Podcasts about strategic advisory services

In this episode of The Purposeful Banker, Dallas Wells welcomes Hunter Moses, head of Q2's Strategic Advisory Services team, to discuss how segmentation and personalization can make a big difference in attracting and keeping small and medium-size business accounts.

Corey Kupfer: DealQuest: Podcast: Blog & Social Media Blurb: Episode 299 (Solocast 67) Celebrating Milestones: Reflecting on DealQuest's Journey to the Top 1% In this celebratory solocast of the DealQuest Podcast, I take a moment to reflect on the incredible journey we've embarked on together. As we approach the 300th episode, marking nearly six years of insightful conversations and invaluable lessons, I want to extend my deepest gratitude to you, our listeners, and contributors.This episode is a heartfelt thank you to each one of you who has been part of our growth from a modest beginning to over 35,000 monthly listens, placing us in the top 1% on Listen Notes. Kupfer PLLC: A Firm Built on Expertise and Niche Marketing: In this episode, I share the evolution of my firm, Kupfer PLLC, previously known as Kupfer & Associates, PLLC, and how we rebranded following the addition of my partner, Brian Megan. With offices in New York and Denver, our firm specializes in deals and corporate work, including: Mergers & Acquisitions (M&A), Joint Ventures, Contractual and Strategic Advisory Services. We cater to a diverse range of clients, from entrepreneurs to large corporations, focusing on niche marketing to build a strong reputation in the industry. Expertise in Deals and Corporate Services: Our firm's extensive experience in corporate services encompasses entity formation, operating agreements, and employment agreements. We also handle ancillary business needs such as leasing, trademark work, and sophisticated tax services. We emphasize our expertise without generalizing, ensuring our marketing strategy remains focused and our reputation robust.Niche Expertise in RIA Space:I elaborate on our niche expertise in the registered investment advisor (RIA) space, where we assist breakaway brokers from major financial institutions in setting up their own independent advisory firms. This includes corporate structuring, contract work, and M&A, distinguishing us from typical regulatory compliance firms. Our unique approach and deep understanding of the RIA sector make us a leading firm in this rapidly growing industry.Speaking, Training, and Consulting:I also share insights into my speaking, training, and consulting company. I offer workshops on negotiating and deal-making, referencing my book, "Authentic Negotiating." Emphasizing the importance of providing value through content rather than self-promotion, I take this opportunity to inform new listeners about our firm's capabilities. Our training sessions are designed to equip entrepreneurs and business leaders with the skills needed to navigate complex negotiations and achieve successful outcomes.Global Reach and Tax Capabilities:Our extensive network of attorneys and strong tax capabilities, both domestic and international, allow us to assist U.S. clients with foreign relationships and foreign companies operating in the U.S. This global reach enhances our ability to provide comprehensive services to our clients.Looking Ahead:I reaffirm my commitment to continue the podcast, aiming for many more episodes beyond the upcoming 300th milestone. Thank you to everyone who has supported us, and I look forward to bringing you more valuable content.Join us in this special solocast as we celebrate the milestones of DealQuest and look forward to the future with excitement and anticipation. Whether you're a long-time listener or just joining us, this episode is a testament to the power of community and the impact of shared knowledge.Tune in to Episode 299 - Solocast 67 to join the celebration and be part of our journey towards even greater heights.• • •For a comprehensive exploration of our services and niche expertise:Listen to the Full DealQuest Podcast Episode Here: https://www.coreykupfer.com/podcasts/dealquest-podcast-with-corey-kupfer • • •FOR MORE ON COREY KUPFER:[Corey Kupfer's LinkedIn](https://www.linkedin.com/in/coreykupfer/)[Corey Kupfer's Website](http://coreykupfer.com/) Corey Kupfer is an expert strategist, negotiator, and dealmaker. He has more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author, and professional speaker. He is deeply passionate about deal-driven growth. He is also the creator and host of the DealQuest Podcast.Get deal-ready with the DealQuest Podcast with Corey Kupfer, where like-minded entrepreneurs and business leaders converge, share insights and challenges, and success stories. Equip yourself with the tools, resources, and support necessary to navigate the complex yet rewarding world of dealmaking. Dive into the world of deal-driven growth today!

In this episode of The Purposeful Banker, Q2's Steve Collum, senior manager, Strategic Advisory Services, digs in with Jim Young about Basel III and the ripple effects the changing regulatory landscape may have on the banking industry.

In today's episode, I chat with Susan Hanold, HR HCM Strategy Executive, Speaker and Board Director, Formerly Vice President, Strategic Advisory Services, encompassing the organization's talent, DEI and M&A practices for ADP, a Human Capital Management technology organization. Susa helped ADP establish their first Human Capital Management Consulting practice, working with executives at the likes of Chevron, Oracle, Cisco, Starbucks, Microsoft and Amazon on myriad transformational initiatives. And with her broad view of the market, we discussed the current state of the talent economy, and how organizations are responding to meet the challenge.We later transitioned to a discussion regarding HR technologies, referencing Susan's recent article in HR Professional Magazine: “Navigating a Crowded HR Technology Market”, sharing her tips on how to navigate the intricate HR Technology terrain.It was far-reaching conversation that covered a number of topics relevant to today's leaders. And I hope you enjoy our conversation as much as I did recording it. Susan Hanold Susan Hanold is one of the Top Women in HR Technology, Founder of Plan Z Solutions, and a renowned talent strategist!Susan made the leap from HCM Sales executive to Industry Thought Leader, and since 2004, Plan Z Solutions has been a trusted partner, providing invaluable technology and leadership development advice to clients in their HR strategy initiatives. Known as the Talent Doctor, Susan is an exceptional resource for anyone looking to enhance their teams and engagement strategies.Susan Hanold serves as Vice President for Strategic Advisory Services and is responsible for working with clients to provide strategy, consultation and practical talent management solutions to help drive organizational change. She is a successful change leader with global experience in both the design and implementation of talent initiatives.Susan Hanold has more than 20 years of results based leadership experience as an executive coach and organization development expert working with corporations to help them develop their talent strategy. She is a frequent speaker at industry conferences and events.Susan Hanold is a graduate of Texas Tech University and holds a Bachelor of Science in Education. She also holds a Master of Science degree and Doctor of Philosophy in Leadership Development with a minor in Industrial Engineering from Texas A&M University. Susan HanoldPlan Z Solutions Thinking Inside the BoxConstraints drive innovation. We tackle the most complex issues related to work & culture. And if you enjoy the work we're doing here, consider giving us a 5-star rating, leaving a comment & subscribing. It ensures you get updated whenever we release new content & really helps amplify our message.LinkedInWebsiteApple PodcastsGoogle PodcastsSpotifyStitcherPocket CastMatt BurnsMatt Burns is an award-winning executive, social entrepreneur and speaker. He believes in the power of community, simplicity & technology.LinkedInTwitter

Rob is the Head of Strategic Advisory Services at Fundhouse. He and Louis chat about lifestyle financial planning, the role of an advisor in the balance between life and finance, and how this balance is even more vital in a time of AI and "cyborg" advisors. Rob Macdonald LinkedIn: https://www.linkedin.com/in/rob-macdonald-9384b3168/ Fundhouse Website: http://www.fundhouse.co.za/ Commspace: To see what the leading financial adviser revenue management solution can do for you, book a demo https://www.commspace.co.za/ Join the Ensombl platform: App Store: http://co.xyadviser.com/xyistore Google Play: http://co.xyadviser.com/xygplay Desktop: https://www.ensombl.com/ General Disclaimer – https://www.xyadviser.com/disclaimer/

The recently signed infrastructure law continues the United States' over-reliance on the most dangerous way to travel: driving a vehicle. Did Congress make sufficient safety improvements to decrease the dangers posed by driving in the United States? This episode will examine all vehicle-related safety provisions to help you weigh your own transportation options. Please Support Congressional Dish – Quick Links Contribute monthly or a lump sum via PayPal Support Congressional Dish via Patreon (donations per episode) Send Zelle payments to: Donation@congressionaldish.com Send Venmo payments to: @Jennifer-Briney Send Cash App payments to: $CongressionalDish or Donation@congressionaldish.com Use your bank's online bill pay function to mail contributions to: 5753 Hwy 85 North, Number 4576, Crestview, FL 32536. Please make checks payable to Congressional Dish Thank you for supporting truly independent media! View the Show Notes on our Website at https://congressionaldish.com/cd251-bif-driving-dangers-sustained/ Background Sources Recommended Congressional Dish Episodes CD246: BIF: Appalachian Chemical Storage CD247: BIF: The Growth of US Railroads CD240: BIF: The Infrastructure BILL CD021: Trailblazer vs. ThinThread Why You Should Be Afraid of Cars “Number of worldwide air traffic fatalities from 2006 to 2021.” Apr 12, 2022. Statista. National Highway Traffic Safety Administration. Mar 2022. “Overview of Motor Vehicle Crashes in 2020.” U.S. Department of Transportation. “Number of deaths / injuries directly linked to boating accidents in the U.S. from 2002 to 2020.” Jun 2021. Statista. Injury Facts. “Railroad Deaths and Injuries.” National Safety Council. Jon Ziomek. Sept 28, 2020. “Disaster on Tenerife: History's Worst Airline Accident.” Historynet. National Highway Traffic Safety Administration. “Distracted Driving.” U.S. Department of Transportation. Problems the Law Does (and Does Not) Address Jake Blumgart. Nov 15, 2021. “The Infrastructure Bill May Not Be So Historic After All.” Governing. Self Driving Cars Neal E. Boudette. May 3, 2022. “Paying customers could hail driverless taxis in San Francisco later this year.” San Francisco Examiner. Natasha Yee. Apr 1, 2022. “Waymo Bringing Driverless Vehicles to Downtown Phoenix ... Soon.” Phoenix New Times. “24 Self-Driving Car Statistics & Facts.” Feb 20, 2022. Carsurance. Neal E. Boudette. Jul 5, 2021. “Tesla Says Autopilot Makes Its Cars Safer. Crash Victims Say It Kills.” The New York Times. Clifford Law Offices PC. May 5, 2021. “The Dangers of Driverless Cars.” The National Law Review. Katie Shepherd and Faiz Siddiqui. Apr. 19, 2021. “A driverless Tesla crashed and burned for four hours, police said, killing two passengers in Texas.” The Washington Post. Riley Beggin. Jan 15, 2021. “Self-Driving Vehicles Allowed to Skip Some Crash Safety Rules.” Government Technology. Faiz Siddiqui. Oct 22, 2020. “Tesla is putting ‘self-driving' in the hands of drivers amid criticism the tech is not ready.” The Washington Post. Niraj Chokshi. Feb 25, 2020. “Tesla Autopilot System Found Probably at Fault in 2018 Crash.” The New York Times. Michael Laris. Feb 11, 2020. “Tesla running on ‘Autopilot' repeatedly veered toward the spot where Apple engineer later crashed and died, federal investigators say.” The Washington Post. Alex Davies. May 16, 2019. “Tesla's Latest Autopilot Death Looks Just Like a Prior Crash.” Wired. Neal E. Boudette and Bill Vlasic. Sept 12, 2017. “Tesla Self-Driving System Faulted by Safety Agency in Crash.” The New York Times. Rachel Abrams and Annalyn Kurtz. Jul 1, 2016. “Joshua Brown, Who Died in Self-Driving Accident, Tested Limits of His Tesla.” The New York Times. Alcohol Detection Systems Isaac Serna-Diez. Nov 23, 2021. “Alcohol Detection Systems Will Now Be Mandatory In All New Cars To Prevent Drunk Driving. YourTango. Keyless Entry Carbon Monoxide Deaths “Toyota Introduces Automatic Engine Shut Off to Prevent Carbon Monoxide Deaths.” Jun 20, 2019. Kelley Uustal Trial Attorneys. “Toyota Has the Most Keyless Ignition Related Deaths, But Takes no Action.” Jun 7, 2019. KidsAndCars.org. Kids Left in Cars Morgan Hines. Aug 2, 2019. “There's science behind why parents leave kids in hot cars.” USA Today. Scottie Andrew and AJ Willingham. July 30, 2019. “More than 38 kids die in hot cars every year, and July is the deadliest month.” CNN. John Bacon. Jul 28, 2019. “'He will never forgive himself': Wife defends husband in devastating hot car deaths of twins.” USA Today. Eric Stafford. May 6, 2019. [“Children Can Die When Left in the Back Seat on a Warm Day—and 800 Already Have. “Children Can Die When Left in the Back Seat on a Warm Day—and 800 Already Have.” Car and Driver. National Highway Traffic Safety Administration. “Child Heatstroke Prevention: Prevent Hot Car Deaths.” U.S. Department of Transportation. Motorcycle Helmets “Motorcycle helmet use laws by state.” May 2022. Insurance Institute for Highway Safety. “Facts + Statistics: Motorcycle crashes.” Insurance Information Institute. Adam E. M. Eltorai et. al. March 16, 2016. “Federally mandating motorcycle helmets in the United States.” BMC Public Health. Truck Safety “How Many Miles Do Semi Trucks Last?” Rechtien. Non-motorist Safety “Pedestrian Traffic Fatalities by State: 2020 Preliminary Data.” Governors Highway Safety Association. “Pedestrian Traffic Fatalities by State: 2020 Preliminary Data.” [Full Report] March 2021. Governors Highway Safety Association. John Wenzel. Jan 6, 2020. “Bollard Installation Cost.” Saint Paul Sign & Bollard. Richard Peace. Feb 20, 2019. “Why You Don't Want a Superfast Electric Bicycle.” Electric Bike Report. 911 System Upgrades Mark L. Goldstein. January 2018. “Next Generation 911: National 911 Program Could Strengthen Efforts to Assist States” [GAO-18-252]. Government Accountability Office. National 911 Program. December 2016. “2016 National 911 Progress Report.” U.S. Department of Transportation. CD021: Trailblazer vs. ThinThread Followup “Michael Hayden, Principal, Strategic Advisory Services.” The Chertoff Group. “Board of Directors.” Atlantic Council. Tim Shorrock. Apr 15 2013. “Obama's Crackdown on Whistleblowers.” The Nation. The Law H.R.3684 - Infrastructure Investment and Jobs Act Senate Version Law Outline DIVISION A: SURFACE TRANSPORTATION TITLE I - FEDERAL-AID HIGHWAYS Subtitle A - Authorizations and Programs Sec. 11101: Authorization of Appropriations Authorizes appropriations for Federal-Aid for highways at between $52 billion and $56 billion per year through fiscal year 2026 (over $273 billion total). Authorizes $300 million for "charging and fueling infrastructure grants" for 2022, which increases by $100 million per year (maxing out at $700 million in 2026) Authorizes between $25 million and $30 million per year for "community resilience and evacuation route grants" on top of equal amounts for "at risk coastal infrastructure grants" Authorizes a total of $6.53 billion (from two funds) for the bridge investment program Sec. 11102: Obligation Ceiling Caps the annual total funding from all laws (with many exceptions) that can be spent on Federal highway programs. Total through 2026: $300.3 billion Sec. 11111: Highway Safety Improvement Program Adds protected bike lanes to the list of projects allowed to be funded by the highway safety improvement project Adds "vulnerable road users" (non-motorists) to the list of people who must be protected by highway safety improvement projects If 15% or more of a state's annual crash fatalities are made up of non-motorists, that state will be required to spend at least 15% of its highway safety improvement project money on projects designed to improve safety for non-motorists. Each state, by the end of 2023, will have to complete a vulnerable road user safety assessment that includes specific information about each non-motorist fatality and serious injury in the last five years, identifies high-risk locations, and identifies possible projects and strategies for improving safety for non-motorists in those locations. Sec. 11119: Safe Routes to School Creates a new program to improve the ability of children to walk and ride their bikes to school by funding projects including sidewalk improvements, speed reduction improvements, crosswalk improvements, bike parking, and traffic diversions away from schools. Up to 30% of the money can be used for public awareness campaigns, media relations, education, and staffing. No additional funding is provided. It will be funded with existing funds for "administrative expenses". Each state will get a minimum of $1 million. Non-profit organizations are eligible, along with local governments, to receive and spend the funding. Non-profits are the only entities eligible to receive money for educational programs about safe routes to school. Sec. 11130: Public Transportation Allows the Transportation Secretary to allocate funds for dedicated bus lanes Sec. 11133: Bicycle Transportation and Pedestrian Walkways Adds "shared micromobility" projects (like bike shares) to the list of projects that can be funded as a highway project Electric bike-share bikes must stop assisting the rider at a maximum of 28 mph to be classified as an "electric bicycle" Subtitle B - Planning and Performance Sec. 11206: Increasing Safe and Accessible Transportation Options. Requires each state, in return for funding, to carry out 1 or more project to increase accessible for multiple travel modes. The projects can be... The enactment of "complete streets standards" (which ensure the safe and adequate accommodation of all users of the transportation system) Connections of bikeways, pedestrian walkways, and public transportation to community centers and neighborhoods Increasing public transportation ridership Improving safety of bike riders and pedestrians Intercity passenger rail There's a way for State's to get this requirement waived if they already have Complete Streets standards in place Subtitle D - Climate Change Sec. 11404: Congestion Relief Program Creates a grant program, funded at a minimum of $10 million per grant, for projects aimed at reducing highway congestion. Eligible projects include congestion management systems, fees for entering cities, deployment of toll lanes, parking fees, and congestion pricing, operating commuter buses and vans, and carpool encouragement programs. Buses, transit, and paratransit vehicles "shall" be allowed to use toll lanes "at a discount rate or without charge" Subtitle E - Miscellaneous Sec. 11502: Stopping Threats on Pedestrians By the end of 2022, the Secretary of Transportation needs to create a competitive grant pilot program to fund "bollard installation projects", which are projects that raise concrete or metal posts on a sidewalk next to a road that are designed to slow or stop a motor vehicle. The grants will pay for 100% of the project costs Appropriates only $5 million per year through 2026 Sec. 11504: Study of Impacts on Roads from Self-driving Vehicles By early 2023, the Transportation Department has to conduct a study on the existing and future effects of self-driving cars on infrastructure, mobility, the environment, and safety. Sec. 11529: Active Transportation Infrastructure Investment Program Creates a grant program authorized for $1 billion total that will fund walking and biking infrastructure projects that each cost $15 million or more and connect communities to each other, including communities in different states, and to connect to public transportation. The Federal government will pay for 80% of the project costs, except in communities with a poverty rate over 40% (the Federal government will pay 100% of the project costs in impoverished communities). TITLE III - MOTOR CARRIER SAFETY Sec. 23010: Automatic Emergency Braking: Automatic Emergency Braking A Federal regulation will be created by November 2023 which will require new commercial vehicles to be equipped with automatic braking systems and there will be performance standards for those braking systems. Sec. 23022: Apprenticeship Pilot Program Creates a three year pilot program, capped at 3,000 participants at a time, for people under 21 to be trained by people over the age of 26 to become commercial truck drivers. Drivers under the age of 21 are not allowed to transport any passengers or hazardous cargo Sec. 23023: Limousine Compliance With Federal Safety Standards A Federal regulation will be created by November 2023 requiring that limousines have a seat belts at every seating position, including side facing seats. TITLE IV - HIGHWAY AND MOTOR VEHICLE SAFETY Subtitle A - Highway Traffic Safety Sec. 24102: Highway Safety Programs Prohibit the Federal Government from withholding highway safety money to the states that refuse to require helmets for motorcycle drivers or passengers who are over the age of 18. Sec. 24103: Highway Safety Research and Development Creates a grant program (by November 2023) that will fund states that want to create a process for notifying vehicle owners about any open recalls on their cars when they register their cars with the DMV. The state receiving the money is only required to provide the notifications for two years and participation in general is voluntary. Creates financial incentives for states to create laws that prohibit drivers from holding "a personal wireless communications device" while driving, has fines for breaking that law, and has no exemptions for texting when stopped in traffic. There are exceptions for using a cell phone for navigation in a "hands-free manner" Creates financial incentives for states to create laws that require curriculum in driver's education courses to include information about law enforcement procedures during traffic stops and the rights and responsibilities of the drivers when being stopped. The states would also have to have training programs for the officers for implementing the procedures that would be explained to drivers. Sec. 24113: Implementation of GAO Recommendations Requires the Secretary of Transportation to implement all of the national-level recommendations outlined in a 2018 GAO report by the end of November 2022. Subtitle B - Vehicle Safety Sec. 24201: Authorization of Appropriations Authorizes a little over $1 billion total for vehicle safety programs from 2022 through 2026 Sec. 24205: Automatic Shutoff By November 2023, the Transportation Department will have to issue a regulation requiring fossil fuel powered vehicles with keyless ignitions to have an automatic shutoff system to prevent carbon monoxide poisoning. The amount of time that must trigger the shut off will be determined by the regulators. If the regulation is issued on time, this would go into effect most likely on September 1, 2024. Sec. 24208: Crash Avoidance Technology The Secretary of Transportation must issue a regulation establishing minimum standards for crash avoidance technology that must be included in all vehicles sold in the United States starting on a date that will be chosen by the Secretary of Transportation. The technology must alert the driver of an imminent crash and apply the breaks automatically if the driver doesn't do so. The technology must include a land departure system that warns the driver that they are not in their lane and correct the course of travel if the driver doesn't do so. Sec. 24215: Emergency Medical Services and 9-1-1 Repeals the part of the law that required the Transportation Department to publish criteria that established timelines and performance requirements for anyone who got a grant to implement the Next Generation 9-1-1 project. Sec. 24220: Advanced Impaired Driving Technology By November 2024, the Secretary of Transportation will have to finish a regulation that requires passenger motor vehicles to be standard equipped with "advanced and impaired driving prevention technology" The technology must be able to monitor the performance of a driver and/or their blood alcohol level and be able to prevent or limit the car's operation if impairment is detected or if the blood alcohol is above the legal limit. This will apply to new cars sold after November 2030 at the latest. Sec. 24222: Child Safety By November 2023, the Secretary of Transportation must finish a regulation requiring all new passenger vehicles to have a system alerting the driver visually and audibly to check the back seat when the car is turned off. Says it will be activated "when the vehicle motor is deactivated by the operator" Hearings The Road Ahead for Automated Vehicles House Committee on Transportation and Infrastructure, Subcommittee on Highways and Transit February 2, 2022 Overview: The purpose of this hearing is for Members of the Subcommittee to explore the impact of automated vehicle deployment, including automated trucks and buses, on mobility, infrastructure, safety, workforce, and other economic and societal implications or benefits. Cover Art Design by Only Child Imaginations Music Presented in This Episode Intro & Exit: Tired of Being Lied To by David Ippolito (found on Music Alley by mevio)

Like any business, hospitals need strategic plans to chart their future. Rarely do they go smoothly, but with flexibility and agility, organizations can carefully navigate them. Jerry Darby, VP, Strategic Advisory Services at Covalus, shared his experiences and predictions for the space on Plan. Build. Equip.

Welcome to the Recruitment Hackers podcast. A show about innovations, technology and leaders in the recruitment industry. Brought to you by Talkpush the leading recruitment automation platform.Max: Hello, and welcome back to the recruitment hackers podcast. Today. We are honored to have on the show, Mrs. Susan Hanold PhD, who is also the VP and the ADP Strategic Advisory Services Group. Susan, welcome to the show. Susan: Thanks Max. Great to be here. Max:  Susan  was named top women in HR technology by Recruiting Daily, and works with ADP's clients to build out their recruiting strategies. So tell us a little bit about ADP and then we'll go into our usual round of questions about how this industry is changing. Susan, I will let you talk about ADP, you will probably do better than I can. We were talking before the show that ADP does a lot more than payroll, and through acquisitions has moved into the RPO world. And into the technology world. Can you give us a quick summary of your universe? Susan: Sure. So interesting to me about eight years ago, when I was first hired at ADP. I came in as a talent strategy expert. So it was like you, I thought, Oh payroll! It's only payroll, but it's not. It's a full HCM human capital management company. And it's been in business over 70 years. And you know, over the last eight years, our talent ecosystem has grown. You know, eight years ago we started our RPO business. We have talent management, talent activation, you know, you have to put different words on all the different types of talent products. So activation is kind of a new area. That's an engagement, and performance area,  talent management, and you've got talent acquisition.Max: You've got my attention with this talent activation. We'll come back to it later. Susan: Yeah. So, you know, to me what's exciting is that, it's a global organization, it's got 140 countries and, you know, of course we're known for payroll and that's very core to us and we have 58,000 employees. And for me, you know, like you Max, as we were talking before, my day job was traveling a lot, I lived on an airplane and what was most important to me was satisfying our clients and helping them build out their talent strategy. And so I was basically traveling around trying to be in person, getting to know them and their businesses. And so that has switched a bit here now. Max: Well, we have so many hours in the day now. I understand that you're investing some of this time that you got back from all that traveling around the world, into helping  your community and working with the University of Texas in Arlington.Susan: Yeah. So I felt one of the ways to give back is to share those experiences and what I'm learning right now in my day job and the real life experiences. And I just feel like they are really enjoying that. They love hearing, you know, balancing the book work if you will, with the real life application.Max: Yeah i could make a nice segway on the world of recruitment. Hearing more about the stories and about the book, hearing more about the candidate than about the resume, which is something I believe we must move away from in recruitment. Move away from the resume. Tell us. How, how did you end up in talent acquisition professor? Susan: Well, it just happened naturally. I mean, I didn't say, Oh I'm going to go into talent acquisition. I am just a sponge for learning. And at ADP, I was given the opportunity to really keep learning and building and learning more about what they offered from a talent product perspective, and ourselves, and our services. And I started off in talent management and then it just naturally evolved to talent acquisition. And with the model that we follow which is attracting, engaging, and retaining. So many times I'll have clients that'll say, well let's talk about our turnover. And everything comes back to let's look at the whole ecosystem. So let's start from the beginning and come all the way through the talent life cycle. And so I just started expanding my conversation and learning more. I'm so very thrilled to be talking about it today, Max:  I've been asked by a number of companies to look at retention and you know, for me, it's the ultimate success metric for the company. Are you a people-centered company? It should be measured by whether you can retain your people or not. And the unfortunate thing is you cannot really give that number, the retention number, you cannot let any one department own it. Because it really starts even at sourcing.  If you source a wide enough audience, a big enough talent pool, then  you'll be able to be a lot more picky and find people who have a better culture fit, which should certainly increase retention, logically. So, I think these arguments are a little hard for me  to carry on the sell side. To say that recruitment helps retention and sourcing helps retention. But I do believe that fundamentally and in principle.Susan: Well, it's interesting, how did you know of the email I was just looking at before our conversation, because I had just got a request from a client that wants to have a turnover workshop. And that seems to come up quite frequently. And you know, in my role, my goal is to help our clients. So I'm external focused and help them with a lot of advice and insights. So I'm not really necessarily executing on a product, but it's looking at the whole people process and technology and in my role in product agnostic. So when the clients are coming and asking for help, like hey I've got a pain point of turnover. It's like exactly what you said. It's really having to dig in and look at the bigger picture. And where is it going to, where's it really coming from? And I'd say about two or three years ago, our team got together and we were hearing a pattern of turnover retention coming up and we're like, well we just need to start at the basics. What is it? What data do you need? And then we actually put a diagnostic together and it sounds really fancy when you say, well, I put a diagnostic together, but I honestly started going to key stakeholders. And businesses and saying, what data are you gathering? What are you measuring? And start pulling this together. And I hate to use the word HCM, but it truly is. It was a full human capital management list of questions. And I said, hey, here's a great list of questions. That you as a recruiter, or you as an HR leader can take to your CEO and say, if you say no to any of these questions, then you don't have a comprehensive turnover retention strategy.And so I just kind of knew exactly what it said. I started adding more and more questions to it. And it's wider. It was outside of recruiting, it went to performance, it went to communications, it went to marketing, and they all have an impact. So, anyway, I ended up with a good tool out of it.Max:  Yeah, the diagnostic, you can repurpose it? Susan: I sure can. Max: I mean, with a PhD  you can turn any worksheet into a methodology. Right? There is a way to commercialize that for sure. And I want to go back to that word you used earlier, talent activation, is that a new fancy word for onboarding?Susan: Not really. Talent activation is really activating talent. So it's really engaging the talent, checking in, keeping their productivity up. It's really a connection to right now. To the resiliency that we're seeing with the pandemic. So as a leader, how are you able to react to adverse situations? So how you act, you activate yourself.And it's also how managers are working with team members, other individuals or subordinates. To really engage them and keep them aligned to their goals! So that's a whole nother piece of it, which it does. You know, there's acquisition, activation and management. You've got to love how we put all these words to things, these new names.Max: I'll stay with onboarding. I've got enough words in my vocabulary, but thanks for that. Let's go back in time a little bit. And, well actually, on the top of retention, and the fact that it's in your inbox right now makes me wonder. Are companies preparing for 2021 thinking? Well, we kept our staff in 2020 because everybody was holding onto their seats and holding on for their life. And we'll have a wave of, you know, we have to be ready for a wave of turnover insurance. In the coming months you know, do you feel that, going on in the market that there's a little bit of anticipation and fear in that direction? Or is that just in my head? Susan: No, I don't think it's in your head. I think it's a very real situation. I mean, I think that you have the companies that you've, you know, that are not sure when to bring staff back, so they don't want to have to furlough or lay off again. So you've had some of those companies that have had to go through those situations. And then I was just working with, you know, one of our newest RPO clients that can't hire fast enough! Because they just can't find it. They're actually, you know, doing some of the COVID testing, but in sense their sourcing is extremely high, yet being able to keep and retain, you know, back to your turnover and where your retention is, and I even mentioned onboarding.  So how do you get all of that lined up so quickly? You scale up so quickly and do not want to lose somebody and still need to keep that whole candidate experience high. Because somewhere it's going to fall through the cracks, so I think that piece is... But there, I definitely think that there is  a sense of some folks that are very worried, right? So you have people that are wanting to keep their job, but yet I'm seeing some people, you know, go ahead and say maybe business isn't where, I want it to be. And I'm okay to jump. I'm going to be a job hopper right now, but I still think there's some unpredictability to headcount needs, where some businesses are fluctuating and that can cause a little bit of a roller coaster.And, you know, I even saw it with our own organization where some departments were busy. So people, you know, employees took a temporary job-hop over to another department to leverage their skills. So it definitely is a little bit uncertain, but that cloud. That fearfulness. I still think that's still there.Max: Yeah. That's going to stay with us even post election. I think there's still a lot of uncertainty in the market. But, I mean the recovery in Q3 has been very strong in North America anyway. And I guess that ADP should have a strong 2021, on the RPO business and technology, of course. So, you've got your finger on the pulse of the economy.  Can you give us, our listeners, some insights on how the wind is blowing? Susan: Well, you know, we do a lot of labor economy, market calls and so forth. Of course we're known for the unemployment report, but we also have something called the, workplace vitality report, which you know, is a quarterly, real time data or site, If you want to call it that,  where you can quarterly know what's happening with compensation. What's happening with unemployment? Is it a job hopper market? What's the hourly rate? What's happening part-time or full-time? And so by that, I'm definitely up to date on what's happening with the market, the trends, you know, really month to month, I look at this and how I can slice the data in different ways.But I think that's only one piece. I think the other piece that I look at to kind of know what's going on in the market is, what am I hearing from our clients? And, what kind of work are they asking for? And one of the biggest things that I am seeing is just keep it simple. Like since a lot of people are trying to make it easier for the candidate, for their employees and not trying to disrupt or come up with a lot of new stuff right now, new projects.But in doing this. They're trying to look at cost containment, process optimization, and really trying to say, how can I make my recruiting team as efficient as I can? And still have that high impact candidate experience and get that quality candidate. And so a lot of times I honestly have been spending a lot of time, right now, in workshops going through processes, looking at the current state, looking at the future state and saying, what are some best practices and recommendations to make things better?Max: And you know, I mean balance of what do you keep in house and what do you outsource in town's acquisition. I think that there's always going to be pressure on both sides, on both ends of the spectrum. And you'll have some mild fluctuations that are driven by the economy.So in 2021, probably it'll be a little bit more outsourced than usual, simply because people are a little fearful of hiring in house. But there's never going to be a state of balance or a winner takes all kind of situation. There will  always be that tension, right? Between the two. Susan: Well a lot about it, I think, is how open-minded you are and how educated you are to know just what your options are? You know, If I was the CPO five years ago for the people of our chief HR office, I may create my HR team very differently than I would today. And knowing, you know, what are those outsourcing options? And many times it's like, just give us a chance, let us run a business case for you. Let me give you a couple of menu options and then figure out where in your culture it's going to work best.Sometimes you just need to get somebody who's got the open mind to say, I'm willing to change my structure or change the... Or it doesn't even have to be all or nothing. It can be a hybrid approach. One of the clients I'm working with now, they have a recruiting staff and they have some outsourced. To me, it's just, you know, don't stress yourself out, right? Like you can go at this at baby steps too, right?Max: Yeah. Yeah. And, in this model and, you know, thinking about this customer that you just mentioned, you're referring to us. Is there a division of tasks or what's an ideal division of tasks for a mid-sized customer view?I'm curious because I see RPO is coming in for executive level hiring volume, hiring for digital sourcing. And I suppose  the area which remains in-house then is most precious for the companies to retain. Is the onboarding experience where the closer you become to being an employee, the more, that experience needs to be in-house and managed internally, I suppose. And that would mean like the front of the funnel is perhaps easier to outsource, but maybe that's just a wrong thing to do.  It's not the business I'm in anyway. Susan: Well, and if you just look at the market right now with unemployment, you know, of course recruiting teams are getting more sophisticated, right? But employees we're finding or having reluctance to change jobs. And so some may be leading for 25 cents an hour or not so sure anymore that their jobs are gonna exist. So, you know, now when they're comparing their employment to maybe some security, that is causing a little bit of a challenge right now. So I feel like knowing your compensation... I get a lot of questions from folks that, you know, from accounts that are saying, I don't have really good compensation, pay structure. I don't have benchmarking data. Help me figure this out. And a lot of times we'll just say, well, either two things are happening. One, they're truly off on wages but they need to do the analysis piece. Or secondly, it's an easy thing to say, well, it's wages, right? It's compensation. And I really need to look at our benefits, or I need to really look and dig a root cause analysis. And so, you know, I find a lot of times where I'm helping them find, how do I get good real time data? That's, you know, is not survey data, right? From somebody else to know what your compensation should be. And then also helping them to dig deeper just to ask them so thoughtful questions. Because many times they're not even doing exit interviews. They're just hearing it by hearsay cause they can't keep up or they don't have a consistent process to get that feedback. So that's just another way of saying this. Another thing I'm hearing a little bit about. Max: And, when it comes to this compensation data, I suppose the ADP is in a very unique place, right? Where you have more data than anybody else. Susan: Right!Max: I mean, this data is private. I'm sure.  But if you don't put the name of their customer to it, you can analyze it, right? Susan: Right. So we have two things that have been coming out. We have compensation, benchmarking and then also pay equity. And you know, what we're able to do is take the 30 million employees and 90,000 organizations and take that pay data and aggregate it, make it anonymized and be able to have it filtered so we can get that data to be able to say, here's what the what your benchmarks are based on your industry, your size, and, you know, be able to run that. That's been very helpful. And the second piece that's trending now for me is, you know, we had pay equity. We created that several years ago, but now because of what's happened within the market is that the whole diversity equity inclusion topic. And now all of a sudden that's been a whole other elevated topic.Max:  And this year, I mean, it's gotten even more intention than usual. And where North America leaves, the rest of the world follows, for a lot of things related to systems. I've read and I could be wrong, but I've read that more than half of the world's enterprise software is purchased out of North America.And that includes most probably, recruiting software. And, and so, doctor I've heard a lot of companies complain about having to build systems, which are very US centric, which asks all of this data, needed to be asked to be in compliance with the US equal opportunity law. And that it's creating sort of artificial barriers for candidates outside of the US where some of these questions are not required. Have you come across these kinds of queries yourself? What is your recommendation for companies who want to be on one hand compliance in North America?Susan:  You have asked a very difficult question and I could write a book and then get the answers to you. And maybe I'll be a millionaire, but, I definitely think that. Being able to have technology that is simple to use that can be used across a lot of boundaries definitely key. And I also believe that you have to play to all the different compliance rules, you know, one of the things I know that we've been looking at is just, this is very new, you know, it's a very hot in discussion right now. It is, you know, diversity dashboards.And what information do you, and can you even share, right? And then how do you include unconscious bias, into this, you know, inclusion sentiment and what do you do with self identification? You know, all this is out of my expertise, but it's definitely playing into it. And the other piece is where do you have the human connection too? Where do you have the human in this whole candidate experience? And when do you start to leverage your artificial intelligence, your texting? You know, all that experience with your ATS platform. There's a lot happening there for sure!Max:  And these tools do help diversity because they expand the pool of people who can get in touch with you and, you know, just make it easier to be able to apply. And I think that ultimately serves the purpose of, expanding the town pool and creating opportunity for people you wouldn't normally consider, or that the hiring manager wouldn't consider.But well, my 2 cents is that there are more demands coming out of North America than any other market when it comes to capturing this kind of data and protecting against you know, let's say, setting up rules to protect the employer against liability, and it creates inefficiencies, outside of North America.And so it may be. You know, with the internet global markets being large enough now for any company, including ADP, maybe time to consider having, and implementations and different systems. One for global, one for North America to optimize the candidate experience. Susan:  You're helping me with the product roadmap here. But you know, I do a lot of speaking and research around the remote workforce and the work from anywhere, the WFA. And since you mentioned kind of across borders, I think that is also the bigger question. And you talked about increasing your candidate pool and your talent pipeline. Well, you know, that whole diversity piece is definitely a part of it.But also right now, I can't tell you the amount of conversations I've had with organizations. You're trying to do business cases right now to say, help me know from an ROI perspective if I have a certain part of my population that stays remote, or I phase them in longer, and I know you've probably heard this you're smart and I can see you now saying, I've heard this before! But just truly the trend of what it could do to getting your top talent. Because, I mean, I just saw a posting the other day and it said New York or something, and I'm like, well, do you have to be there in New York, but why do you put New York? If you don't really have to be in New York? Why is the job description saying New York? So either. You know, clearly communicate that you're shifting or the jobs descriptions just can't keep up with it. Max: It's almost like the Y2K bug, you know, where they're like, we can't update the machine. But most ATS's and job boards and CRM's. They don't know how to list a job as remote. I mean, I should know. We just built that in ourselves just this year, when we've been hiring remote workers for years. But it just doesn't compute. Susan: But I really hope, in a positive light that this truly would allow people who are interested in positions seriously, and for whatever reason don't want to move. Or they feel like now that, you know, you've tested the times, you're like, hey I've done this! Do I have the networks within the organization? Do I really need to be physically present in that city? And I hope that you at least have a conversation, right? A strategic conversation that somebody wouldn't eliminate me, but please still consider me. I hope that continues to broaden and happen and evolve.Max: Talking about the work from home and compensation to our areas of expertise for you Susan, I don't know if you saw the news, but  Reddit this week announced that they're going to eliminate cost of living payment compensation. And basically what this means is it doesn't matter if you live in, you know, San Francisco or in Idaho, you're going to get paid the same. You know, we're going to pay you based on performance only, because everybody's working from home anyway. Are you seeing other employers follow that model where we'll pay you the same regardless, and we're going to stop, you know, pegging salaries, on cost of living?Susan: I personally have not seen a big trend in that yet, but I definitely, I tell you Max, you must know my calendar. I've been trying to talk to our compensation director because I'm, you know, trying to get a little bit of a handle on... we had essential employees, you know, paying hazard pay and all these different types of pay differences that we've been going through.And I think compensation's going to get challenged. So I am all for rethinking our processes. Don't just assume everything's going to be the same, you know I love how people say, when we go back or, you know, whatever this new normal is, the new error that you reset and you rethink, you just don't go back. You actually can do things different. And I'm a proponent of that for sure.Max: I'd like to ask you some practical tips on how employers and recruiters can stand out in today's markets. We talked about the fact that people are holding still a little bit of this time but clearly the employment market has reheated and companies are hiring again.And so there's going to be more offers, coming on and a lot of choices. What do you think are the defining traits of a winning talent acquisition strategy as we're entering the end of 2020 coming into next year?  What are your recommendations for our audience?Susan: Well, you know, standing out and in a competitive market is always important and I always believe how people are treated during this time, they're going to remember. And if my manager cared for me, if our company did the right thing, they're going to remember. And I think that ties back to culture. And culture I can see is going to continue to be very important from a recruiting talent acquisition position.So I would really think about the bigger impact you can have with your recruiting strategy when it comes to culture. The second thing I would think about is, you know, there is a shift in evolving skill sets. So think about how you were investing in the development of your people. So normally we don't see those two necessarily two connected.But I think when it goes from organic growth, do I invest in you and provide you the training or source the talent? But a shift, definitely an evolving skill set, you know, ADP did some research and a few weeks ago they shared that one in five positions. The way they are today will not exist. So one in five, it's like 22%. So if jobs are shifting that often that they're not even gonna exist, keeping up with the skillsets is definitely going to be a challenge in how important development is. And the last one I'll leave you with is that the focus on branding, you know, around safety and employees first.So that is going to still be very critical in the upcoming months, to focus on building out that brand and the value proposition. That the recruiters all have the same message and just, what are you doing? Is it through videos? However, you're going to communicate that.I've seen a lot of good companies that have been doing a great job of saying, you know, this is what the environment looks like we're going to share it with you through video ahead of time. We're going to give you vignettes, whatever it is, but we're going to give you a snapshot of what it is for you. And that's how you're going to keep me either as a customer or even as an employee. So those would be the few tips I would have. What do you think Max? Max: Well, I think I've got some work to do. I certainly haven't communicated enough on safety and health, internally. I'm a bit of a Maverick myself and I have not been very precautious. I hope I didn't offend too many people. I certainly think that's, you know, personal health and safety is mostly a personal responsibility. But obviously the world is changing faster than I am. And I think your rights, employers would be well advised to follow your tips on that one.And of course to continue to invest in the employees, invest in your culture, all strong themes. So, well thank you very much, Dr. Hanold for spending a little bit of time with us. Susan: I have enjoyed it!Max:  Thank you! How do people get in touch with you? Susan:  Sure, they can connect with me on LinkedIn, Susan Hanold, or through Twitter app, Susan Hanold. And happy to be a resource to anybody if they've got any follow up questions, Max. Max: Fantastic. Well, I hope we reconnect, sometime next year under a new world! And, well, have fun today. I think today is election day. So I'll be watching the results at the American club here in Hong Kong, a few hours from now.Susan:  It's going to be a long night!Max: Entertaining for sure!Susan: Yes. Well, thank you so much, Max. Max: All right. Bye-bye.That was Dr. Susan Hanold, from ADP and their strategic advisory group. Lots to unpack in this interview. Lots of great tips, notably, how do we adjust our messaging in 2020 and next year around the employee culture? And how does it take care of safety and employees first? I hope you enjoyed it. And that you'll come back for more. Subscribe to the recruitment hackers podcast, and please share.

Is it still possible to make sense of productivity metrics under COVID-19 and with new compliance requirements being put in place? I believe we’ll have this question answered by today’s guest, Sushma Tripathi, Vice President of Strategic Advisory Services with ADP’s National Accounts Division. Sushma has over 25 years of progressive leadership and operations management, primarily in the fast-paced, high-growth, disability management and benefits administration outsourcing/insurance market. Let’s jump right into Sushma’s expertise and learn productivity under new compliance rules and the COVID-19 pandemic. [00:01 - 03:13] Opening SegmentLet’s get to know Sushma Tripathi Sushma talks about her background [03:14 - 09:35] Productivity and Compliance Engagement and productivity are interrelated Regulatory requirements should be consideredDiversity InclusionPay equityTime on work and off work should be assessed tooEmployees should enjoy job-protected benefits [09:36 - 18:50] Productivity Under COVID-19Sushma talks about the stimulus packages recently passedFamilies First Coronavirus Response Act CARES Act Productivity management has become crucial AbsenceOvertimeArtificial Intelligence offers various benefits for employersAutomationEfficiency [18:51 - 27:41] Productivity Metrics Sushma talks about the potential of analytics in monitoring specific datasetsTime Attendance We talk about productivity metrics[27:42 - 31:50] Closing Segment Summary of our conversation Workforce data is quantifiable Final Words Resources Mentioned: Families First Coronavirus Response ActCARES Act Tweetable Quotes:“Many times, you feel like you’ve seen it all, but that’s never true.” - Sushma Tripathi “You can’t manage what you don’t measure.” - Sushma Tripathi“Workforce data is not an abstract concept. A few years ago, it used to be, but not anymore” - Sushma Tripathi Connect with Sushma on LinkedIn and Twitter. Visit https://www.adp.com/ to learn more.--------------------------------------------------------------------------------------------------------------Connect with me: LinkedInTwitterEmail: david@turetskyconsulting.comThis show is brought to you by Turetsky Consulting LLC, our company providing business consulting on Analytics, HR Processes, and Rewards with a focus on getting answers that organizations need by demystifying People Analytics. Did you love the value that we are putting out in the show? LEAVE A REVIEW Support the show (https://www.buymeacoffee.com/hrdatalabs)

Erik Eavenson grew up on the coast of Central Florida, graduated from Flagler College with a Bachelor's in Advertising and Public Relations, and successfully built his own insurance agency from the ground up. Recently, Erik sold his company and retired from the industry.--perfor[Hu]mance.® is the evidence-based approach to optimal performance, health, and well-being. The platform presents preFORM: A podcast created to explore the inner workings of high-profile performers. Conversations reveal what separates them from the average [Hu]man.Creator + Host: Dr. Ford DykePrepare to Perform.--Subscribe to preFORM on your preferred podcast platform(s) to access the show. Download, share, and listen to the latest episode(s). Take a moment to leave a rating and write a review! Tap to explore the evidence-based approach to optimal performance, health and well-being: perfor[Hu]mance.®Stay connected: Facebook | Instagram Original music produced by Rob Riccardo

When it comes to terrorist attacks, some of the biggest threats to security involve soft targets – airports, concert venues and nightclubs. Dr. J. Bennet Waters, who leads The Chertoff Group’s global Strategic Advisory Services, discusses ways to manage risk, be aware of threats and balance security with privacy with civil liberties. Keeping ahead of what our adversaries are doing – and sharing that information in a way that’s actionable – is critical.

When we think of insider cybersecurity threats to a business or government agency, we conjure images of spies working on behalf of a foreign government. But many insider threats are accidental, explains Bob Anderson, a principal in the Chertoff Group’s global Strategic Advisory Services. Anderson, who has been involved in investigating and arresting some of the most famous spies in U.S. history during his career with the FBI, breaks down the different categories of corporate threat — from the busy employee who inadvertently clicks on malware to those with more insidious aims. He offers insights on what makes a good insider threat program, why gaining employee trust is so difficult, and why corporate boards need to proactively examine their IT infrastructure and cybersecurity practices and procedures.

This week, Michael is joined by April Wright to interview Scott King, Sr. Director of Strategic Advisory Services at Rapid 7! In this two part interview, Michael and April talk with Scott about transitioning into his role at Rapid7, ICS Security, the best practices to understand how these systems work, holding accountability, and how legal and security share common goals! Full Show Notes: https://wiki.securityweekly.com/BSWEpisode100   Visit https://www.securityweekly.com/bsw for all the latest episodes!   Visit https://www.activecountermeasures/bsw to sign up for a demo or buy our AI Hunter!!   →Visit our website: https://www.securityweekly.com →Follow us on Twitter: https://www.twitter.com/securityweekly →Like us on Facebook: https://www.facebook.com/secweekly

This week, Michael is joined by April Wright to interview Scott King, Sr. Director of Strategic Advisory Services at Rapid 7! In this two part interview, Michael and April talk with Scott about transitioning into his role at Rapid7, ICS Security, the best practices to understand how these systems work, holding accountability, and how legal and security share common goals! Full Show Notes: https://wiki.securityweekly.com/BSWEpisode100   Visit https://www.securityweekly.com/bsw for all the latest episodes!   Visit https://www.activecountermeasures/bsw to sign up for a demo or buy our AI Hunter!!   →Visit our website: https://www.securityweekly.com →Follow us on Twitter: https://www.twitter.com/securityweekly →Like us on Facebook: https://www.facebook.com/secweekly

Michael Adamo, The Briarwood Organization Brooke Cianfichi, NYC Commercial Banking, M&T Bank Benjamin Levine, Douglaston Development Brittain Youngblood, Strategic Advisory Services, Newmark Knight Frank