Podcasts about talent insights

INTRODUCING AI AGENT BY JUICEBOX   AI Agents promise to revolutionise the work of recruiting but early experiments with generic products like OpenAI Operator have shown there is still some way to go - humans still needed to oversee, correct and train, especially for the unique use case of finding other human beings as candidates for the jobs we're recruiting for.   It's time for the recruitment technology vendors to step up and fill this need!   David Paffenholz, CEO of Juicebox, the company behind the groundbreaking talent sourcing tool 'PeopleGPT', think they have got the first breakthrough AI Agent focused on the recruiting use case. Let's put him and the AI Agent to the test in this LIVE DEMO of the how the product (or is it now, 'colleague'?) works.   We will learn:   - What instructions does AI Agent need to carry out its tasks? - How does AI Agent identify candidates from natural language prompts? - What sources does AI Agent use to find candidates? - How does it ensure data currency? - Does AI Agent score or rank candidates? - What is the mechanism if so? - Can AI Agent conduct outreach? - Can AI Agent conduct prescreening? - What can AI Agent NOT currently do? - How does a company optimally use AI Agent? - What is the story with compliance, especially with anticipated transatlantic divergence on AI safety? - What else do we need to know before we deploy AI Agent??       We are on Wednesday 26th February, 7am PT / 3pm GMT     Register by clicking the green button and follow the channel here (recommended)     Ep294-a is sponsored by our friends PeopleGPT by Juicebox   PeopleGPT is the leading outbound recruiting platform built on Generative AI. Find talent across 30+ data sources, get interactive Talent Insights, and reach out with personalized AI email campaigns.   Key features include:   PeopleGPT (Search): the world's first people search engine that uses natural language. Describe who you're searching for and find the perfect match from over 30 data sources. Talent Insights: Visualize your talent pool with 15+ interactive charts. Refine your search and dive deep into stats based on location, employers, job titles, skills, and more. Email Outreach: Maximize candidate engagement with AI-powered email campaigns. Personalize messaging at scale using AI commands, and boost response rates by 40%.   Get 15% off your Juicebox subscription with code: BRAINFOOD15   Trusted by 400+ companies including Scale AI, Mindbloom, and Patreon. Free trial available - try it now here

Most employers now recognise that banning or detecting AI usage is more likely to damage diversity than help your process. But how exactly do you embrace AI? And how can you clearly communicate this with applicants? HMRC recently published, ‘Understanding Artificial Intelligence in your job application' for candidates, which provides clear guidelines on exactly how to use AI within the application process while also demonstrating how important it is for applicants to stand out, because ‘using a generic AI-generated response isn't going to separate you from the crowd”.Siobhan Stericker, Talent Insights and AI Lead at HM Revenue and Customs is the brains behind these new guidelines that are challenging the way that organisations view candidate usage of AI. Siobhan is responsible for leading an innovative team at HMRC who alongside these innovative guidelines are exploring how they can leverage GenAI within the whole of the talent acquisition process, while also upskilling the wider teams in their use of GenAI to improve efficiencies. She's joining us to talk through why and how she created this new guidance that's helping candidates understand what exactly responsible usage of AI is, and more importantly, the benefit for them of leaving generic responses behind. Join host Robert Newry and Siobhan as they discuss:

Talent Insights for 2025 from 1000 CHRO's   Nobody doubts this 2025 is shaping up to be a pivotal year for how businesses organise. Transformational breakthroughs in Artificial Intelligence, rapid remodelling of organisation structure, requirement for re-skilling and re-deployment, almost every job will be impacted. How do CHRO's think about this year, and what do they see as the priorities?   - Demographics of respondents - Priorities: talent acquisition, talent density, talent retention? - Technology & tools - Budget allocation, where is it going in 2025? - Non-FTE vs FTE - DEIB: is HR under attack? And if so what do we need to do about it? - Generational differences in the workforce - Impact of AI in the job market - Has it changed your source of hire?   All this and more on Brainfood Live On Air. Greenhouse Co-founder Jon Stross with run us through the results. We're on Friday 31st Jan, 2pm GMT   Follow the channel here (recommended) and click on the green button to register for this show.     Ep290 is sponsored by our friends Greenhouse        

Episode 073: In this episode of The Connected Advisor, Kyle Van Pelt brings together some of the show's best moments from 2024 discussing how firms are recruiting and developing their talent. Featuring Seth Merrill, Jeff Casey, Alex Goss, and Patrick Sweeny, this episode dives into how great leaders of great firms tackle different aspects of the war for talent. In this episode: (00:00) - Intro (00:59) - Seth Merrill on what roles he is prioritizing as his firm grows. (06:03) - Jeff Casey on the process of getting through a transitional season.  (12:36) - Alex Goss on how he sees the industry moving for better outcomes for firms and employees. (20:33) - Patrick Sweeny on how Apella Wealth developed a unique residency program. Links  Seth Merrill on LinkedIn The Norden Group Jeffrey Casey on LinkedIn CG Financial Services Alex Goss on LinkedIn NewEdge Capital Group Patrick Sweeny on LinkedIn Apella Wealth Connect with our hosts Milemarker.co Kyle on LinkedIn Jud on LinkedIn Subscribe and stay in touch Apple Podcasts Spotify YouTube Produce game-changing content with Turncast Turncast helps your company grow by producing top-quality content and fostering transformative conversations. We specialize in content generation, podcasting, digital strategy, and audience growth for fintech and financial services companies. Learn more at Turncast.com.

2024 in Review: State of Sourcing   Being able to find candidates for hard to hire roles - typically 'sourcing' them from the Internet - has been the backbone of the recruiter skills matrix since the early 2000's. There are thousands of people in industry who consider themselves to be 'sourcers' first rather than 'recruiters'. Yet with the rise of GenAI, sourcing products have dramatically increased their capability, such that many more people are now able to do what once only a few specialists were able to do. Where are we with sourcing and what does the future look like for this function?   This is the topic of Brainfood Live On Air   - Brief History of Sourcing - Peak Sourcing - SourceCon, SOSU - How many sources worldwide? - What is the degree with which sourcing skills are still premium requirement? - Has anyone aggregated Talent Acquisition job specs to see the mentions of sourcing? - Is Boolean search definitely dead? - Are we still sourcing on LinkedIn - how does that work these days? - How does the Sourcing function evolve with the advent of new tools like PeopleGPT? - Does engagement become the No1 skill? - Is exec search still safe for sourcing?     All this and more on Brainfood Live On Air. We're with Randy Bailey, Principal Intelligence Advisor, (ex-Walmart), Carmen Hudson, Senior Director Talent Acquisition (ExtraHop), JT Haskell, Talent Acquisition Director (ex-Reddit), David Paffenholz, CEO, (Juicebox) & Cassie Lundquist, Senior Talent Acquisiton Specialist, Ecolab   We're on Friday 15th Nov, 12pm PT / 3pm ET     Follow the channel here (recommended) and click on the green button to register for this show.   Ep282 is sponsored by our friends PeopleGPT by Juicebox   PeopleGPT is the leading outbound recruiting platform built on Generative AI. Find talent across 30+ data sources, get interactive Talent Insights, and reach out with personalized AI email campaigns.   Key features include: PeopleGPT (Search): the world's first people search engine that uses natural language. Describe who you're searching for and find the perfect match from over 30 data sources. Talent Insights: Visualize your talent pool with 15+ interactive charts. Refine your search and dive deep into stats based on location, employers, job titles, skills, and more. Email Outreach: Maximize candidate engagement with AI-powered email campaigns. Personalize messaging at scale using AI commands, and boost response rates by 40%.   Get 15% off your Juicebox subscription with code: BRAINFOOD15   Trusted by 400+ companies including Scale AI, Mindbloom, and Patreon. Free trial available - try it now here

Sandra Schwarzer, Board & Talent Insights leader at Index Ventures, joined us on The Modern People Leader.  We talked about Index Ventures' experience helping founders “scale through chaos”, how much time founders spend on HR-related tasks, their 14-point framework for running executive searches, and how investors evaluate founders' view on talent. ----  Timestamps: (3:54) Sandra's career story: From East Germany to Index Ventures (10:42) Defining 'Scaling through Chaos' and key takeaways (13:56) Founders spending 50% of their time on HR-related tasks (17:44) Challenges in hiring engineering talent and how Index Ventures supports founders (20:07) Structuring time for hiring and talent-related tasks (27:05) AI adoption in the people function: Early challenges and insights (38:48) The 14-point executive search framework for successful hires (44:06) How to balance speed and cultural fit when hiring (50:26) Common mistakes in executive hiring and learning from them (54:11) The importance of organizational design and a CEO's view of the people function (56:53) Index Ventures' tool for optimizing team planning and scaling ---- 

In this episode of the Fearless Thinkers podcast, host Rick Cheatham sits down with Jenny Dearborn, Chief People Strategy Officer & Head of Talent Insights, to discuss her journey from teaching to senior leadership. They explore the pivotal career decisions that led her to BTS, the power of aligning with stakeholder goals, and the importance of a strong support system in achieving professional success. Tune in to learn how Jenny's experiences and insights can guide leaders in navigating their own career growth and making impactful decisions. For a transcript, click here.

Are you ready to learn how one business owner transformed her workspace and brand to attract top talent and create a vibrant company culture?  This episode featuring Leadership Lab member Jenni Egger of JED Designs is a goldmine for anyone looking to elevate their internal and external brand.   Her Director of Brand Marketing, Lindsay Martin, also joins us and shares how her eye for unique storytelling through content development featuring their inspirational workspace continues to attract top talent to the team.  Connect with Jenni Egger: JED Website LinkedIn Instagram Episode 269: Leading a Premier Design Firm with Jenni Egger Work with Shelli Warren: Book a call with Shelli to talk about how coaching can help you elevate your leadership capability. Confidence Starts Here: Get the Ask Shelli scripts to know what to say and how to say it. Free Resources: Click here to get our list of red flags to watch for in interviews. Click here to get the 12 Ways to Motivate Your Team Without a Pay Raise guide. Click here for free resources and tools from Stacking Your Team. Click here to get the guide on how to position your role as their next best career move. Connect with Shelli Warren: Email: leader@stackingyourteam.com Instagram LinkedIn Subscribe to the Stacking Your Team Newsletter

Sean Kelly Sean Kelly serves as the Director of Cyber GRC and Data Protection at Highmark Health, the fourth-largest Blue Cross Blue Shield organization in the United States. With a background in IT and cybersecurity, Sean brings a wealth of experience in remote team management and organizational leadership. In addition to his role at Highmark,...

In this Human Capital Lab podcast episode, we sit down with Ana Dirksen, Chief Growth Officer and co-founder of Better Work Media Group (BMG). Ana discusses BMG's legacy programs, new ventures, and the transformation of talent development post-pandemic. She highlights their renowned CLO Symposium, new virtual CXO practitioner membership, and upcoming initiatives like the CXO Academy. Ana emphasizes BMG's focus on senior-level L&D leaders, their specialized content, and the importance of networking and community among talent professionals. She also invites practitioners to engage with BMG's offerings through newsletters, events, and their Learning and Talent Insights article series. 00:36 Introducing Ana Dirksen from Better Work Media Group 01:03 Ana Dirksen's Professional Journey 02:42 Better Work Media Group: Legacy and New Ventures 05:39 Networking and Community Building at BMG 11:30 Virtual and In-Person Events at BMG 16:03 Opportunities for Practitioners at BMG 22:06 Future Plans and Innovations at BMG 24:35 Closing Remarks and Contact Information Thank you for joining us on the Human Capital Lab podcast journey. We hope you found inspiration and valuable insights from today's discussions. Be sure to share this episode with your colleagues and friends, and stay tuned for our exciting new season. Remember, continuous learning is the key to unlocking the long-term potential of human capital. Connect with the Guests: Ana Dirksen;LinkedIn: https://www.linkedin.com/in/anadirksen/ Website: https://www.betterworkmedia.com Other Resources: https://events.chieftalentofficer.co/2024-chief-talent-officer-summit https://www.chieflearningofficer.com/ Connect with Human Capital Lab; Host: Rich Douglas LinkedIn: https://www.linkedin.com/in/rich-douglas-92b71b52/ Human Captial Lab Links Website: https://humancapitallab.org/ Interested in Being a Guest? https://humancapitallab.org/podcast/ This is a Growth Network Podcasts production.

On Episode 404 of The No Limits Selling Podcast, we have Rebecca Gebhardt, the best-selling author of Beyond the Board: How to Achieve Your Vision Board Goals in a Fulfilling and Sustainable Way. 20 year, top 1% sales leadership veteran that supports corporate sales leadership teams, specializing in the transition from the leaderboard to leadership™ and sales leadership succession. Umar Hameed and Rebecca Gephardt discussed common misconceptions in the hiring process for sales talent, emphasizing the importance of identifying and leveraging unique strengths and weaknesses. Later, Umar and Rebecca discussed qualities of great salespeople, such as curiosity, openness, and vision, and shared strategies for overcoming challenges in sales and leadership roles. They also emphasized the significance of prioritizing values and cultural fit in recruitment and coaching to ensure long-term success and sustainability. Find Rebecca Gebhardt: LinkedIn: https://www.linkedin.com/in/riseup/   [EDITOR'S NOTE: This podcast is sponsored by No Limits Selling. It is a fun, fast-paced podcast that delivers hard-fought business advice that you can implement today to improve your sales and performance] Interested In Our Real Estate Coaching Services? Explore Our Website: https://nolimitsselling.com/ Feeling Not Well Today? You Can Use Our Mindset Boosters App To amp Up Your Mood: https://mindsetboosters.com/ Find us on Social Media:   LinkedIn:  https://www.linkedin.com/in/umarhameed Facebook Community:  https://www.facebook.com/groups/mindsetboosters/ Instagram:  https://instagram.com/coachumar.co Like what do you listen to? Subscribe to our podcast! Ready to become fearless? We can help you become fearless in 60 days so you accomplish more in your career Schedule A 15 min Call with Umar:  https://link.agent-crm.com/widget/appointment/meetumar

In this episode, Dorothy Dowling, Managing Director of Horwath HTL and special advisor to the HSMAI Foundation Board, shares insights from the HSMAI Foundation's third annual State of Talent Report, focusing on talent recruitment, retention, and engagement in the hospitality industry. Listen now to learn about:Introduction to the State of Talent Report (00:00) - Overview of the report and its significance in the hospitality industry.Differences in the 2024 Report (02:11) - How the 2024 report differs from previous years and the focus on practical applications and case studies.Challenges in Talent Recruitment and Retention (05:09) - Key challenges observed in the hospitality industry regarding talent acquisition and retention.The Concept of Wisdom Workers (05:21) - Explanation of the term "wisdom workers" and its relevance in a multi-generational workforce.Impact of AI and Technology on Talent (10:04) - Discussion on how AI and technology are transforming the hospitality industry and the importance of upskilling.Best Practices for Upskilling and Reskilling (11:52) - Examples of leading companies' strategies for upskilling and reskilling their workforce.Importance of Employee Engagement (14:29) - How dynamic platforms and regular feedback can optimize the employee experience.Visibility Challenges in Remote and Hybrid Work (15:35) - Concerns about visibility for underrepresented groups in remote and hybrid work environments and strategies to address them.If you enjoyed this, you may also enjoy:My Journey Learning and Leading Global Hospitality Businesses - Dorothy DowlingWhat Hospitality Providers Need To Know About Media Now - Dorothy DowlingChallenges and Opportunities with Hotel Brands Today: What I Saw As CMO of Best Western With 18 Brands - Dorothy DowlingHow HSMAI Helps Hotel Sales, Marketing & Revenue Commercial Leaders - Bob Gilbert, HSMAIHow to Lead Multi-Generational Hospitality Teams Well - Bob Gilbert, HSMAINew to Hospitality Daily? Start here. Want to get my summary and actionable insights from each episode delivered to your inbox each day? Subscribe here for free.Follow Hospitality Daily and join the conversation on YouTube, LinkedIn, and Instagram.Music by Clay Bassford of Bespoke Sound: Music Identity Design for Hospitality Brands

My guest on E337 of #thePOZcast is Kirsta Tan. Krista has 15+ years of experience in people operations, talent acquisition, and business strategy. She served as President of Premier Talent Partners, leading a top talent team of 65, which was honored as a "Best Place to Work" by INC and SF Business Times. As she transitioned out of the agency, she became Head of People at Fieldguide, a Series A startup, where she led recruiting and people strategy. Krista is currently Co-Founder of Talent Collective and COO of Talent Refinery. This is a fantastic convo on her career journey and the ins and outs of recruitment and team building. For more information on Krista: Follow their LI page to get notified when event pages go upTopics include - Total Compensation, The VC Talent Partner Role, Recruiting Assessments that predict Job Performance, Women's Pay Equity, AI and more! https://www.linkedin.com/company/talentcollectiveco/ https://www.talentcollectiveco.com/ Connect with her on LinkedIn and learn about upcoming Launching Talent Collective communities in NY, Austin, and Chicago over the next three months. https://www.linkedin.com/in/krista-scarborough-tan/ #thePOZcast is brought to you by our friends at Interseller, the prospecting and outreach platform for recruiters and sellers. Check out a free demo today! https://bit.ly/2Fbm/BZ Thanks for listening, and please follow us on Insta @NHPTalent and X @AdamJPosner. For past shows, please visit www.thePOZcast.com. If you enjoyed this episode, please leave a review/rating. It goes a long way. https://ratethispodcast.com/thepozcast Thanks!

On this episode, host Ryan Dull welcomes Sara Nathanson, Vice President of Talent Acquisition at Aritzia. Sara talks about her journey through the ranks of Aritzia, her talent strategies and the hurdles and triumphs that have marked her career. Key Takeaways: (02:33) Sara's transition from part-time work to leading TA at Aritzia. (05:18) The deliberate and methodical expansion strategy of Aritzia. (06:58) Initiatives to enhance operational efficiency within the TA process. (10:18) The approach to assessing talent fits within Aritzia's unique culture and the emphasis on a human-centric assessment process. (12:11) Transitioning from a TA strategy to a broader talent strategy to support organizational goals. (16:54) The importance of retrospective analysis in TA to inform future strategies. (21:52) Embracing a business-focused mindset in TA, advocating for active involvement and strategic influence within the organization. Resources Mentioned: Sara Nathanson - https://www.linkedin.com/in/saranathanson/?originalSubdomain=ca Aritzia⁠ | LinkedIn - https://www.linkedin.com/company/aritzia/ Aritzia | Website - https://www.aritzia.com/en/aritzia/corporate-hub/careers/careers-landing-page.html This 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

Join us for this special three-part series where the N2K Cyber Talent Insights team guides you through effective strategies to develop your cybersecurity team, helping you stay ahead in the constantly changing cybersecurity landscape.  In this episode, we center our conversation around the Cyber Workforce Pipeline. We discuss where the next great wave of talent is going to come. We talk more about these sources of new talent, such as K-12 programs, higher education, and trade school programs, transitioning military, and other initiatives and programs focused on cultivating the next generation of cyber professionals. Explore Cyber Talent Insights N2K's Cyber Talent Insights provides security leaders measurable and actionable insights on your organization's current cyber roles and capabilities to maximize your talent investments and build a business case for better hiring, developing, maintaining, and retaining your technical talent pools. Learn how at n2k.com/talent-insights. Connect with the N2K Cyber Workforce team on Linkedin: Dr. Sasha Vanterpool, Cyber Workforce Consultant  Dr. Heather Monthie, Cybersecurity Workforce Consultant Jeff Welgan, Chief Learning Officer Resources for developing your cybersecurity teams: N2K Cyber Workforce Strategy Guide Workforce Media Resources Strategic Cyber Workforce Intelligence resources for your organization Cyber Talent Acquisition Woes for Enterprises Workforce Intelligence: What it is and why you need it for cyber teams webinar Setting Better Cyber Job Expectations to Attract & Retain Talent webinar

Join us for this special three-part series where the N2K Cyber Talent Insights team guides you through effective strategies to develop your cybersecurity team, helping you stay ahead in the constantly changing cybersecurity landscape.  In this episode, we shift our point of view to provide guidance for an individual's first career or perhaps considering a career change transitioning into the field. We discuss a market-driven approach to career development. We also explore how to discover one's niche in cybersecurity, including how to stand out in this competitive market and align personal interests with career goals. Lastly, we examine the role certifications play when navigating your path throughout the talent acquisition, development, and retention of the cybersecurity workforce management lifecycle.   Explore Cyber Talent Insights N2K's Cyber Talent Insights provides security leaders measurable and actionable insights on your organization's current cyber roles and capabilities to maximize your talent investments and build a business case for better hiring, developing, maintaining, and retaining your technical talent pools. Learn how at n2k.com/talent-insights. Connect with the N2K Cyber Workforce team on Linkedin: Dr. Sasha Vanterpool, Cyber Workforce Consultant  Dr. Heather Monthie, Cybersecurity Workforce Consultant Jeff Welgan, Chief Learning Officer Resources for developing your cybersecurity teams: N2K Cyber Workforce Strategy Guide Workforce Media Resources Cyber Talent Acquisition Woes for Enterprises Workforce Intelligence: What it is and why you need it for cyber teams webinar Setting Better Cyber Job Expectations to Attract & Retain Talent webinar

Welcome to another episode of the Small Town Entrepreneur Podcast, where we dive into the world of entrepreneurship and employment. I'm thrilled to have Ashley Mayhew from LinkedIn as our guest. We explore the dynamic landscape of career development and how it intersects with entrepreneurship. Ashley shares her insights on LinkedIn's growth, its role in empowering its 1 billion members with professional development opportunities, and the platform's changing demographics with a surge in younger users. We delve into the importance of aligning personal values with work, the necessity of continuous learning, and the power of leveraging platforms like LinkedIn for growth and opportunities. Ashley narrates her career journey, emphasizing the power of taking calculated risks, the significance of employer branding, and how companies can foster a culture of happiness and productivity. We highlight how generational shifts, particularly with Gen Z entering the workforce, are influencing talent acquisition and corporate culture toward skill-based hiring and job satisfaction. We also discussed the impact of AI on automating tasks and enhancing job satisfaction, underscoring the theme of navigating changes and grabbing opportunities for professional and personal development. 00:00 The Evolution of LinkedIn: A Billion-Member Milestone 01:07 Introducing the Small Town Entrepreneur Podcast 01:26 The Entrepreneurial Spirit: Beyond Founders 01:46 Meet Ashley Mayhew: LinkedIn's Relationship Manager 02:55 Ashley's Entrepreneurial Journey: Family Influence and Curiosity 05:59 The Drive for Continuous Learning and Education 12:53 Leveraging LinkedIn for Growth and Learning 14:03 The Power of Community and Shared Learning 18:20 LinkedIn's Rapid Growth and the Impact of COVID-19 22:31 Storytelling and Employer Branding in the Digital Age 29:01 Understanding Branding Beyond Logos 30:59 Unlocking the Power of Personal and Employer Branding 31:38 The Secret to Organizational Success: Happy People 32:25 Cultivating a Positive Workplace Culture 34:31 The Future of Work: Skills, Entrepreneurship, and Sales 36:43 Leading Through Change and Building Effective Teams 48:04 Embracing Non-Linear Career Paths and the Role of AI 55:33 The Importance of Mentorship and Networking If you enjoyed this episode and want to learn more about entrepreneurship, don't forget to check out my [tools](https://www.clairebouvier.com/tools) that can help you on your entrepreneurial journey. Stay tuned for more insightful conversations on the Small Town Entrepreneur Podcast! Find me on social: Website: http://clairebouvier.com/ Facebook: https://www.facebook.com/ClaireBouvierPage/ Instagram: https://www.instagram.com/claire.bouvier/

Join us for this special three-part series where the N2K Cyber Talent Insights team guides you through effective strategies to develop your cybersecurity team, helping you stay ahead in the constantly changing cybersecurity landscape.  In the first episode of the series on cybersecurity workforce development, we dive into the complex world of cyber workforce management and planning, particularly as it pertains to the perspective of the enterprise. We explore the current state of the cybersecurity workforce, navigate various challenges in talent acquisition, and explore the nuances of job classifications, titles, compensation, and the dynamics of remote, onsite, and hybrid work environments.  Our experts further address talent development strategies like professional development, training, conferences, mentorship programs, communities of interest, and corporate cyber academies.  Finally, we touch upon the critical aspect of talent retention, an essential component in closing the cybersecurity talent gap. We hope you will join us on this journey. Connect with the N2K Cyber Workforce team on Linkedin: Dr. Sasha Vanterpool, Cyber Workforce Consultant  Dr. Heather Monthie, Cybersecurity Workforce Consultant Jeff Welgan, Chief Learning Officer Resources for developing your cybersecurity teams: N2K Cyber Workforce Strategy Guide Workforce Media Resources Strategic Cyber Workforce Intelligence resources for your organization Cyber Talent Acquistion Woes for Enterprises Workforce Intelligence: What it is and why you need it for cyber teams webinar Setting Better Cyber Job Expectations to Attract & Retain Talent webinar

In this episode of Talent Insights, host Matt Masucci discusses "The Future of Work" with experts John Malonis and Dan Michelson. They delve into the evolving workplace landscape, focusing on shifts to flexible, remote, and hybrid models. The conversation covers challenges like office space use, employee engagement, and creating a culture that supports diverse work preferences while maintaining productivity. They highlight trust, opportunity, relationships, and experiences as key elements for organizational growth and retention. The discussion also includes talent acquisition and retention strategies, especially in remote work contexts and changes in professional services. Insights on leadership, strategy, and data-driven approaches for navigating the future work environment are shared, along with the role of technology in building connected communities and fostering engagement.

This episode focuses on the insights gained from the inaugural Wharton Gen AI for Business Transformation course. We discuss a study conducted by Boston Consulting Group, which found that consultants with access to GPT-4 outperformed those without AI by 40% in terms of quality and efficiency. The study also revealed that AI serves as a performance leveler, enabling even the worst performers to match the performance of top consultants without AI. This finding has implications for talent sourcing and global competition.The episode also touches on the stages of AI adoption, referred to as the "4Es": entertainment, education, efficiency, and effectiveness. We emphasize the importance of moving beyond personal efficiency gains and focusing on driving business outcomes. The biggest challenge in scaling AI adoption is explainability, as the inherent creativity and randomness of AI models can lead to trust issues. We suggest adopting a portfolio approach, engaging teams in experimentation and education, and identifying one or two projects where AI can disrupt or replace major elements of the end-to-end process. The conversation concludes with a preview of future topics, such as AI agents and the move from content to action.

New year. New hiring market. Hopefully.   2023 was a year a lot of recruiters are happy to turn the page on. But it wasn't all bad. Hirewell did see some growth areas and a consistently strong demand for interim talent.    Matt Massucci and James Hornick break down the previous quarter and look what what's happening to start 2024 with “Hirewell Data Insights: Hiring Trends Q4 2023"   Replays will be available on Hirewell's Youtube channel. Audio-only version will be available on the Talent Insights podcast on Apple, Google, Amazon and Spotify.   Subscribe to those channels here: https://linktr.ee/jameshornick  

Is leadership a mythical concept that only a few possess? In this episode of the RecruitingDaily Podcast, host William Tincup invites guest Amy Leschke-Kahle, Vice President of Talent Insights and Innovation at ADP, to shed light on the mythos surrounding great leaders and how to navigate the expectations placed upon them.Amy is an expert in helping organizations rethink work and approach leadership differently. She shares her insights on the current expectations of leaders and whether they are realistic or not in these challenging times. Organizations have overloaded leaders with administrative tasks and coaching responsibilities, often overlooking their core competencies. Amy emphasizes the need for organizations to recognize the diverse strengths and passions of individuals, rather than forcing everyone to fit into a conventional leadership mold.While addressing the topic of extraordinary leaders, Amy dispels the notion that there is a one-size-fits-all formula for greatness. Instead, she highlights the importance of embracing each leader's unique strengths and investing in their areas of affinity, creating a more authentic and impactful leadership style. From the power of frequent attention to team members to understanding the nuances of poor performance, their conversation is a wealth of knowledge for anyone interested in cultivating successful leaders.Join us as we explore the myths of great leaders and uncover a fresh perspective on leadership development.Listen & Subscribe on your favorite platformApple | Spotify | Google | AmazonVisit us at RecruitingDaily for all of your recruiting, sourcing, and HR content.Follow on Twitter @RecruitingDaily Attend one of our #HRTX Events

What does it mean to be a great leader? In the thought-provoking podcast episode hosted by William Tincup, listeners are taken on a journey of leadership exploration with Amy Leschke-Kahle, Vice President of Talent Insights and Innovation for ADP. Amy shares her wealth of knowledge and experience, debunking common myths surrounding leadership and providing invaluable insights into what it takes to thrive as a leader. Amy and William delve into the question of whether leaders are born or made, challenging traditional notions and offering a fresh perspective. They emphasize the contextual nature of leadership, stressing the importance of finding one's own unique leadership model. Great leaders come in all different shapes and sizes. Don't try to fit a mold!True greatness lies in being authentic and leveraging one's own strengths.If you're ready to challenge your understanding of leadership and discover how to unleash your full potential as a leader, then this podcast episode is a must-listen.Listen & Subscribe on your favorite platformApple | Spotify | Google | AmazonVisit us at RecruitingDaily for all of your recruiting, sourcing, and HR content.Follow on Twitter @RecruitingDaily Attend one of our #HRTX Events

Christie Haynes is a senior level executive that has been using the Talent Insights Assessment (DISC Behaviors and Driving Forces) for eight plus years. Listen as she describes how she and her management teams utilized these tools in a number of ways including selection of new hires using the benchmarking process.  Christie and her team found the Talent Insights report  also enabled communicating more effectively with their teams, and delivering feedback in a way that resonates with the individual employee, especially at performance review time. Other applications of the assessment are improving team communication and enabling team members to deliver high quality results on the job. She also loves using the team report to leverage the strengths of each of the team members and become aware of her employees' limitations. Many thanks to Christie for sharing these insights of how to leverage the TTISI assessments that can make a difference in successful outcomes for your business! discychicks.combizhelpconsulting.commarthaforlines.combeliefsysteminstitute

Get ready for another episode of Mistakes Over Failure! Join hosts Leslie Wingo and Dr. Christine Crawford as they dive into a riveting conversation with two trailblazing entrepreneurs, Matt Blumberg, the ingenious Founder and CEO of Bolster, and Jocelyn Mangan, the visionary Founder and CEO of Him For Her and Lumen. Matt is also an author of the book, Startup Board, which features a forward by Jocelyn.Buckle up and prepare for a captivating discussion about the game-changing power of relationships, diversity, and cultural fit in board placements. Matt enlightens us on the critical role of leadership in setting the tone and managing the ever-dynamic social dynamics. Meanwhile, Jocelyn shares her invaluable insights on the significance of unleashing your unique voice and crafting connections to untapped talent.They unravel the truth behind distinguishing between being board ready and board experienced, unveiling the secrets to cultivating fruitful peer relationships within an organization for effective leadership. In a world where diversity is key, Matt and Jocelyn emphasize the transformative value of learning from mistakes and rallying a formidable team to conquer any challenge that comes your way.Join us on a journey filled with wisdom, inspiration, and a renewed sense of purpose. This episode of Mistakes Over Failure will leave you energized and ready to embrace your mistakes to create a better future. Hosted on Acast. See acast.com/privacy for more information.

Turnabout is fair play!  In our last podcast, Martha facilitated a DISC debrief with Cindy. This week the tables turn and Cindy reviews Martha's hidden motivators- we call Driving Forces.   The Driving Forces is the WHY behind our behavior and are often hidden, unlike our behaviors, which makes it a little more challenging to be self-aware.Watch how to debrief this very meaningful part of the Talent Insights report.discychicks.comcindyjacoby bizhelpconsulting.commarthaforlines.combelief system institute

"To build, sell, and lead. Those are three essential roles for the future, and learning to do all three simultaneously or being ambidextrous is incredibly challenging but valuable. Building is key - can you code or understand code and leverage technology to construct and organize effectively? Selling is about understanding human needs and identifying problems to solve." - Jeremy Au "I think values are important for leadership because people need to connect with you and understand what you stand for. It's about creating a just environment and treating others fairly, not just in a transactional way. Values are connected to your sense of self and confidence in knowing what you believe in, even if it goes against what others think. It's important to have a sense of right and wrong and a sense of self in those things." - Shiyan Koh In this episode of BRAVE, Jeremy Au and Shiyan Koh discuss the current state of the job market and provide advice for individuals navigating this challenging time. They predict that the pain caused by the pandemic is likely to drag on for another two years and that layoffs will continue to be a reality for many companies. They caution against shallow cuts, which can negatively impact morale and create uncertainty among remaining employees. When it comes to preparing for the future, they highlight the importance of building skills in communication, technology, and statistics. Rather than training for specific jobs, they emphasize the need to develop these core skills, which can be applied to a range of positions. In addition to technical skills, they stress the importance of values and the ability to lead, sell, and build. They also discuss the need to maintain a sense of self and confidence in the face of uncertainty. They emphasize the importance of having values and being able to communicate them effectively, as well as the need to build resilience and develop the ability to thrive in challenging situations. Overall, they provide practical advice for individuals looking to navigate the job market during a time of great uncertainty and change. Read the transcript at https://www.bravesea.com/blog/startup-tech-talents WhatsApp Weekday Insight: https://chat.whatsapp.com/CeL3ywi7yOWFd8HTo6yzde Spotify: https://open.spotify.com/show/4TnqkaWpTT181lMA8xNu0T Youtube: https://www.youtube.com/@JeremyAu/featured Apple Podcasts: https://podcasts.apple.com/sg/podcast/brave-southeast-asia-tech-singapore-indonesia-vietnam/id1506890464 Tiktok: https://www.tiktok.com/@jeremyau?lang=en Instagram: https://www.instagram.com/jeremyauz/ Twitter: https://twitter.com/jeremyau Visit our community at: www.bravesea.com #bravesea #startup #founder #southeastasia #singapore #entrepreneurship #futureproof #skills #coding #stats #values #communication #jobmarket

Want a sneak preview of what slick new technology recruiters will start using?   Just look at what cool sales and marketing tech came out 10 years ago!   That's what it feels like anyway. But why? Do software companies not see the opportunity? Not understand the space? Or do the end users (yeah, us recruiters) not know how to take advantage of what's out there?   Sam Kuehnle, the VP of Marketing at Loxo, joins James Hornick on a special edition of the Talent Insights Podcast, “Why Is Recruiting Tech So Far Behind Sales & Marketing?  

TAB is "The Alternative Board".  David meets with members monthly as a peer advisory board. They offer coaching, training with a process improvement product called StrapPro, advisement, and accountability. David's members include startups as well as well established businesses as a part of his TAB participants. David doesn't begin any coaching or consulting relationship until they review the client's Talent Insights report. David shares how the DISC assessments help these entrepreneurs to first know themselves, then apply their knowledge within their own organizations to enable cultures of high collaboration and communication. He has always seen the tools used for only the leadership team and in the selection of new employees, using the DISC Behaviors and Driving Forces. discychicks.comCindy Jacoby bizhelpconsulting.commarthaforlines.comBelief System InstituteDavid Sillick TAB Jacksonville

Building your tech stack as a startup can either help you soar to new highs, or become your biggest nightmare and slow you down. Our guest today is helping founders navigate that path, Taylor Lint is Co-Founder and CEO of Swantide, a platform that automates the configuration and management of your GTM tech stack.Before this week's episode, we welcome back John Ruffolo to chat about the news making headlines in the Canadian and global tech markets.About Taylor Lint:Taylor Lint is the Founder & CEO of Swantide. Prior, Taylor led engineering and product at Replica, an analytics company that spun out of Alphabet's Sidewalk Labs. Previously she led engineering for the launch of LinkedIn's Talent Insights product. Taylor studied Information Science and German at Cornell.In this episode we discuss:(0:00:26)  News Roundup with John Ruffolo talking about ClearCo, BMO x Georgian Partners, Quantum Computing, Sequoia's make good, IP Law, and Microsoft as king of M and A(0:20:10)  Taylor's journey into the tech world(0:21:58)  Lessons launching LinkedIn Talent(0:23:28)  What Taylor learned at Sidewalk Labs(0:26:32)  The process of spinning out Sidewalk Labs into a separate entity from Alphabet(0:27:39)  Why Taylor decided to tackle the GTM Tech stack problem(0:29:34)  Data you need to infor your GTM strategy(0:31:13)  When is the right time to invest in GTM(0:32:36)  Typical startup GTM strategies and mistakes(0:35:18)  Goal setting for GTM(0:36:06)  How Swantide makes the GTM better(0:39:23)  Eliminating isolated documents and data with Swantide(0:41:18)  Best practices to set up and maintain your CRM(0:44:30)  Advice for early-stage startups around data collection(0:46:25)  Other considerations around preparing to scale later(0:48:49)  How Swantide's $7M Seeed round came together with Menlo Ventures alongside Village Global, NEO, and a handful of strategic angelsFast Favorites:*

The hiring market may be down but it certainly isn't dead. Some industries cooled while others are still piping hot.   And in-demand positions are changing too. Sales down, marketing up. TA down, HR up.   They don't know what the Fed's going to do next, but Matt Massucci and James Hornick covered the real numbers Hirewell's seeing to understand how the inflation and rising interest rates have affected the hiring market so far in “Hirewell Data Insights: Hiring Trends Q4 2022".

Stocks down. Inflation up. Unemployment down. Not to mention layoff chatter at an all time high…with actual layoff data at an all-time low. So what the hell is going on? Matt Massucci and James Hornick shed a little more light on the current contradictory market by opening up their books in “Hirewell Data Insights: Hiring Trends Q3 2022"

From skills shortages to remote working, keeping data professionals happy and comfortable in their roles is a rapidly evolving challenge. This week on the podcast, Talent Insights Group Director, Ben Le Gassick, and Associate Director, Patrick Choy, are our special guests as we delve into the problems organisations face in attracting and retaining the best people. The talent shortage means that many employees feel overworked and overwhelmed. Meanwhile, while remote work has become standard and expected, making sure that people continue to feel engaged and connected within their teams and organisation is important to avoid attrition within teams. On the podcast, Patrick and Ben discuss solutions to these pressing problems. It could be as simple as understanding the strengths and interests of each individual data scientist, and ensuring that the work meets their personal and professional goals. Another best practice is to leverage contractors intelligently to supplement the permanent staff. It's also important to consider how to keep the data scientist engaged once the application that they were working on has been deployed and the workload shifts to maintenance. Many data scientists leave a role after a year simply because maintenance work isn't as engaging, so what is the solution there? And, finally, Patrick and Ben also share their thoughts about what employees like to see in a leader. People are attracted to great leaders and even willing to follow them from one company to the next. So, what can an organisation do to make sure that they are the ones with the great leadership team? Tune in for these insights, and many more, about the opportunities and challenges in recruitment for data roles in 2022 and beyond. We will be covering this topic in more detail at Advancing AI Sydney with our awesome community. To join us there in person register with the earlybird discount at: https://www.datafuturology.com/advancing-ai-sydney Read the full podcast episode summary here. --- Send in a voice message: https://anchor.fm/datafuturology/message

The holidays are right around the corner and so are year end bonuses. Wait, no…those don't get paid until March.   And so begins wait-it-out season, where job seekers put things on pause, waiting for that money to hit their account. Unless another company pays a fat sign on bonus.   But there's a lot more to it than that. It's not just cash people think about, but equity and every other form of comp. And not every job seeker is worried about bonus dates when all they really want is a little more transparency.   If you're hiring, it's a real phenomenon you'll have to deal with. Matt Tokarz and James Hornick gathered some data and looked at all the angles in the latest episode of the Talent Insights podcast “Can Sign On Bonuses Contend With End of Year Bonuses?”

“Your CEO should be your best recruiter.”   Sounds like good on the surface, don't CEO's have a million other things to do? How can they possibly make the time?   Well, Kris Rudeegraap did just that. He's the CEO of Sendoso, a series C funded start-up with over 500 employees. As a CEO, he views hiring as just as important (if not more) than product development itself. His “everyone recruits” approach to hiring generates so many employee referrals that Sendoso didn't need to hire their first dedicated internal recruiter until they reached 150 employees.   Our conversation not only had pointers on how to promote this mindset throughout your organization, but how to put your company over the top in the minds of potential candidates.

In our 3rd installment of Hirewell Data Insights, we are sharing the numbers we are seeing in the market. Stop me if you've heard this before - but the hiring market keeps getting hotter. What does that mean? Let's dig a bit deeper. Have a listen!   Connect with James Hornick and Matt Massucci James Hornick's LinkedIn page: https://www.linkedin.com/in/jameshornick/  Matt Massucci's LinkedIn page: https://www.linkedin.com/in/mattmassucci/ 

You may not know this, but recruiters aren't really HR people. We just pretend to be on the internet. So when we want to go deep on pressing issues, we call on some actual experts.   Erin Turnmeyer is the VP of People at Civis Analytics. Not only is she up to date on the issues, but she has a data-driven approach. And a snarky demeanor which we of course love.   She and James discussed a few pressing issues: What causes alignment challenges between HR and hiring manager? And how can it fix to improve hiring? How can you take a data-driven approach to diversity hiring? Is HR's opportunity to get ‘a seat at the table' closing?  

Having a cool product makes sales a lot easier. How does shooting drones out of the sky with RF signals sound?   That's exactly what DroneShield does. And their CEO, Oleg Vornik, was gracious enough to come on the Talent Insights podcast to talk about a niche many people aren't familiar with: government sales. Specifically in the defense sector.   Oleg and James discussed a variety of areas, including: Traits a good salesperson needs in government sales. And how the sales cycles differs from the private sector. The types of “fit” sales leaders should look for (spoiler: not “culture fit”) How to hire for roles you yourself may not have direct experience in. The downsides of employee referrals and what to watch out for. Interview blunders sales job seekers should avoid. How to best pivot into the defense sector when you don't have experience.   Have a listen, here. 

When it comes to sales hiring, what are people having the hardest time with that they shouldn't?    Answering that question is Debra Senra, the Chief Revenue Officer at Ten Spot. When it comes to hiring sales people, she's as good as they come. The short version? A lot. Hiring manager egos. Not doing the first interview yourself. Saying you want a diverse slate of candidates but showing blatant bias against previous experience. Or schools. Or age. If you're hiring salespeople, you'll want to hear this.

Join us as we navigate through life, dreaming and reaching the impossible, together with our guest Kalifa Oliver, PH.D. She is the owner and managing partner of DeepDive Talent Insights and Analytics. --- Send in a voice message: https://anchor.fm/theonlydreambigpod/message

James Hornick and Matt Massucci have a discussion about the market thus far this year and what new trends are emerging. Salaries, in-demand jobs, work from home preferences, and even Hirewell's own growth. With the numbers to back it all up. Topics include: -How big is the employment bounce exactly? -The dip and rebound in the contracting market. -The explosion in internal recruiter hiring. -What's happening with rates and salaries? -What do people really think about Work From Home?   Connect with James Hornick and Matt Massucci: James Hornick: https://www.linkedin.com/in/jameshornick/ Matt Massucci: https://www.linkedin.com/in/mattmassucci/  

The  CLT Alliance's Power of Women network is designed to engage, inform and inspire, as well as connect professional women to resourceful women’s groups and organizations in Charlotte and our region. In honor of International Women's Month, we connected with the Junior League of Charlotte to talk about how Junior League is developing the potential of women and improving the Charlotte community through the effective action and leadership.Cherise Walker, Vice President of Talent Insights & Partnerships, speaks with Kellie Lofton, President-Elect of the Junior League of Charlotte about how this organization has created leadership development and community impact opportunities for women throughout our communities. To learn more about the Junior League of Charlotte, visit jlcharlotte.org. 

We have Calvin Ng, Head of Equality and Linking at Equifax and Patrick Choy, Senior Consultant at Talent Insights Group. Today we are focusing on teams. Everything from hiring, how to structure them, retention and more useful tips. Patrick shared some tips for data scientists who want to differentiate themselves when going through recruitment processes. For him, communication is key and he encourages people to communicate their past successes and show the recruiters how they could use that knowledge and experience to create a positive impact for their business. We touched on how some jobs may be advertised as data science roles and once hired, individuals realize the work needed to be done is not what they expected or part of the data field. Companies don't always have a good handle on exactly where they sit in the data maturity curve and many of them are still very much starting their data journey. For Calvin, this is an exciting opportunity for professionals who are willing to take on the challenge of helping them create their data science teams and structure from the ground. As individuals continue to upscale their skills and organizations try to involve more data science in their processes, the field and competition in it will grow, so stay tuned to hear insightful tips from Australia’s leading data specialist recruitment business, Talent Insights. Quote: The high performing team is the team who trust each other, learn from each other and has a diverse set of skills and viewpoints. Thanks to our sponsor Talent Insights Group Read the full episode summary here: Ep 146 Enjoy the show! --- Send in a voice message: https://anchor.fm/datafuturology/message

The 2020 pandemic has been challenging on many fronts. CLT Alliance's VP of Talent Insights and Partnerships, Cherise Walker, speaks with Amy Wartham, Director of Corporate & Custom Training and Continuing Education at UNC Charlotte, to discuss why resilience is important and what you can do to protect your mental well being and manage your productivity.For resources mentioned in this podcast, visit charlotteregion.com

Careerwell & Hirewell’s Talent Insights series presents "Adventures in Job Seeking, Episode 5" with special guest Ted Drost. Finding a job is tough right now, and it’s even tougher at the executive level. Ted Drost is an accomplished sales and marketing leader with a strong background in financial services. Like a lot of people, he realized early on in COVID that his search wasn’t going to be an easy one. But making a few small changes makes a world of difference. And while applying to job postings is a black hole for most, he actually found a way to be successful with this method by making a few tweaks in his targeting. Ted joined James Hornick and shared his experiences and job search methods that landed him the VP of Business Development job at Dividend Finance.   Connect with James Hornick and Ted Drost James Hornick's LinkedIn page  Ted Drost's LinkedIn page  

In this episode hosts Brad Minton and Megan Vallee continue in the self-exploration discussion by discussing the Talent Insights Assessment with Career Coach Julie Brewer of Compass Discoveries. This assessment is a comprehensive self discovery tool aimed at helping people really understand their motivations, what comes naturally through our observable behaviors, and the careers that synergize those elements considering the lifestyle we want. Julie helps our listeners understand how this tool works, what it's designed to measure, and a little bit about the science behind career fulfillment. She also helps listeners understand how to access this assessment and begin diving into their own talent insights! --- Send in a voice message: https://anchor.fm/yourcareergps/message Support this podcast: https://anchor.fm/yourcareergps/support

When Netflix released The Social Dilemma, it was a wake-up call for a lot of people to think about how they spend their time online. Maybe the tone was a little dark, and we probably could have all done without the family melodrama. But it did raise some interesting questions about what social media does to your brain. Taking the discussion a step further, James Hornick and Jeff Smith have invited Sne Patel to a special edition of the Talent Insights series “How Social Media Can Warp Your Professional Life.” They take a look at how social media can be both beneficial and destructive to your career and perhaps explain why LinkedIn is becoming more and more like Facebook. Connect with James Hornick, Sne Patel, and Jeff Smith James Hornick: https://www.linkedin.com/in/jameshornick/ Sne Patel: https://www.linkedin.com/in/coachandadvisor/ Jeff Smith: https://www.linkedin.com/in/jeff-smith14/

On today's episode of Supply Chain Now, Scott and Greg welcome John Holly to the podcast. John Holly is a lifelong human resources professional. John is a BBA graduate of Clark College (known now as Clark Atlanta University). Also, he is a graduate of the 67th session of the Harvard Business School Program for Management Development. John had a long tenure with Georgia Power and its parent company, The Southern Company, before moving into the foodservices industry working for companies such as AFC Enterprises, parent company to a number of iconic foodservices brands. While at AFC Enterprises, John received the 1999 AFC Spirit Award. His last role there was a Vice-President of People Services for the Cinnabon brand. From 2005 through 2016, John was a human resources leader with Cox Communications. While there he provided HR leadership during the devastation of Hurricane Katrina and the subsequent successful recovery of that system. After Cox, John joined Kumho Tire Group (tire manufacturer in Macon, GA), serving as Deputy Chief People Officer. At Kumho, John and the team revised the employee handbook, guided the development of a salary and compensation system, improved the training process, and worked on labor relations issues. Presently John is an Executive Human Resources Consultant. In 2019 he led the successful placement process for the inaugural Executive Director for an Atlanta non-profit organization. Presently he is an interim Human Resources Director for a client in addition to other HR projects. Upcoming Events & Resources Mentioned in this Episode: Subscribe to Supply Chain Now and ALL Supply Chain Now Programming Here: https://supplychainnowradio.com/subscribe Leave a review for Supply Chain Now: https://ratethispodcast.com/supplychainnow Connect with Scott on LinkedIn: www.linkedin.com/in/scottwindonluton/ Connect with Greg on LinkedIn: www.linkedin.com/in/gswhite/ Connect with John on LinkedIn: https://www.linkedin.com/in/johngholly Supply Chain Now Ranked #1 Supply Chain Podcast via FeedSpot: tinyurl.com/rud8y9m Supply Chain Now Ranked #3 Supply Chain YouTube Channel: https://tinyurl.com/yazfegov AIAG Virtual 2020 Supply Chain Conference: https://tinyurl.com/y8axeflc Download the Q2 2020 U.S. Bank Freight Payment Index: freight.usbank.com/?es=a229&a=20 WEBINAR: Stand Up & Sound Off- https://tinyurl.com/y4lcahdr AME Toronto 2020 Virtual Conference: https://www.ame.org/ame-toronto-2020 WEBINAR: The Connected IoT Supply Chain: https://tinyurl.com/yym2fvcl Check Out News From Our Sponsors: U.S. Bank: www.usbpayment.com/transportation-solutions Capgemini: www.capgemini.com/us-en/ Vector Global Logistics: vectorgl.com/ Verusen: www.verusen.com/ This episode was hosted by Greg White and Scott Luton. For additional information, please visit our dedicated show page at: https://supplychainnow.com/episode-489.

This episode, Ron and https://www.linkedin.com/in/jameshornick/ (James Hornick), Partner at Hirewell and host of the “https://hirewell.com/talent-insights/podcasts_webinars (Talent Insights)” podcast, talk about the pandemic's disruption on the HR tech landscape and predict where the market is headed next.

The United States recently celebrated the 57th anniversary of the March on Washington and Dr. Martin Luther King, Jr.’s “I Have a Dream” speech. In the midst of a resurgent call for racial equity and justice it’s time to renew our understanding of – and commitment to – “The Dream” through Educational Equity, Inclusive Entrepreneurship and Economic Access. In this week’s CLT Alliance Talks podcast Rod Garvin SVP of Talent Insights for the Charlotte Regional Business Alliance Speaks with Dr. Shante’ Williams, Founder and CEO, Black Pearl Global Investments; Henry Rock, Executive Director, City Startup Labs and Don Thomas, Jr., Executive Director, My Brother’s Keeper Charlotte Mecklenburg.

The CLT Alliance Foundation is partnering with Grow with Google (an initiative to create economic opportunities for all) and Coursera, (a leading online learning platform for higher education) to help scale the upskilling of workers in the Charlotte Region who have lost their jobs due to the economic impact of COVID-19. Both organizations are committed to supporting regional talent ecosystems, so that individuals can access the education and training they need for new skills – and careers – through the alignment of global and local resources. In this week’s CLT Alliance Talks Rod Garvin, SVP of Talent Insights for the Charlotte Regional Business Alliance, speaks with Christian Michael, Program Manager at Grow with Google and Sam Combs, Senior Manager of Government Partnerships at Coursera.

James Hornick (Hirewell & Careerwell) and Nate Guggia (Brand Marketing at Job Portraits) love talking about employer content. Their second live collaboration is a free-flowing conversation about the ongoing changes in employer branding, employee relations and content creation since their first event in April 2020. Topics include: -Employee-driven content creation -Building a community vs building an audience -How corporate messaging continues to shift -Where LinkedIn is dropping the ball -How personalized & unscalable content methods outshine automation Connect with James and Nate on LinkedIn James Hornick - https://www.linkedin.com/in/jameshornick Nate Guggia - https://www.linkedin.com/in/nateguggia *** Visit https://hirewell.com/recruiting-insights for more. Talent Insights is edited and mixed by The Creative Impostor Studios. Subscribe to the podcast on Apple Podcasts (for iOS users), Google Podcasts (for Android users), YouTube or Spotify. Follow Hirewell on LinkedIn for live webinars, interviews and more.

Careerwell Cofounder James Hornick talks with Shandee Ewert, who recently made a career pivot into an HR Generalist role at 1WorldSync. James and Shandee discuss the things that made Shandee successful: her proactive approach to informational interviews, utilizing her network to learn more about the field and better present her experience, targeting companies and discovering effective outreach methods, and moving on from less effective job search methods. Shandee shares what she learned that she'll carry forward in her career and what advice she has for other job seekers looking to make a pivot.   Connect with James and Ron on LinkedIn James Hornick - https://www.linkedin.com/in/jameshornick Shandee Ewert - https://www.linkedin.com/in/shandee-ewert/ *** Visit https://hirewell.com/recruiting-insights for more. Talent Insights is edited and mixed by The Creative Impostor Studios. Subscribe to the podcast on Apple Podcasts (for iOS users), Google Podcasts (for Android users), YouTube or Spotify. Follow Hirewell on LinkedIn for live webinars, interviews and more.

When it comes to economic development, business recruitment and expansion typically come to mind, but the availability of talent has become a key factor in whether companies choose to relocate or grow within a given market. Additionally, upward mobility and opportunity for all are key determinants of a healthy economy. In this week’s CLT Alliance Talks Rod Garvin, SVP of Talent Insights for the Charlotte Regional Business Alliance, speaks with Amy Holloway, Partner/Principal and National Director, Economic Development Advisory Services at EY.

How to attract talent, pick the right candidates, retain star employees and say goodbye People are a business’s biggest asset and the thing most companies spend the vast majority of their budget on. So the question is: How do you get — and keep — the best people on the boat, when the boat is constantly being rebuilt?  I think of entrepreneurship as an art form. You don’t know what combination of elements you need on the palette until you start creating, and things evolve over time.  The best way to make sure your team evolves to meet your company’s needs over time is to hire committed, talented people who are capable of doing lots of different things based upon their experience, interests and talents. Too often, though, business owners set themselves — and their employees — up for failure with haphazard recruiting, unstructured interviews, and ineffective onboarding. When they pick the wrong candidate, managers often take too long to fire an employee; and when it comes time to part ways, they botch that, too. Here’s some advice on avoiding common pitfalls: To attract a talent pool, let people know what you stand for. Use a highly structured recruiting and interview process to pick the right candidate. To keep employees, allow talented employees to work where their passion lies. Remain on the lookout for opportunistic hiring.  When someone quits, remain empathetic, and ask, “Is this a problem or an opportunity?”  Why I like structure Especially for small organizations that are growing fast, the burden of hiring is substantial. It takes a lot of resources to hire effectively. And it’s extremely costly — not to mention painful and time-consuming — to hire the wrong person. You can reduce the cognitive load if you create a clearly defined structure from recruiting all the way through to onboarding. Decide who you want to hire To hire the right people, you need to know what you’re looking for. That will vary to some extent for every company, though high-performing teams generally share similar characteristics: specialized talents that compliment each other. Whatever characteristics are right for your company, decide on that first. Then set up a structured recruiting and interview process to test for those characteristics. Beware of the culture trap Companies sometimes fall into the culture trap, focusing so much on culture that they end up with a monoculture in which everyone acts and thinks the same. At Music Exchange — just like most entrepreneurial companies — we are constantly innovating and testing new ideas, so we place a premium on a unique point of view and willingness to share it. We look to build an A-Team of people with highly specialized and complimentary skills, rather than a team of generalists who are average at most things and don’t excel in any one. Fly your flag Once you figure out the type of team you want to build, get the word out about your company to attract the right candidates. This is a prerequisite for any advice on hiring and retaining employees. Your company is only as good as your employees, and they are only as good as your talent pool — so focus first on filling that pool with quality candidates. Look for ways to communicate to the public about who you are and what you’re doing.  In “The Secret to Successful PR” I shared tips on effective public relations, recounting my own experience working with the media. I first invested in PR in order to attract talent in the Denver area, where we’re based. Articles in the local business publication helped fill our talent pool with the types of candidates we wanted. Personality tests At Music Exchange we ask job candidates to take a test called Talent Insights, which draws from several of the leading psychological tests to get a read on someone’s disposition. This test has proven effective for determining three key qualities: Detail orientation, Independence, and  How quickly they make decisions. We look to balance these three areas on our team, and the test gives us an idea of how a candidate might fit in and helps us formulate good interview questions.  Interview process The best way to make sure you get the best candidates is through a highly structured interview process. You should be able to explain the process from beginning to end at the first point of contact with a job candidate. Anything short of that and you risk losing some of the best talent off the bat, because top talent expects a professional experience. This is our process: First, a professional recruiter screens the candidate, allowing us to communicate expectations of the role and note any immediate red flags. Then candidates are invited to an initial interview with a small group of employees. This is a thorough examination of their past performance generally lasting 2-3 hours. Candidates that pass the first interview are invited to a second one with a new group of employees that includes at least one interviewer from the first round.  Following the second interview, the candidate goes to lunch with another group of employees to get even more perspectives, giving us a bit of a chance to “try before we buy.” Your one chance to ask During the interview process, try to understand the candidate’s motivation for major decisions in their life. We use Lou Adler’s Performance-based Hiring system, which focuses on an individual’s drive to achievement in prior roles.  Ask about why they attended a certain school or took a certain job; ask about past work projects and decisions they made. If you ask a future-based question, you’ll usually get an answer you like. So avoid those. If you don’t ask these questions during the interview process, the reality is you’ll never get the chance once they join your company. There’s never an opportunity for you to comfortably ask an employee about their entire work history and the core decisions they made over their life. Onboarding Once you make a hire, I recommend a deliberate onboarding process, which can drastically cut the time it takes a new employee to get comfortable and start being productive. At Music Exchange we invest a lot of time getting new employees oriented to our people and processes to ease their path. Dealing with an underperformer Entrepreneurs have an obligation to their employees to create an environment where they can excel. Ultimately, if you really care about your employees, you want them to do the things that they want to do — in life and within the company, too.  Your office should be a sanctuary for the people who work there: They should feel confident they will keep their job even if performance dips due to a personal issue or some other temporary circumstance.  If an employee isn’t performing at a high level but they’re honest, have a good attitude, do reasonable work without major blunders and take feedback well, you owe them the right to try to find a place where they can create more value in the company.  An employee may not be 100% what you were hoping for, but the risk of letting them go in hopes of finding someone else might be greater than making adjustments with the team you have.  When an employee makes a mistake, first ask yourself, “What did I do wrong? Did I not make sure that they understood that this was important? Did I not show them how to do it? Do they not have the natural disposition for this level of detail work? Is there a better fit for this person somewhere else in the company?” When people leave When your business is growing fast, what you need today is different than what you needed last year. When any employee leaves — including one who contributes dramatically to the business — you should ask yourself, “Is that still the right person for the job?” Even if you feel the person leaving was doing a good job in their role, take the opportunity to consider what else you might get out of the role based on your company’s current goals. Then, be prepared to communicate that to new recruits. Opportunistic hiring I recommend that all entrepreneurs keep an eye out for opportunistic hiring at all times. These are talented people you’ll come across who may not fit into any open positions today but who could provide a big boost to your company if you carved out a role for them. It may not even be clear how you’d use them. These types of hires are risky because they are senior level and demand high salaries. You pay them more because of the responsibility they take on, recognizing it could be a lost bet. On the upside, though, the right opportunistic hire can have an outsized positive impact on your organization. Try before you buy In his book Work Rules, Laslo Bock, the former head of people at Google, outlined the two main things that predict success for a Google employee: First, an employee was more likely to work out if they had some prior experience working with Google, either as a contractor or in some other role. In other words, this is the “try before you buy” approach that can be so effective. Second, the higher the IQ, the better odds of success. If you’re able to hire someone as a consultant first — or even hire them on a trial basis — that can greatly increase the comfort level for everybody involved. Retention There’s no trick to keeping people around. You have to create an environment that people want to be in that’s a better environment than other environments they could choose.  Especially for early career employees, money can be a big factor. More experienced employees are more likely to care about their overall job satisfaction: “Am I making a difference? Do I see a future here? Is the business doing the right things?” Managing employees is always a two-way process. You should constantly inquire about what your employees want to be doing and look for ways to expand their roles to play to their strengths. The biggest thing is to have an open dialogue with all of your employees about how their role might evolve. Firing Sometimes, despite your best efforts to find the right roles for everyone, you have to fire people. I believe that when it’s really clear that you have a mis-hire, you should fire right away. I’ve done this rarely as an entrepreneur. The times I have mostly involved employees who demonstrated a consistent pattern of putting their personal interests ahead of the rest of the team. My rule of thumb: If my commitment to your success is greater than your own, there’s nothing I can do for you. When firing an employee, try to part as friends. This is not the time to air your frustrations with the employee. Remember that this is likely a humiliating experience for the employee. When it’s not a red-line issue like stealing or treating a coworker poorly, arrive prepared with a clear explanation for why it’s happening.  Remember to be generous.  

Global pandemic. It still seems surreal to say those two words and yet, the reality of the worldwide COVID-19 crisis is a constant part of our lives. For global businesses, such as Sealed Air with its headquarters in Charlotte, adapting to the “new normal” requires a strategic response created to manage talent across countries while also planning for future workforce needs. In this week’s CLT Alliance Talks, Rod Garvin, SVP of Talent Insights, speaks with Susan Edwards, Global VP and Chief Human Resources Officer at Sealed Air.

Overview of Episode #64 --- Three things to look for and five questions to ensure assessment reliability and validity. The power of unmasking and how it can help you reveal and release the full potential of every employee, while creating business profitability. Understanding the greatest value exchange that can happen between people. The silent demand of talent – that must be met. Contact Priceless Professional Development: 770-578-6976, suzie@pricelessprofessional.com or www.pricelessprofessional.com To see the show notes and get the transcript for this episode, go to: www.pricelessprofessional.com/unmasking Timing on Recording: @ 14:34 --- Topic 1: What People Should Be Looking For From Their Assessment Partners Around Validity and Reliability. What are the Signs? What Should They Be Thinking About? What Do They Need to Know? What is the scientific evidence that supports the assessment? Does it have a scientific underpinning? Does it have peer review articles? What are the claims inside of the assessment? Timing on Recording: @ 16:40  --- Topic 2: Other Additional Questions to Ask Look for the science first, then if the science is there, look for the validity and reliability studies. Validity vs. reliability: Is it valid science? And then is it reliable science? Are you an organization that is multilingual? Do you operate in multiple countries? If yes, is the assessment in which you're deploying, is it not only valid and reliable, but are those validity studies and reliability studies done in each translated language? What are the norms? Is there scientific evidence that the assessment is not discriminatory? Timing on Recording: @ 20:53  --- Topic 3: What Difference Does it Make to Have an Assessment that is Valid and Reliable? Confidence. The 3 Rs: Reveal, Release and Realize. Timing on Recording: @ 22:37  --- Topic 4: How Important is it to Have a Reliable Way to Reveal the Potential of an Individual Before You Hire Them? It is definitely important, you want to know a new hire's potential and where they match or don't match. It allows you to look under the covers and give additional insight to employers and interviewers so that they can see whether they fit or don't fit. Timing on Recording: @ 23:19  --- Topic 5: Good Valid Assessments are About the Business of Unmasking Assessments are unmasking for the interviewer, they can see the words that reveal the true potential of a candidate. Assessments help the interviewer not fall in the trap of bias, because that is one of the biggest interview mistakes. A good assessment that is reliable and valid is not only good for revealing, but it has to also be good in the business of releasing. A candidate releases their full talent set so that the organization can reach its full potential. We have an organization that starts seeing it's true potential where people enjoy working there. It's got a culture. There's nothing that will release the potential of a human being than feeling like they fit. Release that candidate/new hire in the organization to contribute their talents and their strengths and their abilities, then you will realize a return on your investment. Timing on Recording: @ 27:17 --- Topic 6: Getting to Know Rodney Cox Who has influenced you the most and what did they say or share that was really helpful to you: Bruce Mazur, introduction to the assessment, Bill Bonnstetter, invitation to be a VAA, and Don Blanton, taught how to unconditionally accept and love people. Books, education or training that have been very instrumental to your growth and development: All different sciences that have to do with the make up of a human being, a science called Talent Insights. When you think of the word successful, who is the first person that comes to mind: I think it is anyone that leaps out of bed every day eager to contribute or give away what they've got, give away their natural strengths and talents to the person who writes their check. What is silent demand? Speaking of waking up eager, what are the things that you do regularly: Mind - I understand my strengths, understand my weaknesses, I'm a student of myself; Body – Mountain biking; Spirit – Couples that we do life with. What is relational capital? Lean in, humble yourself, go have a conversation and do something different tomorrow than you did today. What is your favorite possession: My faith and my family. A funny story that your family tells you about you: Mountain biking accidents. What advice would you give your 25-year-old self: First seek to understand yourself before you try and get others to understand you; Lean into conflict instead of leaning out of conflict; Seeing others higher than yourself always. The last bit of advice or wisdom you want people to take away from our discussion: It will be very, very difficult for you to even participate in the war for talent without good, reliable, valid assessments. You're not even participating in the war for talent if you don't have reliable and valid assessments that you're deploying to reveal, release, and then realize the human potential; You should become a student and master any assessment or any measurement that you're going to use inside of your organization to help people thrive.

The world of social media is somewhat of a minefield. A few years ago the term influencer didn't exist, let alone influencer marketing. So what really goes on behind the scenes? Is it just about free stuff and getting invited to cool events?Ryan Chipperfield from Bluechip Talent lifts the lid on the world of influencing and talks candidly about working with brands and potentially turning a hobby into a business. This is a must listen for all bloggers, influencers and brands who want to know what it's really like behind the scenes but make sure you have a notepad ready as there are plenty of tips and tricks.You can find Ryan over at @blue_chip_talent and more information on the Mum Network @mum_network you can find them at mumnetwork.com.au. See acast.com/privacy for privacy and opt-out information.

Angela Lane heads up talent & development for abbvie. Angela's team manages the practices and processes that drive individual, team and organizational performance. Through Talent Management, Leadership and Development, Executive Development and Talent Insights, they create solutions that enable business leaders to Raise the Bar on performance and deliver goals. Angela has been at abbvie since 2013. Prior to joining abbvie, Angela has held senior roles at Avon Cosmetics, Sara Lee International, and H.J. Heinz Australia. Angela has worked in Australia, the UK, the Netherlands, New York City, and she is currently based in Chicago. ANGELA LANE High energy Global HR Executive impacting global organizations during periods of rapid growth, as well as organizational transformation and turnaround . Experienced in highly competitive business environments, encompassing 60 plus markets and more than 40,000 employees. A strong collaborator and motivator of talent, has designed and implemented impactful end to end talent and human resources solutions. Proven track record leading international HR functions and centers of excellence. North America / Western Europe / Middle East / Africa / APAC Consumer Goods / OTC / Beauty / Food / Pharmaceuticals Specialities: Human Capital Strategy Global Talent Management Succession Planning ( Top Executives and High Potentials) & Workforce Planning Leadership Assessment & Development, Executive Coaching Employee Engagement Organizational Design and Development Cost Containment and Restructuring Labour Relations "Employees around the world are deprived of honest objective feedback and the higher you go in the organization, the less feedback you are going to get. Researchers confirmed that the less face time employees have with their managers, the more impact seeking and receiving feedback will have on their performance. Gorbatov and Lane propose a simple, systematic approach to giving fair and honest feedback in ways that improve performance while engaging and developing employees." PERFORMANCE WHERE HAS ALL THE FEEDBACK GONE?   As organizations must tackle more hot-button social issues every day, leaders are at greater risk than ever of saying too little. This is a problem, because feedback has never mattered more. By Angela Lane and Sergey Gorbatov Today's business environment grows more complex by the minute. Blame it on the buzzwords: distributed work processes, infinite variables, artificial intelligence, bitcoin, blockchain … you've heard 'em all. Add the power of choice to an ever-changing work world and things get even more complicated. Historically low levels of unemployment give workers more unprecedented agency than ever before. They move between employers or strike out on their own, creating portfolio careers where time is continuously spent looking for better opportunities. Working in such a nuanced environment means feedback has never been more essential, because feedback drives performance. Many organizations are already at a loss for how to adequately handle feedback in the face of all these factors. And now a whole different beast has reared its head to make matters even worse. Somewhere along the way, populism, partisanship, and polarization began infiltrating governments, countries, communities, and crucially, organizations. Think of the sidelining of high-profile executives like Harvey Weinstein and public figures like Kevin Spacey for behaviors that can no longer be managed privately in a #MeToo era, or companies forced to take stands on topics such as immigration (Microsoft), racial inequality (Nike), and equal pay (BBC). We're not interested in these topics from a political standpoint. Instead, we want to focus solely on the impact of this new environment on organizational performance and answer the big question: How does this social pressure aggravate the chronic feedback deprivation in the workplace? First things first: Feedback matters.

Overview of Episode #56 --- What every employee wants to know before they will fully engage. The three main reasons for conflict. 10 (+1) Practical Talent Insights Assessment Facilitation and Debriefing Tips. Contact Priceless Professional Development: 770-578-6976, suzie@pricelessprofessional.com or www.pricelessprofessional.com To see the show notes and get the transcript for this episode, go to: www.pricelessprofessional.com/talentinsights Timing on Recording: @ 8:06  --- Topic 1: When we think about working with a group and we think about giving assessments, there's a couple of things to keep in mind. We want to reduce resistance, make sure they want to participate. Conflict, three main reasons why it happens. Miscommunication. Different values or interests. Past histories. Strength projection. Timing on Recording: @ 15:48  --- Topic 2: Five Areas of Job Fit. Car Analogy Background and experience; Roads traveled, destinations you have been to and destinations you want to go. Culture of the organization; Where they are parked. Thinking and feeling patterns; What's under the hood; Horsepower. Motivators; What puts gas in your tank and makes you want to go. DISC; How they behave; How someone drives. Timing on Recording: @ 20:38  --- Topic 3: 10 (+1) Tips for Starting Strong; What to do Before Starting a Training Session. Four things to communicate prior to any session: Logistics. How the information is going to be used. Confidentiality and the things that people are thinking and feeling about having a training session with the team. Why this project is important. Share reminders about what the assessment is measuring and what to do with the report. Have some type of debrief prior to the team meeting. How to pen the session; Favorite key icebreakers. I.E.E.I - Introduction, Excitement, Empower, Involve. Opening questions: “The well-known person I've never met before but would like to have breakfast with is? And here's why. And the person who has most influenced my life is, and here's why.” Team question: What is the most effective team that you've been a part of and why was it so effective? Share tweetable comments about what you thought of your assessment, positive or negative. How to debrief Motivators. Use of tent cards. Understanding the team Motivators wheel. How to debrief the DISC. Understanding the team DISC wheel. Favorite exercise for sharing. Share Communication Do's and Don'ts. Team Effectiveness Strength Bombardment Exercise Closing strong. Review what was discussed and capture key points. Missing Links Exercise. Star Light, Star Bright Exercise. Follow-up strategies for impact. Talent Tracker

Guest: Nicolas Draca - Chief Marketing Officer @HackerRank (Formerly @Twilio, @LinkedIn, @Infoblox) Guest Background: Nicolas Draca has over 20 years of experience in sales and marketing. He is currently the CMO at HackerRank. Prior to HackerRank, he was the Vice President of Marketing at Twilio. Prior to Twilio, Nicolas spent five years at LinkedIn, holding the position of senior director, global marketing operations. Before LinkedIn, in 2004, he co-founded Ipanto and served the same company as the chief marketing officer. Ipanto was acquired by Infoblox in 2007, where he spent another 3 years as a Director, building their Demand Marketing function globally. Nicolas holds a master's degree from ICN Business School, France. He is also an advisor and early investor in several startups and incubators (like Y Combinator). Guest Links: LinkedIn Episode Summary: In this episode, we cover: - The Science of Marketing Playbook - 4 Pillars (Talent, Insights, Operations, and Lifecycle) - The Formula for Hiring, Onboarding, and Developing Successful Marketing Teams - Critical Alignment w/ Your Manager and Stakeholders: What is your job? - Data and Measurement - Moving from Data to Intelligence - The Account-Based Marketing Method Full Interview Transcript: Naber:  Hello friends around the world. My name is Brandon Naber. Welcome to The Naberhood, where we have switched on, fun discussions with some of the most brilliant, successful, experienced, talented and highly skilled Sales and Marketing minds on the planet, from the world's fastest growing companies. Enjoy! Naber:  Hey everybody. Today we have Nicolas Draca on the show. Nicolas has over 20 years of experience in Sales and Marketing. He is currently the Chief Marketing Officer at HackerRank, who have raised $58 million in capital. Prior to HackerRank. He was the Vice President of Marketing at Twilio. Twilio IPO's back in 2016, and they currently have a $17 billion valuation. Prior to Twilio, Nicolas spent five years at LinkedIn holding the position of Senior Director of Global Marketing Operations. LinkedIn IPO'd back in 2011, and they were acquired by Microsoft in 2016 for $27 billion. Before LinkedIn. In 2004, he co-founded Ipanto and served the same company as the Chief Marketing Officer. Ipanto was acquired eventually by Infoblox in 2007, where he spent another three years as a Director building their Demand Marketing function globally. Nicolas holds a Master's Degree from ICM Business School in France. He is also an advisor and early stage investor in several startups and incubators like Y Combinator. Here we go. Naber:  Nicolas, awesome to have you on the show. How are you? Nicolas Draca:   I'm doing fantastic. Thank you for having me. Naber:  Yes, I'm so glad to have you. Hearing your French accent makes me think about the French holiday I just had, the French holiday that you just had, in addition to being in Greece and having all the amazing food. I am so excited to have you on. I've learned a lot from you in a short space of time when we've worked together in the past. Gotten to know you a little bit personally. Many of the people I've worked with have gotten to know you personally and professionally, and there's just so many good things to say about you, as a person and as a professional operator. So I'm more than excited for the audience to hear what you have to say. So why don't we jump in? What I think we'll do is, we'll get into some of the professional jumps that you've had through your career, talk about your career, as well as a bunch of the frameworks, the mindset you have, some of the methods that you've gone through and used in your playbook, if you will. But first, I think it'd be helpful, if it's okay with you, is to start to get to know you a little bit personally so that they can build up the same fascination as I have with you as an individual, and maybe we'll start back in the day, if you will. Maybe, we'll start in your childhood. So why don't we start with...I mean, you grew up in France, you were based in Strasbourg, you were born in Strabourg and grew up there, you were based in Frankfurt, then Strasbourg again, San Francisco, you've got so many global experiences. What was it like as a kid growing up as Nicolas Draca? And what are some of the things you're interested in? Nicolas Draca:   Yeah. So I grew up in France, in Strasbourg - border with Germany - East. And what was it to be Nicolas Draca? Well, I would say not much, pretty shy kid. Just following my friends wherever they would go. I was not the leader, that's for sure. I was average in every single sport. I was okay with it, no ego there. It's just, like, anything I would play, I was just average. I think that summaries what it was when I was young. I think school, I was average. Sport, I was average. I think great friends. I lived in the countryside. So after school, I was more about going outside, playing in the forest, playing with my bike. And that was my life as a young kid. Naber:  Very cool. And what were some of your hobbies, your interests as you were growing up? Nicolas Draca:   It was being outside, and I think this is still the case today. We lived in a small village. There were like 200 people, in my class were nine, on my level. Being with friends, outside, playing whatever, playing soccer, running around, jumping on our bike, whatever you can imagine. Naber:  Very cool. Very cool. And as you're going through high school, were there certain subjects or anything you acceled at where you thought at a young age, you were pretty good at it naturally? Nicolas Draca:   Yeah. I specialized pretty quickly in math and physics. I have boys. I was a boy. I was just going with the flow. I'm just no big plan, no ambition, no nothing. To be fair, ,when I talk to friends today, and they look like where I am today, they struggled to connect between what I was when I was young, and what I do today. Like, really? That's what you've done and that's who you are. So yeah, just I go back to that just an average kid. Naber:  It's funny, I'm laughing so much, and I have to hold it in because of the microphone, but I'm laughing. That's really interesting...What did your parents do for a living? Nicolas Draca:   My father was a Sales guy, and my mother was a teacher. And then my father moved from Sales in consulting to building his own company. Actually he created two companies, two startups. Naber:  Wow. So that was in your genesY Nicolas Draca:   Yeah, I think so. Yeah. Part of the education was you started in a job early, starting when you're 16 - it's like, first job, same for my sister, I have one sister. And you're going to have to work. Yeah, that was in our genes, that's for sure. Naber:  Very interesting. And what was the first thing you did to make money? Nicolas Draca:   The first thing I did to make money was to work in a restaurant as a waiter. And then the second thing, I ended up driving ambulance. Naber:  Whoa. Nicolas Draca:   Yeah. That was my summer job. So this was when I was 18, you'll can only drive in France when you're 18. That was something really unique, learned a ton from it, specifically on the people side. And I think if I didn't have started computer science at that time, maybe I would have moved into being a doctor or something in the medicine field. Naber:  Wow. What were some of the things that you learned? You're probably about to say that. Nicolas Draca:   Yeah. Wow. So when you drive when you drive an ambulance, you drive people from home to the hospital, or you drive them back. So quite quickly you understand and you see where they live, and you see all type of people, all social aspects of it. And so that was one part of it, which when you're young, I was like 18, 19, that's just wow, it was pretty surprise, I'd say. The other thing is, we will also doing ER type of thing, I don't know how we say it in English, but like we would go...there are car accidents, and we would go there and pick up the people. And yeah, we did a couple of ones where...once we went for somebody who committed suicide to pick 'em up. Naber:  Wow. Nicolas Draca:   so it's a, I mean a, you guys can go a little bit on it to give you an idea, but the, you arrive there and the person tried to, cut is they yeah. And yeah, but, but survived it. And so it was really a weird kind of set up because you arrived, you don't know the person, so you're completely disconnected. whereas there's a lot of drama going on around the seminary. You come here and you just try to do your job and then you have those weird part of the story where actually, which we have to do is to chase a cat with trying to leak the blog. We're story, but we ended up running in the k frame to chase that cat was trying to lead all the blog. yeah. Yeah. It's just kind of weird setup slash weird experience and we had many of those, which I'm not sure I want to share. Naber:  Oh Wow. That's an amazing short story. You walked into a storm on a bottle and you have to write into the bottle every single time. Yeah. Yup, Yup, Yep, Yup, Yup. Wow. That is, that's probably the most interesting answer I've gotten to that question. That's a really good answer. Nicolas Draca:   It says a, it was a unique experience actually. I a I still remember that, that job and I think I got lucky to get that job for a couple of months, a few years. And yeah. Do you find a lot? I think where I am today. Naber:  Very cool. Wow. You always learned something really interesting about somebody. You have these types of conversations, so you're in Strasburg, driving ambulances, working at restaurants, being, being, being, being a average, probably not average. You're probably overselling the average part of it. But, so then you're making decisions about where you want to go to school for university. how, what's the decision you make at that point? And tell us, walk us through, your decision around school. After, after high school Nicolas Draca:   I started, I had the chance of a started coding when I was young, like 11 year old. I'm 46 today, so 11 mean like in 84. at that time, you do not have access to computer, but we were lucky that intermediate school, we had computer. I think there was somebody who was passionate about it, was able to get a couple of computer for us. And so I'd have passion for it. Then decided quickly to move into computer science. I'm a major, and then got my bachelor in computer science. And then, my idea was you're going to find this weird, I wanted to work in a golf. I played golf. I loved it. I taught my other job, my third job on the weekend. And super weird. So I interviewed for a golf school, to be in management. And at the same time I interview for interview for a business school, meaning to go through the process to be accepted and went for business school and went from my business school aftermy computer degree, the master in business and then, took my first job. Naber:  Wow. Not In the Gulf company. Nicolas Draca:   no, not a in a golf company. I still, I don't play actually anymore. but at that age, I don't know. And my parents were highly supportive. They're hey, you want to go? Even though you graduated for computer science, who went to be in the gold business? Go for it. so I had the oldest support up to me to make some decision, super happy about what happened. Naber:  Nice. Cool. I wouldn't want to, I wouldn't want to compete with you on the links. I'm sure that you're much better than you're saying you right now. So let that, does that get us to GE Capital? Is that the first role out of school? Nicolas Draca:   Yeah. Out of school. My first job was, a Sales guy at GE Capital. And here I was selling infrastructure, so laptop, desktop servers, printers applications, for a large company in the east of France. So that's what my first job and that's where I met. I started the same day somebody called a Duchenne. Why cool. Founded a pencil, later on with Naber:  very cool. And so you were up, that's really interesting story. I'm sure we'll get to that in a second also. And you were obviously quite technical walking into that role. Was that really helpful walking in as with the quite technical mind to get into an account management slash Sales role at GE Capital and for it solutions? Nicolas Draca:   Yeah, it was, it was a, it wasn't nice to have actually two is not that complex. A, it was a new laptop computer, right? Yeah. To have a passion for it. So I had a passion for it, but not treating immediate at that stage. like here was really hardcore Sales. It was my first job, in back in the day you would start, there was no internet then I'm going to speak like an old guy. So actually you had the yellow pages. That's what I remember. And I was pretty shy. Like you have to remember that the, why am I in trail? Good question. and on a on day one, I get the yellow pages, which is not the best way to onboard somebody and say, hey, good luck and go and try to sell. And I had the number of to deliver on. Nicolas Draca:   the story is as well as the on friends factors actually what is happening in inferences. Sometimes they do a writing test where they analyze how you write. I think it tell them that country, I'm not sure. Yeah. Long Story Short, I started day one and then my boss come to see me and saying, hey, they just finished on an icing your the way you're right and we cannot keep you because more or less a summary, you get a report, three pages on the report. and the reports say you're a loser and you will never be able to handle pressure, and grow in your career. So are, you're going to have to leave tonight, and you can not stay. And I'm what? So it came back pretty upset to meet with the VP of Sales of GE. Nicolas Draca:   Excellent. its in Paris and then hey, that, that's not how it's gonna play out. Right. You were first from a legal standpoint, you're not allowed to do that. Number two, it's highly, disrespectful to onboard needs to get started to two and then decide after day one based on how I write. I agree with that. My writing is terrible, but then decide who I am as a person. so I kept that, I kept the report, and I showed it to my kids later. I'm yes, that's what your dad was. That's where happened. So that was my first job, actually. They one I came back home. Naber:  Well Nicolas Draca:   I'm I'm I was already withmy wife. Naber:  Yeah. Oh my gosh. so in a marathon you're not supposed to pre sprint from the start, but we are sprinting with good stories so far. This is hilarious and great. It's just excellent. So, what is the, what's the biggest thing you learned at GE Capital? And then we'll talk about your jump to CSC. Nicolas Draca:   Yeah. So a g tactical here was, so, I learned what it cost to be on the first real job and being a Sales person, what it took and how to be a, leave you smart. And what I mean by that is how can you make your quota the fastest way possible. and here we add professional services on one end, which was like 30% margin. We had a infrastructure which was 5% margin. And of course my quota was based on a much more genuine would bring to the table and decided where as we were in a selling hardware emotion in the company, decided to do all of my business in services, and professional services, sorry. This is my learning is what is the fastestto achieving, to beating quota was the learning of spending a couple of years at GE. Naber:  Yeah. Nice. That's great. Yeah. You've quoted a couple of times. whatever you're doing, somebody else's probably done it better than you. Don't reinvent the wheel, learn from others and be lazy, smarter. Yeah. I really liked that quote. And it's obviously something you can learn really early in your career. okay. Yeah, Nicolas Draca:   I actually have the, it's a, it's a big, big one is a, it's trying to look and does, this is what I did unconsciously though looking around me and there was one Sales rep who was highly successful and one was working really hard but not like I was working like 14 hours a day, but not being as successful. So I loved that the successful one. And I tried to understand the dynamic of the deals then and learn from it, then cloned it. Naber:  Nice. Excellent. Okay. So you're at GE Capital, you're learning a lot about what it's like to carry a bag, be a Sales person for the first time, you're making a jump to CSC. What did you make the jump to CSC, and what were you doing at that job? Nicolas Draca:   Yes, so CSC, one of my friends was leading one of the team at CSC, Computer Science Corporation, it was in the outsourcing business and it was focusing on transformation. And transformation at CSC will assign hundred of millions of dollars of deals where they will start outsourcing both infrastructure and people, and moving them into CSC. And our friend was putting a team together to help him through this transformation phase. And so you will work on an account for like 6 to 12 months max. And your job would be as fast as possible to be able either from an infrastructure standpoint, from a people standpoint, from a process standpoint, to migrate to CSC. So here it opened up to all of Europe because all of those contracts where across Europe or across the world and more of an international angle to what I was doing before. Naber:  Very good. Okay. And so you made that jump, and Program Manager. So day to day, what are you doing? Nicolas Draca:   Yeah, day-to-day the way it would work is we would be in charge of projects, all of those transformation projects. And depending on the project we had lined up, or our goal would be to work with a set of people...I had a couple of project manager working for me, you will have infrastructure people, you will have architects, you will have procurement, and so on. And just being able to orchestrate and to coordinate all of it to deliver on time. So the way it would work is as part of the process before starting on anything, you would send a quote to your customers saying this is a how many hours I'm going to spend, and this is how much it's going to cost. So you just ship within the hours you're committed to. Naber:  Are you creating that estimate or is someone else creating it and you're delivering on it? Nicolas Draca:   No, I have to create that estimate. And it was like massive, like millions of dollars every time. So, it was the first time I worked on really, really large contracts, so pretty exciting. Naber:  Yeah. Excellent. Okay. So you're at CSC, this is what you're doing day to day, and you are six and a half, seven years into your career at this point, your belt to make your first major entrepreneurial jump for Ipanto. Tell us about why you decided to start Ipanto, and the story for how it started, as well how you're ultimately acquired by Infoblox, which sounds like a great story. Nicolas Draca:   Yeah. So what happened is...one of the projects we were managing - so I was still working with my friend Eric from GE, we went together to CSC - and one of the projects we were working on is IP address management. So what was happening is people were trying to find a way to manage their IP addresses on their network. And they were using spreadsheets, which seems surprising, but that was more or less the go-to. And if you think about it like every single device, like your laptop here, your printer, whatever, has an IP address. And as you can imagine pretty quickly, you can not keep up. If you have 5,000 employee, and I don't know 3-4 IP addresses per employee, you cannot manage IP addresses in a spreadsheet. Then we looked at it for a customer and realized, that there was only one company that was doing that as a software, and they were charging per active IP per year, and it was $1.50. And with the explosion of IP addresses, we looked at it and were like, oh man, we have to create a company. So we started looking what other competitors were doing on the side, and at some point decided to create our own company...We had hired...So what we're doing is more or less, we stayed at CSC as consultants. So we work for them. So our daytime job was CSC. Our nighttime job was building our company, which many people do. So it was all bootstrapped and it took us like a couple of years to get an MVP and we started closing customers. And we did a decent job I think on the Marketing side, we did a decent job on our footprint where people believed we were a large company. With Skype you could open...we had, not fake, but we had numbers in Australia - a phone number in Australia, we have numbers in the US - phone numbers. So, as we had global reach, we will send quote like across the globe, and we would time our email to look like we were in the region. We also created a set of names, so I had multiple names. I was Shawn, the product manager. I was Nicolas, the CMO. I was also John, from support. And so emails we're going out, and we automated all of it, to make you believe that we were a large organization, but to ensure that people could engage with us through support, which we call customer success today. Or through the product team, saying hey, what do you think about the solution? And so on and so on. So, yeah, that's what we did. Naber:  So you're effectively like the equivalent of a chatbot with all of your names, and you are your own follow the sun model, as in like you did everything probably 24 hours during the day. How many people did you eventually have a on the team? Nicolas Draca:   So we went up to 10 employees, mostly engineers. So we build a small engineering team in Strasbourg. And then we had that rule, as a Sales leader you would appreciate it, and this was coming from my father. So my father, had a rule for a Sales rep that if you go to Paris at that time, you need to have three meetings a day. If you travel three meetings a day. We applied the same rule at the European level. So if we had people pinging us from any country, and we were able to secure a free meetings a day, we'll go and we'll take a flight. So we went to Dubai multiple times. We went to Saudi Arabia. We went to Turkey. Meaning that's where inbound was coming from. Was it rational in terms of like weighted pipeline and how much money we would make, it was not, we did not have that experience. What is it efficient in term of meetings? Yes, it was. And then we were having long meetings and we built partnerships across most of the Europe, which was pretty cool at that time, and got us to meet some great prospects. And then at some point, we decided...two things happened. I'm going to get you to Infoblox. One is...I don't know for what reason actually, I can not recall...we decided to raise funding. And the plan was, with my associate, he said, hey, you know what, you're going to go to the valley, and you're going to meet with VC. And I never met with VC before, nor have I ever put a business plan together the way a VC in the valley would expect it. So, one of the leaders in the space, Infoblox, just raised 20 million at that point. We send an email through some connection, and we end up with like 20 meetings in one week. I'm like, rule of 3, works. Jump on a plane. And I went there alone, when I think about it, it's pretty, I don't know if it was stupid, but it was interesting. Went there alone with my deck, seven slides. And my first meeting, I think it was Accel, I end up with like five people in the room, like partners. Tell me about your company and so on. I go through the meeting, I explained what I could explain. Was pretty weak on the finance side of the deck, which was the last part of the deck, focusing more on the customers we had, and the dynamic of the business, and the size of the market. But more or less, I did one meeting after the other like this. We didn't raise any funding, to be clear. Somebody told us unless I can call you at 11 first to have lunch together, we're not gonna work together...But we learn a ton through the process. We started discovering how people think here. How do they see the world? How do they manage their businesses? And actually, on the last two or three meetings, people just starting giving us advice, which I highly respect the US for...anybody, like trying to grow a company or be an entrepreneur in general. And people are really nice and friendly to give us advice about what we should do next, and how we should think about our business...And in parallel what we did is we ended up working on a deal with a company called PG&E. So coming from France, I have no bloody clue who PG&E was. It's not that I haven't done my homework, but we had all that inbound and we were just...And so we ended up in final on PG&E against a company called Infoblox. And we didn't win, whereas we had the support from the engineering team. And then Infoblox reach out to us getting really upset just starting to see us in deals, incuding that large PG&E deal. And the BD person, as well as the GM for Europe, Karl, ping'd us and said, I need to meet you. I need to spend time with you. I need to understand who you are. And this is where the initial discussion started. Naber:  Wow. Really interesting. Someone to reach out to directly from Infoblox and said, we need to meet you. Were you pretty guarded with those conversations? Did you feel like it was a com-partnership, or did you feel like it was more like them kind of feeling you out as competition? Nicolas Draca:   Yes. So we already had another competitor in the space who approached us, and our first feedback was we're not going to talk to. Like, we don't want to talk to you. And Karl, Karl changed our life somehow. We saw him at a show, and he's like, I want to see your product, like, show me, show me, show me. And we're nah, dude, we don't want to, we already had this. It happened two weeks ago. We were again pretty young, and we're like, no way, we're not showing you your product. That's not going to happen. Screw that. And then he pushed again and got the VP of Marketing and the VP of Sales to ping us and they say, hey, you know what we're going to do? Actually we're going to fly to Santa Clara. And you're going to come and present, and we're going to sign an NDA, pay for your travel, and everything. And at that point we're like, okay, again the rule of a couple of meetings, let's go to the valley. And then based on our learnings, meeting with all the VC in the valley, we were really set up for success in the meeting we would have there - understanding how they think, understanding how they approach things, and being able to engage in the right way through all the meetings. So it ended up being a successful week. There was really a good fit between their team and our team. They really love our technology and loved the way we were working. And then we quickly within a few months closed the deal, sold the company, and moved everybody in California, the engineers, and so on. Naber:  Wow. That's great. You've been a part of...you were required Infoblox at Ipanto, you had Talentoday that you're an investor in who was acquired by Medix in 2018, you've been a part of multiple IPO businesses. Do you have any advice for people going through that acquisition process, especially as a founder, especially as a Senior leader on the exec team? Nicolas Draca:   I think when when you go for that process you need to be...so a couple of things. One, we were pretty clear that based on our skillset, and based on our capacity to raise funding, we could not grow the company more. Okay. It didn't end up being a large company, it was a small startup, but we were aware and self aware that hey, we reached our limit. And so we decided to go on the path to...It's not like a week before Infoblox ping'd us we were like, we're going to sell. Like I think we built and designed the company for six months with a path to sell the company. So that was one. There was no ego involved on this one - that was the second one. And number three goes back to what you want to do as part of that opportunity. Right? You as a leader, do you want to be part of the adventure still? Or, I'm going to sell and stay six months and go. For us, again, we were clear we wanted to sell. We still believe in our product, and we wanted to push it and get that product / solution successful and growing, becoming the leader on IP address management. That's what our dream. And we executed on it. The last piece is of course, culture fit, or the fit with the team that are going to acquire you. Pretty often what you see, you get acquired and then everybody disappears, right? And you're not even sure your product is gonna survive that acquisition. And here for us it was really, really important that, we would get on well with the people that are acquiring us, that we were clear that we would be part of the adventure moving forward, and we could still execute on our vision to lead or yeah, to own IP address management, which was what we were doing. And this is what we did. Naber:  Nice. Excellent. It's a really good segue into Infoblox and you building the Demand Marketing function there. So as someone that went through an acquisition, you're founder or co-founder of the company going into that new company, tell us about what you were doing at Infoblox. And can you give it to us from the perspective of someone who just got acquired? Because someone that is thinking of their business with an exit strategy, it might be good for them to also hear it from a lens of, we were acquired and this was what it was like in the aftermath or the afterlife in the new company. Nicolas Draca:   Yeah. So first we were acquired. It took us some time to understand that...it was by a smart team. We did not realize - we just moved to the Bay, we had no sense of the dynamic here. It took me like a couple of years actually. I understood they were smart, but those people, it was their 4th IPO. They we're trying to go to their next IPO, they've done three of them. I was like, cool, what is an IPO? Congratulations. But the quality of talent that they assemble and the success they had in the past, I think just facilitated the vision of how we would work together. But again, this we didn't know about, right. I learned it later. But quickly, we agreed...We had a bonus structure based on revenue of our company, revenue of our product, sorry. And what happened, and I think you're going to love that one. So, Ipanto the IP address management product, was a highly successful lead gen product. Why? Because replace your spreadsheet to manage IP addresses was something everybody would understand and would get excited about, versus the other products that Infoblox that had at the end of the day are not that sexy, and actually you're competing with free. So it was kind of a Trojan horse. And the Sales strategy, which I didn't know, was to use our product to enter into accounts, to start a discussion. But the goal is to sell the other products. Naber:  You're the land. Nicolas Draca:   Yeah, I'm the land play, but on the discussion, not even selling it. And I got pretty quickly upset about it because again, we had with my buddy a vision that we wanted to lead IP address management, and they were using our leads just to do that, which is to land a discussion. And the piece you're gonna like is what I'm going to tell you now, is at some point this was also channel business. Okay. And they were not managing all the leads. And I found a channel partner to take over all the leads. So I went to see the Head of Sales, and I'm like, Hey, your team doesn't seem that excited. I have a bonus tied to it. And we went to execute on the vision, it's all good - and I was like, Director in that company, Director of Demand Gen, I was a nobody - and I'm like, I'm going to move over all the leads to that channel partner, and actually I'm going to Seattle to train them next week. Okay. And at that point, my boss, the VP, Marketing came andsaid hey, we are we going to have a timeout - like, you have to stop. And I'm like, why?...We understand you have a bonus tied to everything. We're going to pay your bonuses, we're good. And we are going to stick back to our strategy. But I think they did appreciate the commitment and the passion around that, saying, hey that's cool. Now can you do what you do to the rest of the business, and not focus only on your world? Naber:  Wow, really interesting. I mean you brought an entrepreneurial, founder mindset and you went in hot with an executive that's the Head of Sales. And that is not an easy thing to unlearn that mindset once you're running a startup, once you're a founder of a business, that is not an easy thing to unlearn when you go into a larger environments. I'm sure they really appreciated both the structure and method of the problem solving, as well like you said, the dedication to solving the problem, which is great. Nicolas Draca:   Yeah. And it's not being a jerk as part of the process. What I say sometimes to my team...we were at some point, agreeing in our disagreement on the vision, and it's about having a discussion saying, Hey, this is the issue, the way I'm going to solve is okay, I'm gonna move on. And I think being able to have that level of discussion in a constructive way, and agreeing in your disagreement, is always a good thing to decide what to do next. Naber:  Nice. Excellent. And I'm sure that'll play a little part of talking about some different pieces of your playbook a little bit here. So we're gonna jump from Infoblox into LinkedIn, Twilio, and HackerRank. Heavy hitting, awesome, really interesting hyper-growth organizations that you've joined at very different stages, and endured for very different stages. And you've just done such amazing things at these businesses. So why don't you talk about the jump into Linked, what you were doing at LinkedIn, maybe for a couple minutes. And then I'll pull up, I want to talk about a couple of what I know are your superpowers, as you're going through both that role...and you can jump into examples before you get to Twilio, before you get to HackerRank. But just jump into how you joined LinkedIn and what you did there. Nicolas Draca:   Yeah. So when I joined LinkedIn, I focused initially on the Talent Solution business. It was before the IPO, again, I know you're pretty familiar with that business. And here if the goal was to build a Demand Gen engine to support that Talent Solution business. And if I recall it correctly, I'm not 100% sure about the number, I think our prior year the revenue was like 80 million. And I come, I think their Marketing team was like 30 people all together, reporting into Nick, and my team was like two people. And I look after two weeks, and I put a plan together, super proud of how fast I did my plan. You'll see what happened next. I go and meet with the CMO of LinkedIn, and I'm like, Hey, here it is. Here is my vision, this is how we are going to grow from...I'm going to build an organization to support $500M, from $80M. And he looks at me, and he's like, I like your plan. It's a good plan. It's not ambitious enough. And I say, what? I'm like, 80 to 500. He's like, yeah 10x. Like the rule at LinkedIn was like 10x always. And I'm like, what about 10x? He's like, year, you need to build a plan for to support a $billion because Talent Solutions is going to be our first billion dollar business. And I'm like, you're joking, right? He's like, no, no, I'm not. Can you please come back next week with an update on your plan? And I'm like, of course. So I go back to my cubicle work on my plan. Then he pings me, Hey, can you come to see me in my office the day after. I come to see him the day after in his office, he's like, Hey, I really liked your plan. This was Talent Solutions. It's like I just hired a lead on the Marketing side for Marketing Solutions, and I love for you to help her to build a Demand Gen engine again. And I'm like, what are you talking about? Yesterday you told me to go from 80 to a $billion, now you asked me to to focus on this. I'm like, I cannot do that, I have two people. He's like, nah, figure it out. And this is how is has been since day one. And this is where you learn the scaling muscle, hyper-growth muscle. More or less, I mean you've been through that journey, being on a high speed train and building the tracks at the same time, at scale. Naber:  Yeah. Speed. The ultimate function of speed. Nicolas Draca:   Speed. I think it's the ultimate function of, okay, speed and demanding excellence, which is a core value. Because whatever you're going to do as an experiment, if it's works, you're going to have to 10x that experiment. And 10x can mean the same thing you build in the US is going to have to work in Europe, in Australia, in Brazil, or it's going to have to scale across the organization, across all business lines. And when you are initially...I remember the first couple of months being exhausted. But not exhausted because I was working, I wasn't working 16 hours a day, not in like number of hours. It's the intensity of the meeting. Like in half an hour, and again you've been through that, you'll have a meeting in half an hour, and you come with a V1 of something, after half an hour you would be at V5. And if if you had to check your phone for two minutes during the meeting, you would be lost. Like if you did not follow the discussion, you're like what are you talking about? That's level to speed, yeah, you went back to it. Speed, demanding excellence, and all the core values of the company. Yeah, it was incredible. Naber:  Amazing. Okay. So you're at LinkedIn and you're undoubtedly iterating on and building new pieces of your playbook. One of the things that you've talked about in a few different forums, you've been interviewed on this, you've been on stage talking about this, is your Four pillars of the Science of Marketing - Talent, Insights, Operations, and Lifecycle. What I'd love to do is start picking apart each one of those, because we're at LinkedIn now and I know you've developed quite a bit of muscle fiber putting together a lot of the playbook there, and then ultimately exercising it more and more, and iterating more and more at Twilio and HackerRank. Can you go through, the basics of those four pillars, and give us a little bit of sense for how your frameworks work within each of them. So maybe we can start with talent, and then move from there. Is that okay? Nicolas Draca:   Yeah, of course. So talent is about, I mean it's number one. And it doesn't come from me, it comes from LinkedIn as the driving force for success. And it's something I learned at LinkedIn. I appreciated at Twilio, and I appreciate it even more at HackerRank. It's about how you're going to build your team, who you're going to hire, and how are they going to be able to scale, right? Not having any compromise on who you're going to hire. And the process we had, and I think it was across the company, but you can tell me, was when you hire somebody...So first we want to somebody for their current job or their job description, but we're hiring somebody for their capacity to grow, and scale, and be in a job two years from now... But when you are in a high growing startup, you never hire people for what they're going to do the next six months. That's not gonna work. And the number one thing is, people who will go through the interview process will decide who will test on what, but at the end of the day when we will regroup after talking to a candidate, 100% have to be a yes. I know it was the same on your end, I think. 100% have to be yes. Otherwise, we'll pass on the candidate. It doesn't mean the candidate was a bad candidate. The guy could be like super smart, super...it's just, it did not work. But two things that are really important. Number one is people knew that if the said no, there will be consequences, right? Meaning that person would not get hired, right? So you have to work with people who understand that. Number two is if somebody said no, you can go back, if you have one out of seven people saying no, you had the opportunity to get back to that person and say, Hey, you are the only no, just doing one last check that you are 100% no, because we're going to pass on this candidate. And the person has to be, I'm going to say smart to even maybe come back and say, hey actually let me re check my notes. Let me check that, and maybe I was wrong, which not many people are able to say. Or I was right, and I picked my my view...And I was wrong, I'm actually a yes, and let's move forward. So first is no compromise on hiring talent and spend the time between needed to find the right person. The other one is hiring is a full time job. And initially when you build a team, it's not the thing you're going to do at seven at night. You just want to block your calendar to just have that muscle, and spend the time partnering with your recruiter, looking yourself in your network, and so on. But it's a full time job. And then when you've done all that job of hiring, next step is onboarding and after it's nurturing, right? It's how you going to help people understand who they are as a professional, and what are they good at, what are they less good at, and it starts there. And what is the path for them to grow? It can be a year plan, a 2 year plan. Whatever it takes to ensure that you assembled the best team possible, a team that is going to collaborate. I think collaboration is at the heart of it. I think specifically in Marketing, I'm not going to talk about other organizations, but in Marketing you are the center of so many things that if you don't have like collaboration / communication skills, it's going to be a little bit hard to succeed. So that's one. The second one for me is demanding excellence. Demanding excellence across anything you do. And the third one is passion. Passion for your job. I can talk more about it, but I think when people ask me what do you look for in a candidate? I'm like, okay, you look for the skills and so on. I'm going to look for culture fit and passion. And both are going to be equally important. Naber:  Yeah. Excellent. When you were going through these interviews...ABP always be pipelining, like you said, just building that muscle all the time. You're the CEO of the hiring process, you own the hiring process. As you're going through, and you're going through the interviews, what was the calibration exercise like after that? What were the nuts and bolts of that method you use to calibrate with the rest of the team after you were done with the interviews? Nicolas Draca:   Yes. So they way it was working is, we do this today at HackerRank, we have something called job guidelines. When we agree what are the skill set that are needed for the job. And we defined the skillset and what we expect from them. And the same way I love to had passion for the company, passion for the job, which I have two different, which are different. And then I had culture, values as part of the scorecard. Okay. What we do is everybody has to...so there no like, oh yeah, I didn't have time to update, and I'm just sending you an email and this thing is going to be okay. No, everybody has to [complete] the scorecard. It is super important. At HackerRank, and depending upon your entry level, if it goes Director and above, actually the entire package goes to our CEO, he wants to review it. And it's really, really... Like if you don't have the package ready, he's not going to approve it. Like he's not even going to interview with the person. And if he's not part of the interview process, he's not gonna approve the package. That person would never get an offer and a reference. So it's pretty core. So we have alignment and discussion, a pre-interview process. Not for every interview, but when start a job search. And then what we do, which takes time, but it's worth it, when you interview a couple of candidates is that meeting debriefing session. I do believe that often the first two or three candidates you're going to bring on sight could be for calibration, calibrating the team. What is happening when you are going that path is you have many new hires, and you're going to have to understand their interview style, and what they value, and what they don't don't value. And I think those post interview meetings, meeting with the team of interviewers and just agreeing and - saying, hey, I he was strong of that, and somebody else saying, no, he was like super weak, and ensuring that everybody's on the same page on what we expect, and how we value those skills, is really, really important. So calibration on a couple of first candidates is my take. When you have a more junior team or a new team within the organization. Naber:  Yeah, yeah, that makes sense. Your teams at such hyper growth businesses, those teams are always new, always getting used to the process. Also a smaller business, obviously always getting used to the new process. So as you're bringing people on board and you're onboarding them, do you have any couple of tactics you use to make sure you bring them onboard and starting to onboard them most effectively? Nicolas Draca:   Yes. So actually took me time to find the right onboarding process. Of course you want to put that document together. That's what you then have to do. And I think that recently, I finally, found a good way to do it. And what is happening now is on my team when you start, you know on day one, it's already on your calendar actually when you start, there is day 30 - you have to present to the entire Marketing team. Naber:  Very, very cool. Nicolas Draca:   And what do you have to present? So we provide them a template. I'm a big template guy. And the template is... What is your job - you're familiar with that - in less than 15 words? What did you understand is your job? Less than 15 words. To execute your job, I have something called Relationship 15 - who are the 15 people for you to be successful? We can go deep on that. And list those people. You have five people which are for you to be successful, five for your team, and five for you to grow in your career. Then a stop, start, continue. And people are surprised by it. They're like, I just started. I'm like yeah, but I hired you based on your expertise. If you're super junior in your job, I'm sure you have a point of view on what we should Stop doing, Start doing, Continue doing. Naber:  And fresh eyes. Fresh eyes. Nicolas Draca:   Yes. And give your point of view. And it's just to empower people to say, tell me what you think. Like actually, I'd love to know what you think. And the last one is, what are you gonna achieve at the 60, and what do you plan to achieve at day 90? So this is a forcing function for many, many things to happen before the presentation. Because by doing that, by presenting this to the rest of the..So they presented the entire Marketing organization, to my entire team. And the goal is not like to boo them, and say this and that. That's no what it is about. It is about the person to be accountable for what they are going to do. Number two is to understand why they were hired for, and just set a high bar. Like not day one, but it's kind of like you're going to have to do that. And people realize that that presentation better be good. It just sets the bar for how they're going have to deliver and ship moving forward. And three is, for people in the team to understand who they are, and what they're going to do, what the new hire is going to do. So it solves a lot of things, and have those meetings & milestone day 30...Wherever I go next, I'll repeat that because I'm happy with it myself. Naber:  It's in the infamous Nicolas Draca playbook. So there's so much to pick apart there. Two things I want to you to expand on just a little bit. One is, you talk about, what is your job? I think it's from Fred Kaufman's Conscious Business - 15 words to define it...That you talk about, and when looking at some of your content you've referenced that in the past. You talk also about how that as an exercise can be a good calibration and way of helping manage up within your job? Can you explain that a little bit? Nicolas Draca:   Yeah. So what is happening, and it happened to me at the Twilio. I worked with somebody called Francois that I know really, really well. And it took us four months to be on the same page on what my job was. And you might find it silly, it's not silly. It's just that, you come as a new hire and you have a vision for what you want to do. And when it grows that fast, and it grows at that speed, you're going to have to be pretty, pretty clear about what you're going to do. And I think you have to be more clear about what you're not going to do. It's as important. And I think the key to it is being on the same page as your boss on what is your job? And we spend four months with Francois discussing it, where even on my one-on-one, I would bring it on a biweekly basis saying, hey, this is what I'm going to focus on. And I will get that feedback saying yes, but maybe. And I'm like, wow, we really have to get to the end of it. And the why of the discussion is pretty simple. One is, let's assume you do that. You decide by yourself and what your job is without agreement with your manager, meaning without sign-off and really being on the same page. After 12 months, you're going to do a 12 months review, and you're going to claim victory! You're going to think you're going to claim victory. You're gonna say, Hey, this is what I did. It is amazing. And the person is going to look at you and say, this is not what I expected from you. And you're like, what? I've been working my ass off building that team, shipping A, shipping B, shipping C, delivering here, moving that KPI. And if you replay it in your head, I'm sure it happens to many people in the past, where the person is looking at you saying, yeah, Nah, that's okay, congrats. And so you want to avoid that type of gap or misunderstanding on what you need to solve for. It's not only about your personal review, and progression in career, and everything, it's just about being sure that you tackle and address things that you were supposed to, in alignment with your boss. Because he or she may have other things to solve for, and they have a bigger vision, they have information you don't have, that needs to be to be solved when thinking about the overall strategy - which you could miss a piece. I had another boss at LinkedIn, it was the same like Nick, where I'm kind of intense, and I move fast, and I love to do things, an so on. And I close on the topic in a meeting, and two weeks later he would come back and say, what about that? And in my head I'm like, I don't understand. We already talked about that. I thought we we closed on it. And then you need to - listening is a big, big thing - pause, listen, and say, okay, it looks like I missed it. And the goal for you is not to push it and just repeat what you need two weeks ago, it's more to clarify and say, okay, what is the gap? What is the issue? And what do you expect from me? And you will see that, and I've seen it multiple times...Where people, and I do it the same with my team...If I have something bugging me, I'm like how can you solve that? And they're yeah, of course. And then they don't do it. And two weeks after I'm going to come back to it because I had it top of mind for me. I'm like, what is the progress on that? And they look at me like, what are you talking about? And so I think driving that alignment, managing up...It's more about aligning than managing-up I think, and setting up expectation, is key to success in a collaborative relationship. Naber:  Nice. Excellent. And one more quick side note on that. You had mentioned, so thinking about managing stakeholders, and we'll get to that in a second here. But managing close stakeholders in your close sphere - managing up, managing sideways, and managing down. You talk about this also it has an application to managing sideways and managing your stakeholders, correct? Can you explain that a little bit? Nicolas Draca:   Yeah, yeah. thanks for that, I forgot to mention it. Yeah, good catch. Yeah...So by being clear on what is your job... So first you're clear with yourself, which is a good starting point and this is where you want to start. You have managing up, and then again when you're in a company growing that fast, everybody has priorities, everybody has work to do. And you want, and I ask my teams do that when engaging on projects, when asking for bandwidth, and time from somebody else on your team or not on your team, you want to explain every time the why. Okay, you want to spend time and say, hey, actually I'd love for you to spend time with me, or allocate x hours of your time to my initiative. And let me explain the why and impact it's going to have. It's kind of a Sales pitch internal, it is a sales pitch. And to ensure that that person is going to focus more time with you that they would on another project. And I think explaining clearly the why, and what is your job is part of it, people will appreciate it. And if they disagree, or if they don't understand, just pause, put yourself in their shoes, try to understand what they have to solve for, what are the issues they have and why they're not getting it, and spend the right amount of time on that. When you build a a big Initiative, large initiative, you want to ensure that people are inspired by the project you're trying to lead and push. And I think this will help one, you get successful, two, people understand why they should spend time on it, and three, deliver and ship at scale. Naber:  Excellent. Thank you for that. Really good tips and insight. And then the last one I want to talk about within Second last thing I wanna talk about within talent. You mentioned the Relationship 15. Can you explain a little bit more about that? You kind of grazed over it, but I do think it's important. So the five, five, five, can you explain a little bit more about that? Nicolas Draca:   Yeah. So, what we do here is we try to get a sense and invite people, I invite people on my team or I do this across the company, also sometimes I did it here at HackerRank...Is can you please list...And I invite everybody to do that. It's always an interesting exercise...who are the five people for you to be successful personally, that work in our company. Then who are the five people for your team - and the team can be the team you belong to within Marketing... - to be successful? And who are the five people to help you grow in your career. Okay. And all of these people are mutually exclusive. So they are like 15 different people, right? And afterwards you do a 2x2, everybody loves a 2x2. One is connective tissue - low versus high. And the other one is core versus strategic. And you put the 15 names in that 2x2. It's up to you to decide on low versus high and connective tissue. Connective tissue doesn't mean that you need to talk to them on a daily basis. Okay, let me be clear. But it means that if you contact them, or you send them an email, they would reply to that email and make time available for you. So when you do that, people came to come to a realization most of the time that they have gaps. The first they are sometimes unclear about who should be those people. They realize that they have gaps. They realize that, hey, actually those 10 people within the company, they don't know what my job is, and these are the people you should interact with and explain because they are key to your success. They'd better know what you're solving for. And then as people put together a plan to say specifically, there is a gap on the not in your company for you to grow. And they put together a plan saying, Hey, I need to force myself to go to user groups, to conferences, and make friends, or get to start knowing people and learn from them to be able to grow. Again, it goes back from the assumption...Meaning in my day to day life, when when I work on a project, if it's a big initiative, one of the first thing I will do is I will ping between five and 10 of my friends saying, Hey, I'm thinking about that. That's how I would like to do it. What's your thought? What's your 2 cents? And I can tell you like within a day I get everybody's feedback. I listen to feedback. That's really important. That's another part is just not asking for feedback for the sake of it and process it, package it, and get your idea from V1 to V5 or V10, and learn from it. Naber:  Nice. Excellent. That's great. Okay. let's stop into, so we talked about talent, talk about hiring, onboarding, talked a little bit about about developing a dart, developing that talent as well. Understanding them as people where they want to go. from a, from a development perspective, let's hop into insights. you've talked about, moving from data to intelligence and you also have talked about smart data versus, not just big data. Explain the insights pillar to your, of your science, of Marketing pillars. Nicolas Draca:   Yeah. So on the Marketing side today we are, we are lucky because we have more and more data. We have data for everything. There is no lag of a, of metrics. on, on one end we're lucky on the other end it's overwhelming. and why? Because there's too much data and now you can spend your days and just looking at spreadsheets to everybody and a, as far as they know, you don't need a business by just looking at spreadsheet. All right? 12 hours a day. So here are the eight year is first based on your priorities and everything. I come from the science of Marketing. it's to be able to, and dishpan how are you going to measure success early on? and maybe the first time you do it, you don't have the right number. But I invite everybody to try it. Nicolas Draca:   And they're, I'm pick a number. and maybe their first quarter is to test your capacity to deliver up to that number, but what you wanted a success as to being controlled and then descend the dynamic of how you're going to get there. And w w when you are able to do that, the first time, then you'd be able, you're going to be able to build on it and become, become better. But I believe for that, for whatever you do in general, there is a measure of success that you can apply. and you should apply that measure of success, learn from it. My framework all the time is I have a high KPI and then I have free metrics reporting that KPI. I know I'm saying conceptual than meaning is there so many, as I mentioned, you could apply and when you have these under control and when this is working and you are able to predict, okay. Plus minus 10% what you're doing, it's to move to the next level. And being able to leverage meaning machine learning, data science, depending on the, on the team you have, if you have good Ascentis working for you to be a model is a big drewhich is to predict capacity of people to buy or to predict something unless at the time predict capacity of a customer too to buy your product. Naber:  Yeah. Excellent. And when someone has very little data or limited data, what's the mindset that they should have as they're getting started doing that? Nicolas Draca:   Yeah, so I think they are. so I don't, so first most of the time of people I have the data,and why? Because you have historical data and so the feedback everybody's gonna share is oh yeah, but they stopped. I'm yeah, okay. But it's still really, that's it. And so every time I build something, I'm going to go like hardcore Demand gen here. You're okay, well many SQL Sales qualified qualifying today, deliver next quarter. And I invite people, I'm like back and they're it's sex. I'm yeah, I got that part. Look back, it doesn't matter. And try to make a guess about how many and then try to define a target for yourself and you show you the next quarter and how many you want to deliver and you will, you will learn. So that's one. because looking at historical data, you always add something to learn. Nicolas Draca:   There is no perfect data and nobody, no marketer will tell you like you have the best data in the world. So, you just have to put your ego aside and just process of past data to try to understand what's going on. Or you can look at benchmark. of course, they are, there is no lack of website with benchmark data. I think as a core, you should look at historical data. And my guiding principle here is you just want to become better quarter of a quarter, right? If your number was 50, the way you want it to become 60, like something higher and let's these 10%, that's how I look at it. And you need to take into consideration the cycle that it wouldn't take you like three to six months, which is okay to understand it and to be able to grow it. Success all the time is being in control. Agasomething I learned in many companies is you can miss something like the word assist mess and not being in control and not understanding the why. If you're in control, it's a great starting point for you to become better at what you do. Naber:  Nice. I love that. That's great quote. You can put that on a, put that on a license plate, put that on a, on a tattoo, something like that. So two more pieces I want to talk about with an insights. one is, I mean, I don't know if people know this about you. You have six U s patents. I mean that's, that's ridiculous. So one of those patents that comes from the use of data insights and moving back against an account based Marketing model, yeah, you've gone from a data to intelligence and applied that to how can I impact revenue as much as possible. Can you talk a little bit about, your account based Marketing thought process structure, the mindset? yeah, but let's start there. Nicolas Draca:   Yes. So on the ABM you want me to talk about the patents, like what we did, how did we get there? Okay. so what we do, I go back to the talent buckets that we ensure that we spend 20% of our time experimenting, always. and why is because we live in a world where things are changing fast. and whatever you did and whatever failed six months ago doesn't mean it's going to fail today. So we, we build a culture, all empowerment where you can succeed or fail. And actually if you fail, it's okay. As long as you know why? that's why we go back to, yeah. You need to know why you need to be in control. And so by doing that, there are some experiments that are going to fail and and died and some other that are going to be highly successful. Nicolas Draca:   And here we were working with a teon the Sales op side, data science side and business insights. Okay. We'd love to predict propensity of an account to buy. And what we did initially, we started on a a on a Friday putting on a whiteboard. Like how would we score an account? And and today everybody in Sales and Marketing you the framework, your called decision, a demon waterfall. And that demon wonderful framework as a little bit of an issue is there's not yet you move from it lead a contact I mentioned to an account I mentioned. So more or less he does not really connect because in a perfect 12 you want to do a funnel, which is a full account funnel from Marketing qualified accounts. That's where the new concept of the time up to your SQL and close one business. So looking at this, we're okay, we need to identify, defined something called working quantified accounts. Nicolas Draca:   I think we called it ais. I count into our score. Initially the idea was to say, okay, let's look at all the contacts associated to the account, their level of engagement, and do kind of a weighted nps average on how, the account score should be. I'm geeking out a little bit, but as you can see, it started more with a brainstorming with somebody on my team called fat and saying, Hey, how should we think about that? And then explaining the why as a vision, partnering with Sales operation, partnering with a data fence theme and some of the tewe assembled this team saying, okay, this looks pretty cool. let's put some science behind it. what we did is what started an experiment, ended up being a success because it was one of the dimensioned core to how we will plan into account or location or account follow up. Nicolas Draca:   moving forward, at LinkedIn and with all the support of the company. We went through the patent process and after I think, I'm sure, you also when on the product side, where people looked at it and maybe integrated it in their algorithm. I'm not sure about that. I don't know what they did with it, but, that it was a great story. There's a, an experiment on a Friday afternoon discussion culture of hey, let's push it to the next level, see if it works. Partnering with people who could operation and being able to put it together. Naber:  Yeah, the common, yeah, that's what I was thinking. The combination of collaboration, cross stakeholder management, cross stakeholder partnerships and projects that you had to work on in order to get that done. Plus it's the vision that you had in order to get that done. It was, it was really impressive. so, one more, one more thing I want to talk about around data. Let's pull it up a level and we're going to talk about stakeholder relationships for

In this episode, Matt Alder talks to Eric Owski from LinkedIn about the power of using data strategically in talent acquisition

Eric Owski, Director of Talent Insights & Talent Brand, LinkedIn by Al Adamsen

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This weeks episode is all about something that is right in front of us, every time we log in to LinkedIn but it's something that most of us take very little notice of......and I think that's a missed opportunity. I'm talking about data - about companies and their employees. Companies that are our competitors, customers or prospective customers. I think we should all be taking more notice of this data, more of that later but first........ Interesting Stuff I Saw This Week Unveiling Translations in the LinkedIn Feed When you click on 'See translation' you see this And here's how it compares to Google translate Conclusion: A fantastic feature that will be really beneficial to people who operate in countries like the Netherlands where you want to reach an English and native speaking audience with your posts. It will also be very handy when someone @mentions you in a post that is written in a foreign language - this happens to me at least twice a month! It's not as accurate as Google yet but should improve with time. At First VidCon Summit, LinkedIn Video Creators Celebrate “Special” Community Good to see LinkedIn recognised by the wider video creating community and given a spot at VidCon. I find it fascinating that these LinkedIn video creators, who seem to have come out of nowhere, are gaining almost 'YouTuber' like cult status! I do think that a feature like Instagram stories would be great for Linkedin, such as this; The only issue is that she has had to make this is IGTV (Instagram) so the portrait format looks awful on LinkedIn - hence the need for a way of making this type of video in the LinkedIn app. I believe that the next stage for video on LinkedIn is the combination of video and stories - live streaming is probably the next stage after that but I'm not sure the LinkedIn community is ready for live just yet! LinkedIn Data I was recently sent this article by a listener to the show; Recruiting on LinkedIn adds analytics and pointed questions I'm really not sure I understand the question about the ethics of using this analytics tool to raid a competitor - isn't that what everyone does? This tool just provides better information to allow recruiters to 'poach' those that are more likely to be interested. The ethical question around headhunting has always seemed bizarre to me, to suggest it is wrong would suggest that a company somehow 'owns' its staff - that seems to be on much thinner moral ground (ice) to me! Interestingly enough, someone else had mentioned LinkedIn's new Talent Insights feature to me recently and I had made a note to check it out. If you want to hear LinkedIn talk about it, the video below is set play at the part where they announced Talent Insights at their Talent Intelligence Summit earlier this year. LinkedIn describe Talent Insights as their most exciting product since Recruiter! It will be launched next summer (2019) There are two reports that it provides; Talent Pool which includes analysis based on a search by Job title/skill/location as follows; Total numbers plus or minus # that changed jobs in last 12 months How many jobs advertised Hiring demand index Location comparison City migration Main employers Which companies are increasing or losing staff in these areas Company Report. A deeper analysis of companies identified as main employers in point 7 above Skills Company locations Where they recruit from (employee source) Where do they go to after they leave This all seems pretty exciting for Recruiters and it got me thinking about how useful such data could be for other purposes. As I started to think about it I realised that much of the useful data can easily be extracted from Sales Navigator! Take this example; Account search by location, industry and number of employees, then I used the headcount growth slider to identify which companies had seen the highest growth over the last 12 months Furthermore, I can go into that company a drill down to a list of employees, here I can see exactly how long they have been at the company and in their role. This easily highlights those that are new. This can be very useful data used for the following; Competitor analysis Recruiting opportunities Business development Fast growth = increase need to buy your product/service downsizing = potential for financial assistance, interim services etc   Conclusion As is often the case LinkedIn are demonstrating a lack of joined-up thinking. Much (not all) of what this new Talent Insights product provides can be found, quite easily within Sales Navigator already! I'm assuming this new product will come with a hefty price tag and we have to wait at least a year to get it! I've been quite disappointed with Sales Navigator recently. It's pretty hopeless as an engagement tool and LinkedIn.com is easily my preferred tool for posting, commenting etc but the data you can access is really very useful. What are your thoughts? How else could this data be used? You are 100% correct Rose, a company page is required to ensure that your company logo appears in your experience section which in turn ensures that it appears at the top of your profile. I would never suggest that people don't have a company page, you also need it for advertising and it can be useful as a way of getting people to your website. It's a good feature for branding and providing information about your company - it's just a very poor feature for engaging with people.

Ashish Ahluwalia (Principal at Finity Consulting) and Lesley Traverso (Director at Talent Insights) discuss the Institutes' Diversity and Inclusion Working Group (DIWG) and how diversity and inclusion is crucial for innovation in the workplace and how businesses can create a strategy that includes diversity as a key focus.Ashish Ashulwalia and Lesley Traverso discuss the three main areas that council have put forward into the Diversity and Inclusion action plan as part of the working group's strategy for the year including;1. Creating a diverse and inclusive environment for members and HQ staff2. Encouraging committees and working groups to represent the diversity of the Institute memberships3. Promoting the benefits of diversity within the profession from an internal and external perspectiveAshish and Lesley also discuss how the Institute can promote it's larger takeup in the STEM field for women with ANU discussing the 35% to 65% female to male split in actuarial studies, which is encouraging considering the 15% average female to 85% male takeup that technology and engineering fields have.Ashish asks a range of questions including:- What do you think the Diversity and Inclusion Working Group is trying to achieve?- Can a lack of diversity be a major barrier to innovation?- What advice do you have for people in navigating tricky situations around diversity?- What might we be doing differently in 10 years time?- What are the key outcomes you would like the group to have achieved in the next few years?Listen in to the podcast to find out more about the Diversity and Inclusion Working Group and read our article on the groups goals and members below;https://www.actuaries.digital/2017/07/19/introducing-the-new-diversity-and-inclusion-working-group/Download the Transcript herehttps://actuaries.asn.au/Library/Miscellaneous/2018/CareerViewEp7Transcript.pdfFollow the Actuaries Institute across all social;↳ Facebook: https://www.facebook.com/pages/Actuaries-Institute/183337668450632↳ Instagram: https://www.instagram.com/ActuariesInst↳ Twitter: https://www.twitter.com/ActuariesInst↳ LinkedIn: https://www.linkedin.com/company/792645/↳ Spreaker: https://www.spreaker.com/user/actinst↳ YouTube: https://www.youtube.com/subscription_center?add_user=ActuariesInstituteYou can earn two CPD points for every Podcast listened to.

Ashish Ahluwalia (Principal at Finity Consulting) and Lesley Traverso (Director at Talent Insights) discuss the Institutes' Diversity and Inclusion Working Group (DIWG) and how diversity and inclusion is crucial for innovation in the workplace and how businesses can create a strategy that includes diversity as a key focus.Ashish Ashulwalia and Lesley Traverso discuss the three main areas that council have put forward into the Diversity and Inclusion action plan as part of the working group's strategy for the year including;1. Creating a diverse and inclusive environment for members and HQ staff2. Encouraging committees and working groups to represent the diversity of the Institute memberships3. Promoting the benefits of diversity within the profession from an internal and external perspectiveAshish and Lesley also discuss how the Institute can promote it's larger takeup in the STEM field for women with ANU discussing the 35% to 65% female to male split in actuarial studies, which is encouraging considering the 15% average female to 85% male takeup that technology and engineering fields have.Ashish asks a range of questions including:- What do you think the Diversity and Inclusion Working Group is trying to achieve?- Can a lack of diversity be a major barrier to innovation?- What advice do you have for people in navigating tricky situations around diversity?- What might we be doing differently in 10 years time?- What are the key outcomes you would like the group to have achieved in the next few years?Listen in to the podcast to find out more about the Diversity and Inclusion Working Group and read our article on the groups goals and members below;https://www.actuaries.digital/2017/07/19/introducing-the-new-diversity-and-inclusion-working-group/Download the Transcript herehttps://actuaries.asn.au/Library/Miscellaneous/2018/CareerViewEp7Transcript.pdfFollow the Actuaries Institute across all social;↳ Facebook: https://www.facebook.com/pages/Actuaries-Institute/183337668450632↳ Instagram: https://www.instagram.com/ActuariesInst↳ Twitter: https://www.twitter.com/ActuariesInst↳ LinkedIn: https://www.linkedin.com/company/792645/↳ Spreaker: https://www.spreaker.com/user/actinst↳ YouTube: https://www.youtube.com/subscription_center?add_user=ActuariesInstituteYou can earn two CPD points for every Podcast listened to.

HR Happy Hour 304 - LinkedIn, Talent Insights, and Data Science in HR Host: Steve Boese Guest: Dan Shapero, Vice President of Talent Solutions, LinkedIn This week on the HR Happy Hour Show, we welcome Dan Shapero, Vice President of Talent Solutions at LinkedIn for a discussion about data science, machine learning, and how new tools and technologies are providing information, insights, and value to HR and talent management and acquisition leaders to help them make better talent decisions. Data is increasingly being leveraged to help employers decide whom to interview and potentially hire for open roles, to have better understanding to answer questions like 'Where should we locate the new offices?', and how to best reward, develop, and manage talent in the organization.  Enterprise systems are changing - in the past they only stored information. Today modern tools and technologies help organizations better understand that data, glean insights from that data, and make informed decisions as the systems learn more about the data and about the business. Dan shared ideas on how HR and talent leaders can begin to adopt these new approaches and technologies in their organizations, how to start the process or journey to becoming a 'data-driven' HR function, as well as some of the new technologies and capabilities that LinkedIn has been developing in these areas. Additionally, we learned that Dan knows recent HR Happy Hour guests Dan Heath and Sjoerd Gehring and that Steve still has not launched his all NBA show Bounding and Astounding. Thanks to Dan for sharing his insights. Thanks to HR Happy Hour Show sponsor Virgin Pulse - www.virginpulse.com.

Welcome to episode 181, this weeks episode is focussed on an interview with Janet Murray from Soulful PR. I appeared on her podcast recently and since then she has been achieving great things with LinkedIn so I thought you would all like to hear from her. But first… Interesting Stuff I Saw This Week Bumblebizz is now live! LinkedIn to launch Talent Insights in 2018 Janet Murray spent 17 years as a freelance journalist before setting up her Soulful PR business. She now focusses on helping people to ‘pitch’ into the media to get better exposure for their business. Key things I took from this episode; Traditional PR is not enough anymore Four areas of PR you should be paying attention to on a regular basis; Publishing content on your website Email marketing / newsletter Social media posting and activity Press coverage (show the results on your website) To build relationship with journalists you have to read the papers, show patience and work at getting to know them. Be aware of what is going on and when a story breaks that is relevant to your specialism, contact relevant journalists via Twitter or call them. They are always looking for stories so you are potentially being really helpful. Make a list of relevant journalists on Twitter and LinkedIn (mainly Twitter) - find them via a Google search/alerts. #journorequest on Twitter can be helpful Media enquiry services such as Response source, help a reporter out and source bottle Journalists like to call (for speed) so put your telephone number in your profile (summary not headline) and Twitter bio Make sure you have relatively recent Articles and videos in your profile so that a journalist or producer can see that you can write and appear comfortable in front of a camera. Clarity in your headline is key….journalists needs to see quickly exactly what your niche is (arguably this is true for everyone, not just journalists) Journalists always ask “Why do people need to hear this now?” ‘Everything is potentially content’ If others care about it then it will probably fly on LinkedIn. People are more interested in ‘how’ you work than what you do but PR about the ‘how’ allows you to talk about the ‘what’ Win a free 60 minute PR strategy session with Janet (worth £300+vat). You can read more about these sessions here You can enter this free prize draw by entering your details below Links to other things mentioned in this interview; Cara Mackay’s LinkedIn profile Book - Your Press release Is Breaking My Heart Media diary Soulful PR Studio The Soulful PR Podcast If you have any questions that you want me to ask Janet, I will be happy to do so if you drop me a voicemail (link on the right edge of this page) or email me at mark@linkedinfomed.com

Bad hires don’t just drag down your business -- they can be expensive to replace. Using Talent Insights assessments can help you get the right people in the right jobs the first time, which is why they are a key component of CEO Coaching International’s best practices methodology. On today’s show, Sheldon Harris walks you through using Talent Insights to assess potential hires, break down their strengths and weaknesses, and determine who is the best person to help your company hit its goals and make BIG happen.