would reserve a conference room. And I think you, you came back to the actual inner sanctum. You saw the actual office. Yeah. Max: Yeah. Well I know you have a very cool job with Accenture today and you had a very cool job with Randstad before.  Can you tell for our listeners, give us a quick overview of, where you come from and how you got into this space? Jason: Oh, gosh. Yeah. So I started recruiting, my age will show for sure. 1997. Was my first,  my first piece of recruiting work.I was, I had a person, a friend that I knew... The internet was still pretty new. Right. So,  like I got email for the first time in 1994, I think.  So it was, it was still relatively new and a friend of mine said, Hey, I'm a recruiter. And I, hear you can find things on this internet thing. Can you help me with that? I said, well, yeah, I can help you search the internet. So I became an early sourcer and it was with a staffing firm and,  that sort of, I progressed over a period of time so that, so that ultimately, I, I worked for the staffing firm full time then,  did some consulting then I spent about seven years with Cisco systems and started out as a recruiter. I recruited Sales and sales engineers for them. Ultimately we built our own applicant tracking system back then there were no web based ATS everything was client server. So we thought, okay, well we're the backbone of the internet we should probably have something that's a web based deal. So we built our own and it was my job to be sort of the functional expert on that. And I worked in HR IT for a little while, built my own ATS with Cisco. And that was fun. Max: 2003 ish around that. Jason: Yeah. That's about right before Taleo showed up.Max: Yeah, it must have been frustrating to see the startup Taleo pick up all this business thinking... Jason: Yeah you know what, we built my module and of course dot com bubble burst along the way. And things slowed down a little bit in recruiting. And we built the module that was basically how we take job orders and approve things and we hadn't built a lot of the candidates stuff yet. And Taleo came out and with a few other things there and and we were like, Oh, these things are way better. Let's not build the rest. Let's just find a way to connect to these other deals. And that's what we did. We never finished, we just did the sort of requisition piece. It was called cafe rec, was the tweaks that..Max: Back then recruiting happened mostly in Starbucks. Jason: Well, apparently  that's how it worked. It was a good thing. And, I learned a lot. Along the way, I became a certified project manager and it was great and then I had a boss that told me, you know, I'd become the operations leader for Cisco. And my boss said, you can either have my job, which I don't plan on leaving anytime soon. Or go to a place that does recruiting for a living. And I said, Oh, that's not a bad idea. And I'd outsourced our recruiting along the way. And I was responsible for the relationship between outsource company and Cisco and I played that sort of client side role. So the company that went through the RFP process, they actually told me no, they said, yeah, I don't think we can help you much. What you're trying to do is, is really not exactly the right thing.And there were a hundred percent, right. Like it was the, the worst conceived RFP and a terribly conceived sort of a model that we had designed and the only company that came back and said, this is a bad idea, we're going to bow out. We wish you luck and we'll help you with something else the next time. It was Accenture.I thought, man, that took a lot of integrity to do that. So, when I went to look for a job, they were the first people that I called. And, they made a job for me. So I went to work for Accenture, loved that, did that for six years in various roles. And then went to Randstand Source Right. And I loved Randstand Source Right. That was a good time. I, I went over to lead operations for them. And I did that for a number of years, uh, moved on to the, Senior Vice President of Strategy. Uh, it was Strategy and Standardization because a big part of the strategy was to standardize. Um, so that was that. And then, um, ultimately I ended my run there as Head of Technology and Analytics, uh, around the globe and, uh, Accenture is a funny place, man. It, uh, it calls you back at some point. There's lots of us that are boomerang. So we've come back. That's the role I'm in now I really, um, I really like. I remember the guy who had the role when I was here before and, uh, I loved what he was doing and we where he got to spend his time.So I, when that was open, I said, all right, let's do it. I came back back to Accenture. Max: Now, if you could go, you know, you go back 15 years. Um,  um, would you do what I'm doing and start, uh, an ATS company. I started one in 2008, 2009. I was, I think, a few years too late, uh, on my first run. Jason: You know what? I do look back and think, um, I wish I had been a founder.  I have a lot of respect for the founders that I know. And I look back, I think that quite a bit, um, I was, I had a family very, very young, uh, so, uh, we had our first child. I was in that spot. So the gamble wasn't my gamble. It was the whole family's gamble. So I, I never did it. And if I knew, then what I know now I might have, like, I understand the venture capital space. I understand how that all works. And I did, I was just so clueless back then. I had no idea. Um, but, uh, who knows? I have an idea. Maybe one of these days, I'll get to try it out. I do have and idea.Max: Oh, don't do it. Don't do it, Jason. It's the worst, worst thing that can happen to you. No money. Uh, no, uh, I don't recommend it. Jason: Ok, that's good to know! My other founder friends are like do it, do it today! I'm gonna wait until we're not in a, you know, a crisis.Max: Apparently recessions of the best time to start a business. Jason: Well, you know what a bunch of people that did that, did well doing that.  Max: Yeah. Um, it, it sounds like, uh, throughout your career, while you were not an entrepreneur, you were able to tinker and build things and build toys. Um, and I picked up on the job title you shared with us. You said it was a Standardization in it. That doesn't sound too sexy, but there were also, um, some more creative exercises that you were involved in. Um, you were telling me before we started the video that you, learned about the limits of automation and where the humans were needed in an experiment that you ran a year or two years ago. Um, could, um, could you elaborate on that? Jason: Yeah. Well, we're actually experimenting with that right now, even. Um, so the technology exists to fully automate the recruiting process, especially at the, in the lower level jobs. So think retail, uh, warehouse workers, things where you're not making big decisions on the skills and capabilities, but it's more processing someone through with a very low threshold of qualification. So we call those high volume, low skill. And so for those roles, it's possible to fully automate. There's not a lot of discernment involved that needs to be made, a human doesn't need to make that decision on “Do we hire this person or not?” Everyone is qualified if they hit some basic knockout questions, like, can you lift 50 pounds? Literally, “can you have work boots on your first day?” Um, those are the sorts of things you have to, you have to ask them.  So when that happens, uh, I remember I went to one, one interview center for massive distribution, uh, site, uh, one of the biggest in the world, I think. And, um, There's a building for interviews.And I sat down with a lady who had been interviewing in that building, interviewing candidates every day. Um, for, uh, I think it was six years. She had interviewed candidates every single day. And I said, well, how often do you say no to a candidate? And this lady said, “Oh, I've never said no.”She had never said no. She had interviewed for six years and never said no. So when that's the case, that you don't need the interview anymore, right. That discern was done necessary. So we tried this with a fully automated process. And what we learned is these sorts of roles. You always, you have dropout rates at certain points. You know, you're going to have a certain percent that fail the drug screen, way more than you would think if you do white collar work. You hear the failure rate, it would surprise you if that's all you've ever done. Um, But there's a failure rate of drug screen, you know, you're going to have, and then there's a certain number of people that just won't ever show up for the job.And, um, what we learned when we fully automated is we could get people all the way through the process up until the day they're supposed to start and they just didn't show up. They didn't think it was real. Some of them would get nervous when filling out the background, check paperwork, thinking it might be a scam because they're asked for, you know, personal information, social security, and so forth, even though it was from a reputable company, they're worried that it's a scam. So in order to ground the position, we are experimenting with the right place to insert a human contact. So where do you insert a phone call to ground this, to be that it's a real position, a real job for someone? Not because you need to say yes or no, but because they need human contact to feel good about the job.Max: Well, that's what the lady was doing for six years, right? It was, uh, she wasn't saying no, but she was saying here's, here's a human contact. Jason: That's it exactly right. That's what she was doing all the time. Max: Uh, yeah, I I'd like to insert more video in the process where you know, that human contact could be, Hey, check it out You know, here's the, the warehouse where you'll be working. You know, do a little phon, recording, and say, we can't wait to see you on Monday. And that, little video can be, it can feel personal, but it could be actually general, you know, you could send it to everybody. Jason: Yeah. I think you're right. I think you're exactly right. And we're seeing more of that. In fact, we're seeing, um, seeing a shift to video interviews for certain, um, a lot of companies are just using zoom or Skype or not Skype, but Microsoft teams, the Skype, Skype got replaced, uh, Google meets for some, but they're, they're using sort of their conferencing platforms to do that instead of, uh, instead of the the formal sort of modern, higher and higher and things.  But it's a little bit broken, right? When they do that, because they don't have the formal scoring, they don't have, they don't have the staff, the they're not able to what's happening like the candidate, your platform. Um, they it's, it's not as strong of a solution.Um, so I was talking at one point with, uh, With one of the founders of another one of these companies. And they said, they said we're running into companies that have sort of the scrappy solution. And  they're using zoom. And then the ones that are, that were prepared for something like this, um, the adoption rate just skyrocketed.So people, cause video, I always had trouble getting people to use it and getting people to actually lean into it because you still have to review the videos. But once we, um, once we hit this pandemic, everybody seems way more comfortable or, you know, it's become a necessity in their world at least.And they're accustomed to it. Max: Yeah. Yeah. We've, we've done a lot of zoom and team integrations and then, um, have the live video call asynchronous video. Um, I still, I'm still a luxury for, a lot of positions they're more interested in getting people through binary, you know, outcomes or multiple choice questions and getting them to move to a human interview through a phone call. Um, and also still a lot of markets where asking people to log in for a zoom call would be too, um,  demanding on the bandwidth. So they do phone calls instead. And, uh, you know. Jason: Well you're, in markets that where that's a significant challenge. Right? But you guys have WhatsApp integration, correct? Max: Yes. Yes. WhatsApp integration allows for collecting video, but asynchronously, you wouldn't be able to do a live video call connected through the business API. You can do it person to person, in the consumer market, but it's not yet supported for businesses. Unfortunately. Uh, same way that, uh, Facebook picture, you know, otherwise. Yeah. I mean, all those companies, whether you're, you're an ATS and CRM, um, uh, social media or a communication platform, you all have video now and everybody has it and everybody can switch it on and it's relatively cost free. So I don't understand how the Highervues of the world are going to stay in business if their story is we're good on video. So is everybody else.Jason: Yeah, that's true. No, it's true. Max: Yeah. Um, Very commoditized. Jason:I thought they needed to do something different. Um, but yeah, we're we are seeing more video. Um, SMS is big for us in the US um, of course, different mediums elsewhere as well. So, uh, we're seeing a lot of that shift as well.Max: The, um, uh, continuing on what we were talking about, the lady, um, that says yes. Um,  um, do you think her job will still be around in, uh, in 10 years time? Or do you think that, uh, eventually, you know, um, we can go to a full automated process with no human contact. Jason: Um, I think probably not. I think probably her role probably doesn't exist the way it is. What I think we'll end up with is, you know, instead of a 40 minute actually interview candidates were scheduled for an hour, an hour time slot to come in and do your interview. I think we're going to have 10 minutes, um, basically, uh, uh, Welcome calls. They're their introductions. We're welcoming them to the company. “Oh yeah we're ready to make you this offer. It's already been sent to you. Welcome to the welcome home. And here's your, here's all the stuff you need to know. Here's where you show up what you do” but it's a 10 minute make somebody feel good call, um, and not an interview. Max: Yeah, that's a big productivity gain potentially there.Um, and I've seen, uh, for, uh, some people doing group interviews as well. Because then you have that human factor, uh, you know, you were saying, is it real? Well I mean, there's 10 other people logging into the call and I can see their faces and it's probably real. Jason: Yeah, I saw I was, um, there's, uh,  uh, one of the big online retailers, uh, they were doing this thing where they would do a drug swab. This was years ago. This is before I came back to Accenture. Um, they were doing a drug swab. Yeah, as a part of their interview process. So they would have these massive hiring events. They still do it right now, I think. And, um, basically you go, you sit down, you watch a video about working at this, at this place.If you're good with it, um, they have like a long Q-tip. You swab your cheek, it's a drug test. You put it back in the package, you seal it up. You sign an offer letter and you're done, like, that's it. That is the whole, that is the whole process you've been processed and the way that they were paying their suppliers was based on the number of return offer letters and, uh, drug screens that they got.Max: Wow. Well, I mean, I just had to do my first swab, uh, coming into Hong Kong  to check, they were checking for my coronavirus. Uh, yeah. Um, but that uh,  sounds brutal. And I guess these drug tests have had to, I mean, those are private enterprises can ask whatever they want. Right. it's they can decide what drug tests they ask. There's no, restrictions on state law or anything like that. Jason: No, it's strange. You'll have more stringent drug screening requirements for Businesses than the States in which people live. Yeah. So there might be a state where marijuana is legalized, for example, but it's not legal for the drug screen.Well, tell that to the, you know, 18 year old warehouse worker that they're interviewing for those warehouse job, you know, they're really just picking up boxes. They've been moving them from point A to point B. And I'm not sure that whether or not they smoked it makes much difference in that, but that's there oftentimes there's rules that say, yeah, you can't hire themMax: After a stressful day of carrying boxes.Jason: It may be, I don't know, but it's, there are these more stringent things, but if it's legal in your state is if it's legal where you are, I guess nine, 18 year old, usually usual is 21. So 21 year old warehouse worker, I guess she could have a problem. You could, you, it's not as big of a deal in my mind, but the 18 year old, shame on them, they should wait till 21 based on that wall.Max: It should be the other way around. Absolutely. We should have a world where it's illegal in the state, but it's legal as soon as you come inside the company. You know,  Basically an office where we only accept people here who smoke cigarettes all day long. Jason: So you joke, but, um, one of the big tobacco companies I did work with years and years and years ago, um, And the first time I walked in there, I saw the ashtrays on the desks, the whole thing.So, yeah, I don't know if they still do that, but this was way back when. But yeah, it's the only company I ever walked into with ashtrays on the desk, because that had sort of gone by the time I made it into this line of work. Max: Yeah. Well uh, I've experienced that as well.  I've had business meetings with cigarettes, um, in Asia. So  it does feel, uh, like you're, traveling in time when that happens. Jason: Well, I've had business meetings with cigars.  That's a different story. Max: Yes. Yes. I don't get invited to those then. Okay. Um, before we wrap it up, Jason: Max I'm pretty sure that i invited you to one at some point along the way.Max: With cigars? Jason: Yeah. I'm pretty sure along the way. Maybe when we were in San Francisco, but I don't know. Max: Oh, I missed it. Well, okay. Talking about the, uh, the current events and where you see the market going a few months ago when, uh, the world uh, was collapsing. You, told me that the RPO industry had rebounded strongly in 2008 and 2009 and had its best run right afterwards and gave me some hope for your industry, our industry. Uh, coming out of the coronavirus pandemic, um, um, has your, um, yeah.  Are you on track with your predictions or, um, or you, uh, surprised with, uh, the pace of the slowness of the recovery, I guess, um, how do you anticipate the next few months will pan out for people in staffing and in the RPO world in particular?Jason: Um, so yeah, uh, I don't know what the starting point of the sort of rebound is. Right? So coming out of the 2008 slowdown, um, 2009, when companies started bringing you back. Uh, employees, um, the recruiters came back first, right. And, uh, when the recruiters came back, the ramp began very quickly. And a lot of times they said, okay, well, let's bring people back, but via outsourcing. That's why outsourcing grew so much at that time. What's difficult about this one is we're not yet at the place where I think we're ready for the rebound. I think  um, we're still sort of in the low point. Uh, and we're, nobody's really sure when, we sort of swing out of this thing, I'm confident that we will, right?I'm confident that yeah. Eventually everybody gets to take off their mask and go back to their jobs. And there are some hurdles that have to be reached along the way for that to happen. So I'm confident that the world will go back to what we were accustomed to one day. Um, but it's not something that happens, you know, in three months or four months, it's something that happens, uh, over a long period of time.Max: There's a cycle to recruitment. And normally, you know, end of the summer, everybody gets ready for the big shopping push towards the end of the year. Jason: October. Yeah. Max: Yeah. So now is when people need to, normally when they start ramping up and start you know, setting up the machine. You're saying well, maybe it's taken a little longer this time.Jason: Well, what's funny is the online machine is ramping like you wouldn't believe. So the people who do your online shopping through, and then who fulfill those orders on the back end. Yeah. That that's going strong. It hasn't slowed down. In fact, um, It's where we're seeing the most competition for workers, uh, warehouse workers are right now.Like it's like a software developers and Silicon Valley in the early two thousands. Max: No, I don't know if I want to go into a, you know, carrying boxes or data science. Jason: Seriously. What I think is going to happen is those wages are going to start increasing really significantly. Much to the chagrin of my customer base, but they, I think that, um, you know, we're, we're being asked in some cases to monitor, um, uh, to monitor salaries or offers like what the, the offer that people are making to candidates on a daily basis. Because Amazon, when you drive past has billboards that say I'm offering X number of dollars per hour and they change. And sometimes they'll change uh, there'll be a different number when you go into the office from versus when you come back and yeah. Yeah. If that's how fast this, this thing is moving and it's not going down, it's all going up. Uh, and the reason that we think that is that, um, These jobs used to be the jobs that were, you know, the next level, they were the good paying jobs. If you didn't have an education necessarily, um, but uh, you wanted something that could actually pay your bills. Um, it's sort of the, the first job that was able to do that most of the time, um, you know, just above you would see the grocery stores and things paid just above minimum wage. And these jobs were always several dollars per hour or more.What's happened is Target, Amazon, even Walmart now have pushed that based salary up to, you know, if anyone wages somewhere in the eight or $9 range, they've pushed to 13 or 14, a minimum wage, the California minimum wage, I think through the end of this year, end of next year. Uh, it will be $14, right? Max: So they as high as high as, as a logistics or, yeah.Jason: Right. So it's, it's now you can, you can either, you can either work in a really, uh, challenging environment in a warehouse where you're lifting things a bunch and you're, um, it may, it's probably climate controlled. They've all added climate control, but there's these big Bay doors. So where the trucks have to pull in. So, uh, it's you can't get that completely cool or, uh, completely warm in the winter time. Um, so you've always got to deal with the weather to some degree when that, when that happens, you can't have total climate control. So you've got those jobs that are uncomfortable and require more physical activity versus, you know, the, the grocery store chain, the, uh, big box retailer, those, those other ones paying the same amount of money. So all those people that have to work with your packages from the Amazon people who have to load them to the, uh, delivery drivers, to the, uh, uh, you know, the UPS guy, whoever, um, all of those, workers, um, they're in great demand. Cause there's more, we need more of them, but their salaries are deeply compressed because of what's happened with all of the retail salaries. Yeah. Max: Yeah. Well I'm, um, you know, from an economic standpoint, I think increasing minimal wages, does uh, accelerate the pace of automation and ultimately, um, force companies to automate more. Uh, so that's probably the response as well as, you know, um, in the short term an increase in, uh, and paper hour, but we know that, um, it's going to drive more automation and will eventually, potentially cost a few jobs. Uh, but if those are the hard jobs, um, that may not be such a bad outcome, it's just that, as you were saying if you have no education, um, and you need to pay the bill, those jobs are very precious. So I don't know. Um, I'm not, uh, a policy guy, but, uh, um, it sounds like you're in the right market. Even though you're fighting some, uh, difficult trends. Jason: It's fascinating, right. If it were easy, the clients wouldn't call us to help. Right? They'd be able to do this themselves. Max: So many times after eight hours in front of my webcam I'm like, Oh man, I wish I was outside doing physical work and I always thought that that would be like a good employee branding employer value proposition. Come in to work in our warehouse and check out, our guns, you know?Jason: You know what you need to do? You need to go, and I don't know about tha EVP, but the next time you feel that way, go dig a ditch and see how you feel afterwards. Because one time I at one  was hiring people who would bury the lines for the phone company and they literally were ditch diggers and I could not think of a worst gig. And they, uh, so every time I, when I look at this, I think. I could be doing that job. That would be terrible. Yeah, it's exhausting by the way. Max: I, uh, when I was, uh, 16 years old, I had a chance to go work in, um, an, a modeling agency to just to do intern work. But then my mother insisted, I go instead, go work in our plastic factory so that I would understand the cost of physical labor. And so  I did end up going to school afterwards and pursuing an education. Jason: Wow, How old were you when you could go to the modeling agency? Max: 16. Yeah, peak of my purity. Jason: At that age. I think, I think your mom might not have done the right thing. Max: Um, I'm pretty sure she will not be listening to our conversation, but, uh, if you are, I'm still so grateful for, uh, for your choice, mom, and I'm very grateful for your time, Jason. Today and in previous conversations, helping, helping me understand the macro trends and the limits of automation. Uh, thank you very much for joining us today, uh, on this podcast and looking forward to our next chat. Jason: Happy to do it. Thanks. Max: A treat talking to Jason Roberts from Accenture and, and learning about the new dynamics of the marketplace currently shaping, uh, North America with the pickers and the people working in logistics in higher demand than the engineers of the Silicon Valley.Who would have guessed? And if, uh, if you liked this interview, please subscribe for more on recruitment hackers, podcast, and share with your friends. Hope to see you here again soon.

Juanita Thomas is from the HR IT and Payroll Industry. Darlene discusses with Juanita what it was like getting passed over for a manager position. Juanita tells Darlene what she was told were the reasons for her not getting promotions, what should others do to get noticed for promotions, and what did she ultimately do to get over it.

Exploring the California Consumer Privacy Act (CCPA) With Vanessa Wu, Rippling's General Counsel The Global Data Protection Regulation (GDPR) caused significant confusion and forced companies to clean up their act online when it was introduced in Europe last year. Now, a new set of regulations, the California Consumer Privacy Act (CCPA), is about to go live in 2020 and is giving businesses something else to worry about. As we continue to redefine the entire landscape of how online user data is to be handled, I explore the impacts of the California Consumer Privacy Act (CCPA) With Vanessa Wu, Rippling's General Counsel. I also learn how Rippling is the first way for businesses to manage their HR & IT — from payroll and benefits to employee computers and apps — all in one, modern system. In 90-seconds, a company can onboard a new employee and set up their payroll, health insurance, work computer, and third-party apps like Gmail, Microsoft Office, and Slack. It's the only platform that unifies every employee system and automates the administrative work behind each. Vanessa Wu currently serves as the General Counsel and Corporate Secretary of Rippling, the first employee data system of record across all of a company's HR and IT systems. In this role, she oversees all legal and compliance issues, including corporate governance, product counseling, and regulatory compliance, and influences emerging privacy legal frameworks and data protection strategy. Prior to Rippling, Vanessa was the General Counsel at LiveRamp, Inc. (NYSE:RAMP), a global leader in identity resolution and data marketplace services for the advertising and marketing ecosystem. Vanessa also previously worked in private practice at the international law firm Latham & Watkins LLP, where she advised technology companies on high-stakes litigation, merger control, and regulatory proceeds involving the intersection of antitrust, data protection, and privacy. Vanessa graduated, cum laude, from Princeton University, and from the UCLA School of Law, where she was order of the Coif. Vanessa is also a Certified Information Privacy Professional (CIPP/US) and serves on the advisory board of the International Association of Privacy Professionals (IAPP).

Этот подкаст создан по мотивам 2х DevLeads Meetup'ов, в которых я, Кира Кузьменко, приняла участие как приглашенный эксперт на круглый стол. DevLeads митапы — это встречи для тимлидов, руководителей разработки и всех, кто интересуется управлением командой в ИТ. Организацией этих митапов занимается Анастасия Калашникова с командой. Первая аудоцитата с митапа, который прошел в Туту.ру. На круглом столе были рассмотрены: роль HR в IT компании, зачем нужен HR и как он может помочь тимлиду. Вторая аудиоцитата с круглого стола DevLeads Meetup, который проходил во ФРИИ при поддержке LeroyMerlin и Revolut. На круглом столе из New.HR нас уже было двое экспертов: я, Кира Кузьменко, и мой партнер - Екатерина Ермолаева. На этом круглом столе мы обсудили как работать тимлидам с HR'ами, зачем работать, чем HR помогают тимлиду и наоборот.

Vik Bangia is the Founder and CEO of Verum Consulting, LLC, a Corporate Real Estate strategy and operations consulting firm. Where Verum is Latin for Truth. Vik also serves on the Global Board of Directors for CoreNet Global, and the board of Rebuilding Together Twin Cities, a non-profit that provides critical home repairs for homeowners in need. He is also the faculty member of CoreNet Global's Executive Development Programs. Vik and I spoke on a panel at International Facility Management Association Facility Fusion here in Chicago. Many of you may experience obstacles internal to your organizations where you are not able to proceed in carrying your ideal CRE goals. Or not be able to effectively make informed decisions where HR / IT data is incorporated. Vik and I spoke about how to hurdle these obstacles by the adoption of technology and collaboration in FM and Workplace. We also spoke about how to make the RFP process fun again, and we touch on the future of smart cities. Where to find out more about Vik Bangia:  http://www.verumconsulting.com (Verum Consulting Website) https://www.linkedin.com/in/vik-bangia-0b54522/ (LinkedIn ) - Vik Bangia https://www.linkedin.com/company/verum-consulting-llc/ (LinkedIn) - Verum Consulting https://twitter.com/vikbangia (Twitter)  - Vik Bangia https://twitter.com/VerumConsulting (Twitter) - Verum Consulting Music By: Epic Music Supervision Show Notes: Constructrr.com/ep78

On this week’s show, we spoke with Julie Hubert, President & Founder @ Workland. Julie is an extraordinary woman who took a big leap of faith to start her own company.   Julie Hubert is President and co-founder of Workland, a privately-owned company specializing in recruitment technologies, solutions and services.  Atlas is Workland’s innovative SaaS platform dedicated to automating the match between talented professionals and pre-qualified employers looking to hire. Atlas is powered by an artificially intelligent, science-backed matching system, whose mission is to supercharge recruitment productivity, to reduce costs and the time to hire. Coming from a family of entrepreneurs, Julie always dreamed of starting a company from scratch.  So when the opportunity to create a revolutionary technology to transform job search and recruitment came knocking, she quit her prestigious job in marketing to pursue an entrepreneurial project in the fields of HR & IT.  A clear vision, determination and the dedication of many talented individuals who chose to follow her in her new mission contributed to bringing the first version of Workland’s technology to life in 2013.   Today, Workland has spread its operations across Canada and is starting its entry into the US with a truly unique technology and approach, complimented by an ecosystem of complementary recruitment partners.     We spoke about several topics:      How she went from the world of marketing (and all its perks) to starting her own company      The biggest challenge when she was in startup mode      How Workland uses machine learning to match candidates to potential employers  & the KPIs employed      Julie’s approach to strategy and her thoughts on emergent strategy      Her thoughts about growth and how she approaches funding      The future of the HR tech space   Julie has built an impressive company in a very competitive space. I learned a ton, I hope that you do as well.     Let us know what you think. What types of guests would like to see on the show? What topics interest you the most? Send me your thoughts at nectar@thepnr.com   Subscribe to iTunes here | Subscribe to Google Play here

Calle Blomberg, konsult inom HR IT, rapporterar trender från HR TECH WORLD CONGRESS 2015 i Paris. Användarvänliga system, vad ska man tänka på när man köper system?, prediktiva analyser med mera!

Calle Blomberg, konsult inom HR IT, rapporterar trender från HR TECH WORLD CONGRESS 2015 i Paris. Användarvänliga system, vad ska man tänka på när man köper system?, prediktiva analyser med mera!