The HR Circus: Juggling Budgets, Boomers, and Blunders

[00:00:00] Yo Chad, what if I told you there's a platform that could completely revolutionize your hiring

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[00:00:10] Yeah, I'd call bullshit.

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[00:00:18] Okay, I'm listening.

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[00:00:36] So wait a minute.

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[00:00:47] It's like having a candidate sourcing magic wand.

[00:00:50] Dude, if you had a magic wand, you would have Mexican pizzas all day.

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[00:01:18] Let's wrap this shit up.

[00:01:20] I'm hungry.

[00:01:21] Listen up, kids.

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[00:01:37] That is ThisWayGlobal.com.

[00:01:41] We out.

[00:01:42] Hi, your kids. Lock the doors. You're listening to HR's most dangerous podcast. Chad Sohosh

[00:01:50] and Joel Cheeseman are here to punch the recruiting industry right where it hurts. Complete with

[00:01:55] breaking news, brash opinion and loads of snark. Buckle up boys and girls. It's time

[00:02:00] for the Chad and Cheese podcast.

[00:02:03] Oh, yeah. What's up, everybody? We are live at Transform.

[00:02:10] It is bumping up in here. This is Bugsy Siegel's favorite podcast, aka the Chad and Cheese podcast.

[00:02:16] I'm your cohost Joel Cheeseman joined as always the David to my copper field Chad.

[00:02:21] Sohosh is here and we welcome John Baldino.

[00:02:26] What's up guys? What's up?

[00:02:28] He's the president of Humorizzo. Nice. Nice. Wait a minute. I thought he was tech support

[00:02:34] for Chad and Cheese. Just on battery duty. It doesn't pay very well. I think president

[00:02:41] of Humorizzo was a better gig for you. Look at you. I'm going to have you do voiceover

[00:02:46] work now.

[00:02:49] I was going to make a bald Dino joke, but I won't know anything about my Dino. I

[00:02:54] got two bald guys ganging up on me. That's really good though. He wishes he did. That's

[00:02:59] an Oreo. I don't want to be any part of John. A lot of our listeners don't know you. Give

[00:03:04] them the quick Twitter bio and a little bit about the company before we get into it

[00:03:08] and let's start with an insult. A lot. Don't know about me. That's really nice.

[00:03:11] Right?

[00:03:12] We like to start things. We have said expectations. There are 3 billion people in the world,

[00:03:17] John. How many know you?

[00:03:18] You know, I've only been doing this work for, you know, 30 plus years. I've been

[00:03:22] around a minute. So that's a flex. I've been in this industry.

[00:03:27] Total flex. Listen, we're here to transform. I keep walking around and there's these like

[00:03:32] 19 year olds that are selling product. I'm like, what are you doing?

[00:03:36] There are no 19 year olds. This is not the beverage and food industry.

[00:03:41] First of all, don't knock beverage and food.

[00:03:43] Oh, I don't knock beverage and food. I'm just saying that's where the 19 year

[00:03:46] olds.

[00:03:47] Anyway, John, you know, like I said, been around a long time in HR currently it's been 12 years

[00:03:54] actually for Humoriso at this point, which is crazy.

[00:03:57] Wow.

[00:03:58] And we're just having a blast. Honestly, we're doing consulting work all over the

[00:04:01] country, international as well. Have great people working with me and for me at Humoriso.

[00:04:06] What would a company come to you for?

[00:04:08] They're coming to us for everything from tactical to transformative work. So technology

[00:04:13] related org design, but all the way to compliance, handbooks, administration.

[00:04:18] I think you're saying you're a good guy to interview.

[00:04:20] We are saying that's what I'm hearing.

[00:04:22] Yeah.

[00:04:23] Yeah. Yeah. Yeah.

[00:04:24] Lots of opinions.

[00:04:25] Thank God. Thank God.

[00:04:27] So you are speaking at Transform.

[00:04:29] Yeah.

[00:04:30] What's it about? What are you going to rant about?

[00:04:34] So I've got a few people joining me tomorrow on really selecting HR technology

[00:04:38] when you have no budget.

[00:04:40] So it's a good talk.

[00:04:42] That'll be a lot of people.

[00:04:43] Okay, okay.

[00:04:44] It'll be a big group.

[00:04:45] Really the focus will be a lot of HR departments at one.

[00:04:47] Like how do you get things done with a limited budget?

[00:04:50] Shouldn't that be like prefaced with how to set your business case so that you

[00:04:55] can go get cash to actually buy technology?

[00:04:57] Because a lot of these individuals, like you're saying, they don't have budget.

[00:05:01] That's total bullshit because none of these companies run without talent.

[00:05:04] Period.

[00:05:05] Right?

[00:05:06] So why are we not prefacing with, okay, here's your business case to go

[00:05:10] get cash from the C-suite because if you don't, then guess what?

[00:05:14] Shit's going to break.

[00:05:15] Yeah.

[00:05:16] So first reason we don't is because of fear.

[00:05:18] You're a fear.

[00:05:19] You're a fear or they're a fear?

[00:05:21] They're a fear.

[00:05:22] Well, as a practitioner, I think we have a lot of folks who are afraid to

[00:05:25] have these conversations with finance.

[00:05:26] Risk averse.

[00:05:27] Oh my gosh.

[00:05:28] Well, they should not be in leadership positions then.

[00:05:29] Well, their argument will be why I've touched that hot stove before.

[00:05:32] And when I sit with my director of finance or CFO, they just give me a

[00:05:36] hard time and so I don't want to do that anymore.

[00:05:38] Okay.

[00:05:39] Well, then you're just giving up your power.

[00:05:40] That's doesn't sound like the right role for you then.

[00:05:42] No.

[00:05:43] You have to give up your power because to your point there is money.

[00:05:46] Like there is budget to spend on these things.

[00:05:48] Yes.

[00:05:49] And one of the things that's happening as you both know right now is

[00:05:52] that some of these teams have been cut a bit, right?

[00:05:54] There's been RIF.

[00:05:55] A team of five is down the four.

[00:05:57] A team of four is down the three, whatever.

[00:05:59] But you still have to get that work done.

[00:06:01] And so you can offset some of that cost with the headcount that

[00:06:05] you saved, even if it's a fraction of it to say we're going to

[00:06:08] apply it to this in a different way.

[00:06:10] It shouldn't be a net zero.

[00:06:12] I feel like, you know, we laid somebody off for 80 grand.

[00:06:14] Now we have 80 grand.

[00:06:15] No, no, no.

[00:06:16] That work for 80 grand still has to get done.

[00:06:18] You may have cut 80 grand, but we're going to spend 30 of it on

[00:06:21] a piece of technology that'll help.

[00:06:23] And so you save 50.

[00:06:25] That's what you should use.

[00:06:26] So I digress because we're talking about something entirely

[00:06:29] different today.

[00:06:30] We're going to have a different discussion about this.

[00:06:32] I'm telling you right now, because this is, this is one of my

[00:06:35] biggest issues in our space is we have HR leaders that are not

[00:06:39] fucking leaders in the first place.

[00:06:41] And that drives me nuts.

[00:06:42] Yes.

[00:06:43] I mean, that sounds harsh, but it's true.

[00:06:45] I mean, sometimes the truth is harsh, right?

[00:06:47] But today we're going to talk about something even more harsh.

[00:06:49] And that's the, um, aged coming back.

[00:06:52] The return.

[00:06:53] The aged.

[00:06:55] The empire strikes back.

[00:06:56] We have Methuselah coming back to take, to take those jobs.

[00:07:01] Coming back to the workforce.

[00:07:02] Absolutely.

[00:07:03] So say more, what are you going to talk about in your presentation?

[00:07:06] The, uh, estimates kind of run the gamut right now on the low

[00:07:10] end, 20, 23 saw at the low end, 2 million 65 plus returning to

[00:07:15] the workforce high end.

[00:07:16] We're seeing numbers seven million somewhere in that range.

[00:07:20] And those are the boomers 65 plus returning to the

[00:07:23] workforce.

[00:07:24] A couple of things to that one, some are part time.

[00:07:27] So it's not a full time.

[00:07:29] It's in a capacity, some way shape or form they've returned to

[00:07:32] the workforce.

[00:07:33] And we're having companies wrestle with that part timeness

[00:07:38] because you know, we've got some companies that are like stuck.

[00:07:41] Yes.

[00:07:42] You can only work for us 40 hours a week.

[00:07:44] No, that's actually not true.

[00:07:45] Right.

[00:07:46] And so they're wrestling with, so I can get this person with

[00:07:49] X amount of years of experience.

[00:07:51] Right.

[00:07:52] Who's looking to, to be useful for 15 hours a week.

[00:07:55] Can I make that work?

[00:07:56] Yes.

[00:07:57] More companies are starting to say yes.

[00:07:59] Are they returning because the retirement's not there?

[00:08:02] They're bored.

[00:08:03] There's just so much money because there's a labor shortage.

[00:08:06] Like why are these folks that should be enjoying their

[00:08:08] twilight years back at work?

[00:08:10] So it's a great question.

[00:08:12] Part of it is the 401k crap out for some people, right?

[00:08:16] They're not, they're just not able to bank on as much.

[00:08:19] Tensions went away and therefore we're in this

[00:08:21] situation.

[00:08:22] Yeah, I get it.

[00:08:23] Yeah.

[00:08:24] And then look, we see what the prices are for things.

[00:08:25] Right.

[00:08:26] So you're in a grocery store and you were budgeting X two years

[00:08:28] ago when you retired and now you're like, okay, I can't afford

[00:08:31] $10 eggs.

[00:08:32] Uh-huh.

[00:08:33] Something's got to give.

[00:08:34] Okay.

[00:08:35] So here's the problem, John.

[00:08:36] The boomers put us in this fucking situation in the first

[00:08:38] place.

[00:08:39] And, and they, it's taken them so long to get out of the

[00:08:43] workforce as it is so that the Xers and millennials can

[00:08:46] actually get the leadership experience they need to run

[00:08:49] companies.

[00:08:50] Yeah.

[00:08:51] These guys are going to fall off the face of the earth.

[00:08:53] They're going to actually end up dying out of the workforce.

[00:08:56] Right?

[00:08:57] Then we're going to have organizations that are not

[00:08:59] prepared because they don't have the talent ready.

[00:09:02] Yeah.

[00:09:03] Because these assholes won't leave.

[00:09:05] Well, first of all, we're still at, we're still at about

[00:09:08] 79 years old for the average death age.

[00:09:11] So somebody who's 66 might have a couple of years left on

[00:09:14] average, right?

[00:09:15] What kind of life is that though?

[00:09:16] Right?

[00:09:17] Find a beach.

[00:09:18] I mean, listen, some of them are working from.

[00:09:20] As we say this 15 years from now, we'll be at this stupid

[00:09:23] podcast booth talking about I'm still young.

[00:09:26] I could still do this shit and we're going to play back

[00:09:28] this episode.

[00:09:29] We're going to bring some youth into this though.

[00:09:31] We're going to make sure that the millennials.

[00:09:33] We're going to train the next leadership.

[00:09:35] Exactly.

[00:09:36] Podcast.

[00:09:37] Well, and I think that first of all, I think you're,

[00:09:38] you're too kind to be honest.

[00:09:40] I think you're too kind that they're in the way of,

[00:09:42] of these millennials becoming leaders.

[00:09:44] How are they not?

[00:09:45] He's too kind.

[00:09:46] Yeah.

[00:09:47] Yeah.

[00:09:48] So what I would say is, I mean, this is a whole other episode.

[00:09:51] I have millennia millennials that are too afraid to own anything.

[00:09:55] They're so risk adverse that they don't want the positions

[00:09:58] of leadership quite frankly.

[00:10:00] Listen, it is, and I'm not that I necessarily want to be

[00:10:03] political, but I want to be.

[00:10:04] It is absolute tell that we have two Methuselahs who are

[00:10:08] likely to be running for president because we can't get

[00:10:11] people who want to be leaders in their 40s and 50.

[00:10:14] They don't want that responsibility.

[00:10:16] They should.

[00:10:17] That's a big fucking responsibility.

[00:10:19] John being president.

[00:10:20] Absolutely.

[00:10:21] Right?

[00:10:22] You know, I told the story all the time.

[00:10:23] Hold up a second.

[00:10:24] Hold up a second.

[00:10:25] Yeah.

[00:10:26] Are you saying there, there aren't enough young people who

[00:10:27] want to be president?

[00:10:28] Yes.

[00:10:29] Because we had people under 70 in the primary.

[00:10:31] Yes.

[00:10:32] The better argument would be the people don't want

[00:10:34] younger people running things.

[00:10:36] I won't argue that to say that's completely wrong,

[00:10:39] but I don't know that it's a clear cut.

[00:10:41] That's the reason I would say though, look, when I was

[00:10:44] young, we, they used to say the flakes rise to the top.

[00:10:47] So when you look in any organization, the people who

[00:10:49] wind up in leadership positions are the ones that

[00:10:51] just sort of dumbed their way into it.

[00:10:53] Right.

[00:10:56] Okay, listener, how can you help your employees become

[00:10:59] more productive?

[00:11:00] I have answers.

[00:11:01] How about automating manual and repetitive tasks,

[00:11:05] giving meaning to data, then allowing that data to

[00:11:08] actually drive decisions?

[00:11:10] And how about matching people to your jobs quicker?

[00:11:14] Well, wait.

[00:11:15] The Chattin' Cheese has a new LLM.

[00:11:18] No, cheeseman.

[00:11:19] I'm talking about Tex Colonel.

[00:11:21] Ah, okay.

[00:11:22] That makes more sense.

[00:11:24] What I'm hearing is the groundbreaking concept of

[00:11:27] wait for it.

[00:11:28] Simplicity.

[00:11:30] Seriously though, seriously.

[00:11:32] Tex Colonel cuts through the complexities like a

[00:11:36] tortilla chip through some hot nacho cheese.

[00:11:39] Oh my God.

[00:11:40] Really?

[00:11:41] Nacho references already.

[00:11:42] Anyways, Tex Colonel brings efficiency and productivity

[00:11:45] to your operations.

[00:11:47] Tex Colonel seamlessly unifies your tools and data

[00:11:51] to drive efficiencies and success.

[00:11:54] Tex Colonel is creating new opportunities for your

[00:11:57] recruitment journey, kind of like adding guac to my

[00:12:01] barbacoa burrito.

[00:12:03] Oh my God.

[00:12:04] How about extracting meaningful insights from data?

[00:12:07] I mean that's something.

[00:12:09] Swiftly matching people with jobs, automating repetitive

[00:12:12] tasks.

[00:12:13] Who knew such advanced concepts were even possible in

[00:12:17] the land of human resources?

[00:12:21] We did, Chad.

[00:12:23] We did.

[00:12:24] Dude, wrap it up.

[00:12:25] I'm a little hungry.

[00:12:26] Imagine that.

[00:12:27] Okay, listener, get ready to use today's tech to

[00:12:30] drive efficiencies and productivity.

[00:12:32] Visit TexColonel.com.

[00:12:34] That's T-E-X-T-K-E-R-N-E-S.

[00:12:38] T-E-X-T-R-N-E-L.

[00:12:41] Dot com.

[00:12:43] Nachos.

[00:12:47] 90% is just showing up.

[00:12:49] The other people were smart enough to get out of it and

[00:12:51] say I'm not doing this.

[00:12:52] Well, and those people are actually the ones who got

[00:12:54] out or actually making more money because every time

[00:12:57] they switched, they got a 20% raise.

[00:12:59] That's right.

[00:13:00] Right?

[00:13:01] Yep.

[00:13:02] So the flakes, yeah, they stayed in.

[00:13:04] They were the go-to individual at the organization,

[00:13:07] but they don't know that they know how to sell

[00:13:09] themselves as well.

[00:13:10] Right?

[00:13:11] So this is connected to the older generation because when

[00:13:13] the older generation comes back and is helpful,

[00:13:16] and I honestly, I don't know how the numbers are

[00:13:18] going to shake out.

[00:13:19] My guess would be the largest percentage will be

[00:13:21] part-time, not full-time.

[00:13:23] And so I think that it's the wisdom in how do you

[00:13:25] use this older generation and coming back so that

[00:13:28] they're not in the way though, to your point.

[00:13:30] But they're mentoring and really helping people

[00:13:32] that are younger to say this is how you have to

[00:13:34] put...

[00:13:35] They're advisors.

[00:13:36] They're helping you work with the knowledge that you

[00:13:38] have as opposed to just going on your performance

[00:13:40] review and saying, I think I'm pretty good.

[00:13:42] Let me give myself all fives.

[00:13:43] What do you mean I'm meeting expectations?

[00:13:45] I'm now going to boo-hoo and leave and see if I can

[00:13:47] be appreciated somewhere else.

[00:13:49] That's not leadership.

[00:13:50] That isn't teaching anyone how to be a leader

[00:13:52] when we allow that to happen at all.

[00:13:54] Okay.

[00:13:55] So I'm going to be...

[00:13:56] I'm going to generalize.

[00:13:57] I'm very good at that.

[00:13:58] The boomer generation is not a giving generation.

[00:14:00] It's a me, me, me, rugged individualism.

[00:14:03] Fuck off if you can't do it yourself.

[00:14:05] Right?

[00:14:06] So they're not great mentors.

[00:14:07] So is this like a daddy issue thing for you?

[00:14:09] Yes, definitely.

[00:14:10] It definitely is.

[00:14:11] Not only that, having mentors or quote unquote

[00:14:14] leaders above me for my entire career who were boomers.

[00:14:18] Yep.

[00:14:19] It's been a daddy issue from company to company

[00:14:21] to company.

[00:14:22] Right?

[00:14:23] So I mean again, this is more generalizing.

[00:14:25] This is my story.

[00:14:26] I guess you can say I'm trying to get it all out

[00:14:28] here on the Oprah show.

[00:14:30] But that's been my experience man.

[00:14:33] It's been like, Hey, go do it yourself.

[00:14:35] It's funny that you say that because what I would

[00:14:37] say statistically though is you do see more older

[00:14:40] generation softening.

[00:14:43] So you get to your seventies and you're like,

[00:14:45] I don't want to lose my mind on things that I used

[00:14:47] to lose my mind on.

[00:14:48] Yeah.

[00:14:49] My parents are a great example of that.

[00:14:50] And I'm sure my mom will listen to this,

[00:14:52] which is going to be awesome.

[00:14:54] They were not kind people.

[00:14:56] My mom and dad.

[00:14:57] They loved me, but they were not kind in that

[00:15:00] regard.

[00:15:01] No, that's not how you...

[00:15:02] That's right.

[00:15:03] And my mom still like, if you wrong her,

[00:15:05] she's got the book from 1974.

[00:15:07] She's gone way back and is going to tell you

[00:15:09] everything that went on.

[00:15:10] She's ready for it.

[00:15:11] My dad was tough.

[00:15:13] Yeah.

[00:15:14] Very tough.

[00:15:15] But I will tell you by the time the grandkids

[00:15:17] came along and his sixties, seventies hit,

[00:15:20] he was a different person than when he raised

[00:15:23] me, right?

[00:15:24] He was a different person.

[00:15:25] And my kids had a hard time reconciling those

[00:15:28] stories of what once was with who they

[00:15:31] understood him to be now.

[00:15:32] Yeah.

[00:15:33] So I liken that a bit to what's happening in

[00:15:35] the workforce.

[00:15:36] And I know it was, you know, a movie, but if

[00:15:38] you look at the intern, if you remember

[00:15:39] DeNiro, being in that movie, I guarantee you

[00:15:43] when he was in his thirties, he was more

[00:15:45] the DeNiro that we knew in that movie.

[00:15:47] But by the time he got to retirement...

[00:15:49] He's the DeNiro in heat.

[00:15:50] Yeah.

[00:15:51] Right.

[00:15:52] Then he got to Anne Hathaway and he's

[00:15:53] like, can I drive you somewhere?

[00:15:54] You know, like so much kinder, a lot more

[00:15:56] gentle, you know?

[00:15:57] He had a puppy.

[00:15:58] Yeah.

[00:16:00] Sleeping with the massage.

[00:16:02] So you also had the Irishman, which

[00:16:05] computer generated him into a young

[00:16:07] man again, kicking ass and taking names.

[00:16:10] So I want to get back to something you said

[00:16:12] earlier about maybe we don't need four.

[00:16:14] We'll have three, but automation and

[00:16:16] technology will fill in the gaps.

[00:16:17] Yeah.

[00:16:18] I want to go back to this executive

[00:16:20] discussion because there's a start-up

[00:16:22] by the guys that started Jib, sold to

[00:16:25] Isems called Fora, that is sort of a

[00:16:28] executive co-pilot.

[00:16:30] Okay.

[00:16:31] So using large language models, what

[00:16:33] kind of decision would an executive

[00:16:34] make?

[00:16:35] So my question is we're now bringing

[00:16:37] back the elderly part time.

[00:16:39] Yep.

[00:16:40] Is there going to be a world where

[00:16:41] we don't need them to come back

[00:16:42] because we have AI to treat us like

[00:16:44] we have executives on staff.

[00:16:46] We don't have to hire real people.

[00:16:48] I mean...

[00:16:49] Or is that Fool's Gold?

[00:16:51] No, I don't think it's Fool's.

[00:16:52] Do I think it's 100%?

[00:16:54] No.

[00:16:55] I think, look, we're already seeing

[00:16:57] AI modeling working in different ways

[00:17:00] already within organizations, right?

[00:17:02] And so they're adopting it because

[00:17:03] in some ways they have to.

[00:17:05] And some of it is, look, I can have

[00:17:07] ChatGPT do a development model for me

[00:17:09] of a program in seven minutes and

[00:17:11] I'm not buying three people overseas

[00:17:13] to do this anymore.

[00:17:15] That kind of stuff is already happening.

[00:17:17] So when you talk about that specific

[00:17:19] example though, I think that one

[00:17:21] of the things that's difficult for

[00:17:23] AI to get down in terms of what

[00:17:25] would their decision-making be,

[00:17:27] there's still something about reading

[00:17:29] the room that I don't know that we've

[00:17:31] completely captured yet.

[00:17:33] Well, and also model.

[00:17:35] So you've got the Jack Welch model

[00:17:37] and do we have a model based off of that?

[00:17:39] Right, is that...

[00:17:40] I don't know that you want that.

[00:17:41] That model today doesn't quite work,

[00:17:43] right?

[00:17:44] So how does it actually, again,

[00:17:46] talk about nuance, nuance

[00:17:48] and how do you train these models?

[00:17:50] I mean, that's the hardest part of it all.

[00:17:52] I think culturally we have to look at this

[00:17:54] and how do we meet people where they are?

[00:17:56] But I can't develop

[00:17:58] AI modeling that's going to

[00:18:00] meet people where they are and then keep them

[00:18:02] where they are. Some of this

[00:18:04] AI has to be able to take that person

[00:18:06] and move them forward. So they are

[00:18:08] going to have to grow a set. They are

[00:18:10] going to have to understand there's going to be

[00:18:12] tough conversations. You're not going to get

[00:18:14] everything you want. I love what

[00:18:16] Claude Silver yesterday shared from VaynerMedia

[00:18:18] in this session where it was supposed to be like,

[00:18:20] how do we reach out to Gen Z and make

[00:18:22] sure that we're all loved and cared for

[00:18:24] and clothed and fed and diapered

[00:18:26] and all that stuff.

[00:18:28] Sounds familiar, yeah.

[00:18:30] How do we do this? And it was like, well, we have to be

[00:18:32] leaders and not bosses. That's crap

[00:18:34] because we have to be bosses sometimes

[00:18:36] and who's defining these words?

[00:18:38] Well, you have to do both.

[00:18:40] You have to lead and manage.

[00:18:42] Because managing something is entirely different

[00:18:44] than being a leader.

[00:18:46] 100% yes. I'm getting applause already

[00:18:48] from the background.

[00:18:50] Thank you.

[00:18:52] He timed it perfectly.

[00:18:54] But the idea is like, she was sharing

[00:18:56] Claude again that they're

[00:18:58] allow people to do gigs, right?

[00:19:00] They have side gigs. We love for you to do that.

[00:19:02] Go ahead and have your creative outlet.

[00:19:04] But you can't do it

[00:19:06] for companies that would be competitive to

[00:19:08] your day job. And she talked

[00:19:10] about finding someone on her team

[00:19:12] who was doing work for a pharmaceutical

[00:19:14] company that wasn't one of their clients.

[00:19:16] And they had to go to this person

[00:19:18] and say, you're not allowed to do that.

[00:19:20] And your job is now in jeopardy.

[00:19:22] Now, is that a boss? Sure sounds like

[00:19:24] it to me. Sure sounds like

[00:19:26] it to me. Is she wrong? No.

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[00:20:20] We teach people how to deal with this.

[00:20:22] There are standard operating procedures. There's no

[00:20:24] question. There are guidelines and again

[00:20:26] you have to manage to those guidelines

[00:20:28] but then you have to lead as you're

[00:20:30] talking about before to be able to

[00:20:32] allow to bring those people forward

[00:20:34] as opposed to just keeping them in a single

[00:20:36] level. And that's what coming back to

[00:20:38] your question Joel. That's what I think

[00:20:40] AI will struggle for a little while

[00:20:42] to do and why some of the influence from

[00:20:44] the older generation coming back and

[00:20:46] saying what do you see when you see this?

[00:20:48] How do you network? We, my

[00:20:50] gosh even older folks in the business

[00:20:52] development end of things. I want them

[00:20:54] to come back. Yeah. Because I'm watching

[00:20:56] business development people right here

[00:20:58] right now standing at a booth terrified

[00:21:00] to talk to anybody walking by. What are

[00:21:02] you doing? That's never been, it's always

[00:21:04] been that way though John. But we have to teach

[00:21:06] people how to do it. Nobody's doing it.

[00:21:08] I get it but that is the company's job

[00:21:10] right and they still haven't

[00:21:12] fucking learned. I know. It just

[00:21:14] it drives me crazy. They sit behind

[00:21:16] the table. They don't come in front of the

[00:21:18] table. I mean that's just the basics. Yes. Just the

[00:21:20] basics. But you know you got Uncle Vinny

[00:21:22] coming to this. You bring him for 15

[00:21:24] hours. You're like Uncle Vinny show him how it's done.

[00:21:26] Yo, hey yo come here let me show you.

[00:21:28] Well you know we laugh about Jack

[00:21:30] Welch but I guarantee you if it hasn't

[00:21:32] been built yet what would jackdew.com

[00:21:34] yeah where you AI

[00:21:36] jack's content through the years and say

[00:21:38] what would Jack do we're down

[00:21:40] right away and it will tell you what Jack

[00:21:42] would have done. Oh yeah. In that way

[00:21:44] like that will be a thing if it isn't already

[00:21:46] and it would be fairly simple on

[00:21:48] every occasion it would get out the whip

[00:21:50] fire everyone fire everyone

[00:21:52] fire everyone yeah and

[00:21:54] if that works for an organization

[00:21:56] great but I mean again different

[00:21:58] organizations different cultures so you're

[00:22:00] in a really unique spot where you cover

[00:22:02] a lot of general issues with

[00:22:04] HR and recruiting and the whole

[00:22:06] process give us like a state of the

[00:22:08] industry what are the pain points that people

[00:22:10] are talking about what are they sort of wanting

[00:22:12] from the the the vendor

[00:22:14] space that they're not maybe getting just give

[00:22:16] us sort of an overview yeah I

[00:22:18] think that you're watching organizations

[00:22:20] struggle

[00:22:22] with managing talent and

[00:22:24] they're depending upon software to do it

[00:22:26] and they're starting to realize it and I

[00:22:28] like it in a bit too you know

[00:22:30] you have kids you send them to school

[00:22:32] and we wind up having this expectation of

[00:22:34] what teachers should be doing

[00:22:36] what schools should be doing

[00:22:38] and we pass it off and we don't parent

[00:22:40] maybe as effectively because we expect

[00:22:42] the school to do some of this stuff

[00:22:44] I know there are schools that are doing a good job

[00:22:46] that's not my point and I think HR folks

[00:22:48] are starting to realize well I we bought

[00:22:50] this software how come

[00:22:52] my people aren't upskilled

[00:22:54] how how are they not upskilled

[00:22:56] yeah did you not

[00:22:58] get the magic wand yeah came with the

[00:23:00] subscription that's a much deeper

[00:23:02] discussion but yes I totally get right

[00:23:04] every single company we talk about this on the

[00:23:06] podcast almost every week they buy

[00:23:08] tech and they expect the easy

[00:23:10] button to be right there that's right and the

[00:23:12] tech to take care of everything for them not

[00:23:14] to mention they buy tech that's like six

[00:23:16] years in place then they come back to it

[00:23:18] later and say well it sucks well you

[00:23:20] you haven't done anything to it

[00:23:22] it's only as smart as the input and I

[00:23:24] think that we are also seeing HR

[00:23:26] practitioners who

[00:23:28] are uncomfortable with tech to be honest

[00:23:30] and they're working with implementation teams

[00:23:32] on the software side who I'm not

[00:23:34] knocking them they're lovely whatever

[00:23:36] but it never looks like the demo

[00:23:38] and then they're pissed yeah

[00:23:40] and they're like well this I'm going to change

[00:23:42] again I'm gonna find another one and it's

[00:23:44] like no the problem is nobody is owning

[00:23:46] this in your organization yeah and

[00:23:48] someone has to own it so we you know

[00:23:50] for in terms of what we're seeing we're doing

[00:23:52] a lot more that I would say over the last 18

[00:23:54] months than we ever have before we've always

[00:23:56] done it but it's been asked for a lot

[00:23:58] it's a lot of lift to change or add

[00:24:00] systems yep and it not to

[00:24:02] do what it is that it you bought it to do

[00:24:04] agreed agree also have HR

[00:24:06] practitioners that are not being taught how

[00:24:08] to HR who which is hard for

[00:24:10] me to say because

[00:24:12] I've been in it so long yeah we are

[00:24:14] not doing a great job of teaching

[00:24:16] people how to do HR they know how to make sure the

[00:24:18] forms are filled in they know how to make

[00:24:20] sure Jimmy knows it's a life event you're

[00:24:22] 26 and get ready to be screwed all the

[00:24:24] automated stuff that's gonna go away

[00:24:26] that's the admin yeah the routine to sit

[00:24:28] and have a nuanced conversation with the

[00:24:30] manager around how to have

[00:24:32] you know progressive talent management

[00:24:34] discussions yeah they don't know how to do

[00:24:36] it that is John Baldeen

[00:24:38] everybody president

[00:24:40] at humor rezo

[00:24:42] John for our listeners that want to connect

[00:24:44] with you or learn more where would you send them

[00:24:46] you can go to humoriso.com

[00:24:48] find me on LinkedIn

[00:24:50] John Baldeen OHR either way

[00:24:52] I love it we are here live it transform

[00:24:54] Chad that is another one in the can

[00:24:56] we out

[00:24:58] thank you for listening

[00:25:00] to what's it called

[00:25:02] podcast the Chad

[00:25:04] the cheese brilliant

[00:25:06] they talk about recruiting

[00:25:08] they talk about technology

[00:25:10] but most of all they talk about nothing

[00:25:12] just a lot of shout outs

[00:25:14] of people you don't even know

[00:25:16] and yet you're listening it's incredible

[00:25:18] and not one word

[00:25:20] about cheese not one

[00:25:22] cheddar blue

[00:25:24] nacho pepper jack

[00:25:26] swiss so many cheeses

[00:25:28] and not one word

[00:25:30] so weird

[00:25:32] any who be sure to subscribe

[00:25:34] today on iTunes

[00:25:36] Spotify Google Play

[00:25:38] or wherever you listen to your podcasts

[00:25:40] that way you won't mess

[00:25:42] an episode and

[00:25:44] while you're at it visit

[00:25:46] www.chadcheese.com

[00:25:48] just don't expect

[00:25:50] to find any recipes

[00:25:52] for grilled cheese

[00:25:54] so weird

[00:25:56] we out