Podcasts about talent international

The Recruitment and Talent Industry is not just made up of the Recruiters that are on the tools. We are a vast ecosystem of professionals in a variety of specialisations. From Marketing to Legal, to Risk and HR. We are a broad Industry of passionate professionals that help make us the fabulous Industry that we all love.So, I decided to mix it up a bit and have a chinwag with the wonderful Brandon De Souza! Brandon is a People & Culture Advisor within the Recruitment agency Talent International.A fellow Campbelltown boy (I scream - go team C-Town!), we walk through Brandon's career journey from University to finding his dream role and company culture with Talent International. It's a wonderful listen!Enjoy!Join RUBBERBAND today!

In this episode of In Business podcast, Rich Everett chat's with special guest Mark Nielsen. Mark is the Global CEO of Talent International and Non-Executive Director at Talent RISE.Talent International is a global tech and digital recruitment business. Talent RISE is a charitable foundation dedicated to changing the lives of young people.Mark shares his compelling and engaging story about growing up in South Africa and coming out as a gay man, which was against the "stereotypical" type at the time. Mark also shares the leadership attributes and values he's established throughout his successful career by facing challenges, overcoming adversity, the incredible culture he's developed at Talent International, and much more.Key takeaways from this episode are:Challenges allow you to share your authentic self and shape you as a leader.Take away the fear of failure, and you'd be amazed at what you can achieve.The value of knowing "we are all in this together".The power of leading with purpose, authenticity and vulnerability.Show links:Talent International: https://www.talentinternational.comTalent RISE:  https://talentrise.orgEverett Coaching:  https://everettcoaching.com

On the latest episode of “Winning the Battle for Talent,” our experts wrap up their four-part discussion around the four imperatives of the frontline supervisor during the "Great Resignation"(and beyond). Listen in as they discuss the final imperative. (And if you've missed the other three, don't forget to catch up on those episodes.) E8 features a discussion with: -- Michael Vermillion, Senior Managing Director, Global Business Intelligence, J.D. Power -- Mark Miller, Practice Leader, Customer Service Advisory, J.D. Power
 -- Scott Killingsworth, Director, Customer Service Advisory, J.D. Power -- Ted Nardin, Sr. Consultant, Customer Service Advisory, J.D. Power and President, 5th Talent International

On the latest episode of “Winning the Battle for Talent,” our experts continue our four-part discussion around the four imperatives of the frontline supervisor during the "Great Resignation"(and beyond). Listen in as they discuss the third imperative. And if you've missed imperatives one and two, don't forget to catch up on those episodes. E7 features a discussion with: -- Michael Vermillion, Senior Managing Director, Global Business Intelligence, J.D. Power -- Mark Miller, Practice Leader, Customer Service Advisory, J.D. Power
 -- Scott Killingsworth, Director, Customer Service Advisory, J.D. Power -- Ted Nardin, Sr. Consultant, Customer Service Advisory, J.D. Power and President, 5th Talent International

On the latest episode of “Winning the Battle for Talent,” our experts continue our four-part discussion around the four imperatives of the frontline supervisor during the "Great Resignation"(and beyond). Listen in as they discuss the second imperative. E6 features a discussion with: -- Michael Vermillion, Senior Managing Director, Global Business Intelligence, J.D. Power -- Mark Miller, Practice Leader, Customer Service Advisory, J.D. Power
 -- Scott Killingsworth, Director, Customer Service Advisory, J.D. Power -- Ted Nardin, Sr. Consultant, Customer Service Advisory, J.D. Power and President, 5th Talent International

On the latest episode of “Winning the Battle for Talent,” our experts begin a 4 part discussion around the 4 Imperatives of the Frontline Supervisor During the Great Resignation (and Beyond). We start by digging into the first imperative: changing your mindset. EP5 features a discussion with: -- Michael Vermillion, Senior Managing Director, Global Business Intelligence, J.D. Power -- Mark Miller, Practice Leader, Customer Service Advisory, J.D. Power
 -- Scott Killingsworth, Director, Customer Service Advisory, J.D. Power -- Ted Nardin, Sr. Consultant, Customer Service Advisory, J.D. Power and President, 5th Talent International

On the latest episode of “Winning the Battle for Talent,” our experts discuss: — What goes on in a person's mind when they're beginning to think about leaving an organization — The role of the supervisor when it comes to retention and ensuring employees aren't burned out EP4 features a discussion with: 
 -- Michael Vermillion, Vice President and General Manager of J.D. Power Travel & Hospitality Intelligence. 
-- Mark Miller, Practice Leader, Customer Service Advisory, J.D. Power
 -- Scott Killingsworth, Director, Customer Service Advisory, J.D. Power -- Brian Kearney, Sr. Consultant, Customer Service Advisory, J.D. Power and Co-Founder, 5th Talent International -- Ted Nardin, Sr. Consultant, Customer Service Advisory, J.D. Power and President, 5th Talent International

During the latest episode of the “Winning the Battle for Talent Podcast,” our experts discuss: — The evolution of the supervisor — How their role evolved with the work-at-home shift — How to support them so that they can support their agents EP3 features a discussion with: 
 -- Michael Vermillion, Vice President and General Manager of J.D. Power Travel & Hospitality Intelligence. 
-- Mark Miller, Practice Leader, Customer Service Advisory, J.D. Power
 -- Scott Killingsworth, Director, Customer Service Advisory, J.D. Power -- Brian Kearney, Sr. Consultant, Customer Service Advisory, J.D. Power and Co-Founder, 5th Talent International -- Ted Nardin, Sr. Consultant, Customer Service Advisory, J.D. Power and President, 5th Talent International

In what is being called “The Great Resignation,” millions of Americans have quit their jobs since the height of the pandemic. Some are looking for greener pastures elsewhere, others are dabbling with entrepreneurship, while others have just halted working entirely. During the latest episode of the “Winning the Battle for Talent Podcast,” our experts take a look at quit rate: — Why is it so high? — What can companies do to address this? — How is this impacting the employees that stay? EP2 features a discussion with: 
 -- Michael Vermillion, Vice President and General Manager of J.D. Power Travel & Hospitality Intelligence. 
-- Mark Miller, Practice Leader, Customer Service Advisory, J.D. Power
 -- Brian Kearney, Sr. Consultant, Customer Service Advisory, J.D. Power and Co-Founder, 5th Talent International

Retaining and engaging key talent has never been more critical. Welcome to Winning the Battle for Talent, the podcast where our J.D. Power Customer Service Experts discuss the latest trends and what companies are doing to improve people management, reduce attrition and most importantly, help their employees thrive. EP1 features a discussion with: -- Michael Vermillion, Vice President and General Manager of J.D. Power Travel & Hospitality Intelligence. -- Mark Miller, Practice Leader, Customer Service Advisory, J.D. Power -- Brian Kearney, Sr. Consultant, Customer Service Advisory, J.D. Power and Co-Founder, 5th Talent International

Mark Nielsen is the Global CEO of Talent International and is Gabrielle's latest guest on the Authentic Leadership Podcast series. Mark's aptitude was recognised in 2018 when the CEO Magazine awarded him both CEO of the Year and Professional Services Executive of the Year. Over the course of his career, Mark has held C-level roles across start-ups, turnarounds and multinational corporations. This experience spans organisations in Australia, South Africa, China, the United Kingdom, and the USA, and across the recruitment, technology, resources, retail and medical device sectors. Throughout his career he has held executive and non-executive director positions on listed and unlisted company boards. Mark is a big believer in people being their most authentic selves in the workplace and is a huge equality champion. He knows that people should be the number one focus of every great business and that they should be allowed to be their most authentic and vulnerable selves. He grew up in South Africa which, at the time, was a very conservative country and he really struggled to express his identity as a gay man which he openly speaks about. Still to this day, there are a lot of people who struggle with this and don't have the courage to be themselves. Mark wants to change that. During the conversation, Mark speaks candidly about the challenges he has faced being an openly gay man in the corporate world. He also has one of the best articulated company polices Gabrielle has heard. This episode will be well worth a listen.

To discuss The Politics of Equality I am interviewing Mark Nielsen. He is the Global Chief Executive Officer of Talent International and a pioneering leader with over 25 years of experience.  Over the course of his career, Mark has held C-level roles across start-ups, turnarounds, and multinational corporations. This experience spans organizations in Australia, South Africa, China, the United Kingdom, and the USA, and across the recruitment, technology, resources, retail and medical device sectors. Throughout his career, he has held executive and non-executive director positions on listed and unlisted company boards. Mark is often referred to as a “new age” or “next-generation” leader who truly understands the multiple benefits of a fully engaged and committed team. He is particularly proud of having built an open, respectful, and unique culture at Talent.  Mark aims to ensure that each member of the team champions Talent's core tenets of progressive and innovative thinking, passion for technological advancement and digital transformation, and customer-centered service.  Mark's current role is managing Talent's $750m+ business, driving both Talent's global expansion and its cultural and digital transformations. He is also the co-founder and board member of Talent's foundation Talent RISE, which addresses youth unemployment through the mentoring and placement of young people into technology-related roles. In 2018, Mark was named Australian CEO of the Year (CEO Magazine), Professional Services Executive of the Year (CEO Magazine), and Recruitment Leader of the Year – Australia (SEEK SARA Awards). In 2020, he was on the Deliotte 50 Outstanding LGBTI+ leaders list. Mark holds a Bachelor of Commerce and a Post Graduate Diploma in Accounting from the University of Cape Town is a graduate of The Wharton School's Executive Development Program and is a member of Chartered Accountants Australia and New Zealand. Mark is highly regarded for his ability to lead and build high-performance organizations with compassion at their core. He is outcome-focused, a long-term thinker and therefore passionate about building strong organizational cultures. Questions we cover with Mark: Can you share your career ambitions – so what you thought you'd do for a living when you were a kid growing up? And did that happen? Your early career story please! How do you define equality and moreover inequality? Is the notion we are all born equal even realistic let alone what we can do to even out the equality divide that permeates everything such as our income status, education, where we live, and of course gender? Is equality above leveling the playfield or compensating when the situation is clearly not equal or fair? E.g. I think of things like superannuation being paid for women who take career breaks for family reasons. Some employers will top it up while they are on maternity leave. You grew up in South Africa which, at the time, was a very conservative country and you say you really struggled to express his identity as a gay man. Still to this day, there are a lot of people who struggle with this and don't have the courage to be themselves. I know you want to change that. As a white male living a fairly comfortable life as far as we know, do you think you have an obligation – maybe more than most – to address equality more than others who may be perceived as less privileged? Why and how do you do that in your work/daily life? The rise of “cancel culture” and the idea of canceling someone coincides with a familiar pattern: A celebrity or other public figure does or says something offensive. A public backlash, often fuelled by politically progressive social media, ensues. Then come the calls to cancel the person — that is, to effectively end their career or revoke their cultural cachet, whether through boycotts of their work or disciplinary action from an employer. Is this recent focus on cancel culture a “mob mentality” on steroids, or a long-overdue way of speaking truth to old forms of power? How can it help balance the power the higher profile people have over us long term or not? What role does business and government play in improving equality in modern society? Share an example or two of how this can be done better or has been done overseas even. Who have been your greatest mentors (1 or 2) and what did they teach you? If you could choose a favorite book, song or film what would it be and why? (Can be serious or quirky!). Take away: What your final takeaway message for us on addressing The Politics of Equality?

Max: Hello, and welcome back to the Recruitment Hackers Podcast. Today I'd like to welcome on the show, Manjuri Sinha. Manjuri is the Head of Talent Acquisition for Technology for the OLX Group. Thanks for joining Manjuri. Manjuri: Happy to be here. Max: Manjuri is dialing in from Berlin. One of my favorite cities in the world.And over the last few years, Berlin has become a tech hub, certainly in the startup space. But I think also beyond which is how the OLX group ended up setting up shop in Berlin. You were telling me?Manjuri: Absolutely max. So I think this was pretty much the reason, the talent market.So  let me also give a little bit of context on what OLX is. We are a classified platform my lovely friends  in Germany, you can, maybe relate to it with EBA, Klein and Diagon. That's something for the emerging market. So classifieds for a resale of cars, a resale of anything. If you talk to someone in Poland they literally tell you that from their phone to their cupboards, to their cars, to the apartments they have sold or purchased on OLX platforms.Of course we have different brands that front-end us but  that's why exist. Yeah, across countries and being in Berlin is definitely due to the tech talent market that we have. And Berlin is our OLX Europe's tech hub. And in terms of usage we pretty much you know, have more than 20 brands.Also we have around 300 million active users. As well as you see, the number of people is 10,000+ a strong employee sprint. And of course, we're part of the overall process group. Which is one of the biggest investment companies in the world Max: I imagine that building marketplaces in all of these emerging markets means you need to have teams everywhere, all around the globe, right.And that you want to have designers, product managers, marketers. Living in each of the markets you serve is that part of your remit or you're purely focused on the tech, which is more centralized perhaps?Manjuri: Yeah. So  my remit is product, data, and technology.So yes. All that you mentioned actually falls in that bucket. So designers, UX, researchers technology. When I say technology it's engineering. And data is everything to do with data science data analytics, as well as data engineering. So this is the world, and this is the gamut. Of course, we also have the offline part of the business where we have, you know, car inspectors and people who really look at when you do the, you know, inspection of a car before it's resold, et cetera, et cetera. So that's another world, warehouses, car inspectors, et cetera. So yes, and we do need to have presence in our markets, for sure. So even our tech hubs are distributed accordingly, Max. We have a huge presence in Poland, in Portugal, which are bigger markets as well.Now we have stepped up on our building up of a tech hub in Romania and Ukraine. That's what we are doing at the moment. Super busy. India is a major tech hub in the Northern part of the country. We have a home office as well. And then we have Latin America where we have tech teams based in Colombia, Mexico, and Argentina.Max: Do you find that hiring managers have moved past  the reflex, that habit of associating a job with a location and that now it's you know, they're not thinking that way or I mean, how fast are we moving in the other direction where everybody's remote and you can hire anywhere.Is it moving fast and as fast as you'd like? Or would you actually, maybe you prefer to go back to a localized hubs?  What's your position on this hire anywhere or hirer somewhere? Manjuri: I would still say so there were two parts to your question, Max. One is how do we see hiring managers actually reacting to this?I think for hiring managers, they need that seat to be filled. That's one of the basic you know, really important things for them. Yes,  they do feel that there should be some proximity to their teams. However, the understanding with most technology teams that we are hearing is either we go remote first.That means that you don't have a partial thing, that you have 10 people sitting in the same room and a meeting room. And you have another 10 people sitting in different blocks because that's what is not good for the culture. So if you have a remote first team, everybody should be remote. And if you come together for a workshop, then you commute for that workshop.But you shouldn't be divided half and half. The second aspect that you asked about hiring anywhere, hiring anywhere is a wish and a luxury because what we have not been able to kind of crack, and I think it's the same with all organizations is insurance, taxation, and so on and so forth. So we do stay close to our hubs.We do hire remote in Poland. We hire remote in Romania. We hire remote in Portugal, but because we have hubs in those countries, we can. You know, basis that paperwork, et cetera. So I think that's one of the challenges for sure. We see the demands. I mean, I was just looking at a report just yesterday from this organization called Talent International and they were talking about this, I think the second, most important point that all of their survey respondents talked about in changing jobs, what will they consider? Is flexibility.And this flexibility is around whether they can work remote, whether they can work from home or they can work from anywhere. So this will become, this will come from the pandemic push. And I think the second aspect will be the candidates demanding this also going forward, especially for the tech market, because that's a candidate driven market.So what we would have to look at flexibility and hybrid ways of working that is definitely here to stay. You might have organizations saying, Hey, you know, it's three days. Come to office two days, work from home. I heard yesterday, Revolut has given a two months option to all employees saying that two months in a year, you can work from anywhere.So every company is working different working out different ways of keeping their folks happy and keeping their ways of working flexible. And that's the way to go. That's what we will see in the future.Max: It's moving slower than I anticipated really. I mean, we've been working from anywhere  for pre-crisis and I thought that by now everybody would be this is it. I love it. Yeah, I guess people. With this new cycle are also a little bit tired, and we would like to just kind of turn the page and that means going, the office, they'll do it. I found myself actually reminiscing and thinking, wow, I really miss commuting. You know, cause commuting was the time when I would switch off from one world to the next.But I've learned how to commute while staying indoors. Manjuri: Absolutely. You made a very, very correct point, right? We are not what is happening right now. Right. You know, I'm sitting at my living room and at my dining table, you see a fake background behind me, but this is where I am. This is not working from home.So this is the pandemic push of making me stay at home. Right. That's a very different thing. I don't get to meet those 10 friends that I would love to for the after-work drinks. But within the real world, post pandemic world, working from home  will be different. That's what I can relate to when I was working with Accenture way back.We used to work from home a lot because of the model. You know, I had colleagues distributed all across the world. So if I had to commute to office, which would be two hours in a car in India, I would rather work from home. And it would suffice because everybody was kind of, you know, co located in different countries, et cetera, et cetera.But that was working from home. You would work through the day and yet meet your colleagues may be for after work drinks. So the socializing is there. Also in setups where you have children, your children are going to the kindergartens, the children are going to school. So they're not all at home. This situation is not working from home.So it's a way different situation that we're in. And a lot of that increase as you pointed out. Max: Well, how is it different? It's just because it's forced whereas before it felt like an option,Manjuri: No, because you had a human interaction. And what I crave at the moment is, you know, kind of going back to the office and having those conversations while filling my coffee mug, et cetera.Because also, because I don't have other human interactions right. Based on the rule, I can only meet one person, another household, et cetera. So I'm not having those social interactions and yeah, that's where it's a little different. Max: Yeah. I imagined that part of the job that we were talking about, which is influencing the job description, influencing the job, which is an expansion of the traditional job of recruiters and talent acquisition.Where traditionally you would think the hiring manager describes bullet point by bullet point what they want, all the keywords and off you go that's your spec sheet. She'd go to work, come back to me when you've got 10 resumes or 20 or a hundred. And it's a bit of a one-sided dialogue. And you're trying to move it in the other way.You're trying to say, we're going to change the type of profiles that we're hiring. We're gonna change where we're sourcing them from. That job, that part of the work has become much harder now that you can't force somebody into a coffee break or a longer conversation.Manjuri: Absolutely. I mean, I think the rapport building especially, I mean if I, again, take an example here for myself, I joined OLX in 2019, December four months is when I got to literally travel around the world and meet my team as well as meet my stakeholders. But post that everything is on zoom.Everything is on you know, calls, et cetera. So the rapport building you don't have that. But anyways, when I'm on video, there is a bit of conscious feeling and so on and so forth. But you have to work with it and make do with it. It is what it is and that's okay. That's a challenge for sure.The influencing part and building that relationship, building that trust takes a bit more time than it would in a face-to-face communication.Max: It takes a bit more time. Okay. And can you tell me more about the I'm not going to say the mistakes, but the inherent bias that you've managed to eliminate in some of those job descriptions or some of those job specifications.How have you influenced you and your team have influenced the direction for OLX where they were going to hire a certain type of people and you were able  to change their perception. Can you walk us through an example and some tools that you use? Manjuri: Yeah, absolutely.Max, I think  that's a very good question. And it is an extension of what I was saying, right. It's typical to build those relationships. And that's where data helps you to make your story along with validating it with data that really helps you. And that's the example that I like to take.So it is definitely a collective drive. And for OLX we see hiring as a problem for everybody. So it's an ownership for everyone. So I'm partnering with my engineering, leadership person, it's a similar ownership that we have. So that's one, the collaboration is very important.Second, I think the things that I've learned through my experience, and this is not just OLX. Many a times in a TA function, we take the plans as is. We are, you know, the person we are the team that comes after the workforce planning activity happens. So you take a whole load of roles and saying that, okay, these 200, 300, depending on the organization, or maybe 700,000 people have to be hired by so-and-so date in these locations.And then you have to chase something which has been planned without your consent, which has been planned without your inputs, et cetera, et cetera. This is one of the biggest mistakes. Most TA professionals and TA teams also make. Also not saying no, or also not going back and saying that, okay, this is maybe something that we need to re-look at.An example would be we did have a situation where we were kind of struggling to hire talented folks in Lisbon onsite and this where we sat down. First of all, we looked at LinkedIn insights. We looked at what there was definitely, you know, when you're hiring you start getting a hunch.As a recruiter you hear from candidates, how the market looking like, et cetera. And numbers that we wanted to hire. We needed people coming from really good product companies as well. And of course, if I'm sitting in the Berlin markets, it's a very different scene, but the Lisbon market is still maturing and getting there.You have a lot of services companies, but the product companies are yet to mature with their seniority, et cetera. So yeah, we couldn't really relocate a lot of people, but we did have to hire and so on and so forth. So we got the data. What does the market say? How has the market responded in the last two, three years?We looked at other reports from local providers, which also talked about the salary increases, which are, you know, on the lines of 18%, 25% and 35% Max: in Portugal?Manjuri: In Portugal for certain. It's a very, very hot destination. Manjuri: It is. It is. It's absolutely. I saw a similar trend when we had gone and with our Zalando office in Lisbon and had to actually close it down after some time.So  that was there. Okay. I can talk about handshakes and talk about experience and so on and so forth. So we collected all the data and say that this is what the data tells us, and it actually tells us that there's excellent talent sitting in Porto. There is talent sitting in Puembra. If we can go remote in Portugal, we can hire all these people.We can bring them into the pipeline. We can see a bigger pool of talent and we can still hire in Portugal. And this is the discussion that we have with our engineering leadership team. And they were also very upbeat because they actually saw the data. This was not the time when we were talking about our hunches and experiences.We have actually showing data that if we are looking only at Lisbon, this is a talent pool. This is already what we've sourced. So what next? Right. And then we also talked about, okay, let's look at the other part. One is remote. Second is let's start hiring trainees and grow with them from there.We don't have a lot of product companies, et cetera. Max: And you come from the BPO sector, Manjuri.You also have that background where you've seen this industry, which went from tier one cities to tier two cities, to tier three cities and now anywhere applied for let's say the more high volume environments.And now you're, you're saying especially with this remote work or work from home situation. That flexibility that is now global. Everybody should take another look at those second and third tier cities, even if you're hiring for more professional level hires more experienced hires. Manjuri: Absolutely. There's definite potential.  There are a lot of you know, people that we've kind of maybe overlooked previously with the talent and  this, and this also helps us Max, in increasing diversity.  We've seen situations where everything goes. I mean, it definitely goes beyond binary gender, but if I just take example of binary gender as well, we've seen situations where women don't move a lot, right.Because they have responsibilities and  they would rather move countries for their spouse, et cetera. Now, if we say that, hey, move your life from Porto to Lisbon. That might be tough. But if we tell her that. You can stay in Porto and  work for us, remote.  I mean, that's one of the best things again.So even your diversity aspect, how you can make your pipeline diverse that also gets pushed. If we can look at more markets tier one, tier two, I mean  those steps, right? That's it. I know where this is coming from. It's mostly how we do in India. Look at tier one, tier two, tier three and everything.Max: Yeah. You don't want to use that language in Portugal. You're going to start a civil warManjuri: And I know you can relate to that. But yeah, we used to have, even back in the days with the emphasis with the BPO sector, our voice processes would be front-ended from tier one cities, but our Non-West processes  ere also supported. We used to have a lot of people moving in from different cities.They're in my roster and coming and really changing, you know, cities, et cetera. So. Max: Yeah. In a way, you know, if you're hiring for a sales job or voice job you know, in the customer care world, you want to have that hungry young person that moves to the big city. But if you're hiring someone technical who works on more long tasks and can work in isolation, maybe that person is less likely to move out of the, you know that birthplace, or like you said some demographics or could also be less mobile than others.Manjuri: Yeah, absolutely. Max: Yeah. So I think they've given me and probably anyone who's listening, some ideas on let's look a little bit broader into those cities we haven't looked at for a while. So that's a really great takeaway.  One question that I like to ask  is you Manjuri, to go back to a hiring mistake that you made for your team or for your customers.And tell us what you've learned from it.Manjuri: I've made so I would say I. This is actually for my own team. A couple of years ago, I did make a hiring mistake. I would say I was about to make a hiring mistake, and I kept on doing that by not hiring certain people.So I had this, you know, this was bias for a very long time. I had to nurture this bias of, Hey, you have to, you know, I'll also, maybe it was conscious, unconscious, personal bias because I had done a lot, strived a lot to get my MBA, et cetera. So when I was looking to hire for a particular role for my team, I was looking at the qualifications.I was looking at the degrees that the person had accomplished and so and so forth. And I was actually prioritizing candidates in that pipeline who came with an MBA degree. You came with a higher degree of masters, et cetera.  And I was overlooking certain people. Whereas when I came back and realized that, okay, I've interviewed maybe more than 24 people, but somehow they don't, on the functional side, still didn't come close to what we were looking at. And finally, we were slightly about to make a mistake and I was about to make a mistake and maybe hiring someone. I don't know whether that would have been a mistake, but then I looked into my own team, existing team, and then I saw people who were, necessarily did not have those degrees, but they were exceptional performers.They were exceptional team players. They were people who would go beyond. They were people, like you said, they were hungry to learn. And then I started scaling back then I looked at okay, the resumes that had not been selected, shortlisted, maybe those are the resumes that I would pick up. And then the person that I hired, she was amazing and that was a learning for me. And I also took that learning after that, even in my conversations with hiring managers, that let's not reduce our talent pool by putting four or five degrees requirements and qualifications, because that doesn't always indicate that  this person will be the highest performer in the team.Max: Yeah.Manjuri: That's definitely a learning  that I've had. Max: And there's two lessons there, right? One with  the inflation of the requirements. And the second one, look within the team and you were able  to create some internal mobility. EManjuri: Exactly. That's definitely max for short.Max: Great. And well it's been a pleasure. I have tons of more questions, but we'll do it another time and jury.  Thanks for coming on the podcast. Manjuri: Thank you. Thank you so much, Max. I really enjoyed this.Max: That was Manjuri Sinha from, OLX reminding us that if you don't have to come into the office every day, If socializing with your teammates can be summed up to gathering to once a week or so once a month, perhaps it's time to expand the radius of your search and to go look outside of those cities where your offices are and start looking at commuting times that are two, three hours long because that's just a once in a week or once in a month. Okay. Hope you enjoyed the interview. I certainly did. And I invite you to follow us for more and share with friends.

Matt sits down with the one and only Trevor Swenson of Dynamic Talent and gets deep on the nature of the music business and what's next in the industry. Find out more about his company: https://www.dynamictalentint.com/ --- Support this podcast: https://anchor.fm/dumbanddumbest/support

Tonya Hall sits down and talks with Ted Nardin, co-founder and principal consultant at 5th Talent International, about the company's survey findings regarding the challenges of working remotely. FOLLOW US  - Subscribe to ZDNet on YouTube: http://bit.ly/2HzQmyf - Watch more ZDNet videos: http://zd.net/2Hzw9Zy - Follow ZDNet on Twitter: https://twitter.com/ZDNet - Follow ZDNet on Facebook: https://www.facebook.com/ZDNet - Follow ZDNet on Instagram: https://www.instagram.com/ZDNet_CBSi - Follow ZDNet on LinkedIn: https://www.linkedin.com/company/zdnet-com/ - Follow ZDNet on Snapchat: https://www.snapchat.com/add/zdnet_cbsi Learn more about your ad choices. Visit megaphone.fm/adchoices

As the coming weeks and months become more and more uncertain, the live music industry is reeling from the loss of shows large and small. Adam Loellke is the frontman of Pickwick Commons, a hardcore/metal band from Indianapolis, IN. He's also a member of the Dynamic Talent International team, who has been hit hard by show cancellations and postponements. Listen now to find out how Adam, Pickwick Commons, and Dynamic Talent International, are coping with these disruptions the music industry has never seen before. In a time when community is more important than ever, we welcome you to join The Better Band Bureau Facebook group.

Longevity in the music business is difficult to achieve. Mark Hyman has been at it for 50 years and worked with some of the biggest acts in rock history. He is personally responsible for signing: Journey, Quiet Riot, and The Romantics.Now Ceo of "Ashley Talent International," Mark and his team run a world class music personal appearances agency booking artists all over the world. He takes us through his origin's in the business: from working in the mail room at William Morris Agency to mentoring with Frank Barcelona of "Premier Talent" (which at the time the #1 agency in rock music and working with bands like: The Who, The Rolling Stones, & The Beatles).If you're interested on the inside scoop on artist booking and management this episode is for you. You're sure to enjoy some of Mark's stories!You can find out more about ATI here:http://www.ashleytalentinternationalllc.com

To learn more about becoming a Certified Strengths Coach at the Gallup Strengths Center: http://on.gallup.com/1i5OXhq.Gallup's Called to Coach is a live Webcast that targets current and prospective coaches to interact with Gallup experts and independent strengths coaches who have found success in strengths-based development.On a recent Called to Coach, we spoke with April Marcot, Head of People and Culture at Talent International, one of just two organizations in Australia that have qualified for the Global Engagement Award as one of the most highly engaged workplaces in the world.

To learn more about becoming a Certified Strengths Coach at the Gallup Strengths Center: http://on.gallup.com/1i5OXhq. Gallup's Called to Coach is a live Webcast that targets current and prospective coaches to interact with Gallup experts and independent strengths coaches who have found success in strengths-based development. On a recent Called to Coach, we spoke with April Marcot, Head of People and Culture at Talent International, one of just two organizations in Australia that have qualified for the Global Engagement Award as one of the most highly engaged workplaces in the world.

To learn more about becoming a Certified Strengths Coach at the Gallup Strengths Center: http://on.gallup.com/1i5OXhq.Gallup's Called to Coach is a live Webcast that targets current and prospective coaches to interact with Gallup experts and independent strengths coaches who have found success in strengths-based development.On a recent Called to Coach, we spoke with April Marcot, Head of People and Culture at Talent International, one of just two organizations in Australia that have qualified for the Global Engagement Award as one of the most highly engaged workplaces in the world.

To learn more about becoming a Certified Strengths Coach at the Gallup Strengths Center: http://on.gallup.com/1i5OXhq. Gallup's Called to Coach is a live Webcast that targets current and prospective coaches to interact with Gallup experts and independent strengths coaches who have found success in strengths-based development. On a recent Called to Coach, we spoke with April Marcot, Head of People and Culture at Talent International, one of just two organizations in Australia that have qualified for the Global Engagement Award as one of the most highly engaged workplaces in the world.

We sit down with Angie Sakla Seymour from Angie's Models and Talent International to discuss her, what the agency does, how to join, some success stories, and much much more! Music was from High Waters!

We sit down with Angie Sakla Seymour from Angie's Models and Talent International to discuss her, what the agency does, how to join, some success stories, and much much more! Music was from High Waters!