Podcasts about Recruitment

In this episode, Dina DeMarco, President of Hueman Private Equity Talent Solutions, joins Scott Becker to share how her team bridges the recruitment gap for PE-backed portfolio companies—scaling hiring from staff to VP level with speed, flexibility, and cost-efficiency.

In this episode of the HR Leaders Podcast, we sit down with Juan Pablo Velasquez, CHRO at Fyffes and author of the book Respectful Rebels, to explore the power of respectful rebellion in leadership, navigating polarities in organizational culture, and his insights from leading HR across global markets. Juan Pablo shares personal stories illustrating the value of curiosity, taking risks, and effectively challenging the status quo. The conversation explores how combining respect with rebelliousness can drive positive organizational change and impactful leadership.

  Last time we spoke about the Xi'an Incident. In December 1936, tensions in China erupted as Nationalist General Chiang Kai-shek faced a revolt led by his commanders, Zhang Xueliang and Yang Hucheng. Disillusioned by Chiang's focus on battling communists instead of the Japanese invaders, the generals swiftly captured him in a coup. Confined in Xi'an, Chiang initially resisted their demands for a united front against Japan but eventually engaged in negotiation with Zhang and the Chinese Communist Party. As public sentiment shifted against him, Chiang's predicament led to urgent discussions, culminating in an unexpected alliance with the communists. This pact aimed to consolidate Chinese resistance against Japanese aggression, marking a critical turning point in the Second Sino-Japanese War. By December 26, Chiang was released, and this uneasy collaboration set the stage for a more unified front against a common enemy, though underlying tensions remained between the factions.   #152 China Prepares for War Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. Before we jump into the Second Sino-Japanese War of 1937-1945, which I honestly have no idea how long will take us, I thought it would be a good idea to dedicate two episodes to how both China and Japan prepared themselves for war.  Going all the way back to the 1910s, Chinese intellectuals began to view an outright conflict between Japan and China was inevitable. In the discussions about China's strategic options, Jiang Fangzhen pioneered a strategy of protracted warfare, a concept that would later shape China's approach during the Sino-Japanese War. Having studied in Japan during his youth, Jiang developed a keen understanding of the Japanese government and military. As early as 1917, he predicted that China and Japan would become embroiled in a long-term conflict, with the battleground likely to be west of the Peiping–Wuhan and Guangzhou–Wuhan railways. In his work titled "Guofang Lun" or “On National Defense”, Jiang reiterated the importance of protracted warfare as a means to thwart Japan's aspirations for a swift victory. He argued that China should leverage its vast population and extensive territory to extend the conflict, gradually wearing down Japanese strength and turning the situation to its advantage. Jiang recommended that China not focus on defending its coastal regions but instead confront the enemy west of the Peking–Wuhan Railway.   Chiang Kai-shek would eventually come to share Jiang's belief that “the longer the war drags on, the more advantageous it will be for China.” Despite significant public criticism, both the Nationalist government and General Zhang Xueliang, decided against military resistance when Japan invaded Manchuria in September 1931 and attacked Shanghai in 1932. Chiang was particularly hesitant to engage Japan directly, as he was also dealing with a Communist insurgency in central China. He feared that Chinese forces would suffer quick defeat, predicting that Japan would capture key coastal areas and critical infrastructure within just three days, crippling China by dismantling its military and economic lifelines. Following the invasion of North China Chiang was forced to adopt a firmer stance. The Nationalist government proposed a dual strategy of pursuing peace and security while simultaneously preparing for war. If peace proved impossible, China would mobilize its resources for ultimate victory through prolonged conflict. This approach was formalized in the National Defense Plan, which China adopted by prioritizing protracted warfare as its core strategy. After the Sino-Japanese clash in Shanghai on January 28, 1932, the Military Affairs Commission devised a plan that divided China into four defense areas along with a preparation area. While some troops were assigned local security, commanders were directed to concentrate their remaining forces for potential confrontations with Japan. That year, the Military Affairs Commission issued General Defense Guidelines that outlined two strategic responses to a potential Japanese invasion. The first, conservative approach focused on maintaining key positions and utilizing protracted warfare to impede the enemy. The second strategy advocated for decisive battles in key regions to thwart Japan's ambitions and protect China's territorial integrity, prioritizing disengagement from Japanese forces along the Yangtze River and coastline. In August 1935, German military adviser General Alexander von Falkenhausen provided recommendations to Chiang Kai-shek based on his predictions of Japanese advance routes into China. He identified three main routes: one from northern Hebei to Zhengzhou, the second from Shandong toward Xuzhou, and the third crossing the Yangtze River to Nanjing and onwards to Wuhan. He suggested treating the Yangtze River as the primary combat zone and highlighted Sichuan as a possible retreat area. Taking all of this into consideration. in 1936, a draft of a new National Defense Plan divided the country into four zones: a war zone, a defense zone, an internal security zone, and a preparation area. The war zone encompassed ten provinces and established strategies for retreating to predetermined defensive positions when necessary, with Sichuan designated as the main base for the war. In January 1937, the Chinese General Staff Department introduced its annual War Plan, outlining three possible military conflict regions between China and Japan. It proposed two main strategies: Proposal A emphasized sustained combat and retreat to fortified positions if the situation became unfavorable, aiming to eventually go on the offensive against Japan. Proposal B focused on repelling Japanese invasions along the coast and from the north, prioritizing counter offensives against Japanese units stationed near key locations. To prepare, the NRA completed several critical projects outlined in its plans, establishing military supply depots in Nanjing, Bengbu, Xinyang, Huayin, Nanchang, and Wuchang to manage logistics for supplies across various strategic railways. These depots were equipped to sustain the military, with ample ammunition and provisions, including 60 million rounds of small-arms ammunition and food for hundreds of thousands. Despite these preparations, not all projects were completed by the time war broke out in July 1937. In contrast to the Japanese military's tactics, Chinese forces prioritized defensive strategies. For example, at the Mount Lushan Military Officer Training Camp in July 1934, Chiang Kai-shek outlined four possible approaches against Japan, favoring a defense-as-offense strategy. Other options included building fortifications, tenaciously defending key positions, and employing guerrilla warfare through irregular forces to constrain enemy advances. Chiang stressed the importance of national mobilization for the war effort.  There was a significant disparity in equipment between the Japanese and Chinese armies. To give you an idea, each Japanese division included a mechanized group featuring thirty-nine light military vehicles and 21 light armored cars, supplemented by 6,000–7,000 horses, 200–300 automobiles, and specialized troops such as poison gas teams. In contrast, Nationalist divisions lacked any of these capabilities, a typical nationalist division theoretically had an armored regiment, but this unit was equipped with fewer than 72 armored vehicles. Another major weakness of the Nationalist forces was their insufficient artillery. In 1936, a division was officially assigned one artillery battalion, which was divided into three batteries totaling twelve guns. It also included a mechanized cannon company with four direct-fire weapons. By comparison, a Japanese division boasted four infantry regiments and one mountain artillery or field artillery regiment, with each artillery regiment comprising three field artillery battalions and one howitzer battalion. The infantry regiment itself included a mountain artillery section with four mountain guns, while the infantry battalion had one Type 70 mountain gun section with two guns. In total, a Japanese division possessed sixty-four artillery pieces of various calibers, four times the number of a Chinese division and of significantly higher quality. In reality, in 1936, twelve of the twenty elite Chinese “reformed divisions” still lacked artillery battalions. The ordnance available in the “reformed divisions” mostly consisted of the outdated Type 60 mountain gun. Nationwide, very few of the 200 divisions were equipped with any artillery, and those that did often used obsolete field artillery pieces or mountain artillery provided to local forces. Some units even relied on trench mortars as a makeshift solution. The artillery weapons came from various countries, but they frequently lacked necessary observation and signal components, and were often low on ammunition. The majority of mountain guns and field artillery were of the Type 75, which, while capable of providing fire support, had limited range and inflicted minimal damage. To give you an idea of the striking inadequacy of the Chinese artillery, during the Shanghai fighting in 1937, the mountain artillery of the Guangxi 21st Army Group could only reach targets within 1,200 yards, while Japanese field artillery had an effective range of 8,000 yards. Chinese-made mountain artillery suffered due to inferior steel-making technology; the gun shields were constructed from low-quality steel, and the barrels often overheated after firing just a few rounds, increasing the risk of explosions. Additionally, the equipment of local forces varied greatly in quality. In fact, some local units had superior equipment compared to Nationalist units. For example, before the Sino-Japanese War, troops from Yunnan were equipped with French antitank guns and heavy machine guns, which were better than the German water-cooled machine guns used by the Nationalist forces. However, the majority of local troops relied on inferior equipment; the 122nd Division under Wang Mingzhang from Sichuan, noted for its brave defense of Tengxian County during the Xuzhou Battle, was armed with locally produced light and heavy machine guns that frequently malfunctioned, and their Type 79 rifles, also made in Sichuan, were often outdated, with some dating back to the Qing Dynasty. These weapons had limited range and sometimes malfunctioned after fewer than one hundred rounds. Now before the war, both Nationalist and local forces acquired weaponry from diverse foreign and domestic sources. Even domestically produced weapons lacked standardization, with those made in Hanyang and Manchuria differing in design and specifications. Arms manufactured in Germany, France, Russia, Japan, and Italy were similarly inconsistent. Consequently, even within a single unit, the lack of uniformity created significant logistical challenges, undermining combat effectiveness, particularly in the early stages of the war. Despite Nationalist ordnance factories producing over three million rounds of small-arms ammunition daily, the incompatibility of ammunition and weapons diminished the usable quantity of ammunition. Chinese communications infrastructure was inadequate. In the Nationalist army, signal units were integrated into engineering units, leading to low-quality radio communications. In emergencies, telegrams could remain undelivered for days, and orders often had to be dispatched via postal services. By 1937, the entire country boasted only 3,000 military vehicles, necessitating heavy reliance on horses and mules for transport. To effectively equip twenty Nationalist divisions, 10,647 horses and 20,688 mules were needed, but by the end of 1935, only 6,206 horses and 4,351 mules were available. A statistic from 1936 indicated a 5 percent mortality rate among military horses, with some units experiencing a rate as high as 10 percent. The distribution of weaponry led to disputes during army reorganization efforts following the Northern Expedition. Although Chiang Kai-shek's forces were part of the regular army, the quality of their equipment varied significantly. Domestic production of weapons was limited, and imports could not close the gap. Priority was given to small arms; through army reorganization, Chiang aimed to diminish the influence of forces less loyal to him. Nationalist army staff officers observed that troops loyal to Chiang received the best weapons. Northwest and Northeast forces, having cultivated good relations with the KMT, were similarly better equipped, while Shanxi troops received inferior supplies. Troops associated with the Guangxi Clique were given even poorer quality weapons due to their leaders' stronger political ambitions. Troops regarded as “bandit forces,” such as those led by Shi Yousan, Li Hongchang, and Sun Dianying, were naturally assigned the least effective weaponry. This unequal distribution of arms increased some local forces' inclination to align with the KMT while alienating others, which inadvertently led to additional turmoil in the aftermath of the Northern Expedition. Logistical accounting within the Nationalist military was severely lacking. Military expenditures accounted for a significant portion of government spending, roughly 65.48 % in 1937, with personnel costs being the largest component. However, military units prioritized boosting their own resources over accurate accounting. Surpluses were not returned but rather utilized to reward military officers and soldiers for merits in battle, care for the wounded, or to create a reserve. Conversely, if deficits arose, troops would resort to “living off vacancies,” a practice in which they would fail to report desertions promptly and would falsely claim new soldiers had arrived. Military leaders typically appointed their most trusted subordinates to serve as accountants and logistic officers. As the war commenced, these issues became readily apparent. During the Battle of Shanghai in 1937, frontline soldiers sometimes went days without food and went months without pay. Wounded soldiers and civilians had to search tirelessly for medical treatment, and when main forces relocated, they often abandoned grain, ammunition, weapons, and petroleum along the way. General Chen Cheng, the commander in chief during the Battle of Shanghai, noted, “This phenomenon clearly revealed our inability to supply frontline troops, indicating that China remains a backward country with poor management.” Many logistical shortcomings severely impacted troop morale and combat effectiveness. In a 1933 speech, Chiang Kai-shek acknowledged that poor food, inadequate clothing, and ineffective logistics contributed to widespread desertion. Soldiers were further demoralized by reduced or embezzled salaries. A lack of professional medical staff and equipment hampered healthcare efforts, leading to high disease and mortality rates. According to official statistics from 1936, approximately 10 percent of soldiers fell ill annually, with a mortality rate as high as 5 percent. Japanese military authorities reported that one in three wounded Japanese soldiers died, while a Dutch military officer present during the early stages of the Sino-Japanese War observed that one in every two wounded Nationalist soldiers perished. Due to inadequate equipment and limited transport options, Nationalist forces were compelled to recruit farmers and rent vehicles, as they lacked essential facilities such as tents. This reliance on local resources inevitably led to frequent conflicts between military personnel and civilians. China is clearly a vast nation with an extensive coastline, requiring the construction of several significant fortresses during the modern era. These included Wusong, Jiangyin, Zhenjiang, Jiangning, and Wuhan along the Yangtze River, as well as Zhenhai, Humen, and Changzhou along the seacoast. Except for the Wuhan fortress, built in 1929-1930, all other fortifications were established during the late Qing Dynasty and featured uncovered cannon batteries. These fortresses suffered from inadequate maintenance, and many of their components had become outdated and irreplaceable, rendering them militarily negligible. Following the January 1932 Shanghai Incident, the Japanese military destroyed the Wusong forts, leaving the entrance to the Yangtze River completely unfortified. Consequently, there were no defenses along the coastline from Jiangsu to Shandong, allowing the Japanese to land freely. In December 1932, the Military Affairs Commission established a fortress group tasked with constructing fortresses and defensive installations, seeking assistance from German military advisers. After the North China Incident in 1935, the Nationalist government accelerated the construction of defensive structures in line with national war planning, focusing particularly on Nanjing. The Nationalists prioritized building fortifications along the seacoast and the Yellow River, followed by key regions north of the Yellow River. The government also ordered a significant quantity of heavy artillery from Germany. This included several dozen pieces of flat-fire antiaircraft and dual-purpose heavy artillery, which were installed at fortifications in Jiangyin, Zhenjiang, Nanjing, and Wuhan. By the summer of 1937, the construction of nine fortified positions was complete: Nanjing, Zhenjiang, Jiangyin, Ningbo, Humen, Mawei, Xiamen , Nantong, and Lianyungang. In total, China had established 41 forts and equipped them with 273 fortress cannons. Some defensive installations were poorly managed, with many units assigned to their perimeters lacking training and access to proper maps. The barbette positions in the fortresses were not well concealed and could hardly store sufficient ammunition. Troops stationed at these fortresses received little training. Despite these shortcomings, the fortresses and fortifications were not entirely ineffective. They bolstered Chinese positions along the defense line stretching from Cangxian County to Baoding and from Dexian County to Shijiazhuang, as well as in southern Shandong.  Before the war, China's political and economic center was situated along the seacoast and the Yangtze River. As Japanese influence expanded, the Nationalist government was compelled to establish bases in China's inner regions, very similar to how the USSR pulled back its industry further west after Operation barbarossa.The Japanese attack on Shanghai in 1932 prompted the Nationalists to relocate their capital to Luoyang. On March 5, during the Second Plenary Session of the KMT's Fourth Congress, the Western Capital Preparation Committee was formed to plan for the potential relocation of all governmental bodies to Xi'an in the event of full-scale war. In February 1933, the Central Political Conference approved the Northwest Development Bill, and in February 1934, the National Economic Commission set up a northwestern branch to oversee development projects in the region. On October 18, 1934, Chiang Kai-shek traveled to Lanzhou, recording in his diary that “Northwest China has abundant resources. Japan and Russia are poised to bully us. Yet, if we strengthen ourselves and develop northwest China to the fullest extent, we can turn it into a base for China's revival.” Interestingly, it was Sichuan, rather than the northwest, that became China's rear base during the 2nd Sino-Japanese War. In October 1934, the Communist army evacuated its Soviet base in southern China, initiating the Long March that would ultimately end in the northwest. By this time, Chiang Kai-shek had decided to designate Sichuan as the last stronghold for China. In January 1935, the Nanchang Field Headquarters of the Military Affairs Commission, responsible for combatting the Communists and serving as the supreme military and political authority over most provinces along the Yangtze River and central China, dispatched a special advisory group to Chongqing. Following this, the Nationalist army advanced into Sichuan. On February 10, the Nationalists appointed a new provincial government in Sichuan, effectively ending the province's long-standing regionalism. On March 2, Chiang traveled to Chongqing, where he delivered a speech underscoring that “Sichuan should serve as the base for China's revival.” He stated that he was in Sichuan to oversee efforts against the Communist army and to unify the provincial administration.  After the Xinhai revolution, the Republic of China was still suing the Qing Dynasty's conscription system. However, once in power, the Nationalist government sought to establish a national military service program. In 1933, it enacted a military service law, which began implementation in 1936. This law categorized military service into two branches: service in the Nationalist army and in territorial citizen army units. Men aged eighteen to forty-five were expected to serve in the territorial units if they did not enlist in the Nationalist army. The territorial service was structured into three phases: active service lasting two to three years, first reserves for six years, and second reserves until the age of forty-five. The Ministry of Military Affairs divided China into sixty divisional conscription headquarters, initially establishing these headquarters in the six provinces of Jiangsu, Zhejiang, Anhui, Jiangxi, Henan, and Hubei. By December 1936, approximately 50,000 new soldiers had been drafted. The military service law disproportionately favored the middle and upper classes. Government personnel were exempt from enlistment, allowing privileged families to register their children with government agencies. Similarly, students in middle and higher education were excused from service, while youth from poorer backgrounds often felt compelled to enlist due to financial constraints that limited their educational opportunities. Village and town leaders were responsible for executing the recruitment process and frequently conspired with army recruiters. Recruitment principles often favored wealthier families, with guidelines stating that one son should be drafted for every three sons, two for five sons, but no drafts if there was only one son. Wealthy families could secure exemptions for all their male children, while poor families might see their only son conscripted if they were unable to provide the requisite bribe. Town and village heads wielded significant power in recruitment. This new recruitment system also created numerous money-making opportunities. Military personnel assigned to escort draftees to their units would often allow draftees to escape for a fee. Additionally, draftees could monetize their service by agreeing to serve as substitutes for others. For some, being drafted became an occupation. For example, in 1936, 600 individuals were drafted in the Wuhu area of Anhui province, and accounts from regional administrators indicated that every draftee had either been traded, replaced, or seized. Beginning in 1929, the Nationalist government also instituted military training for high school students and older individuals. Students were required to participate in one theoretical class and one practical class each week, totaling three hours. Starting in 1934, students had to complete a three-month military training program before graduating. Graduates of military academies were employed as military instructors. By the end of 1936, over 237,000 high school students had undergone military training. This student military training was overseen by the Society for the Implementation of the Three People's Principles of Sun Yat-sen, which also provided political education and sometimes gathered information on students' political beliefs.  Although the Nationalists made significant efforts to improve the military training of both officers and troops, they inherited deep-seated challenges that they were unable to completely overcome. A lack of facilities, outdated training manuals, low regard for military instructors, and the ongoing influence of regionalism and warlordism hindered progress. The Japanese would also later exploit these shortcomings of the Nationalist army. The Central Military Academy, which evolved from the Whampoa Military Academy established in 1923 in Guangzhou to train officers for the Northern Expedition, became the primary training institution for junior military officers. The academy offered a basic course, lasting eighteen months, which included general education, specialized training in various subjects, and field practice. This was followed by a two-year cadet training program focused on developing the skills necessary for junior military officers. Seventeen classes were admitted before the outbreak of war. Admission to the academy was highly competitive, with military officers receiving attractive salaries. For instance, in 1935, the academy received 10,000 applications for the twelfth class, but only 7% were accepted. Upon graduation, cadets were typically assigned to divisions within the Nationalist army loyal to Chiang Kai-shek. Their training, influenced by German advisors, resulted in a high-quality cadre. In modern China, most sergeants were veterans. While some units provided training for sergeants, a lack of formal education led to their diminished status. Truly qualified sergeants were rare. During his tenure as Minister of Military Training, General Bai Chongxi proposed establishing a sergeant school and creating a professional noncommissioned officer system; however, the Ministry of Military Affairs opposed this on financial grounds. While commanding officers enjoyed rapid promotions, military instructors did not. Furthermore, there was no system for transferring instructors to field commands or assigning commanders to military academies for extended periods. Despite minor updates to cover modern warfare concepts such as tank warfare and machine guns, Qing Dynasty military manuals were still in use at the Central Military Academy at the start of the war. Yeah, 1937 they were still rocking the old Qing books. Following the establishment of the Ministry of Military Training, a bureau for military translation was set up to evaluate existing course materials and translate military manuals, but its contributions were limited. Another significant shortcoming of military instruction focused on theory at the expense of practical application.  To enhance the quality of military officers, the Nationalist army instituted specialized schools for artillery, infantry, transport, engineering, and signals starting in 1931. These institutions were considered to have high-quality administrators and facilities. The Nationalists adopted German military training models, replacing the previously used Japanese models. They appointed German advisors to oversee instructor training at military academies and established three instructional divisions. By the onset of the Sino-Japanese War, 15,000 students had graduated from programs with a German military influence, resulting in the creation of about fifty combat divisions from these instructional units. However, the progress of other Nationalist army units was limited because their training was not aligned with contemporary battlefield realities. Before World War I, troops operated in close formations due to limited firepower. The widespread introduction of machine guns after World War I necessitated a shift to dispersed formations. Although a new drill manual issued by the Ministry of Military Training in 1935 introduced small-group tactics, few units adopted these methods. General Chen Cheng highlighted another underlying issue in 1938, commenting on the outmoded focus on parade ground drills and formal military manners. He noted, “We have paid too much attention to stereotypical formality and procedures of no practical use. Sometimes, even though soldiers could not get a haircut or take a bath for several months, their camps had to be in order. They underwent intensive training in close-order drill but learned little about gun handling, marksmanship, or maneuvering. This was inappropriate in peacetime, yet we continued this practice even after the Sino-Japanese War started, even using it on highly educated youth.” In contrast, the Communist army simplified training, emphasizing two essential skills: live-fire exercises and physical endurance, which significantly enhanced troop effectiveness in the challenging terrain characteristic of the Sino-Japanese War. Ultimately, the Nationalist army's training did not reach all soldiers. Only about half of all combat soldiers received adequate training, while the rest were neglected. According to statistics from the time, there were approximately five million military personnel during the Sino-Japanese War, with three million serving in logistics. Most of these logistics personnel had received little training, leading to disastrous consequences for overall combat effectiveness. As warfare has become more complex, the role of highly trained staff officers has become increasingly important. Napoleon developed operational plans close to the front and communicated orders via courier. During World War I, military commanders collected information at their headquarters and utilized telephones and automobiles to relay orders to the front lines. In World War II, with the battlefield expanding to include land, sea, and air, senior commanders often made decisions from headquarters far from the action, relying on a significant number of staff officers with specialized skills to keep them informed. In China, however, the staff officer system was underdeveloped. By 1937, only about 2,000 commanders and staff officers had received training. Prior to the Sino-Japanese War, most commanders managed staff work themselves, with staff officers serving primarily as military secretaries who drafted orders, reports, and maps. Many staff officers had no formal military training, and as a whole, the branch lacked respect, causing the most talented officers to avoid serving in it. The situation was even more dire for staff officer departments within local forces. For example, in March 1937, Liu Ziqing, a graduate of the Whampoa Military Academy, was appointed as the director of political instruction in the Forty-fourth Army, a unit under Sichuan warlord Liu Xiang. Liu Ziqing's account illustrates the dysfunction within the ranks: “The commander in chief was not supposed to manage the army and even did not know its whereabouts... But he could appoint relatives and former subordinates—who were officials and businessmen as well—to the army. Each month they would receive a small stipend. At headquarters, there was a long table and two rows of chairs. Around ten o'clock in the morning, senior officers signed in to indicate their presence. Those with other business would leave, while the remaining officers sat down to leisurely discuss star actresses, fortune-telling, business projects, mah-jongg, and opium. Occasionally they would touch on national affairs, chat about news articles, or share local gossip. In the afternoons, they primarily played mah-jongg, held banquets, and visited madams. Most mornings, the commander usually presided over these activities, and at first, I reported for duty as well. But I soon realized it was a waste of time and came very rarely. At headquarters, most staff members wore long gowns or Western-style suits, while military uniforms were a rare sight.” Most senior military personnel were trained at the Baoding Military Academy during the early republic. 2/3rds of commanders in chief, 37 %of army commanders, and 20 % of division commanders were Baoding graduates. Higher-ranking officers were more likely to have launched their careers there. In contrast, only 10 % of division commanders and a few army commanders were graduates of the Whampoa Military Academy. Additionally, commanders trained in local military schools and those with combat experience accounted for 1/3rd of all commanders. While the prevalence of civil war provided opportunities for rapid promotion, it also hindered officers' ability to update their training or gain experience in different military branches. German advisors expressed their concerns to Chiang Kai-shek, emphasizing that officers should first serve in junior roles before taking command. During one battle in 1938, Chiang noted, “Our commanders in chief are equivalent only to our enemy's regiment commanders, and our army and division commanders are only as competent as our enemy's battalion and company commanders.” Despite not viewing high-ranking Japanese officers as great strategists, Nationalist officers respected them as highly competent, diligent, and professional commanders who rarely made critical errors. The infantry was the primary component of the Nationalist army, with middle and junior infantry officers constituting over 80 %of all army officers. A 1936 registry of military officers listed 1,105 colonels and 2,159 lieutenant colonels within the infantry, demonstrating a significant outnumbering of Baoding graduates at ranks below lieutenant colonel. However, the quality of middle and junior infantry officers declined during the Sino-Japanese War; by 1944, only 27.3 % of these officers were from formal military academies, while those promoted from the ranks increased to 28.1 %. In 1937, 80 % of officers in an ordinary infantry battalion were military academy graduates, but this percentage dropped to 20 % during the war. Its hard to tell how educated soldiers were before the war, but it is generally believed that most were illiterate. In 1929, sociologist Tao Menghe surveyed 946 soldiers from a Shanxi garrison brigade and found that only 13 percent could compose a letter independently, while the rest had either never learned to read or were unable to write. In contrast, in August 1938, General Feng Yuxiang found that 80 percent of a regiment in Hunan were literate. Regardless, during the Sino-Japanese War, the quality of recruits steadily declined. More than 90 percent of soldiers were illiterate, and few possessed any basic scientific knowledge, which hindered their ability to master their weapons. On the battlefield, they heavily relied on middle and junior officers for guidance.  In autumn 1933, General Hans von Seeckt, the architect of the post World War I German army, visited China at the personal invitation of Chiang Kai-shek. In his recommendations for military reform, he identified China's greatest problem as its excessively large forces drawn from diverse backgrounds. He stated, “At present, the most pressing goal is to... establish a small, well-equipped army with high morale and combat effectiveness to replace the numerous poorly armed and trained forces.” He suggested forming an army of sixty divisions and recommended the establishment of a training regiment for military officers to equip them with the skills needed for modern warfare. Chiang Kai-shek accepted von Seeckt's proposals, and on January 26, 1935, he convened a National Military Reorganization Conference in Nanjing. On March 1, the Army Reorganization Bureau was established in Wuchang, under the leadership of General Chen Cheng. In the same month, General Alexander von Falkenhausen took charge of the German Military Advisors Group. Before war broke out, around nineteen divisions, roughly 300,000 troops received training from German advisors and were equipped with German-style weapons. At the onset of the Sino-Japanese War, the forces stemming from the First Army of the National Revolutionary Army and the Whampoa cadets, who had fought in the Northern Expedition, held the highest reputation and were referred to as the “core central forces” by the Japanese. Other notable forces included the Guangxi Army, Northwestern Army, Northeastern Army, some Uyghur units, the Guangdong Army, and the Shanxi Army. In contrast, provincial forces such as the Yunnan Army and Sichuan Army were viewed less favorably. Nationalist forces were generally far inferior to those of the Japanese enemy. In 1937, General He Yingqin noted that Nationalist forces had failed to prevail in 1932 and 1933, even when outnumbering the Japanese by 4-1.  In November 1937, during a national defense conference, Chiang Kai-shek stated, "In recent years we have worked hard, prepared actively, and achieved national unification. By the time of the Marco Polo Bridge Incident, we were in a better domestic situation and had improved military preparedness compared to before. Since 1935, our strength has doubled. It increased by more than two to three times since January 1932 or September 1931 [when Japan attacked Shanghai and Mukden]. If peace had been achievable, we should have delayed the war for two or three years. Given an additional three years, our defensive capabilities would have been drastically different... Now, if we merely compare the military strength of China and Japan, we are certainly inferior." However, such assessments were overly optimistic, as Chiang failed to recognize that Japan's military capabilities would not have stagnated. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. Generalissimo Chiang Kai-Shek certainly was dealt a difficult hand of cards for the upcoming poker match he was to play. Yet the Chinese were resilient and they had to be for the absolute horror that would be inflicted upon them from 1937-1945. Until this point, their enemies had been far more lenient, the Empire of Japan would show no mercy.

In this episode of 'The Coaching 101 Podcast,' co-hosted by Daniel Chamberlain and Kenny Simpson, the focus is on essential quarterback training, emphasizing the importance of foundational skills over fancy, advanced techniques. Special guest Austin Gahafer, a former Morehead State quarterback with professional experience, discusses his journey through football, the significance of footwork, reading defenses, and the fundamentals that lead to elite performances like those of Patrick Mahomes and Josh Allen. The conversation also covers the benefits of resiliency, the role of coaches as mentors, and the intricacies of the RPO game. This episode was recorded live at the Kentucky Athletic Administrator Association Conference in Louisville, Kentucky.00:00 Introduction to Quarterback Basics00:40 Welcome to the Coaching 101 Podcast01:02 Live from the Kentucky Athletic Administrator Association Conference01:14 ACE Sports: Revolutionizing High School Fundraising01:54 Meet Austin Gayer: From High School to International Football03:54 Quarterback Development: Focusing on Fundamentals08:45 The RPO Game and Quarterback Run Strategies12:07 Building Resiliency in Young Athletes16:19 Austin Gayer's Recruitment and International Experience19:41 Closing Remarks and Sponsor ShoutoutDaniel Chamberlain: @CoachChamboOK ChamberlainFootballConsulting@gmail.com chamberlainfootballconsulting.com Kenny Simpson: @FBCoachSimpson fbcoachsimpson@gmail.com FBCoachSimpson.com

In this episode of the HR Leaders Podcast, we sit down with Alim A. Dhanji, CHRO at TD SYNNEX to explore how companies can protect their most valuable asset: culture. As AI reshapes work, Alim explains why empathy, values, and leadership vulnerability are the ultimate differentiators.Drawing from his experience as CHRO and President at Adidas Canada, Alim shares a candid perspective on leading with courage, speaking the language of business, and creating workplaces where humanity still matter.

Wednesday's third hour.

On today's DNVR Buffs Podcast, the guys discuss Coach Prime and Colorado's secret weapon in the recruitment of the top EDGE rusher in the 2026 class, Zion Elee. Former Colorado running back Isaiah Augustave announced he has decommitted from Virginia and re-opened his recruitment, will the Buffs try and bring him back to Boulder? Should they? Coach Bartolone and Coach Helow made two big stops at high schools to keep up Colorado's recruiting momentum. The latest recruiting buzz on Vance Spafford, Jordan Deck, Manoah Faupusa and DQ Forkpa and much more.Start 0:00Zion Elee And Recruiting News 3:24Possibility Of Augustave Coming Back And The RB Room 16:48Recruitment 25:00NFL News 38:40Chat and Questions 51:08 An ALLCITY Network ProductionPARTY WITH US: https://thednvr.com/eventsALL THINGS DNVR: https://linktr.ee/dnvrsportsBALL-KNOWER BONUS/Merch: https://promotion.allcitynetwork.com/promotions/store.allcitynetwork/7d48d294-4260-4bac-aca1-9a18eef8ca78SUBSCRIBE: https://www.youtube.com/c/DNVR_SportsToyota: Visit Your Front Range Toyota Stores at a location near you - Toyota is the official vehicle of DNVR. Toyota - Let's Go Places!Toyota Drive to the Playoffs: https://kse.jotform.com/250624177000950?camefrom=CFC_KSE_xJZqkfEGc0GvJpltfPs0pA&utm_[…]um=xJZqkfEGc0GvJpltfPs0pA&utm_campaign=xJZqkfEGc0GvJpltfPs0pAFirst Bank: So, if you're ready for better banking and the chance to earn a little extra, head to efirstbank.com/bonus. Certain restrictions and requirements apply. Member FDIC.Hall of Fame App: Get a 7-Day Free Trial + 50% Off your first month with code DNVR. Just download the HOF app on iOS and Android or visit www.hofbets.com, enter code DNVR, and you're all set. #adRaising Cane's Rooftop Fridays:https://thednvr.com/event/friday-rooftop-club-at-coors-field-presented-by-raising-canes/Monarch Money: Use Monarch Money to get control of your overall finances with 50% off your first year at https://www.monarchmoney.com/dnvrUCHealth: Learn more about Living Like There's A Tomorrow at https://www.uchealth.org/tomorrow/?utm_source=DNVR&utm_medium=Audio&utm_campaign=Brand_LLTIAT_Null_JFMFY25_AW_NullCoors Light: Delivery on Instacart at https://coorslight.com/DNVR. Celebrate Responsibly. Coors Brewing Company, Golden, Colorado.Gametime: Download the app, create an account, and use code DNVR for $20 off your first purchase. Terms apply.bet365: Go to https://www.bet365.com/hub/en-us/app-hero-banner-1?utm_source=affiliate&utm_campaign=usapp&utm_medium=affiliate&affiliate=365_03485318 or use code DNVR365 when you sign up. Must be 21+ and physically located in CO. Please gamble responsibly. If you or someone you know has a gambling problem and wants help call or TEXT 1-800-GAMBLERGet 10 FREE meals at https://hellofresh.com/freebuffs. Applied across 7 boxes, new subscribers only, varies by plan.Rugged Road: Gear up for your next adventure with Rugged Road Coolers - Your ultimate outdoor companion! Head to http://ruggedroadoutdoors.pxf.io/ALLCITYand use code DNVR for 10% off!When you shop through links in the description, we may earn affiliate commissions.Copyright Disclaimer under section 107 of the Copyright Act 1976, allowance is made for “fair use” for purposes such as criticism, comment, news reporting, teaching, scholarship, education and research. Fair use is a use permitted by copyright statute that might otherwise be infringing.

https://www.youtube.com/watch?v=HeOVh7ck3D821 Paul Hill, Ralph Wilkins and Dr. Jenifer “Dr. Dust” Millard host.  Damien Phillips, John Wildridge and Dustin Ruoff produce. From Dec 28, 2021. Our chat with Dr. Chris North from our live show to ease the boredom of covid lockdowns.  We ask Chris astronomy questions from our listeners: • Why are astronomers so sure that the recent interstellar comet came from outside the solar system • Which is going to be the most exciting telescope, the James Webb Space Telescope or the Square Kilometer Array? • What is the most exciting discovery we can expect from the James Webb Space Telescope and the Square Kilometer Array? • How the James Webb Space Telescope and Square Kilometer Array will work.   Chris North is a Senior Lecturer in the School of Physics and Astronomy at Cardiff University and host of the Pythagorean Astronomy podcast at pythagastro.uk. Chris is Director of Recruitment and Admissions and the Head of Public Engagement. Working on public engagement in print and TV, education and data visualization for a range of projects, most notably the Gravity Exploration Institute.   We've added a new way to donate to 365 Days of Astronomy to support editing, hosting, and production costs.  Just visit: https://www.patreon.com/365DaysOfAstronomy and donate as much as you can! Share the podcast with your friends and send the Patreon link to them too!  Every bit helps! Thank you! ------------------------------------ Do go visit http://www.redbubble.com/people/CosmoQuestX/shop for cool Astronomy Cast and CosmoQuest t-shirts, coffee mugs and other awesomeness! http://cosmoquest.org/Donate This show is made possible through your donations.  Thank you! (Haven't donated? It's not too late! Just click!) ------------------------------------ The 365 Days of Astronomy Podcast is produced by the Planetary Science Institute. http://www.psi.edu Visit us on the web at 365DaysOfAstronomy.org or email us at info@365DaysOfAstronomy.org.

Courtney Turich shares the journey of Cooler Heads, the startup behind a scalp cooling device that helps chemo patients keep their hair and dignity.   From early challenges to reaching over 100 infusion centers, she reveals how awareness, advocacy, and social media-fueled their growth.   We explore the emotional impact of scalp cooling, the barriers to oncologist adoption, and the company's commitment to patient education.   Courtney also offers career advice for breaking into medical sales, thriving in startups, and leading with purpose.   This is a must-listen for anyone who wants to build a mission-driven career, create a real impact in healthcare, or understand what it takes to grow a successful medical startup.   Connect with Courtney: LinkedIn Connect with Me: LinkedIn   Love the show? Subscribe, rate, review, and share! Here's How » Want to connect with past guests and access exclusive Q&As? Join our EYS Skool Community today!

What does it take to go from running a cleaning business to founding a global recruitment firm? Leon Mitton shares how he launched Agnes Cole Consulting during COVID and is now using AI to drive scale and efficiency in a way few are even attempting.On this week's episode of The RAG Podcast, I'm joined by Leon Mitton, founder of Agnes Cole Consulting, a specialist SAP and S4 HANA recruitment firm based in the UK and operating globally.Leon started with no background in business and built everything from the ground up. In this episode, he opens up about his journey, the role of personal fulfilment in entrepreneurship, and how he's using AI to build a lean, high-performing business for the future.In this episode, we discussHow Leon went from cleaning homes to closing global recruitment dealsWhat it was like launching a company at the peak of COVIDWhy AI is the future of outbound and client engagement in recruitmentHis vision for creating a long-term legacy for his familyIf you're thinking about what recruitment could look like in five years or want to hear a story rooted in grit, innovation, and purpose, this episode is not to be missed.Chapters00:00 Introduction to Leon Mitton and Agnes Cole Consulting02:14 Leon's Journey: From Cleaning Business to Recruitment10:01 Navigating Recruitment During COVID-1912:29 The Transition to Entrepreneurship15:05 Establishing Agnes Cole Consulting17:12 Growth and Challenges in Year Two19:11 The Messy Middle: Managing a Growing Team24:28 Reflections on Business and Personal Fulfillment27:08 Creating a Legacy for Future Generations30:46 The Role of AI in Recruitment32:19 Intentional Parenting and Education Choices34:36 The Evolution of School Systems37:04 Communication Skills as a Superpower39:10 The Impact of Technology on Recruitment41:44 AI's Influence on Client Relationships46:18 Adapting to Change in Recruitment51:00 The Future of Recruitment and Business Structure55:23 Finding Joy in the Recruitment Journey01:01:20 Inspiring Others Through Personal Stories__________________________________________Episode Sponsor: AtlasYour memory isn't perfect. So Atlas remembers everything for you. Atlas is an end-to-end recruitment platform built for the AI generation. It automates your admin so you can focus on the business tasks that matter. How many conversations do you have every day? With clients. Candidates. Your team. Service providers.Now how many of those conversations can you recall with 100% accuracy? How many hours a week do you spend making notes to try and retain as much as possible? And how much is still getting lost along the way? Traditional CRM systems weren't built for the type of recruitment business you're running right now. They were built to rely on the structured, tagged, categorised, and formal data you could feed it. Manual processes that needed you to input specific information, based on specific questions and answers. But what about all the other conversations you're having every single day? Atlas isn't an ATS or a CRM. It's an Intelligent Business Platform that helps you perform 10X better than you could on your own. How? By removing all your low value tasks, acting as your perfect memory, and providing highly relevant recommendations to impact your performance. Learn more about the power of Atlas – and take advantage of the exclusive offer for The RAG listeners – by visiting https://recruitwithatlas.com/therag/ __________________________________________Episode...

Summary:In this episode of #thePOZcast, host Rona Pierce speaks with Matt Lavery, Director of Global Sourcing, Recruiting, and Onboarding at UPS. They discuss Matt's journey from a seasonal handler to a leadership role, the impact of AI and automation on hiring processes, and the importance of internal mobility and career progression within UPS. Matt shares insights on enhancing candidate experience, ethical considerations in AI usage, and valuable leadership lessons learned throughout his career.Takeaways- Matt Lavery's journey at UPS showcases the value of internal mobility.- AI and automation have significantly improved the hiring process at UPS.- Speed and transparency are key factors in candidate experience.- Understanding the problem is crucial before implementing AI solutions.- Leadership involves providing clarity and empowering teams.- UPS hires around 200,000 people annually, especially during peak seasons.- NPS scores indicate high candidate satisfaction with the hiring process.- Internal mobility pathways are essential for employee retention.- Technology can enhance the candidate experience and streamline processes.- Change management requires careful planning and communication. Chapters00:00 Introduction to the POScast and Guest Background01:21 Matt Lavery's Journey at UPS03:58 The Impact of AI and Automation on Hiring10:21 Enhancing Candidate Experience through Technology13:42 Internal Mobility and Career Progression at UPS17:50 Lessons Learned in Implementing AI in Hiring20:30 Leadership Insights and Hiring Myths22:12 Proud Moments and Closing Thoughts    

The suspect in the bombing of a Palm Springs fertility clinic held views that were against human procreation. He likely suffered from “profound psychological distress.” He was the only person killed in the attack.  Five years since the George Floyd protests, has policing changed in Los Angeles? Chief Jim McDonnell sits down for a wide-ranging interview.  Questlove unpacks 50 years of “SNL” music, sharing backstage stories. Rhythm and risk drive his life behind the drums and the lens. 

In this episode of the HR Leaders Podcast, we sit down with Sarnjit Kaur, Chief People Officer International at Cox Automotive Inc., to explore how HR leaders can transform data into board-level ROI.Sarnjit shares how HR teams can elevate people analytics from operational metrics to strategic insights, and how combining empathy with business acumen can unlock real impact.

Chapters 00:00 Welcome to Unleash 202500:58 Exploring the Intersection of People and Technology03:02 Insights on Frontline Workers05:52 Building Trust with Frontline Workers10:01 The Role of AI in Recruitment14:00 C-Suite Perspectives on AI and Talent18:05 Rapid Fire Questions and Key Takeaways 

Jared Dean isn't winging it — he's a master HVAC sales tactician. With over two decades in the industry, Jared has developed a precise, proven process that earns trust, overcomes objections, and closes premium HVAC systems at a staggering $25K average ticket with a 64% closing percentage.  Jared works just three days a week in the field, serves full-time as a pastor, and still sold $3.5 million last year. In this conversation, he opens up his playbook — step by step.  What you'll walk away with: The first 10 minutes that make or break the sale — Jared's subtle script to uncover decision-makers and secure time commitment without pressure. How to “price-condition” like a pro — Set the stage for high-ticket HVAC sales without triggering objections. The four-option close that boosts average ticket and drives confident, fast decisions. How storytelling + strategic vulnerability generate instant trust (and eliminate hard closing). What to say after they say “yes” — Jared's post-sale move that slashes cancellation rates. The 5-minute habit that separates amateurs from elite sales pros — and accelerates long-term mastery.  Jared proves you don't need to work 60-hour weeks or be a natural-born closer to dominate in residential HVAC sales — you need a system, heart, and the discipline to follow through.  Show Notes The Successful Contractor Podcast is a part of the CertainPath family.  CertainPath builds successful home service businesses—and has for 25 years.  We do it by providing contractors with a proven path to success, professional coaching, software solutions, and a member community of 1,200+ strong. Doubling your sales, with a 20% net profit, and an inspiring company culture is ALL possible.  Let us show you the way. With CertainPath, Success is Made Certain. Visit www.mycertainpath.com for more information.   FOLLOW CERTAINPATH: Facebook: https://www.facebook.com/CertainPath Linkedin: https://www.linkedin.com/company/certainpath Instagram: https://www.instagram.com/certainpath/ 

Need financing for your next investment property? Visit: https://www.academyfund.com/ Want to join us in San Antonio, TX on June 11th & 12th? Visit: https://www.10xvets.com/events ____ Jason is the founder of John Galt Services, a Bali-based outsourcing company that connects businesses with high-performing, multilingual talent across Indonesia. With a focus on quality, training, and long-term impact, his team works in person from Bali to deliver reliable, professional support at global standards.  A graduate of the U.S. Naval Academy and former Navy Surface Warfare Officer, Jason has spent over two decades leading product development and building enterprise software systems for startups and major financial institutions. He previously founded a data systems firm that served clients like Invesco and Bridgewater Associates.  Today, he also serves as a lead developer and technical leader at VeteranCrowd. Fluent in Bahasa Indonesia and deeply embedded in the local community, Jason is passionate about creating meaningful opportunities through global collaboration. In this episode of the SABM podcast, Scott chats with Jason about:   The Spark Behind John Galt Services: Bridging global opportunity with untapped talent in Indonesia. What Sets It Apart: High-caliber, multilingual professionals trained and managed locally in Bali. Jason's Path: From Navy officer and software developer to founder building impact abroad. Early Lessons: Navigating a competitive outsourcing market while prioritizing quality and purpose. What's Next: Growing one placement at a time toward full-service managed teams. Timestamps: 00:13 Reflecting on the Past Four Years 00:27 The End of Ring Knocker 01:19 Introducing John Galt Services 02:15 Discovering Indonesian Talent 04:06 The Business Proposition 08:37 The Start of a New Venture 15:45 Recruitment and Skill Matching 17:43 Goals and Future Plans 19:06 Expanding Services and Competitive Landscape 22:43 Journey to Indonesia and Life in Bali 24:52 Creating Opportunities and Making a Difference 26:36 Future Plans and Business Connections 28:03 A Story of Barbecue and Cultural Fusion   Connect with Jason: LinkedIn   If you found value in today's episode, don't keep it to yourself—share it with a colleague or friend who could benefit. And if you're a Service Academy graduate ready to elevate your business, we'd love for you to join our community and get started today.   Make sure you never miss an episode—subscribe now and help support the show: Apple Podcasts Spotify Leave us a 5-star review! A special thank you to Jason for joining me this week. Until next time! -Scott Mackes, USNA '01  

The use of AI in recruitment is on the rise, with almost two thirds of Australian organisations believed to be using the technology in their job hiring processes. There are growing concerns over the risks of discrimination.

Chapters00:00 Introduction to Talent Acquisition and Steve White's Background01:46 Transition from Sports Agent to Talent Acquisition08:40 The Emotional Journey of Leaving Sports Management16:37 Transferable Skills from Sports to Talent Acquisition19:50 Transformative Leadership in Talent Acquisition21:12 Defining and Cultivating Organizational Culture25:20 Strategic Hiring and Interviewing Practices27:52 Metrics in Talent Acquisition: Time to Fill and Cost per Hire28:22 Understanding Time to Hire Metrics30:35 The Importance of Time of Vacancy and Productivity32:03 The Three Rs: Relationships, Results, and Readiness40:02 The Role of AI in Talent Acquisition43:57 Unconventional Hiring Strategies and Career Advice  

There so many ways Christians can serve and live out their vocations. The church also needs professional church workers! In this episode, Rev. Dr. Jim Baneck talks about how youth ministry can encourage young people to consider church work.   Bio: Rev. Dr. Jim Baneck is the executive director of LCMS Pastoral Education. In this role, he encourages the spiritual, character, confessional, physical, emotional and intellectual development of LCMS pastors and other church workers. He and his wife, Myrna, live in St. Louis and are blessed with four grown children and ten grandchildren.    Resources: Find the LCMS Youth Ministry resource website at youthesource.com. Set Apart to Serve: https://www.lcms.org/set-apart-to-serve 

In today's tight labor market, delivering the right talent at speed isn't just an advantage, it's a necessity. On this episode, host Ryan Dull is joined by Tara Darnell, Vice President of Talent Acquisition Strategy and Workforce Planning at Sutter Health. Tara discusses how she led the transformation of a decentralized TA model into a highly efficient, centralized function serving one of the largest healthcare systems in the US. She also offers advice on prioritization and the power of small, consistent improvements in driving long-term impact. Key Takeaways:(02:47) Tara's journey into the recruiting space and her development at Sutter Health.(04:32) Sutter Health's scale and the scope of its TA operations.(06:25) Transitioning from a decentralized to a centralized TA model.(07:08) The rollout of a CRM and enterprise platform to unify recruitment tools.(08:52) The impact of lean project management and data discipline on outcomes.(13:09) Dashboards for workforce planning and TA performance metrics.(15:08) Internal TA dashboard tracks aging, time to fill, and stuck roles.(16:40) “Getting better never stops” drives daily 1% improvements.Resources Mentioned:Tara Darnellhttps://www.linkedin.com/in/taradarnellvpofta/Sutter Healthhttps://www.linkedin.com/company/sutter-health/LinkedIn Enterprise Platformhttps://business.linkedin.com/marketing-solutions/cx/24/01/ads-for-linkedin?mcid=7059959449221828769&src=go-pa&trk=sem-ga_campid.20073717598_asid.147321868543_crid.670678880585_kw.linkedin%20for%20business_d.c_tid.kwd-313105743753_n.g_mt.p_geo.9197977&cid=&gad_source=1&gclid=CjwKCAjw5PK_BhBBEiwAL7GTPRQFZ03lMs2pex5JwHvoFHcMuyvQpe-wvGBdI0hz55-r_NYeaH7JnRoCPBQQAvD_BwE&gclsrc=aw.ds“Atomic Habits”https://jamesclear.com/atomic-habitsThis episode is brought to you by Sagemark HR.Sagemark HR can help you:✔ Improve your talent practices and make better, more informed people decisions.After 20+ years of experience leading Recruiting and Talent Acquisition across a wide variety of industries, I've seen enough hires (over 100,000 to date) to know that hiring decisions truly can make or break an organization.✔ Identify opportunities to not only improve your talent practices, but also delivering tangible business results.We understand every organization is different, and there's no one-size-fits-all magic solution. So we listen first and identify the gaps and sticking points in your current process before ever recommending a solution.✔ Bridge the gap from “traditional” to modern recruiting, without the painful learning curve.We believe recruiting, talent, and HR technology is a deep well of untapped business potential, and our mission is to help you identify and implement those hiring tools in a way that works for you.If you're interested in learning more, you can reach me at:www.sagemarkhr.com✉ ryan.dull@sagemarkhr.com#Talent #Recruiters #Recruiting #HRTech

HIRING MANAGER SELF SERVE - THE PAST AND FUTURE OF RECRUITMENT?   It was also the Past of Recruitment - where hiring managers were doing most of the work in hiring for their teams, everything from putting up adverts in shop windows, handling the first enquiries, reviewing CV's, screening candidates, scheduling interviews, interviewing candidates and then offering / hiring said candidates. Perhaps Personnel got involved in the contracts of employment, but 'recruitment' was once handled entirely by the line.   Could it be that this model returns, as AI improves to such an extent that a centralised TA function may not be the most optimal model?   Lets explore how some companies have shifted from centralised TA to empowering hiring managers to do more of the hiring work   - What conditions best suit centralised vs decentralised TA teams? - Pro's / Cons of decentralised vs centralised - What degree of hiring maturity is required for hiring manager self serve? - Retail franchises are the obvious business type for this model: which others? - How to avoid hiring managers bad practice in hiring? - Bias mitigation - realistic in HM? - How to ensure QoH in decentralised model? - What tools are best suited for this model - How does AI support hiring manager self serve? - What role does a recruiter continue to play in such a set up? - How can a business improve its hiring capability if we go hiring manager self serve? - What are the top things to remember if you are planning to making this shift?   We're with Martin Warren, TA Leader (ex-Grab), Lyndsey Taylor, Head of HR Transformation (Brooks Automation) & friends   We are on Friday 16th May, 2pm BST   Register by clicking the green button and follow the channel here (recommended)         Ep300 is sponsored by our friends at Ashby   Ashby is what an ATS should be: an integration of sourcing automation, AI-supported outreach sequencing, native interview scheduling, a searchable CRM, and advanced analytics – all in one ATS++ system. That means better data, less context switching, and more streamlined workflows. Chosen by over a thousand companies, including Quora, Docker, Ironclad, and Multiverse, Ashby stands out as the top-rated ATS on G2. It is renowned for its real-time and reliable reporting, the ability to centralize the entire hiring process, and unparalleled customer support.   Talent Trends Reports are freely available: Download the latest here

The Cork headquartered Irish multinational professional services company; Org Group has acquired the globally recognised technology recruiting business Venturi. The move further extends Org Group's reach across key European countries including Germany, the UK, and into the United States of America. Org Group employs over 3,000 people in 10 countries worldwide with operating subsidiaries including the global talent services firm Morgan McKinley, business process managed services company Abtran, and the advisory and technology services firm Org Advisory. Org Group specialises in organisational engineering through people, processes and technology. The Group provides clients with a deep understanding of the management, organisational and resourcing requirements that are increasingly being shaped by rapid technological change, shifting market expectations and customer behaviours. This acquisition will specifically complement the capabilities of the Group's Org Advisory and Technology Services teams, specialising in the future of work through digital transformation, workforce technology enablement and organisational design for technology-driven change. Venturi specialises in connecting top-tier talent and skills with innovative companies across key digital disciplines. The company is headquartered in Manchester, UK, with offices in New York, USA and Düsseldorf, Germany and has established itself as a trusted partner for organisations seeking expertise in data and analytics, software engineering, Enterprise Resources Planning (ERP) and Customer Relationship Management (CRM) solutions. Venturi's founder, Brad Lamb and the company's leadership team and people will continue to grow and develop the business within the Org Group. Seb O'Connell, Chief Executive Officer of Org Group said, "We are very happy to welcome all of our colleagues at Venturi to the Org Group. Venturi has a leading presence in key technology sectors including technology consulting, fintech, and e-commerce with long established and high growth clients. This strategic combination of our companies will add further value and scale to our offering and capabilities. Through our investment in Venturi, we are expanding our market presence and opening new avenues for our clients to the essential human capital they rely upon to thrive and succeed in competitive industries around the world." Brad Lamb, Managing Director of Venturi said, "As we join forces with Org Group, we are entering a new chapter of growth and innovation. This partnership represents a powerful alignment of shared values and ambition where we will continue to deliver exceptional talent solutions to our clients worldwide. Together, we are uniquely positioned to unlock new opportunities for talented people and industry-leading clients, creating market impact and value in key technology growth sectors." See more stories here. More about Irish Tech News Irish Tech News are Ireland's No. 1 Online Tech Publication and often Ireland's No.1 Tech Podcast too. You can find hundreds of fantastic previous episodes and subscribe using whatever platform you like via our Anchor.fm page here: https://anchor.fm/irish-tech-news If you'd like to be featured in an upcoming Podcast email us at Simon@IrishTechNews.ie now to discuss. Irish Tech News have a range of services available to help promote your business. Why not drop us a line at Info@IrishTechNews.ie now to find out more about how we can help you reach our audience. You can also find and follow us on Twitter, LinkedIn, Facebook, Instagram, TikTok and Snapchat.

Gerry Hamilton stopped by Fort Myers to catch up with BIG time 2026 DL prospect Kendall Guervil! Kendall talks Texas, his recruitment, what improvements he wants to make in his senior year, official visits and more!  

Welcome to Courage to Advance, hosted by Kim Bohr and brought to you by SparkEffect, in partnership with The Empathy Edge. Tune in to our subseries every 3rd Thursday, right here on The Empathy Edge! Or check us out at www.CourageToAdvancePodcast.com. In today's uncertain job market, what separates endless applications from landing your ideal role? Kim Bohr sits down with Tim Sprangers, CEO of Orin Rice, a Seattle-based sales recruiting firm, to uncover the levers you can control in the process. With over a decade of experience connecting top talent with leading companies, Tim offers practical guidance for navigating what he calls the current "uncertain market," where both employers and candidates hesitate to make moves. This insightful conversation explores how leaders can approach their job search like a sales cycle, effectively pivot between industries or functions, and simplify their value proposition to stand out. Tim shares what recruiters look for in resumes, why networking before you need it pays dividends, and how to determine if a recruiting partner truly adds value. Whether you're hiring talent or seeking new opportunities yourself, discover strategies for gaining a talent advantage even in challenging market conditions. Learn to position yourself effectively, leverage your network strategically, and approach career transitions with confidence. To access the episode transcript, please search for the episode title at www.TheEmpathyEdge.comKey Takeaways:We're in an "uncertain market" where both employers and candidates hesitate to make moves Track your job search like a sales cycle to identify exactly where you're falling short When pivoting careers, focus on either transferable skills or industry knowledge Make your resume content-rich with measurable achievements rather than fancy formatting Network proactively before you need it, and help others without expectation Your questions during interviews often matter more than your answers "If a seven-year-old can't understand what you do, it's overcomplicated." "You can control the input. Sometimes you can't control the output... you've got to control the things that you can, which is your effort and your energy and the time that you're putting into it." — Tim SprangersAbout Tim Sprangers: Tim Sprangers is the CEO of Orin Rice, a Seattle-based sales recruiting firm connecting top professionals with leading Pacific Northwest companies. With over a decade in recruitment, Tim's quality-over-quantity approach ensures employers and candidates find the right fit through understanding each party's needs. Orin Rice donates a portion of profits to nonprofits, including FARE and Treehouse.About SparkEffect:SparkEffect partners with organizations to unlock the full potential of their greatest asset: their people. Through their tailored assessments and expert coaching at every level, SparkEffect helps organizations manage change, sustain growth, and chart a path to a brighter future.Go to sparkeffect.com/edge now and download your complimentary Professional and Organizational Alignment Review today.Connect with Tim Sprangers: Website: https://www.orinrice.com/ LinkedIn: https://www.linkedin.com/in/timsprangers/ Orin Rice Google ReviewsConnect with Kim Bohr and SparkEffectSparkEffect: sparkeffect.comCourage to Advance recording and resources:sparkeffect.com/courage-to-advance-podcastLinkedIn: linkedin.com/company/sparkeffectLinkedIn for Kim Bohr: linkedin.com/in/kimbohr Connect with Maria:Learn more about Maria's work and books: Red-Slice.comHire Maria to speak: Red-Slice.com/Speaker-Maria-RossTake the LinkedIn Learning Course! Leading with EmpathyLinkedIn: Maria RossInstagram: @redslicemariaFacebook: Red SliceThreads: @redslicemariaWe would love to get your thoughts on the show! Please click https://bit.ly/edge-feedback to take this 5-minute survey, thanks!

In this episode of the HR Leaders Podcast, we speak with Andy Biladeau, Chief Transformation Officer at SHRM , about how structured agility is redefining transformation in today's AI-driven workplace. Andy shares how SHRM is building future-proof systems, why the silos between HR, IT, and business are breaking down, and what it takes to lead through constant change without burning people out.

In this episode, Geoff Koboldt delves into the intricacies of job hunting and personal branding in a competitive market. Topics include the significance of positioning oneself beyond just a resume, leveraging AI in both job searches and digital branding, and the importance of building meaningful connections on LinkedIn. Jeff shares insights on crafting eye-catching resumes and LinkedIn profiles, the evolving role of AI in the hiring process, and the importance of networking authentically. Episode Highlights: 02:58 Challenges in the Job Market 05:37 Resume and LinkedIn Profile Tips 18:15 Building Relationships and Setting the Right Vibe 22:24 Networking Mistakes and Best Practices 26:38 AI in Recruitment and Screening Geoff Koboldt is a former Senior Operation’s Executive having held positions (Manager, Director, VP) in a myriad of industries where he has successfully delivered over $25M in lean savings to the bottom line and grew brands $100M+. As a social entrepreneur and COO/President, Geoff built and scaled a multimillion-dollar bamboo company (with multiple brands) before exiting in 2014. In 2021 and 2022, Geoff earned the Phoenix500 award for his impact, having taught 49 classes and impacting 496 students’ lives. Geoff’s most recent venture is Koboldt Consulting, where he provides lean business consulting to companies, and career coaching services (resume writing, LinkedIn optimization, interview prep, career navigation) to individuals. Geoff's website: koboldt.com Connect with Geoff on LinkedIn at: https://www.linkedin.com/in/koboldt/ IT'S TIME TO SHOW UP WITH CONFIDENCE, MAKE AN IMPACT, AND MOVE THE BALL:

In this week's episode of Tiger Talk, join Northeast Mississippi Community College President Dr. Ricky G. Ford and Marketing and Public Relations Specialist Liz Calvery as they delve into everything students, families, and the community need to know about Northeast Mississippi Community College's 2025 Commencement Ceremonies, from ceremony times and parking tips, to special honors, and the atmosphere of celebration that fills campus this time of year. Join Calvery and Ford as they talk about what makes graduation unique, how the college is honoring its graduates, and the many ways Northeast is bringing the community together to recognize student achievement. Plus, stay updated on the latest in athletics, academics, workforce development, and more at one of the nation's premier community colleges. For those who may have missed an episode, all Northeast TigerTalk episodes are archived at https://nemcctigertalk.simplecast.com.--NEMCC--Information about Northeast Mississippi Community CollegeNortheast Mississippi Community College is a leading educational institution that provides comprehensive academic, technical, and workforce training programs to empower students and promote lifelong learning. With a commitment to excellence, Northeast Mississippi Community College fosters a supportive environment that prepares individuals for success in their chosen fields.For more information about Northeast Mississippi Community College, visit http://www.nemcc.edu.

Ever wondered what Formula One racing and career websites have in common? More than you might think, according to Bryan Adams, CEO and founder of Happydance, who recently joined Bill Banham on the HRchat Show to discuss an innovative new campaign that's bringing F1-inspired competition to the talent acquisition space.The "Careers Site Grand Prix" pits career websites against each other, measuring their performance in speed, accessibility, and SEO – creating an F1-style leaderboard complete with weekly podiums and seasonal champions. This timing perfectly aligns with Formula One's 75th anniversary celebrations and the iconic Silverstone Grand Prix.Bryan, a two-time bestselling author with 20 years in employer branding and a past guest on our sister show, the People and Performance Podcast, shared a startling statistic that frames the entire conversation: for every second past three seconds that your career website takes to load, you lose 10% of your audience. "You're not up against other career websites," Adams explains. "You're up against Amazon and Netflix, TikTok and Instagram" – platforms that have dramatically reduced our patience for digital experiences.The parallels between F1 and talent acquisition run deep. Just as racing teams seek marginal gains through precise optimization and teamwork, organizations must optimize their career sites across multiple dimensions – load speed, accessibility, mobile responsiveness, and personalization – to create winning candidate experiences. As more candidates browse and apply for jobs on mobile devices, meeting them where they are becomes increasingly critical.What's refreshing about Bryan's approach is his emphasis that creating high-performing career sites isn't just about having Fortune 100-level resources. It's about getting fundamentals right, measuring what matters, and using data to drive continuous improvement, much like successful F1 teams. When asked which F1 team Happydance resembles, Bryan bypassed the obvious powerhouses to identify with teams that "are constantly punching above their weight, constantly relying on ingenuity, creativity, teamwork, new innovation."Want to see how your organization's career site measures up? Visit gp.happydance.love Support the showFeature Your Brand on the HRchat PodcastThe HRchat show has had 100,000s of downloads and is frequently listed as one of the most popular global podcasts for HR pros, Talent execs and leaders. It is ranked in the top ten in the world based on traffic, social media followers, domain authority & freshness. The podcast is also ranked as the Best Canadian HR Podcast by FeedSpot and one of the top 10% most popular shows by Listen Score. Want to share the story of how your business is helping to shape the world of work? We offer sponsored episodes, audio adverts, email campaigns, and a host of other options. Check out packages here. Follow us on LinkedIn Subscribe to our newsletter Check out our in-person events

In this episode of the Inner Edison Podcast, host Ed Parcaut sits down with Simon Phillips, a New Zealand-based entrepreneur with a remarkable journey through the highs and lows of building e-commerce brands and agencies. Simon opens up about launching his first successful brand at 19, scaling it to seven figures, and then losing it all—only to bounce back with a new agency and, ultimately, a powerful accelerator program for e-commerce businesses. Through candid discussions, Simon shares hard-earned insights on what it really takes to build, lose, and rebuild both business and self-belief. The conversation covers the pitfalls of working with agencies, the shift to training internal teams, the power of niching down for business growth, and the crucial balance between personal development and professional success. You'll also hear their thoughts on leveraging AI, building community, and why focusing on your core customer is more important than ever. Whether you're an entrepreneur, marketer, or anyone seeking inspiration through adversity, Simon's story and Ed's wisdom will leave you with valuable takeaways on resilience, reinvention, and the importance of both inner and outer work in business. Learn more about Simon Phillips at E-commerce Accelerator. Tune in, get inspired, and discover why your greatest confidence often comes from your greatest defeats.  **Contact Ed Parcaut:** -

In this episode of the HR Leaders Podcast, we speak with Mike James Ross, author of the book Intention: The Surprising Psychology of High Performers, about why intention-driven leadership is the secret to creating high-performing teams and meaningful employee engagement. Mike reveals how organizations often misunderstand high performance, how AI will transform HR, and why leaders must empower people to embrace risk and innovation.

Send us a textIn this episode, I am joined by Kristi Olsen, Founder & Chief Strategy Officer at Beginly Health, an innovative new digital platform for physician recruitment. Kristi has a wealth of knowledge in the physician recruitment space, having successfully recruited hundreds of physicians for a regional health system for the first many years of her career. This episode is critical, as recruitment is one of the things we hear repeatedly from administrators, physician owners and CEO's as a pain point. Kristi and I discuss the use of technology in recruitment, the demographics and communication styles of the generation of physicians coming out of residency now, and how medical groups can position themselves to be successful with recruiting and retaining high quality physicians. Kristi's company, Beginly Health is here: https://beginlyhealth.com/employers and you can reach Kristi at: kristi@beginlyhealth.com.Please Follow or Subscribe to get new episodes delivered to you as soon as they drop! Visit Jill's company, Health e Practices' website: https://healtheps.com/ Subscribe to our newsletter, Health e Connections: http://21978609.hs-sites.com/newletter-subscriber Want more content? Find sample job descriptions, financial tools, templates and much more: www.MedicalMoneyMattersPodcast.com  Purchase your copy of Jill's book here: Physician Heal Thy Financial Self Join our Medical Money Matters Facebook Group here: https://www.facebook.com/groups/3834886643404507/ Original Musical Score by: Craig Addy at https://www.underthepiano.ca/ Visit Craig's website to book your Once in a Lifetime music experience Podcast coaching and development by: Jennifer Furlong, CEO, Communication Twenty-Four Seven https://www.communicationtwentyfourseven.com/

"What is something you prepared for today that I didn't ask you about, that you would like to share with me?" — Kendall Hagensen (sharing her favorite interview question)In this timely episode, Anna and Kendall tackle the reality of spring transitions in wellness clinics, sharing practical strategies for navigating the inevitable waves of staff changes. With multiple team members leaving and new hires coming in, both hosts offer candid insights about recruitment challenges in today's competitive market.Kendall reveals the overwhelming response to their administrative assistant opening—50 applications in less than a week, many from overqualified candidates transitioning from tech and other industries. This shift in the job market has created new challenges and opportunities for small business owners seeking the right cultural fit."There's one little thing on the resume that is kind of a turn off to you, and you just have to hit disqualify," Kendall shares honestly about the process of elimination when faced with numerous qualified candidates.The hosts emphasize the importance of candidates showing genuine interest in the specific practice, not just any job. They discuss essential hiring criteria, including the expectation that candidates come prepared with questions and demonstrate knowledge of the company.Both leaders share valuable hiring benchmarks—Anna's front desk has been with them for nine years, while Kendall typically aims for two to three years in administrative roles. The conversation includes practical tips about compensation transparency, clear job descriptions, and the importance of having structured interview processes. They also touch on celebrating Administrative Professionals Day and maintaining team morale during transitions.Get all the links, resources and show notes here: https://wellnesscentercreators.comSponsored by Jane App, Jane offers online booking, charting, scheduling, secure video and invoicing on one secure, beautifully designed system: https://jane.app/ Use code wellness1mo for a one-month grace period on your new Jane account.

In this heartfelt and deeply inspiring episode, Sophie Vo sits down with Subina Kiani, founder of the global recruitment company Eleven Eleven, to unpack the story behind building a people-first business from the ground up — starting from personal rock bottom.Subina shares her journey of rebuilding her life as a single mother, finding meaning in synchronicities like Eleven Eleven, and challenging the transactional nature of traditional recruitment.We cover in this episode:*

RECRUITING REIMAGINED IN THE AI ERA   Friends, we have a special Brainfood Live to kick off the week! Continuing our series of profiling innovative AI solutions in the recruitment space, we have none other than Hari Srinivasan, VP of Product at LinkedIn, joining the show on May 12th to talk about LinkedIn's AI hiring tools for recruiters!   Including LinkedIn's first generative AI hiring experience, Recruiter, and the launch of its first AI agent, Hiring Assistant.   Hear directly from Hari about how LinkedIn is reimagining candidate search and hiring with AI, early feedback on the hiring tools, and why this new tech will help usher a new era of recruiting—that will help recruiters focus on their most impactful work   Register have clicking on the green button and the channel here (recommended) for future updates.

On this episode of Chicks on the Right, we're hanging out with Newsmax's Carl Higbie—former Navy SEAL and all-around straight shooter. He shares how he knew he wanted to be a SEAL as a kid, what it was really like in the military, and how the red tape and politics eventually pushed him into media.We dig into the challenges facing military recruitment, the growing influence of woke politics in the ranks, and what inspired Carl to write not just one, but FIVE books. The conversation also covers how gender identity debates intersect with national defense, the role Pete Hegseth and recent Supreme Court rulings might play, the cultural pushback against traditional masculinity, and the buzz around a potential Trump military parade.

Emma Wilson, fire-fighter and advanced paramedic with Dublin Fire Brigade, discusses their new recruitment campaign to try and attract a greater diversity of people to the service.

In this episode of the HR Leaders Podcast, we sit down with Stephanie Werner-Dietz, Executive Vice President, Human Resources of ArcelorMittal, to explore how HR leaders can deeply connect with the business and drive people strategies that truly make an impact. Stephanie shares her experience moving from the tech sector into manufacturing, the power of immersing yourself in the frontline, and how building trust and credibility transforms HR's role in the business.

In this episode of the Pacey Performance Podcast, Rob interviews David Clancy, who shares insights into the recruitment landscape within high-performance sports. David discusses his background in sports medicine and physiotherapy, his role at Next Level Group, and the intricacies of building relationships in recruitment. He elaborates on the recruitment process, the importance of understanding client needs, and the significance of ongoing support for placed candidates. The conversation also touches on the evolving expectations around education in the field and how candidates can stand out in a competitive job market. In this conversation, David Clancy discusses the importance of defining one's unique proposition in career development, the value of accreditations, essential character traits for success in high-pressure environments, the role of references in recruitment, and the evolving landscape of salary expectations in performance roles. Clancy emphasizes the need for professionals to articulate their unique contributions and to be aware of industry standards regarding qualifications and compensation. Main talking points: The recruitment landscape in high-performance sports is competitive and relationship-driven. The recruitment process involves co-creating job specifications with clients. Post-placement support is important for ensuring candidate success. Standing out in a competitive job market requires more than just education. Understanding your unique proposition is crucial for career advancement. Accreditations are essential, especially early in your career. Professionals should actively seek to understand their market value.

AI is no longer just a buzzword—it's a full-blown business stack. I walk through how AI stacks and agents are transforming everything from recruitment and M&A to content creation and coding. These tools aren't just helping—they're slashing time and costs across the board. If you're not building with AI, you're getting left behind. Timecodes⏰ (00:00) Transforming Business with AI (02:52) The Power of AI Stacks (05:58) AI Agents in Recruitment (08:51) AI in Mergers and Acquisitions (11:51) Leveraging AI for Marketing and Content Creation (14:07) AI Coding and Prototyping Tools How to Connect: IG: / ericosiu X: / ericosiu

On the Wednesday, May 7 edition of Georgia Today: Congresswoman Marjorie Taylor Greene remains noncommittal to a U.S. Senate run; a law designed to recruit teachers doesn't pan out; and the new Chair of the Georgia Democratic Party says health care will be a fundamental issue for his party going forward.

Jeff Howe, Gerry Hamilton and CJ Vogel break down commitments that almost happened, where Texas stands in Derrek Cooper's recruitment and more!  

New cutting-edge tools available today are reshaping how organizations attract and retain top talent. Lori Kleiman, managing director of the HR solutions platform HR Topics, dives into how automation, AI, and data analytics are reshaping hiring processes, from screening to onboarding. Discover strategies for balancing technology with a personal touch, building inclusive practices, and keeping candidates engaged.Resources from this Week's Episode: SHRM Conferences and Events: https://www.shrm.org/events-education/eventsSubscribe to the All Things Work newsletter to get the latest episodes, expert insights, and additional resources delivered straight to your inbox: https://shrm.co/fg444d  ---Explore SHRM's all-new flagships. Content curated by experts. Created for you weekly. Each content journey features engaging podcasts, video, articles, and groundbreaking newsletters tailored to meet your unique needs in your organization and career. Learn More: https://shrm.co/coy63r

In this episode of the HR Leaders Podcast, we sit down with Ciprian Arhire, Global Head of People Programmes and Analytics at Entain, to explore how HR leaders can balance AI, data, and human connection in the age of digital transformation.Ciprian shares insights on simplifying HR tech stacks, building trust in AI adoption, and creating agile strategies that future-proof HR. He also shares why upskilling HR teams in data literacy and storytelling is critical for success.

Connecting the dots between medical training and physician recruitment can significantly improve healthcare outcomes.  In this episode, Dr. Jason Reminick, CEO and Founder of Thalamus, shares how his company is transforming graduate medical education and physician recruitment with its innovative software. Drawing from personal experience, he explains how Thalamus streamlines residency and fellowship interviews by integrating with existing application services and offering real-time scheduling. He discusses the significant challenges healthcare systems face in physician recruitment and how Thalamus uses its extensive data to predict workforce trends and match doctors with hospitals that align with their goals. Dr. Reminick also highlights the impact of recent Series B funding on expanding Thalamus into broader physician recruitment and touches on medical students' motivations for becoming doctors. Tune in and learn how Thalamus is leveraging data and technology to build a more efficient and effective physician workforce! Resources: Connect with and follow Jason Reminick on LinkedIn. Learn more about Thalamus on their LinkedIn and website.

Jeff Howe and CJ Vogel break down standout players at Weiss, if Oklahoma will be a big factor in Tre Moore's recruitment, if OL prospects noticing Texas' NFL Draft success and more!  

In this conversation, Mike Barnhart, COO and CFO of Eco Plumbers, discusses the essential role of hope in leadership, financial growth strategies, and the importance of curiosity in business. The discussion also covers customer retention through membership models, the importance of incentive plans, and effective budgeting practices. Additionally, Tommy and Mike delve into team development, the use of technology for efficiency, and managing expenses for profitability. The conversation also highlights the role of technology in improving sales processes and the necessity of effective recruitment and training to build a strong workforce.    Don't forget to register for Tommy's event, Freedom 2025! This is the event where Tommy's billion-dollar network will break down exactly how to accelerate your business and dominate your market in 2025.   For more details visit freedomevent.com   00:00 The Role of Hope in Leadership 01:43 Introduction to Mike Barnhart and Eco Plumbers 02:11 Financial Growth and Strategic Planning 03:00 Greenfield vs. M&A Strategies 06:55 The Importance of Curiosity in Business 08:41 Leveraging AI for Financial Insights 10:54 Rebranding and Expanding Services 12:20 Marketing Strategies and Storytelling 15:13 Navigating Economic Challenges 16:40 Membership Models and Customer Retention 19:51 Incentive Plans and Employee Engagement 20:57 Key Performance Indicators in Business 23:06 Budgeting and Financial Planning 26:10 Top Grading and Team Development 28:55 Utilizing Technology for Efficiency 30:43 Revenue per Employee and Operational Efficiency 32:42 Managing Expenses and Profitability 36:13 Navigating Pricing Strategies for Profitability 39:20 The Importance of Reviews and Conversion Rates 41:20 Sales Techniques and Customer Engagement 46:09 Leveraging Technology for Improved Sales 51:05 Recruitment and Training for Success 55:07 Building Relationships and Networking 01:00:59 Work-Life Balance and Purpose in Business  

It is the most important decision a manager can make. How do you increase your chances of hiring the right people? Tracey Franklin, Moderna's human-resources chief, tells Andrew Palmer how the company scaled up at speed during the pandemic. Andrew learns what not to do when taking psychometric recruitment tests and a headhunter from Russell Reynolds reveals the secrets to a successful CEO search.Boss Class season one is free for a limited time. Season two will appear weekly starting May 12th. To hear new episodes, subscribe to Economist Podcasts+. https://subscribenow.economist.com/podcasts-plusIf you're already a subscriber to The Economist, you have full access to all our shows as part of your subscription. For more information about how to access Economist Podcasts+, please visit our FAQs page or watch our video explaining how to link your account. Hosted on Acast. See acast.com/privacy for more information.

Hegseth continues to take heat— even as military recruitment numbers rise, the Trump Administration targets synthetic food dyes, and Trump backs up on tariffs and attacks on the Fed. Get the facts first with Morning Wire.Identity Guard: Get a 30 day free trial AND 60% off when you go to https://IdentityGuard.com/wire.Beam: Head to https://shopbeam.com/WIRE and use code WIRE at checkout for up to 40% off.