Podcasts about Workforce

As unemployment rates among young people continue to rise, Charlotte sees an influx of jobs going to those 25 to 34. The next challenge is keeping them here for good. We discuss how the Queen City seems to fight the narrative nationally of a hard time to be a first-time member of the workforce.

Send us Fan Mail“ Life is all about the right choices.” -James TerryExclusive Insights from This Week's EpisodesYour staffing problem may be quietly robbing profits long before it looks serious. Talent Expert James Terry reveals how workforce flexibility, data, and better talent decisions can turn hidden labor risk into an advantage.Episode Highlights[00:08:50] Why changing worker expectations can quietly make yesterday's hiring strategy obsolete[00:13:30] AI can improve hiring while making it easier for weak candidates to fake competence[00:17:29] How verified worker performance could make resumes and traditional interviews less important[00:22:33] Why consumer expectations for speed and choice are reshaping what employees expect from work[00:28:38] The hiring question founders should ask before deciding they simply need better people[00:39:49] How sending employees home to save labor cost can trigger turnover and cost more later[00:45:08] Why smart outsourcing should produce better results, not merely replace internal workFull show notes, transcript, and resources for this episode:https://podcast.deepwealth.com/574The Deep Wealth PodcastMost entrepreneurs do not fail.They just carry too much for too long.The business grows. Pressure grows faster. Profits get harder to predict. Decisions cost more energy. Over time, focus slips and health takes the hit.The Deep Wealth Podcast and Deep Wealth Mastery are built from real experience. We're the only system based on a 9-figure exit. This system exists because guessing gets expensive.

This edWeb podcast is sponsored by Project Lead The Way.The edLeader Panel recording can be accessed here.As cyber threats continue to impact businesses, governments, schools, and communities, cybersecurity has become essential to economic security, national security, and workforce readiness. Schools play a critical role in helping students navigate the digital world while preparing them for high-demand careers that increasingly require cybersecurity knowledge and skills.In this edWeb podcast, educators discuss why cybersecurity education matters now more than ever and how their schools are successfully integrating cybersecurity concepts into existing courses and programs. Learn how students engage in hands-on, real-world experiences that challenge them to investigate digital threats, analyze cyber incidents, protect sensitive information, and develop critical-thinking, collaboration, and problem-solving skills. Discover practical strategies for creating meaningful cybersecurity learning opportunities that prepare students for college, careers, military service, and beyond.Learning Objectives:Understand the growing importance of cybersecurity education and its connection to student opportunity, workforce readiness, economic security, and community resilienceExplore classroom and program models that provide students with authentic, hands-on cybersecurity experiences aligned to real-world challenges and career pathwaysIdentify practical strategies for integrating cybersecurity concepts, digital citizenship, and career exploration into existing courses and educational programsThis edWeb podcast is of interest to K-12 teachers, school leaders, and district leaders.Project Lead The WayEmpower Students to Thrive in an Evolving WorldDisclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Learn more about viewing live edWeb presentations and on-demand recordings, earning CE certificates, and using accessibility features.

Do people really “get off” on intelligent conversations? Fat Boy surely doesn't, he's not really into conversations at all to be honest lol Headlines

September 2, 2026: I share key lessons from my CHRO session with iFood CEO Diego Barreto, including why he is investing in AI even with negative ROI, how he built a digital twin, and how iFood is rethinking reviews, meetings, and change management. Then I get into the Wall Street Journal's report on employers using new interview rituals to fight AI-enabled candidate fraud. Finally, I unpack Uber cutting 10% of its workforce and why the real story may be work redesign, bureaucracy, and coordination, not AI replacing jobs.

Dan Negroni has coached 30,000+ Gen Z employees directly, and teaches 200+ of them live every semester — so what he bring isn't theory, it's pattern recognition from the ground and the classroom. The research base behind the work spans 400,000+ participants. Business owners are hiring Gen Z every day and losing them just as fast — not because of pay or perks, but because of a coaching gap most leaders don't see. That gap shows up in retention, engagement, performance, and how their leaders are actually leading. Dan knows just how to make that concrete and actionable. During the show we discuss: Why Gen Z and older generations struggle to communicate How to close the generational communication gap How to build confidence through action Why fear prevents employees from taking initiative How to create a safer environment for employees to practice difficult conversations How to become a coach instead of just being a boss How to create a culture of accountability How technology and AI can support—not replace—human connection and development Resources: https://dannegroni.com/

Show DescriptionA crisis reveals the character of the people leading through it. Have they earned trust? Can they hear uncomfortable truths? Have they taken care of the team they are about to ask everything of?In this episode of the Emergency Management Network Podcast, Todd DeVoe welcomes Eric McNulty, co-author of You're It: Crisis, Change, and How to Lead When It Matters Most, for a conversation about character, meta-leadership, and the human side of emergency management.They explore the new edition's emphasis on character, balancing workforce expectations with disaster demands, and creating teams where people can speak honestly and support one another. The conversation also tackles one of the profession's toughest challenges: making consequential decisions with incomplete information while maintaining public trust.From protecting downtime on blue-sky days to explaining evacuation decisions, this episode examines the everyday leadership practices that prepare people to perform when their communities need them most.Show NotesPodcast: Emergency Management NetworkHost: Todd DeVoeGuest: Eric McNulty, co-author of You're It: Crisis, Change, and How to Lead When It Matters MostIn This EpisodeTodd and Eric discuss why effective crisis leadership begins long before an emergency. Character, honest communication, and relationships shape whether teams and communities will trust a leader when decisions become difficult.Their conversation explores:* Character before crisis: Integrity, listening, and putting the mission and people first.* Leading across generations: Setting clear expectations while respecting boundaries, family responsibilities, and time away.* Team resilience: Creating a workplace where colleagues support each other and can ask for help.* Hearing truth to power: Why leaders need to welcome difficult information to avoid operational blind spots.* Perspective and shared understanding: Bringing together what agencies, frontline personnel, and community members see.* Public trust and transparency: Explaining what is known, what remains uncertain, and why decisions are being made.* Evacuation decisions: Balancing competing risks and documenting the information available at the time.* Community engagement: Building relationships and understanding public expectations before disaster strikes.Episode Chapters00:00 — Welcome to the EMN Podcast00:21 — Introducing Eric McNulty and You're It01:47 — The new edition's focus on character04:01 — Workforce expectations, boundaries, and the mission09:02 — Supporting team well-being and resilience11:25 — Truth, trust, and listening as a leader15:58 — Transparency and the Boston Marathon bombing response17:11 — Different perspectives and a shared understanding20:04 — Deepwater Horizon: uncertainty and response decisions21:21 — Evacuations, public criticism, and leadership23:56 — Explaining and documenting decisions under uncertainty26:16 — Community participation in emergency planning27:30 — Evacuation behavior and competing risks29:11 — How people interpret emergency messages31:30 — The new edition and supporting future emergency managers33:00 — A closing message of appreciation for the professionKey TakeawayThe work of crisis leadership starts on ordinary days: earn trust, welcome difficult conversations, care for your team, and help the community understand how decisions are made.Featured Resource (this is not associated with any affiliate program) You're It: Crisis, Change, and How to Lead When It Matters Most — book information This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit emnetwork.substack.com/subscribe

On this episode of Chit Chat Stocks, we look at 10 stocks whose prices have risen by more than 100% so far this year. We discuss: (00:00) Introduction (05:05) Virtu Financial: Market making and high-frequency trading (12:46) Stock 2: Modular housing for remote projects (19:48) Stock 3: Genomics tools and AI applications (25:46) Stock 4: Unified communications and market dynamics (33:59) Stock 5: Semiconductor industry and AI prospects (40:01) Stock 6: Workforce solutions and cyclical challenges (49:14) Stock 7: Luxury cruises in remote locations (54:01) Stock 9: Semiconductor testing for AI hardware (59:10) Stock 10: Cloud services for developers and AI growth ***************************************************** Subscribe to our newsletter, Emerging Moats: emergingmoats.com  ********************************************************************* Chit Chat Stocks is presented by Interactive Brokers. Get professional pricing, global access, and premier technology with the best brokerage for investors today:  https://www.interactivebrokers.com/  Interactive Brokers is a member of SIPC.  ********************************************************************* Fiscal.ai is building the future of financial data. With custom charts, AI-generated research reports, and endless analytical tools, you can get up to speed on any stock around the globe. All for a reasonable price.  Use our LINK and get 15% off any premium plan: ⁠https://fiscal.ai/chitchat  ********************************************************************* Disclosure: Chit Chat Stocks hosts and guests are not financial advisors, and nothing they say on this show is formal advice or a recommendation. Learn more about your ad choices. Visit megaphone.fm/adchoices

This is our daily Tech and Business Report. KCBS Radio News Anchor Margie Schafer spoke with Bloomberg's Natalie Lung about Uber's massive restructuring effort that includes cutting 10% of its global workforce.

David J. Moore co-founded 24/7 Media, took it public with $2.5M in revenue, watched it soar to a $1.8 billion valuation — and then rode it all the way down to nine cents a share and a "going concern" opinion before clawing it back and selling to WPP. In this episode of The Authority Company Podcast, David sits down with host Joe Pardavila to unpack the eerie and not-so-eerie parallels between the dot-com bust and today's AI boom, why he believes AI could be more dangerous than a nuclear bomb, and what he'd do differently if he could relive the crash. He also opens up about compartmentalizing grief while running a company as his wife battled cancer, and the foundation and marathon tradition he keeps up in her memory.David's new book, The 24/7 CEO: The Battle for Survival That Helped Build Digital Advertising, tells the full inside story.What You'll LearnHow 24/7 Media grew from 40 employees to 1,200 people in 29 countries — then crashed to 200 employees and a $15M market capThe real mechanical difference between the dot-com bust and today's AI bubble (hint: it's about who can afford to fail)Why David believes unchecked AI could be more dangerous than nuclear weaponsThe one strategic decision he'd reverse if he could redo the crash yearsHow Wall Street's "growth over profit" mindset echoes the Netflix/streaming correction — and why AI may be nextWhich jobs he thinks are more AI-resistant, and where he pushes back on his own optimismHow he led all-hands meetings and kept morale up during two years of declineHow he compartmentalized his wife's cancer diagnosis while running a public company through crisisThe foundation and marathon tradition he's kept alive for 16 years in her honorChapters00:00 – Introduction: 24/7 Media and The 24/7 CEO01:00 – Setting the scene: 26 years since the dot-com boom01:18 – Founding 24/7 Media and the explosive early growth02:29 – IPO days, stock mania, and 1,200 employees across 29 countries03:38 – The crash: from $69/share to nine cents04:51 – Big difference from today: Big Tech can't go out of business06:48 – "AI is more dangerous than the nuclear bomb"08:47 – Looking back: what he'd change about the decline10:37 – Scaling back acquisitions vs. chasing market share11:03 – The Netflix correction and Wall Street's growth-to-profit pivot12:06 – What actually caused the dot-com bust (the IPO window closing)14:00 – Data centers, capital spending, and consumer backlash15:33 – Rich vs. poor: will the market reject AI overinvestment?16:00 – The horse-shoer analogy: progress always has winners and losers17:07 – Which jobs AI can't easily replace (plumbers, masseuses, doctors)18:38 – Pushback: what happens to white-collar, middle-class jobs?19:14 – The cyclical trap: cutting jobs while needing customers20:20 – Workforce "carnage," trade schools, and the road to 203021:03 – Leading through crisis: all-hands meetings and rallying speeches22:33 – Optimism as a choice (and a skill you can build)23:39 – Triathlons as therapy: running through business problems24:51 – His wife's cancer diagnosis while running the company26:20 – The WPP sale, Martin Sorrell's support, and stepping back as CEO28:33 – Returning as CEO after losing his wife29:04 – Starting the foundation in her memory30:06 – Running a marathon every year to fundraise32:21 – How to support the foundation33:18 – Closing and book plug

This podcast was created using NotebookLM.This podcast describes the Community Oral Health Program at the Herman Ostrow School of Dentistry of USC, emphasizing its role in addressing the national shortage of dental professionals.

Part-Time Justin has a few jobs that make good money… but they are dangerous. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Vincent and Joel sit down with the Director of SC Department of Employment and Workforce, William H. Floyd, to discuss the economic state of South Carolina, the massive growth of our workforce, how an institution like SCDEW works, and how to be a leader in SC. Hear about William Floyd's background, family, work as an attorney and much more! Hear a bourbon briefs breakdown of the current political situation in SC, how a sister with no political background might win a SC Senate seat, Ralph Norman's ire, Annie Andrew's path to victory, the State Budget, and get an update on all things SC politics! Support the showKeep up to Date with BITBR: Twitter.com/BITBRpodcastFacebook.com/BITBRpodcasthttps://bourboninthebackroom.buzzsprout.com

In this episode, Jeffrey P. Gold, MD, President, University of Nebraska System, discusses workforce development and retention, healthcare headwinds, precision medicine and the growing role of AI in improving care. He also shares his vision for earlier disease detection, expanding access to rural communities and building a culture where employees feel part of something bigger than themselves.

In this episode of Chamber Chat, Rick Pierce, President and CEO of the Chamber of Commerce serving Middleton, Monroe, and Trenton, shares his insights on building a future-ready workforce, fostering community collaboration, and the vital role of chambers in economic development. Transcript and show notes found at this link. Please support this podcast by supporting our sponsors. Community Matters, Inc. chamberchatpodcast.com/podcast App My Community appmycommunity.com/chamberchat Resource Development Group rdgfundraising.com Swypit chamberchatpodcast.com/cc Mike Conn Consulting chamberchatpodcast.com/mikeconn

Public health systems need sustained investment in the workforce, infrastructure, data and technology that allow them to protect communities. In New Jersey, PHIG funding is helping strengthen those foundations. In this PHIG Impact Report, Dr. Raynard Washington, ASTHO member and Commissioner of the New Jersey Department of Health, discusses how the state is using PHIG funding to support local health departments, rebuild and develop the public health workforce, improve succession planning and modernize fragmented data systems. He also explains how New Jersey is making more public health data accessible to residents, including immunization coverage at the municipal level, and strengthening its communications infrastructure to better reach communities in an increasingly crowded information environment.This work is supported by funds made available from the Centers for Disease Control and Prevention (CDC) of the U.S. Department of Health and Human Services (HHS), National Center for STLT Public Health Infrastructure and Workforce, through OE⁠⁠⁠⁠⁠22-2203⁠⁠⁠⁠⁠: Strengthening U.S. Public Health Infrastructure, Workforce, and Data Systems grant. The contents are those of the author(s) and do not necessarily represent the official views of, nor an endorsement, by CDC/HHS, or the U.S. Government.Public Health Infrastructure Grant: Resources & Impact - PHIG

⚡ **THE CMECP® PROGRAM IS EXPANDING.** ⚡The **Certified Master Electrical Code Professional® — CMECP®** has always been about helping Master Electricians take their knowledge beyond minimum licensing requirements.Now, CMECP® offers **two distinct professional certification paths**, plus a special advancement program for Journeyman Electricians working toward the Master level.

For decades, the GED has been viewed as a second chance to finish high school. But with employers struggling to find talent and millions of Americans looking for a pathway to better work, that definition is increasingly outdated.More than 21 million people have earned a GED since the program began, with another 150,000+ graduates each year. Many are working adults pursuing the credential for a very practical reason: they want access to a better job, career training or continued education.At the same time, employers in healthcare, manufacturing, energy and the skilled trades are struggling to find talent. GED Testing Service President CT Turner argues those aren't separate challenges. GED graduates represent an enormous, largely overlooked talent pipeline, and earning the credential should be the beginning of the pathway, not the end.In this episode, we talk about today's GED earners, how AI enables personalized learning for individuals from every walk of life, plus new ways employers can get access to this talent pipeline.In this episode:Meet the GED you didn't know (it's not just a symbolic credential!)One of the country's largest potential talent pipelines employers are probably overlookingThe pitfall of employers trying to recruit their way out of persistent workforce shortagesPersonalized learning, outcomes, and the next generation of education technology3 Big Takeaways from this Episode:1. America doesn't just have a talent shortage. It has a talent access problem.Employers continue competing for the same workforce while a largely overlooked pipeline of GED learners and graduates is ready to move into better careers. CT argues that industries like healthcare need to create new entry points and internal pathways, connecting GED graduates to roles such as phlebotomy or medical assisting that can become the first rung in a much longer career ladder.2. The economic value of a GED comes from the career pathways it opens.Earning the credential expands opportunity, but CT describes it as a “springboard” rather than the destination. GED Career Connect is putting that philosophy into practice by connecting graduates directly to career training, beginning with eight allied health certification pathways and plans to expand into additional industries.3. AI in education should be judged by learner outcomes, not technological novelty.GED learners using its AI tutor are spending twice as much time studying, and learners who previously failed a math test doubled their chances of passing on their next attempt after using the app and tutor. For CT, that's the real promise of AI: using personalization to help more learners persist and succeed, rather than adding another layer of technology that doesn't change the outcome.Resources in this Episode:Learn more about the GEDNational GED Day - September 16thGED Career ConnectFind more resources on the episode page!We want to hear from you! Send us a text.Instagram - Facebook - YouTube - TikTok - Twitter - LinkedIn

⚡ **THE CMECP® PROGRAM IS EXPANDING.** ⚡The **Certified Master Electrical Code Professional® — CMECP®** has always been about helping Master Electricians take their knowledge beyond minimum licensing requirements.Now, CMECP® offers **two distinct professional certification paths**, plus a special advancement program for Journeyman Electricians working toward the Master level.

VR doesn't just have a vacancy problem. It has a pipeline problem. What if the answer to VR's workforce shortage isn't simply filling the next vacancy? Across the country, VR agencies are competing for talent, losing experienced staff, and trying to prepare a new generation of professionals—many of whom may not even know that VR is a career option. In this episode of the Manager Minute, George Michna of Connecticut and Mario Lucero of New Mexico join Carol Pankow to talk about a different approach: intentionally building the VR workforce pipeline. Drawing from their National Rehabilitation Leadership Institute (NRLI) project, George and Mario explore how career pathways, mentorship, apprenticeships, stronger onboarding, and leadership development can help agencies move from reacting to vacancies to developing talent for the long term. They also tackle an equally important question: once we bring talented people into VR, what makes them want to stay? If your agency is thinking about recruitment, retention, succession planning, or developing its next generation of leaders, this conversation is worth a listen.   Listen Here Full Transcript {Music} George: One of the biggest values of NRLI was the opportunity to step outside of your day to day work and to engage with colleagues, people who eventually become good friends of yours that live across the country, who are dealing with many of the same challenges. Mario: We've really invested hard in our leadership team, and we're seeing the results of that now. We got out of a cap. We're really making positive progress towards meeting our performance metrics. We have a way better understanding of our data, and now we're really focusing on leadership and culture within our agency.   Intro voice: Manager minute, brought to you by the Vocational Rehabilitation Technical Assistance Center. Conversations powered by VR. One manager at a time, one minute at a time. Here is your host, Carol Pankow. Carol: Welcome to the Manager Minute. Joining me in the studio today are George Michna, Bureau Chief for Community Living from Connecticut Bureau of Rehabilitation Services, and Mario Lucero, Field Operations Director for New Mexico General. So, George, how's it going in Connecticut? George: It's going good. Actually, the weather's finally holding it up here, so it's kind of nice to finally enjoy. Hopefully, a really nice summer. Carol: Yeah, that is awesome. I know we've all been talking a lot about the weather in Minnesota. It's hot and sultry. It was 95 yesterday so you never think of that here. And Mario was so great to have you here as well. How are things on your end in New Mexico? Mario: Thanks for having me, Carol. We're doing good here in New Mexico. Had a little bit of rain the last two weeks, which is really welcomed because we have been so dry and we have problems with forest fires here in New Mexico. So any rain that we get is welcome. So we're doing well. Carol: Well, I never think of New Mexico and forest fires. I'm sorry Mario, I just think of you as being more deserty. But I know you have trees. I know you have... Mario: We do. Carol: So today we're going to talk about a topic that's coming up across the country and it's the workforce challenges in vocational rehabilitation. And George and Mario, part of a cohort from the National Rehabilitation Leadership Institute, or NRLI, which is a leadership program that brings together emerging leaders from across the VR system to take on some of the field's biggest challenges. And as part of that experience, their group developed a project focused on career pathways as a strategy for recruitment and retention in VR. And we're going to unpack what they found and why it matters right now. So let's dig in. So let's start with each of you. How did you get into VR and what has kept you in this work? And Mario, I'm going to go to you first. Mario: Thanks, Carol. Well, for me, vocational rehabilitation is always aligned with who I am personally and professionally. I've spent my life around ministry, teaching, and helping professions. My father was both a minister and a teacher, and I think that shaped how I view people and purpose. I also live with significant physical disabilities myself, so I understand firsthand the importance of opportunity, independence, dignity, and meaningful work. VR gave me the opportunity to turn that into a lived experience and into a career where I could help others overcome barriers and pursue employment goals they may have once thought were impossible. What's kept me in this work is honestly the mission. We're not just processing cases or authorizing services. We're helping people build lives, support families, and regain confidence in themselves. You get to see real transformation in people's lives, and that's hard to walk away from once you've experienced it. Carol: I love that, Mario, Thanks for sharing that. George, how about you? George: So my pathway into vocational rehabilitation started in education. I was a special education teacher, later taught pre-service teachers. It was also a school administrator and then worked for the Connecticut State Department of Education. A lot of it has just been through those roles is that one thing that became clear that we put a lot of effort into supporting students while they're in school, but there's a disconnect. when it came to what happened after they exited school. So students would graduate, but the transition to employment or post-secondary pathways was not always strong or consistent. And I think that's really what drew me into vocational rehabilitation. It's one of the few systems that is specifically designed to bridge that gap between education and employment. And I think that what's really kept me here is both the impact and the work that we do. You see real outcomes when someone moves into employment and independence. And in my current role, I'm focused on kind of how those systems connect, both on the employment side and within community living, as well as education through a grant that we're running. So that's really kind of what's kept me engaged in the work, and just having those meaningful conversations with individuals about finding success in their lives. Carol: Yeah, I had no idea about you. George: Yeah. Carol: Being an educator, that is very cool. It's always fun to see people's stories and how they get into this sort of a career. Appreciate that. So I know you both participated in NRLI, and I just wondered if you could tell our listeners a little bit about what that experience was like. And how did that shape your thinking as a leader? And George, I'll tag you first on that. George: First and foremost. NRLI gave me the opportunity to step outside of my state and look at vocational rehabilitation from more of a national perspective. We were teamed with about, I think, 30 individuals or so as our cohort, and they represented both VR, general VR Blind and also combined agencies. And so you really get a mix of perspectives from individuals. And I think that's really powerful. And the other thing was, is that what really started finding, for example, was, is that, you know, you start looking at issues with your workforce, challenges that you might have, bringing in counselors and the like, and you start finding out that others are facing similar challenges. So you're able to have these kind of sidebar conversations throughout the time that you spent together. And you really get to learn from individuals about what other states are doing and how to kind of effectively problem solve. Mario: And NRLI was an incredible experience because it forced us to step back and think beyond just our own state systems and day to day operations. You're sitting in a room with leaders from all over the country who are dealing with many of the same challenges, but often approaching them in different ways. For me personally, it challenged me to think more strategically and systemically as a leader, instead of only asking, how do we solve today's problem? It pushed me to ask, how do we build sustainable systems for the future? One of the biggest takeaways for me was realizing that many of our workforce challenges in VR are not isolated problems, they're national trends. That realization helped reinforce the importance of collaboration, innovation and leadership development across the entire VR system. Carol: Well, I think we're definitely better together. NRLI, I love that bringing that sense of community because you can feel very isolated, you know, in your individual states and your agencies, and you learn how to do things a certain way. So you guys bring up a good point. You know, you hear other people with the same challenges, but they've tackled them differently. And so I love that kind of that transplanting of ideas that happens naturally through that cohort model. And you get, you know, you're with your group a whole year and you really get to know people. And I think that transplanting of ideas and that building that network that you can rely on later, because I'm sure you probably each have like email groups and all of that good stuff or chat groups with your folks from NRLI that you can just like, hey, we have this going on. What do you know about this? Or what are you guys doing? I think there's a lot of value in that. So I know as part of NRLI, your group focused on workforce and career pathways. How did you guys come up with that as your project? George: Well, I gotta say this, it wasn't a project that we landed on right away. The way NRLI is structured, we do have multiple weeks that we meet across the year, and we also had opportunities to connect virtually to work through how the paper would shape out. Really, in the beginning, it was a lot of brainstorming where we were sitting, you know, outside by the pool on a break. And I still remember this to this day. And we went around the group just kind of mentioning some of the hot topics that we had and what were we thinking about. And really kind of what we started coming back to was the same issue was kind of a staffing piece. And I think that's kind of where we ended up thinking about the staffing and then kind of what solutions could we bring from our various states to address that? And I guess from a point of view, it was kind of a self-discovery process of the group in realizing what to write about. Carol: Very cool. I love that organic. I know. Other groups too. They said they struggled like they might have come up with a particular topic. And then they were like, hey, we don't want to do that anymore. And they kind of move through the year and got exposed to different things. Other ideas came forward and they pivoted to something else. George: I would say that was exactly the same experience that we had, and almost feeling at some point that we had to figure out something because time was running out. Mario: I still remember that first day that you said when we sat around the pool and we were just brainstorming and we threw out like 50 million ideas. I think how we finally settled on career pathways and recruitment and retention was that we saw that this was a problem that we could realistically solve. We didn't want to bite off too much that we couldn't chew. And so we thought that maybe this was something that we could have an actual impact on. Carol: So Mario, a little more about that. You know, it's a problem you were trying to solve. Why do you think this is so important right now. Like what's going on? Give it kind of the picture of what's happening out there. Mario: Well, you know, Carol, the biggest problem we identified was that vocational rehabilitation is facing a workforce pipeline issue at a time when demand for services continues to grow. Across the country agencies are struggling with vacancies, burnout, retirements and turnover. At the same time, fewer people are entering the field intentionally because many people simply don't know that VR exists as a career pathway that creates a long term sustainability problem for the public VR system. What made this especially important to us is that workforce shortages don't just affect agencies internally, they directly impact the participants that we serve. Vacancies can lead to delayed services, increased caseload sizes, and less capacity for innovation and individualized support. So our group started asking instead of only reacting to vacancies after they happened, how do we intentionally build built pathways that introduce people to VR earlier. Developing future talent and creating opportunities for long term career growth within agencies that shift from reacting to shortages to proactively developing talent really became the foundation of our project and our paper. Carol: Nice. So what are you guys seeing right now across the states in terms of the staffing shortages and turnover? I just wondered if there's been any kind of movement where it's getting a little bit better. I just, what did you find out. George: When we looked at the work, kind of to build out the paper, we were seeing kind of a consistent piece where I think states were kind of dealing with this combination of persistent vacancies and high turnover, and that some states are, you know, obviously making a little bit of better progress in that. I think, you know, going back to looking at with Connecticut, I came to our agency on the heels of the Covid 19 pandemic. If you think about it, about five years ago, I was coming out of that rebounding. From that, we saw individuals with disabilities wanting to get back into employment. So you had this influx of people requesting services, but what you saw on the staffing side from the agency was, is that we had a lot of staff that either retired early or had kind of exited the employment of the agency. And so we were in the process of trying to refill those positions as we could. And we've done a really good job at that. But the implication of that is, is that we now shifted the agency from a mid to late career group of counselors to a workforce that's now more heavily weighted towards early mid-career staff. And that has implications for us because newer counselors often require smaller caseloads and more support to kind of ensure the quality services, as well as trying to ensure how do we prevent burnout among those staff as well? Also, what's happening is, is that we're seeing an added strain on our community rehabilitation providers in the state, and we see them as a critical part of the service delivery system. And so this now speaks to kind of the broader system that how can it then support individuals in achieving career goals? So that's kind of the perspective here in Connecticut. Carol: Here you bring up a really good point, George, you know I hadn't thought about that with the newer counselors coming in. I guess just the way you had stated it and having people earlier in their career, you are shaping then you have in a smaller caseload, which impacts then your overall capacity for serving folks. So when you have a big bulk of people in that early part, even though you have the same number of people, they can't produce the same amount of work. George: Exactly. Carol: Yeah, you always need exponentially more folks to carry that out. And it takes a while. This system is hard, like to learn and understand and really feel like you're getting good and proficient at it. So we've kind of lost those later career counselors that were also serving as mentors and such. And I know in some states people are saying like, hey, we've got a whole new group. You've got 90% of your people have been there five years or less. You don't have that other group that can help to support them. George: You know, it kind of then impacts your ability for supervisors to effectively mentor those staff because the added impact on them as well. So the entire system starts feeling that strain. Carol: Yeah, it's really a ripple effect for sure. So I know you guys have mentioned before that people don't always choose VR as a career. So why does that matter for recruitment? Mario: It matters because many of us in VR didn't grow up saying, I want to work in VR someday. Most people find this field accidentally through counseling programs, disability services, workforce programs, social work, education, or even personal life experiences such as myself. The challenge with that is that people don't know the profession exists. They're never going to intentionally pursue it. Other helping professions like teaching, nursing or social work. They have clear career pathways and pipelines and stronger public awareness. VR doesn't have that. So VR agencies are competing for talent in a field that many potential candidates never even heard of. That's why career pathways and apprenticeship models are so important. They create exposure. They allow students, paraprofessionals, community partners, and individuals with lived disability experience to see VR as a meaningful career option before they're already established somewhere else. I think the field has a huge opportunity here, especially because VR work is incredibly mission driven, that once people understand what we actually do and the impact we have, they'll be drawn to it, and the challenge is getting them exposed to it early enough. Carol: Well it does really fit with our new administration. I mean, maybe not so new with our president now he's, you know, in his year two, but very big emphasis on apprenticeships and career pathways. And so it lines up with the administration's thinking on that as well. George, I know you've had a little touch with this. What would it look like, kind of the career pathway and apprenticeship model in a VR agency. George: in Connecticut, we're starting to put together a formalized kind of mentorship program, if you will, where we're bringing in staff within our community, rehabilitation providers, where we can then provide a structured mentorship for them to kind of upskill their knowledge of working within kind of the VR space. The hope there is, is that they can gain experience in the areas like eligibility, plan development, employer engagement, and being able to kind of have that mentorship and feedback that's built into the process. And so our hope really is, is that kind of, you know, if you think about this as about opening the door wider at the front end, so that way we can become more intentional about how we develop staff once they're within our agency or within a provider. Again, this isn't about just simply filling positions. It's more about creating a pathway where someone can enter the field, develop the necessary skills over time, and see a future in the work. And I just want to say, you know, to your question before, if I can, I'm kind of a perfect example here because coming in from education, right? At no point in my kind of career trajectory was vocational rehabilitation presented as kind of a viable option for what I was doing. But an interesting note here is, is that within our NRLI cohort, and I was thinking about this, you know, in kind of getting ready for this podcast, there was at least three other individuals who started in special education and eventually ended up in VR. So I think there's something powerful there in terms of how we think about where we can draw upon individuals to help do the work that we're doing. Carol: Absolutely. There definitely is a natural alignment there. I know back in the day, even in Minnesota, there was a while where school districts were laying off school counselors because they didn't have the funds. And we found that the school counselors had such a interesting background in the training they had that was super transferable over into VR because they're helping students think about employment goals. You know, think about all of that and then that group of people and you're like, why didn't we think of this before and had some really lovely staff come in from that background. I love that. Yeah, it's smart to think about what we align with. Now, I know in NRLI, the fourth week is always the DC week and that can be super impactful. You get to meet the, you know, agency kind of heads from all different, you guys were at Labor and Department of Ed with the Rehab Services Administration. Did you guys have an opportunity at all to share your work and get any sort of feedback from the feds about what you were working on here with this paper? Mario: Yeah, we did. We had the opportunity to discuss our project and our paper and engage with leaders and stakeholders who are thinking about these same workforce challenges. One of the encouraging things was that the feedback we got really validated that this issue is being felt across the country. People recognize that recruitment and retention challenges are not just temporary, they're systemic issues that require long term strategies. And there was strong interest in the idea of developing intentional career pathways and apprenticeship style models because they create a more sustainable workforce pipeline instead of relying solely on traditional recruitment methods. I also think people appreciate that our approach focused not just on filling vacancies, but on developing leaders, increasing retention and creating growth opportunities within the VR agencies. That's important because recruitment and retention really go hand in hand. Bringing people in is only half the battle. You also have to create environments where people want to stay and grow, right? Carol: Yeah. Excellent point Mario, because if you bring people in and they don't stay, you just have a churn that's not going to help anything. You've got to create that inviting, welcoming, wonderful environment that people can learn and grow. Because that's what lots of our, you know, our young people coming in, they aren't coming to the state to just work for 40 years like maybe their parents had or someone else. They want a job they can grow into. Mario: And to add to that, Carol, I've been in the field of VR for almost 19 years now. I can remember going back to the early 2000, when a lot of the people in VR had a master's in VR, and there were plenty of people within the field offices to mentor new counselors coming in. But ever since the mid 20 tens, you know, WIOA came out, that's really dwindled. And we have people with less and less experience and really nobody to mentor. And as George mentioned, really heavily, depending on the program managers to be those mentors and trainers, It's just too hard because they're also having to drop below their 3000-foot level, down to the 1500 zero foot level to take on case load work, you know? Carol: Right. Mario: And he's not able to provide that mentorship as well as we maybe once did in VR in previous generations. Carol: Yeah, we got to look at this in a whole different way. So speaking of looking at this, looking ahead, what's one change you guys hope to see in the VR workforce because of this work? And George, I'm going to throw it to you first. George: It's like the million dollar question right? Carol: Yes. Drum roll. George: Drum roll. (laughter) George: I think the biggest thing I would like to see is a shift in how we think about building the vocational rehabilitation workforce. And what I mean by that is, is that a lot of energy goes into reacting to vacancies and trying to fill positions quickly. And I think what we really need to do, kind of what Mario was mentioning earlier is, is that, you know, building something that looks a little bit more intentional that we have these clear pathways into the field. We have strong mentorships, better onboarding, and real opportunities for growth over time. And I also think that I'm really hoping that we are able to continue strengthening the professional identity of VR. This is incredibly meaningful work for anyone that does this. It truly sits at the crossroads of education, workforce development, disability services, employment, and a host of other things. But what's kind of unfortunate is, is that a lot of individuals are just not aware about the field or the impact that it can have. So it's kind of an interesting paradox, and I would love to see individuals more intentionally choose VR as a career because of how powerful the mission is. I think Mario had mentioned that before about a mission, and I think that that kind of holds true there. If I had a wish, I guess that's what it would be. Carol: I love it. Mario, how about you? Mario: Well, if I could say ditto, I would. But what George and I have said today is that our paper and our project, we wanted to be more intentional about workforce development within the VR system. We'd love to see students, interns, apprentices, and professionals from all related fields become aware of VR much earlier in their careers. We also hope that agencies continue building cultures that invest in mentorship, leadership development, and professional growth so employees can see long term futures within the system. But ultimately, we hope this work helps strengthen the stability of the VR workforce because when agencies are fully staffed, supported and developing future leaders, participants receive better services and better outcomes. And at the end of the day, that's what we're really all about, right? Carol: Absolutely. I think it'd be super cool if somebody came up and did this and came up with that. Like the registered apprenticeship for this, for the VR program, if someone took that on and, and did the thing because it would set the way for the rest of the country. And who knows, you could end up getting some credentials there, Mario and George, You know that you could report on your common performance measures and all of that. I think it would be pretty incredible. Okay. I'm going to throw you guys one last question. I wanted just to circle back to NRLI. I know we have lots of listeners and people are on the fence about whether, you know, to do something or make that investment because it is an investment of time and money for that year. In doing that kind of training, do you have any kind of little parting comment or little plug you could do for NRLI? And George, I'm going to throw out to you first. George: To me again. Oh boy. All right Mario, you can't say ditto. Okay. Without a question, 100% hands down. I would recommend it. I can't even talk enough about it. It was an amazing experience. You're absolutely correct, Carol, it is a lot of work. There certainly are some time constraints, me being on the East Coast, for example, having to go out to San Diego three times a year and then DC also, you know, just kind of the impact on terms of like how you can do your normal job, right? And as well as kind of your personal and family commitments. But I think we said this earlier was, is that one of the biggest values, if you will, of NRLI, was the opportunity to step outside of your day to day work and to engage with colleagues and actually people who eventually kind of become good friends of yours that live across the country, who are dealing with many of the same challenges. We have text groups, we kind of have friended each other on social media. And, you know, we're kind of, you know, shooting questions back and forth to each other to this day. And I think that speaks a lot to what NRLI can give to an individual. So it's certainly about value and relationships and this national network of individuals that are still kind of keeping in touch with. And I think probably the saddest part of the entire experience, if anyone wanted to ask, was that last day when we were all leaving DC and kind of realizing that we're not really going to have an opportunity to see each other. Carol: Yeah, well said George, well said. Mario, you get our last word, but it can't be. Ditto. George: Yeah. Mario: All right. You know what I would have to say is, if I'm speaking to the directors of VR agencies, and especially those that are kind of on the fence of sending staff from their agency to NRLI, What I would definitely say is it's a commitment and it's a long term commitment. And what I mean by that is you can't just send a few once and think that that's enough value added to your agency. You've got to commit over a long time horizon to send staff each year. And you know, Carol, you worked with New Mexico VR through the VRTAC. I'm sure that you've seen our leadership team within New Mexico really grow and develop over the last few years. And that's because the New Mexico VR agency has sent cohorts to the last, I would say at least six, maybe even seven cohorts. And so we've really invested hard in our leadership team in New Mexico. And we're seeing the results of that now. We got out of a cap, we're really making positive progress towards meeting our performance metrics. We have a way better understanding of our data. And now we're really focusing on leadership and culture within our agency. And we're really hoping that going forward, New Mexico VR will be a real place that people want to work at and stay. Carol: Yeah, it really is an investment in your people. I've seen it all over the country and my own, my work with you all, I've seen it, seen the deck chairs move. People have been in interline. They've moved up in their career in New Mexico VR, like I've seen folks in new positions. And it's really been lovely, lovely to see. And I've been appreciative of the management they're investing in VR and we are just so our listeners know why I'm plugging NRLI. It is part of our VRTAC grant and so we do support NRLI. A number of us on the TAC also serve as instructors throughout the various sessions, in addition to there's a faculty for NRLI. So I appreciate you both. I think you did a great job on your paper. If people want to see your paper, they can go to VRTAC.org and go to our top nav NRLI. There's a whole section on NRLI. And you can see the cohort's paper right there. So thank you both. I hope you have a great day. Thanks for joining me. Mario: Thanks, Carol. George: Thank you, Carol. {Music} Outro Voice: Conversations powered by VR, one manager at a time. One minute at a time. Brought to you by the VRTAC. Catch all of our podcast episodes by subscribing on Apple Podcasts, Google Podcasts, or wherever you listen to podcasts. Thanks for listening.

⚡ **THE CMECP® PROGRAM IS EXPANDING.** ⚡The **Certified Master Electrical Code Professional® — CMECP®** has always been about helping Master Electricians take their knowledge beyond minimum licensing requirements.Now, CMECP® offers **two distinct professional certification paths**, plus a special advancement program for Journeyman Electricians working toward the Master level.

Elise Barry has observed the shopper's growing control over their journey firsthand, moving from her early days managing spreadsheets on the agency side of ecommerce to her current role leading digital capabilities at Royal Canin. This evolution has placed urgent pressure on brands and retailers to transform the people, processes, and technology needed to support shopping journeys that can range from a single touchpoint to 17. On the podcast, Elise shares her perspective on the transformations necessary to prepare current and future generations of commerce organizations to thrive in this dynamic environment.

Piotr Lewandowski is a software engineer based in Poland who, as a side project, has built something that no well-funded research institute has: a continuously updated, ontology-tagged intelligence platform that ingests the entire quant-ph archive, tracks thousands of open quantum roles across hundreds of companies, parses patents and grants and open-source repositories, and links all of it to individual researcher profiles. He is not a tenured academic or a hardware engineer. He is an independent data practitioner, and that outsider position gives him a vantage point on the quantum workforce that insiders rarely have — or rarely share.This conversation matters now because the quantum industry is simultaneously claiming a generational workforce opportunity and struggling to fill highly specialized roles. Lewandowski's data offers a rare ground-truth check on both claims. If you work in quantum hiring, research, policy, or investment — or if you're a student trying to understand what the field actually looks like from the outside — this episode will give you a more honest picture than almost anything else currently available.What We Get IntoHow qubitsok's 500-tag ontology was built from scratch — why Lewandowski chose a tree-structured, parent-child tag system rather than relying on existing academic metadata infrastructure, and how it steers AI toward the most specific and useful classification rather than broad category labels.What the full quant-ph corpus reveals about researcher mobility — which countries are gaining quantum talent (Germany and China are notable winners) and which are losing it (the US and Australia are among the top brain-drain sources), based on tracking affiliation changes over time in published papers.The rising share of industry authorship in quantum research — industry-affiliated authors have grown from roughly 3.4% of quant-ph papers in 2005 to nearly 14% in 2026, and what that structural shift might mean for what gets published — and what doesn't.Why the platform tracks open-source contributions alongside papers — when researchers join industry and their publication rate drops, their open-source activity becomes a meaningful proxy for continued technical engagement, and qubitsok indexes both.The "qubie" talent-matching tool Lewandowski is building — rather than keyword overlap, qubie dispatches sub-agents to extract specific, claim-level evidence from a researcher's papers, dissertations, and other public writing, then returns a structured profile and interview guide for each candidate.Why sourcing quantum talent is a fundamentally different problem than general tech recruiting — the evidence of what a quantum researcher can actually do is largely public and published, but no one has had the infrastructure to read it systematically at scale until now.The two product directions Lewandowski is weighing — analytics and competitive intelligence for investors and companies versus talent matching for quantum hiring — and why he's currently prioritizing the latter.What it means to build a field-level intelligence platform as an outsider — Lewandowski is neither employed by a quantum company nor affiliated with a university, and that independence shapes both what he can see and what he can say.Resources & LinksGuest Linksqubitsok.com — The platform itself: quantum job board, daily arXiv paper digest with semantic tagging, and researcher collaboration search. All free for researchers and job seekers.qubitsok.com/collaborate — Search for quantum researchers by expertise, ontology tag, and affiliation — useful for finding collaborators or co-authors.Piotr Lewandowski on LinkedIn — The best place to reach him directly, especially if you're a company interested in early access to the qubie talent-matching product.Piotr Lewandowski on YouTube — His channel covering quantum computing job market analysis and platform updates.Papers & ReportsEPJ Quantum Technology — "The quantum technology job market: data-driven analysis of 3,641 job posts" (March 2026) — Lewandowski's peer-reviewed paper on the quantum job market, the most rigorous published treatment of the data underlying qubitsok.2026 Quantum Computing Salary Report — Analysis of 194 salary data points drawn from real job postings; a useful benchmark for researchers and hiring managers alike.Fastest-Growing Quantum Skills 2026 — Lewandowski's analysis of 1,212 quantum jobs and 14,975 papers identifying which technical skills are accelerating and which are declining in the labor market.Tools & Platformsqubitsok.com/jobs — Live quantum job listings, filtered by the platform's 500-tag ontology.qubitsok.com/region/europe — Live European quantum jobs market data, useful context for the EU talent and salary discussion.qubitsok.com/hire — Information for companies looking to use qubitsok's candidate database and, soon, the qubie matching tool.RecognitionDr. Bob Sutor's "Quantum Follow Friday" (February 27, 2026) — Sutor Group newsletter highlighting Lewandowski as a key quantum community voice worth following; useful context for his growing recognition as an independent analyst.Key Quotes & InsightsOn why the published record is a better hiring signal than a LinkedIn profile: > "Research gives you this unique lens to see people's work before you talk to them. You can be really prepared, and this helps on two sides — you talk to people actually capable of filling the role, and you're not wasting their time asking questions they already answered via their published work."On what brain-drain data actually shows: > "The biggest country that gained quantum computing talent in the last twenty-four months is Germany — which is not something someone could expect. And the biggest countries getting brain-drained are, interestingly, the United States."Insight — on the soul-crushing reality of quantum sourcing: Lewandowski's first job in college was sourcing — going through profiles with pen and paper, making cold calls that nobody wanted to receive. His argument is that quantum hiring doesn't have to work that way, because the evidence of what a researcher can do is already public. The problem has never been a lack of signal; it's been a lack of infrastructure to read it.On the rising share of industry authorship: Industry-affiliated authors have grown from roughly 3.4% of quant-ph papers in 2005 to nearly 14% in 2026 — a structural shift in who is producing the science, with implications for what gets published and what gets quietly redirected into proprietary pipelines.Insight — on the limits of the data: Lewandowski is consistently careful about w...

Despite the space sector's consistent growth and greater importance as a critical infrastructure sector, finding cybersecurity talent is still proving to be a challenge. Host Maria Varmazis and Nick Cohen, Principal Engineer at the Aerospace Corporation, sat down to discuss the current state of space's cybersecurity workforce. The two look at how the existing workforce is not large enough to effectively cover the industry and its infrastructure and how solutions like the Aerospace Village at DEF CON 34 have been aiming to address expertise shortcomings. Key sources: The SPARTA Framework SpaceCOP SpaceTrail StarPWN The Aerospace Village SPARTA 4.0 Debut Experience the convergence of space and cyber threats at DEF CON 34 SPARTA v4.0 — Breaking New Ground Like what you heard? Be sure to subscribe to our free Signals and Space Briefing⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, our Sunday newsletter covering the intersection of cybersecurity and space. Subscribe at: ⁠⁠⁠⁠https://thecyberwire.com/newsletters/signals-and-space⁠⁠⁠⁠ Is there a topic or person you'd like to hear on our show? You can send your questions and feedback to ⁠⁠⁠⁠space@n2k.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. You can also fill our our audience survey: ⁠⁠⁠⁠https://www.surveymonkey.com/r/NJYCN2P ⁠⁠⁠⁠ T-Minus: Space-Cyber Briefing is a production of N2K CyberWire. ⁠⁠⁠⁠N2K⁠⁠⁠⁠ is your nexus for discovery and connection for people, technology, and ideas shaping the future of secure innovation. Learn how at ⁠⁠⁠⁠n2k.com⁠⁠⁠⁠.

As tech giants pour more and more money into artificial intelligence infrastructure, the workforce faces a massive shift that reaches beyond office desks. Simpro Group Chairman and CEO Fred Voccola joins FBN's Jackie DeAngelis to discuss how AI is revolutionizing skilled trades, while sparking an employment disruption in white-collar sectors. They explore why this technological surge differs from previous breakthroughs, as well as the growing cybersecurity threats posed by adversary nations. Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this episode, Christopher E. Smith, EMBA, Chief Financial Officer and Senior Director, UT Le Bonheur Pediatric Specialists, Le Bonheur Children's Hospital, discusses strengthening pediatric access, managing reimbursement and workforce pressures, and using data to align clinical resources with patient demand. He also explores revenue cycle optimization, rural specialty care and AI-enabled documentation to improve physician capacity and patient care.

This episode explores two important topics for the beef industry: long-term consumer demand for beef and strategies for workforce development. The discussion begins with a listener question about how changing cattle inventories, feed costs, and finishing weights could affect beef quality and consumer demand in the future. The hosts note that while heavier cattle and extended feeding periods have contributed to quality improvements, genetic progress has played an even larger role in maintaining high levels of marbling and eating satisfaction. They emphasize that taste, freshness, safety, and price remain the key drivers of beef demand, making it essential for producers to continue delivering a high-quality product. The group also discusses how shifts in feed costs and cattle numbers may influence production decisions, but they do not expect a dramatic decline in beef quality because of the industry’s long-term genetic improvements and management practices. Food safety and Beef Quality Assurance programs are highlighted as critical components for maintaining consumer trust and protecting demand. The second half of the episode focuses on labor shortages and workforce development in agriculture. Rather than expecting to hire fully trained employees, the hosts encourage producers to view workforce development as an investment, recognizing that inexperienced workers require training, mentorship, and time to become productive. They recommend creating internship or trial opportunities, partnering with organizations such as 4-H and FFA, and focusing on individuals who show enthusiasm and a willingness to learn. The discussion emphasizes that successful workforce development often requires patience, realistic expectations, and a commitment to helping employees build skills over time. Ultimately, the episode concludes that both sustaining beef demand and developing future employees require long-term thinking, continuous improvement, and a willingness to invest in future success.

Initially unveiled in Summer 2023, nearly 200 ACEC member firms have participated in the Roadmap — a DEI&B maturity model and benchmarking tool that gives engineering firm executives a comprehensive, data-driven way to assess the maturity of their firm's DEIB program, with actionable suggestions for making further progress. Chad Clinehens brings the data and the on-the-ground perspective from years of benchmarking the AEC industry, and together unpacks what the roadmap recommends, where firms are already making progress, and where the real work still lies ahead.

As tech giants pour more and more money into artificial intelligence infrastructure, the workforce faces a massive shift that reaches beyond office desks. Simpro Group Chairman and CEO Fred Voccola joins FBN's Jackie DeAngelis to discuss how AI is revolutionizing skilled trades, while sparking an employment disruption in white-collar sectors. They explore why this technological surge differs from previous breakthroughs, as well as the growing cybersecurity threats posed by adversary nations. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Mike Sullivan, Co-Founder & Chief Growth Officer at OneDigital and Vinay Gidwaney, Chief Product Officer also at OneDigital joins Enterprise Radio. They are co-authors … Read more The post Workforce Intelligence: The People-First Playbook for Leading Your Company Through AI Transformation appeared first on Top Entrepreneurs Podcast | Enterprise Podcast Network.

How do you lead well in a world transformed by AI? This week, Do Good to Lead Well tackles this question head-on, as I speak with Mike Sullivan, co-founder and Chief Growth Officer of OneDigital, and the co-author of the timely and insightful book, Workforce Intelligence. Throughout our conversation, Mike breaks through both the hype and the fear surrounding AI in today's workforce. As a champion of people-centered AI, he offers an inspiring roadmap for activating, not replacing, the human workforce.Listeners are invited into the story of “Ben,” a digital coworker, and how Mike and his team treat AI onboarding like hiring a real employee: with transparency, development, and high expectations. The result? A culture where humans and digital agents collaborate, learn, and continuously improve together. We also discuss how workforce intelligence is being redefined and how high-performing teams are built not on software alone, but on empathy, transparency, and courage.For leaders and organizations seeking practical strategies, this episode brims with actionable advice, from measuring workforce intelligence to ensuring HR has a seat at the AI table. It's a compelling argument for seeing the faces behind the headcount, and for cultivating trust as the cornerstone of 21st-century leadership.What You'll Learn- Start with honesty, not hype when it comes to AI.- Don't treat AI as ‘software': Treat it like a coworker.- Transparent roles & faces build trust.- What is your Workforce Intelligence (WI) score? The success metric.- Activation moments matter.- Top-down Is the only way forward.- People Always Come First.- It's not either/or. It's Human Intelligence (HI) + Artificial Intelligence (AI). Podcast Timestamps(00:00) – Personal Fear and the Human Side of AI(06:02) – No Code? No Problem – Mike's Personal AI Journey(10:05) – The Human Side of AI Deployment(12:29) – Hiring AI Coworkers: Internship to Full-Time(16:33) – Managing a Blended Human-AI Workforce(21:54) – HR's Role and Navigating Workforce Change(26:29) – Defining Workforce Intelligence and the WI Score(30:58) – Overcoming Employee Fears and Building Trust(37:43) – Leadership Activation and Empathy in the Age of AI(53:00) – Final Reflections and The Humanity TestKEYWORDSPositive Leadership, AI, Artificial Intelligence, AI Transformation, Workplace Intelligence, People-First Leadership, Human-Centric Organizations, AI Adoption, Digital Coworkers, Organizational Change, Employment Disruption, Job Automation, Human Resources (HR), Talent Management, Growth Mindset, Trust in Leadership, Empathy in Business, AI Onboarding, Blended Workforce, WI score, Transparency in AI, Disruption, Future of Work, Human-AI Collaboration, Managing AI Anxiety, CEO Success

In this episode, Leon Clark, Vice President, Chief Academic Affairs Officer and Designated Institutional Official at Sutter Health, and Dr. Peter Broderick, Director, Undergraduate Medical Education Department, Executive Consultant, Graduate Medical Education, Sutter Health, discuss Sutter Health's partnership with Charles R. Drew University to strengthen the physician pipeline. They explore scholarships, clinical training, mentorship, financial sustainability and building long-term pathways to expand access to care and develop the next generation of physicians.

In this episode, Adam Torres interviews Mouhamet Seye, CEO & Founder of 1099Workers & Managed Health. Mouhamet discusses the growing independent workforce and his mission to provide 1099 professionals with greater access to healthcare, benefits, resources, and community. Follow Adam on Instagram at https://www.instagram.com/askadamtorres/ for up to date information on book releases and tour schedule. Apply to be a guest on our podcast: https://missionmatters.lpages.co/podcastguest/ Visit our website: https://missionmatters.com/ More FREE content from Mission Matters here: https://linktr.ee/missionmattersmedia Learn more about your ad choices. Visit podcastchoices.com/adchoices

Today I share some research we're doing on wages in the inflationary “AI-economy.” While many people are studying the labor market (it's a huge industry), it's not hard to see that most wages are not keeping up with inflation, yet some are. As you'll hear we now see the “Superworker” jobs and roles that are “inflation protected” and we also see the jobs that are declining in value. I also discuss a new pragmatic approach to corporate AI investment, as well as the slow end of the “SaaSpocalypse” idea. In other words, many of the existing systems you have are not going to be “destroyed” or “replaced” by agentic disruptors: rather these software companies are becoming AI savvy. This includes Workday, Oracle, ADP, SAP, as well as hypergrowth companies like HiBob. Even Docebo and Cornerstone are now seeing the benefits of their AI pivots. Anyway lots to talk about, and I'll be publishing more on all this soon. Stay tuned for the big Jupiter release of Galileo, it will blow your mind – coming in a few weeks. PS. This is the last week to sign up for the inaugural cohort of the Josh Bersin Institute GHRE Masterclass, basically a “masters degree” on everthing HR, AI, and how to advance your career. Not only is this the most comprehensive education we've ever developed, you'll meet some amazing faculty at USC and experience real AI-powered learning, meet your peers, and become JBI certified. Sign up here. Additional Information The New World of Work in An Inflationary, AI-Impacted Economy The Great Decoupling: How Workers Became Disconnected From Companies And AI Will Accelerate This Trend The Global HR Excellence Program: Join the Inaugural Cohort Now!   Chapters (00:00:00) - AI and the HR 2030 Workforce(00:04:07) - Wage increases and the labor market(00:06:53) - Employee Experience and Pay(00:08:08) - AI and the Corporate Code(00:10:20) - Will The Outsourcing of Recruitment Be Hurt?(00:13:35) - Will AI Replace the HR Software Companies?(00:17:46) - One more thing. This week is the last week to sign up

7 Day Challenge, build your own AI workforce. Starts 7 September, seven days, one hour a day. 

August 26, 2026: I look at Reuters' report on Meta's Project OT, the internal plan to turn Meta into an AI-native company with smaller, talent-dense teams overseeing software that does more of the daily work. Then I get into Anthropic reportedly telling investors its total addressable market could exceed $30 trillion and why that number may be more about payroll than software. Finally, I unpack Gallup's new Gen Z study and why the most important support for young people may not come from schools, but from weekly conversations at home.

In this episode, Laura Dyrda, Vice President, Editor-in-Chief, Becker's Healthcare, discusses the leadership strategies health systems need to navigate workforce strain, burnout and talent development. She also explores the opportunities and risks surrounding AI adoption, including governance, reskilling and using technology to improve decision-making and care delivery.

Send us Fan MailEspresso or instant coffee, you know the difference the moment you taste it and that idea of expectations is the perfect way to think about training. We kick things off with a quick coffee story, then get serious about what I've been seeing on LinkedIn: a wave of graduate trainee programs and development pipelines across the oil and gas and broader energy sector. The big question is not whether training is good (it is) but whether the training is aimed at the future or just aimed at spending a budget.Africa's energy industry is in a real transition. Experienced professionals are retiring, international energy companies are shifting assets, and indigenous and independent operators are stepping up across upstream, midstream, and downstream. That creates opportunity, but it also exposes skills gaps. We talk about what capabilities should be prioritized now, from technical foundations like petroleum economics and geoscience to the support functions that increasingly shape performance, including commercial law, ethics, HR systems, and the practical discipline of how work gets done on the ground.We also dig into what schools cannot fully teach: the ideal versus the real. On-the-job training, structured mentorship, and training departments that actually understand operations are how graduates learn to apply data, work safely, and deliver results in a fast-moving environment. Then we widen the lens to collaboration between government and industry and why the AI revolution belongs inside modern energy training, not outside it. We close with a story about “looking with the eyes of experience” and why seasoned trainers can compress years of learning into months.If you care about workforce development, oil and gas careers, AI in energy, and building a stronger talent pipeline across Africa, listen through to the end, then subscribe, share, and leave a review so more professionals can find the show.Support the showYou can support this show via the link below;https://www.buzzsprout.com/1718587/supporters/new

Interview: SBA Administrator Kelly Loeffler on SFL Workforce Expo & WNBA

The corrosion industry is evolving rapidly, as artificial intelligence (AI), advanced analytics, digital inspection tools, and workforce challenges are all changing how organizations approach corrosion prevention and asset management. In our fifth anniversary “Then and Now” thought leadership series with 2026 AMPP Ambassadors, Craig Botha (Re:Ignite), Paola Andrea Postigo Rojas (NaTran), and Harsh Zala (AsInt, Inc.) explore many of the future challenges and opportunities within the industry.

When you picture the typical Medicare client, you most likely picture someone who is enjoying the golden years of retirement. However, there are many people who have aged into Medicare that are still a part of the workforce. In this episode of the Agent Survival Guide Podcast, we help agents like you navigate how to sell plans to clients who are still employed.   Read the text version   Get Connected:

This episode examines the declining male labor force participation rate in America, which has fallen to its lowest level since 1948, with roughly one in three men no longer working or seeking work. While mainstream explanations point to manufacturing decline, an aging population, and the opioid crisis, host John Odermatt argues that a decade of DEI policies has systematically pushed men—especially white men—out of industries across corporate America, academia, media, and tech. Drawing on Jacob Savage's viral Compact Magazine article "The Lost Generation" and survey data from hiring managers themselves, the episode presents sector-by-sector evidence of documented hiring discrimination. Odermatt shares his own experience of being pushed out of corporate America and reframes the crisis not as a story of victimhood, but as a call for men to build income streams they control—through entrepreneurship, skilled trades, and commission-based work. The episode closes with a challenge to listeners: stop building your life on a foundation someone else can pull out from under you. Video Chapters 0:00 - The Hook: One in Three Men Are Not Working 1:10 - Welcome to Finding Freedom 2:09 - The Mainstream Explanation: Manufacturing, Opioids & Aging 3:03 - The DEI Explanation: What the Media Won't Say 3:32 - The Raw Numbers: Labor Force Participation Data 6:42 - Jacob Savage's "The Lost Generation" Article 8:18 - Sector-by-Sector: TV, Medicine, Academia, Tech & Media 11:22 - What Hiring Managers Admit: The Survey Data 13:45- The Fallout: Opioids, Video Games & Walking Away 16:07 - The Real Lesson: Build Your Own Escape & Closing Sources: The Lost Generation — Jacob Savage, Compact Magazine: compactmag.com/article/the-lost-generation What's Really Going On With Men and Work — American Institute for Boys and Men: aibm.org/research/whats-really-going-on-with-men-and-work-7-facts 1 in 6 Hiring Managers Have Been Told to Stop Hiring White Men — ResumeBuilder.com: resumebuilder.com/1-in-6-hiring-managers-have-been-told-to-stop-hiring-white-men DEI and the Lost Generation — Christopher Rufo: christopherrufo.com/p/dei-and-the-lost-generation Men's Falling Labor Force Participation Across Generations — San Francisco Fed: frbsf.org/research-and-insights/publications/economic-letter/2023/10/mens-falling-labor-force-participation-across-generations Schedule a 15 minute Gut Health Audit with John: https://calendar.app.google/B9fcGdSFjC5caTVu5 SUPPORT LIONS OF LIBERTY: Help keep this podcast going! We rely on listener support to continue bringing you content on freedom, political reform, and personal empowerment.  Support us on Patreon: https://patreon.com/lionsofliberty Support us on Locals: https://lionsofliberty.locals.com/ Subscribe, rate, and review wherever you listen – it makes a huge difference! Learn more about your ad choices. Visit megaphone.fm/adchoices

Should workforce transformation belong to HR? Bettina Dietsche, Group Chief People and Culture Officer at Allianz, doesn't think so. Bettina leads the people agenda for around 156,000 employees at Allianz. She came to HR after 25 years in IT and digital transformation, picking up the people function while serving as COO of Allianz Commercial during a company turnaround. That background shapes her view that HR's job is to challenge and push transformation onto the business agenda - not to own it.In this episode, David and Bettina discuss: Why she believes HR should challenge and nudge workforce transformation, while ownership sits with the businessHow 25 years leading IT and digital transformation, including a COO turnaround, shaped her approach to the CPO roleWhy she runs regular sessions with more than 60 CEOs across Allianz, and what that partnership actually looks like in practiceHer test for a healthy culture - what people do when no one's watching - and why she calls culture "the hardest currency"How Allianz builds daily AI habits into leadership, from "AI gem sessions" to asking each morning what AI can help with firstWhy she sees AI creating as many new early-career roles as it displaces, and how Allianz is reshaping graduate hiring around that This episode is sponsored by Valence. Nadia, Valence's AI coaching platform, connects talent strategy to the work employees are actually doing — offering coaching from the frontline to the boardroom, and surfacing organisational insights that weren't visible before.As the most widely deployed coach in the Fortune 500, Nadia is already helping global leaders like Nestlé, Delta, CVS, and Kraft Heinz transform talent at scale.Learn more at valence.co/insight222 Hosted on Acast. See acast.com/privacy for more information.

Public health agencies are being asked to do more with less while responding to rapidly changing health threats, technologies, and community needs. Danny Staley, ASTHO senior vice president of Public Health Practice and Programs, discusses how innovation and capacity building can help health departments adapt by identifying successful practices, scaling proven solutions, strengthening the workforce, and using data in new ways. He also explores how artificial intelligence could help public health professionals make sense of massive amounts of data and information, and how measuring the impact of new tools and strategies will be critical to demonstrating their value by 2029.ASTHO's Strategic Plan | ASTHOEquipping Community Health Workers to Address Alzheimer's Disease and Related Dementias in Their Communities | astho prodIt's not just a gut feeling: Foodborne illness outbreaks are especially bad this summer | CNN

The service environment is straining under rising equipment complexity and a rapidly shrinking technician workforce, making patient‑critical uptime harder to guarantee.   In this episode, Michael Goldman, Senior Director of Business Operations and Transformation at Patterson Dental, examines how AI can preserve service continuity by capturing institutional knowledge, supporting technician workflows, and enabling earlier, more accurate equipment diagnostics — in conversation with host Yolandi de Weerdt.   Learn how leading brands and AI startups connect with enterprise AI buyer audiences at scale, download our media kit at emerj.com/AD1    

This episode examines the declining male labor force participation rate in America, which has fallen to its lowest level since 1948, with roughly one in three men no longer working or seeking work. While mainstream explanations point to manufacturing decline, an aging population, and the opioid crisis, host John Odermatt argues that a decade of DEI policies has systematically pushed men—especially white men—out of industries across corporate America, academia, media, and tech. Drawing on Jacob Savage's viral Compact Magazine article "The Lost Generation" and survey data from hiring managers themselves, the episode presents sector-by-sector evidence of documented hiring discrimination. Odermatt shares his own experience of being pushed out of corporate America and reframes the crisis not as a story of victimhood, but as a call for men to build income streams they control—through entrepreneurship, skilled trades, and commission-based work. The episode closes with a challenge to listeners: stop building your life on a foundation someone else can pull out from under you. Video Chapters 0:00 - The Hook: One in Three Men Are Not Working 1:10 - Welcome to Finding Freedom 2:09 - The Mainstream Explanation: Manufacturing, Opioids & Aging 3:03 - The DEI Explanation: What the Media Won't Say 3:32 - The Raw Numbers: Labor Force Participation Data 6:42 - Jacob Savage's "The Lost Generation" Article 8:18 - Sector-by-Sector: TV, Medicine, Academia, Tech & Media 11:22 - What Hiring Managers Admit: The Survey Data 13:45- The Fallout: Opioids, Video Games & Walking Away 16:07 - The Real Lesson: Build Your Own Escape & Closing Sources: The Lost Generation — Jacob Savage, Compact Magazine: ⁠compactmag.com/article/the-lost-generation⁠ What's Really Going On With Men and Work — American Institute for Boys and Men: ⁠aibm.org/research/whats-really-going-on-with-men-and-work-7-facts⁠ 1 in 6 Hiring Managers Have Been Told to Stop Hiring White Men — ResumeBuilder.com: ⁠resumebuilder.com/1-in-6-hiring-managers-have-been-told-to-stop-hiring-white-men⁠ DEI and the Lost Generation — Christopher Rufo: ⁠christopherrufo.com/p/dei-and-the-lost-generation⁠ Men's Falling Labor Force Participation Across Generations — San Francisco Fed: ⁠frbsf.org/research-and-insights/publications/economic-letter/2023/10/mens-falling-labor-force-participation-across-generations⁠ Schedule a 15 minute Gut Health Audit with John: https://calendar.app.google/B9fcGdSFjC5caTVu5 SUPPORT LIONS OF LIBERTY: Help keep this podcast going! We rely on listener support to continue bringing you content on freedom, political reform, and personal empowerment.  Support us on Patreon: https://patreon.com/lionsofliberty Support us on Locals: https://lionsofliberty.locals.com/ Subscribe, rate, and review wherever you listen – it makes a huge difference! Learn more about your ad choices. Visit megaphone.fm/adchoices

Humanity Labs' founder discusses what happens when AI takes over the machine work and advisors are left to focus on the work only humans can do. Host: Steve Sanduski, CFP. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Community health workers (CHWs) help bridge the gap between the health care system and the everyday realities of the people it serves. They connect patients to care and community resources, support chronic disease management, and help people navigate barriers such as transportation, provider shortages, and limited broadband access. In recognition of National Community Health Workers Week, ASTHO's Ashley Cram explains how states are supporting this essential workforce through training, supervision, career pathways, and sustainable funding.How States Leverage Policy to Build Up Community Health Workers | ASTHOCommunity Health Worker Certification by Jurisdiction | ASTHORethinking Efficiency in Public Health | AJPH | Vol. 116 Issue 9

Why are so many workers—blue-collar, white-collar, contract, freelance, and college-educated alike—feeling like the old bargain has broken down? Today, Paul Osterman, author of Disposable Workers: The Transformation of Employment, explains how companies increasingly rely on workers without taking responsibility for them. Then New York Times reporter Noam Scheiber, author of Mutiny: The Rise and Revolt of the College-Educated Working Class, looks at a generation of graduates who did everything “right” only to find that college no longer guarantees security, mobility, or meaningful work.

For decades, one of the most reliable trends in the American economy has been the growing number of women working.But lately, government data shows women's participation in the labor force has been falling.What's behind this trend - and what does it tell us about the state of the US economy?This episode was produced by Linah Mohammad and Karen Zamora, with audio engineering by Hannah Gluvna and Robert Rodriguez. It was edited by Sarah Handel and Tinbete Ermyas. Our director is Alejandra Marquez Janse.Our interim executive producer is Courtney Dorning.Support public media with NPR+ and enjoy perks for over 25 podcasts like this one. This show's perks include bonus episodes and sponsor-free listening. Learn more at plus.npr.org.See pcm.adswizz.com for information about our collection and use of personal data for sponsorship and to manage your podcast sponsorship preferences.NPR Privacy Policy