Growing your company from 2 to 10 people is the most critical time in your company's life cycle. The reason for this is every single hire that is made can make or break the company.  Every founder I meet has a story of “we hired a person that we thought was going to be a rockstar and it turned out to be a disaster”.  So where do things go wrong when a bad hire is made?   The interview was run from a position of need;  where we focus on selling the opportunity. So excited to get this new rockstar on board that we totally forget to take the time to understand if the person aligns with the values of the organization. The good news is there is a solution to avoid these sometimes deadly mistakes and it just requires structure and developing your listening muscle.  Our guest today:  Jeremy Parker, Co-Founder and CEO of Swag.com Swag.com is the best place for companies to buy and distribute quality swag that people will actually want to keep. We work with 5,000+ companies including Facebook, Google, Amazon, Netflix, Spotify and Tik Tok. Jeremy was named to Crain's NY 40 under 40 (Class of 2020) and Swag is #218 on the Inc 500 (2020) and #368 (2021)- Fastest growing private companies Today we discuss: The importance of the first 10 hires Process to avoid making the wrong hire Challenge today? Hiring for the resume People who have done it in the past Not about the skills but the culture One bad hire can destroy a business Why is this important to the company? Story:  First 2 years just the founders. Then scaled quickly to 14 people Who you hire in the early days is super important.  Need to be the right fit, for the right time.  They could be a great person and extremely talented but if they are not the right fit for the time it can go sideways.   Up to 70 people now and everyone is ability is important, skills not as important, as culture How do we solve the problem?  Stop micromanaging Guide & teach & trust that people will get it Allow people who are hiring to do the job Right mentality & Right focus (embracing failure) Failure is ok Embrace it! 4 rounds of interviews First meet with Department Head.  If that goes well, meet with someone who is currently in that same position in the company, to make sure they feel this person can do the job well.  If that goes well, meet with the COO, if that goes well, meet with CEO. If the candidate gets through all rounds and everyone feels they could be a good fit, we get at least two reference checks.  Someone who they worked under and someone who they worked alongside.   Rick’s Nuggets Evaluate everyone around your values Key Takeaways -Value: Being ok with failure! Nothing can go wrong when you are ok with it. Failure will get you where you need to go. Guest Links: LinkedIn: https://www.linkedin.com/in/jeremyianparker/ Company: https://swag.com/ LinkedIn: https://www.linkedin.com/company/swag.com/ Twitter:https://twitter.com/promotewithswag?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor Facebook: https://www.facebook.com/promotewithswag/ Instagram: https://www.instagram.com/swagdotcom/?fbclid=IwAR1TnFCOQ8kv-chtsiP5wKexliw55YISu2rESPCLGUu86tEynikmspBy9xc   This show is proudly sponsored by Criteria Corp  

Hire Power Radio

Hiring Your First 10 People with Jeremy Parker

4 Million Americans quit their jobs in July of 2021 , according to the U.S. Bureau of Labor Statistics. What this means is that you have a tremendous opportunity to upgrade your talent base in your organization.  The pandemic has magnified people’s career wounds in a way that every business will be impacted.  While many reasons are given as to the cause of this mass exodus, the root of the fall out is that the people leaving are no longer in alignment with the company’s values.  Value alignment is now more critical than ever to attract and hire people. Because when people align with the actual company values, they find meaning & discover their purpose.  And their purpose is far more important to them than your profits. Today is a special episode due to the massive number of requests from our audience about this little problem called the great resignation We discuss: Why it is critical to own your company values How to prosper in Hiring - TODAY! Challenge today? My people are getting poached! We have come to a point where people want meaning & purpose in their lives. Perks, compensation & benefits no longer matter People are questioning their “why” Imbalance Stress & heartache More flexibility is not the real issue Inc Article https://www.inc.com/jessica-stillman/great-resignation-work-meaning-esther-perel.html Demonstrating meaning & the company cares about them as “human beings” Why is this important to the company? Who’s leaving? Mid- career employees have the highest resignation rates! (30-45) You are positioned to heal a person's career wounds.  When you align with values and provide a solution to heal, both parties WIN People are expecting win-win relationships with their employers The Great Opportunity! Easiest time in history to engage A-Players! Raise the performance bar in your organization 4 Steps to Win-Win Talent in this Great Resignation Get solid on your Values Key to attracting top performers Who you are how you lead how people act  Understand your Recruiting Process Recruiting is how you identify people & get people to talk to you. Just because you recruited someone great, doesn't mean you should hire them Or that they will even accept your job offer What is working today Target and Contact & Reconnect Do not sell, listen Understand your Hiring Process Start with an in depth Discovery call (phone screen) Does this person’s desires align with the company  (correctly positioned) Not skills Vision for the environment in which they will excel Timed & structured Interview Values alignment first Skills second (working session) Nurture a proactive flow  - allow the person to have a voice in what happens next What would you like to do next? Heal the Career Wound Growth, Content of work, Management Value Alignment Progression, learning, flexibility If you cannot provide a path to the individual, don't hire Someone else will thrive in the role You will be just a paycheck (if the person joins)  Key Takeaways -Value: The “Great Resignation” is real and you need to be capitalizing on the opportunity that has been presented to us! Get tight on the company values… They are the key to a successful hire Don't confuse a recruiting process as a hiring process. They are two separate activities.  Rick's Links: LinkedIn: https://www.linkedin.com/in/rick-girard-07722/ Company: https://www.stridesearch.com/ Podcast: https://www.stridesearch.com/hire-power-radio Book: Healing Career Wounds -  https://www.amazon.com/Healing-Career-Wounds-Ridiculously-Successful/dp/173580360X   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/

How to Thrive in Hiring Through the “Great Resignation ” with Rick Girard

Time and People are the most precious asset your company has on the road to success or failure.  As leaders, It is our responsibility to protect the time of our team to ensure that projects are delivered on time. It is also our responsibility to put processes in place that ensure that the strongest people are in the right seat! Shouldn't each step of the interview process have a purpose and save time for everyone involved?   Yet Interviewing is the single point of failure in almost every company.  Too long.  Too short.  No clear direction. Or riddled with boobytraps that repel strong people from even engaging with your company!  Our guest today:  Andrew Bartlow, Founder & Managing Partner of Series B Consulting. Which helps businesses to articulate their people strategy and accelerate their growth while navigating rapid change. He also founded the People Leader Accelerator, which is the foremost development program for HR leaders at startups. Andrew Bartlow has 25 years of Human Resources and Talent Management experience at organizations across a wide spectrum of sizes, maturity stages, and industries. He is the co-author of “Scaling for Success: People Priorities for High Growth Organizations,”  Andrew has worked with clients like MasterClass and many others to help them overcome obstacles in a hyper-growth phase.  Today we discuss: Why your timing kills hires How to Time out your process in the most effective manner Challenge today? Filling roles with good people with less of an internal organization tax Too many interviews, too much time - I’m out Over emphasis on consensus, 10-12 people over multiple rounds Giant time drag on a company   People fall out  Offer to close rate 60% is not good! Why is this important to the company? Time - interview time takes away from productivity Rapid growth is usually essential. Time burns cash runway, employee time and goodwill, and competitors keep coming.  Efficiency matters - particularly at the early growth stages Don’t let perfect be the enemy of good. Should be able to make rapid hire / no-hire decisions, and fair/reasonable separation decisions without months of agony.  “Hire slow and fire fast?” I’d suggest looking for a goldilocks zone on both. Take the time necessary, but not one minute more than what is net value-adding to do both.  Rick’s Nuggets All that is needed is: Discovery Call Value Alignment Interviews  Working Session (skills) 10 business days max How do we solve the problem?  Start by clearly defining the roles that you want to fill Source candidates in a scalable way Expand the pool Employer branding @ Series A should get beyond friends & family network Hire a dedicated recruiter Need a screen / filter before the manager sees the candidate Passive candidate magnet Check for compensation expectations & role interest; initial assessment of required skills, knowledge, and experiences Goal is that ZERO candidates make it to the hiring manager who have out-of-bounds pay or role expectations, and all of those candidates moving forward have experiences that reasonably match the role   Manager vetting before meeting the team One and done interview process ~30 minutes 1on1 via video Confirm that the candidate is interested in the role and the comp budgeted - preclose the candidate Ask for references here! A candidate shouldn’t come meet with a team until / unless the hiring manager is a strong advocate to hire them. Don’t waste the broader team’s time. Work Product Sample (optional - often good for technical roles, but rarely for G&A) Give a real problem - don’t spend a lot of time coming up with hypotheticals, too many variations which will change Faster / easier / more accurate to work on a real problem. Just get an NDA. Related alternatives - Can review Github rather than request a project. Can conduct a live shared-screen working session. Can ask for examples of prior work that demonstrates a good fit for the role. LOTS of candidates drop out at the project stage. Don’t let this become a barrier! Team Screen One and done over video, with multiple people involved Cultural (watermelon @ Gusto) interviews have a risk of being counterproductive. To be effective it should be structured, interviews have good training, and the traits assessed should be really clear AND ALIGNED with the future needs of the org. Danger of holding onto the past - what got you here, won’t get you there.  Decision After the team screen, there should be a hire / no-hire decision. Lots of organizations get hung up comparing candidates, not sure what they are looking for. You need to fill jobs with good people and KEEP MOVING. A hiring manager / hiring team which isn’t sure what they are looking for is the single largest waste of time and energy in the company-building process. Can have a calibration meeting. Maybe the recruiter supports it, but really, the hiring manager should own the decision and have the most energy around moving forward. Offer & Candidate Closing Rick’s Nuggets Reverse engineer the time to hire and set timelines for each stage Set process before you define roles Train your people on “how you hire” Gain commitment from interviewers for excellence Key Takeaways -Value: Streamline your process. Fill jobs with less time from the team. May or may not fill the role in fewer days, but can reduce total hours committed by the group from 100+ to closer to 10. Yes, this requires a bit more ownership and potentially a little more time (per candidate) from the HM, but should dramatically reduce the overall time by the team. Guest Links: LinkedIn: https://www.linkedin.com/in/bartlow/ Company: https://www.seriesbconsulting.com/ Speak On Podcasts: https://speakonpodcasts.com/andrew-bartlow/ People Leader Accelerator: https://www.peopleleaderaccelerator.com/   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/

Time Kills Hires with Andrew Bartlow

Hire slow, fire fast is a motto we have all heard as startup founders. It makes logical sense but what really happens is quite the opposite. As entrepreneurs we shift into panic mode when we have a need and move quickly to fill the role. Completely missing all the evidence that this person will be a bad hire. Once the person is in the seat, the dread of having to refill a role often leads to concessions made to the detriment of the business.  Hiring Slow means investing the time to really make sure the person will be a strong hire. Therefore there should be no need to fire fast. Especially if you really understand who the person is and gain evidence of the value they add to the company.  Think of each person you hire as being worth $2 million dollars to the company. Changes your perspective, right? A lot more care and a higher talent bar would be prioritized over just “filling the seat”.  Our guest today: Joseph Fung, Founder & CEO of Uvaro A tech sales career accelerator, and of Kiite, a sales enablement platform purpose-built to provide sales teams with the information they need when they need it.  Joseph’s a repeat Founder & CEO, and with multiple successful exits, and speaks frequently on the topics of sales leadership, diversity, and corporate social responsibility. Joseph is an expert in sales, startups and building scalable culture.  Today we discuss: Our mentality around hiring sales people How to effectively attract & hire high performers  Challenge today? Hiring for software skills rather than problem solving skills No internal training- want someone who already doing what you need done Rely on stereotypes and gut Need people who can speak to a bigger variety of customers Why is this important to the company? Fix the problem, you can triple the production of 1st year sales reps 8 months to ramp, average sales rep only achieves 60% of quota Ramp in ⅓ time and drive production to 80% - Training Churn & burn kills morale  Cash costs are immense on the back end How do we solve the problem and hire the strongest people every time?  Throw out your job description Translate ideal customer to sales job description Ideal Customer Profile- go granular Choosing what & who to hire Invest in Revops & sales enablement 50:1 ratio Rep to SE is a start => move to 20:1  Mindset Treating the organization with respect Thinking is you solve the problem by hiring more people Interview Culture fit interview - “Is this someone I want to have a beer with?” not Turn it into a behavioral interview - what behaviors demonstrate values alignment Rick’s Nuggets Performance metrics are most critical component today for job descriptions today Accountability up front Understanding a person’s positioning Transactional Sale VS. Enterprise/Solutions Sale Resources available  Builder, Improver, Maintainer Uncovering the impact that has been made in their current/former position Save time, increase revenue  Key Takeaways -Value: Throw out your job description . Copying others is just propagating bad habits Stop asking people to sell like the founders - it won’t work Re-think your culture fit interviews...write behavioral questions  Guest Links LinkedIn: https://www.linkedin.com/in/josephfung/ Twitter: https://twitter.com/josephfung Instagram: https://www.instagram.com/josephfung/ Company: https://uvaro.com/ LinkedIn: https://www.linkedin.com/school/uvarolife/ Twitter: https://twitter.com/uvarolife Facebook: https://www.facebook.com/uvaro.life Instagram: https://www.instagram.com/uvaro.life/ YouTube: https://www.youtube.com/uvaro   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/

How to Stop Sucking at Hiring Sales People with Joseph Fung

“There is work that needs to be done and I just need someone good to do the work” *** sigh *** This is what we tell ourselves when we decide to hire someone. But it is so much deeper than just getting a butt in the seat!  Growth is the most important factor here. So, we must start with the end in mind to avoid making HUGE hiring mistakes!  Yes, we need to get the work done but will this person really help your company grow? And more importantly, can your company provide the growth that the person you want to hire desperately desires? Our guest today: Mike Zani, CEO of The Predictive Index. Mike Zani, the Wall Street Journal best selling author of The Science of Dream Teams, is CEO of The Predictive Index, the leader in talent optimization. Prior to The Predictive Index, Mike served as president of LEDCO, a manufacturer of rugged computer peripherals. It was at LEDCO where Mike, a customer of The Predictive Index, developed his passion for the company’s vital management tools.  An avid sailor, Mike began his career in marketing and sales with Vanguard Sailboats and was a coach for the 1996 U.S. Olympic Sailing Team. He holds a B.S. from Brown University and an MBA from Harvard. Today we discuss: Hiring for Talent optimization What is talent optimization How to hire for it Challenge today? How to you hire well within the context of time & risk What risk are you willing to take on bad hires? Systems in place to support the risk 30, 60, 90 day check ins to support  Do you just want t body in a seat Persona  A talent optimized system allows you to train & develop Need to develop the programs to support Why is this important to the company? We are 30 years behind sport in bringing analytics for hiring What is sport doing now? TA is the single most important function in the organization Need to take a maniacal approach to hiring. Fantasy league hiring takes more time than hiring to companies Data drives success Performance measurement Rick’s Nuggets Getting the right person the the bus is FAR more important than getting work done If the work is that important, hire a contractor The mistake made is the optimism of the founder Assumptions Hire on their potential (assumed), bias (assumed) & need (get it off my plate) Zero time is taken to understand what the other person desires, other than a paycheck Consider this: The cost for every bad hire is $2M How do we solve the problem?  Top of funnel strategy Clear mission Hiring brand that attracts talent Palpable culture - Strong enough that it disqualifies people Great referral strategy - cash after 6 months, Bottom of funnel strategy Hiring systems Strong assessments -behavioral , cognitive, analytics Hiring process, structured interviewing Training- especially on cultural interview aspects interviewer grading, scoring, developing Remove people who are bad interviewers Post hire Strategy Benchmarks  Performance systems - 30,60,90 day Hire for buoyancy! Rick’s Nuggets Mid Funnel Strategy The Interview Structured & timed Values aligned  Challenging Does the interview produce evidence to support the decision Is the evidence supported by the assessment? Key Takeaways -Value: Need a post-hire system!  Can take more risk  Need to have a feedback loop to add/subtract people from the interviewing process. Guest Links: LinkedIn: https://www.linkedin.com/in/mikezani/  Company: https://www.predictiveindex.com/ Twitter: https://twitter.com/predictiveindex?lang=en Facebook: https://www.facebook.com/predictiveindex/ Instagram: https://www.instagram.com/thepredictiveindex/?hl=en YouTube: https://www.youtube.com/channel/UCexehrVsBrP9SiNeBm4pY7Q   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/

Hiring for Talent Optimization with Mike Zani

The first time I was fired was when I was 16 years old and working at Numero Uno Pizza. It happened really strangely, I went in to pick up my paycheck and the manager let me know that this paycheck would be my last one as I was no longer employed there.  No warning and no explanation. Bewildered, I simply walked out the door, walked across the street and was hired by their competitor.  The way in which the whole experience went down, left me feeling embarrassed & resentful.  Never again did I eat at that restaurant because of the way they made me feel.  Our guest today: Lori Torres, Founder & Former CEO of Parcel Pending  The nation’s leading provider of innovative package management solutions. Prior to Parcel Pending, Lori was SVP of property operations at The Irvine Company.  She has been recognized on multiple occasions for her leadership, including being named 2017 “Innovator of the Year” by the Orange County Business Journal and chosen as one of 13 entrepreneurs admitted into the EY Entrepreneurial Winning Women™ 2017 North America class. Lori worked to build a world class organization and is going to share her wisdom. Today we discuss: Making the difficult decision to part ways  How to fire a person in a way that leaves everyone feeling good about themselves Challenge today? When is the right time to make a change and terminate someone? Can you afford to do it, do you have the bandwidth Taking the time to really understand  Have an intervention- performance improvement plan, use to be successful Articulate to really improve the person's performance Everything possible to make sure they are successful Accountability tool &   Why is this important to the company? Benefits: often find someone better Help the person you are terminating to the world, Embrace the people management side of the business Termination is part of the evolution of the company Change needs to happen, This is the game we are playing, these are the rules, here’s how we move forward What you need at $3mil is different at $10M   Rick’s Nuggets Be proactive in your hiring Hiring for growth first - start with the end in mind “people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” - Maya Angelou How do we solve the problem?  Identify performance issues first Candid open, specific conversation Time frame to meet the expectations Check in: not meeting expectations,  Provide a performance improvement plan Whatree performance is now, when they are not meeting expectations, when we are going to convenience to review Termination Reason for termination: Labor attorney- worth the money to handle things properly Quick conversation : next step, it is not working Part ways with dignity!  Severance with a legal document release of liability & non-disparagement  Walk them out the door and wish them well Offer help to help them move forward Sample Termination Rick gets Fired! Rick’s Nuggets Really take seriously the performance metrics that were set for your people in the job description Evidence to support the hire first! Key Takeaways -Value: Really spend the time to hire correct people. It's like dating, Interview a lot When the person is not performing, invest the time to  Have non-confrontational conversations with people Guest Links: LinkedIn:  https://www.linkedin.com/in/loritorres/ Company: https://www.parcelpending.com/ Twitter: https://twitter.com/ParcelPending Facebook: https://www.facebook.com/parcelpending Instagram: https://www.instagram.com/parcelpending/ YouTube: https://www.youtube.com/channel/UCFj7yh4kDC7Jx5CDUYnar7A   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/  

How to Terminate an Employee with Dignity - Lori Torres

Answer: Linking Corporate Values into Your Interview Questions eliminates bias I posed the question to a room of over 400 corporate executives and the results shocked me when I first asked it. Now when I ask the question, the results just make me …. Sad. “Please raise your hand if you have had any formal interview training at any time in your career, other than what not to say in an interview”.  Three hands were raised. 3 out of over 400 people!  And we wonder why hiring is “hard”. Guess what, It is not so hard for companies like Amazon who, from the beginning, have structured and trained their people HOW to effectively interview people. This is why they have always been a talent magnet, and not because they pay well.  3 out of 400 people! This was a major a-ha moment for me and it should be one for you!  Imagine the impact your company will have on this planet when you and your people get really good at hiring. Today we discuss: The importance of linking values to interviewing How to set up and execute a values driven interview Challenge today? Talk about bias elimination  cannot happen until interview questions are designed to extract evidence The content of the interview cannot be left up to chance The fate of each interviewee is determined in the first 15 minutes at most. Sometimes in the first 5 minutes….. All based on bias  51% chance that your decision is wrong Unchallenging, unimpressive interviews only attract people who are there for the paycheck Talented people (A-players, change makers & high performers) do NOT want to work for yahoos!  Informal, unstructured & unprepared interviews make you look like a yahoo. Offer turn downs are at an all time high Why is this important to the company? One word: AMAZON Leadership principles (company values) are what drives decision making  Customer Obsession Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Hire and Develop the Best Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. https://www.amazon.jobs/en/principles Talent is drawn toward excellence How do we implement values driven interviewing?  Clearly write down your company values Founders- this is you & your values  As you ad people, reassess at least bi annual- especially before hiring ANYONE   Develop Values Clear definition of what the values means to the company What attributes characterize each value Measurables (how does a person live the value in their day to day life? Sample exercise Value #1 Dignity Definition: Treating yourself and others with respect & courtesy Attributes: CEO Co-founder Dept Head acceptance Self-respect self-confidence Non judgemental equality Respect for others Self esteem- elevation decency Stands tall empowered   Treat as equals   Measurables: *** Empowering others *** Respect for others *** Non-Judgemental Build interview Question Library Behavioral questions designed to bring evidence of how people “show up” "Tell me about a time...." or “Describe a time when….” or “Outline a time where….” or  "Give me an example of..."  Questions must be Indirect & not obvious to the interviewee  Evidence to support Attributes  Support / follow up question flow Value #1 Dignity  Attributes:  *** Empowering others  *** Respect for others  *** Non-Judgmental  Tell me about a time you helped elevate the performance of one of your teammates (Empowering Others)  How did you learn of the issue?  What were the events that led to this performance being important to you?  How much time do you dedicate to the cause?  How do you feel you could make more of a difference?  What makes this important to you?   What was the outcome?  Give me an example of a time you stood up for a person you didn't know (Respect)  What steps did you take?  How did this affect the other person?  What made this action important to you?  Describe a really uncomfortable work situation that needed to be addressed that was personal to the other person? (Non-Judgmental)  What were you asked to do?  How did it make you feel?  Reinforcement & Training Live your values Make it a language by which decisions are made (like Amazon) Teach everyone who interviews, how to extract evidence Capture data - training & compliance purposes  Key Takeaways -Value: Invest the time to build out your corporate values - the Payoff will be HUGE  Take the next step and connect them to your interviewing Train your people! Part of their job is to other high performers so give them the tools to do so Rick's Links: LinkedIn: https://www.linkedin.com/in/rick-girard-07722/ Company: https://www.stridesearch.com/ Podcast: https://www.stridesearch.com/hire-power-radio Book: https://www.amazon.com/Healing-Career-Wounds-Ridiculously-Successful/dp/173580360X   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/

Why You Need to Interview Like Amazon Now! with Rick Girard

You are at the point in your business where the company is ready to hire the first person to head up a department (i.e.: sales, marketing, engineering). You are excited and terrified at the same time. You’re thinking “I have to get this right”... and you are right, you do! How do you evaluate a person with an area of expertise that you are NOT familiar with?  The answer, my friends, is being prepared, digging deep and really listening! Step outside of your first impression and be aware of your tendency of confirmation bias.  Shift your focus on gathering concrete evidence and the outcome will be the correct decision every time.  Our guest today: Liam Rose, Founder of Catalina Seven Ventures. Liam is the founder of Catalina Seven Ventures, a Southern California consumer software startup. Before forming C7V, he managed the sales team for an Orange County-based entertainment startup. As a result of his own challenges trying to juggle health, academic obligations, and personal relationships while attending the University of Richmond, Liam created a new approach to life scheduling built to enable better balance. During his time at the Robins School of Business, he was selected as a 2019 Innovator Under 25. Catalina Seven Ventures' first product, HORUS Life Schedule, is now available for Beta testing on iOS and Android (access available through the company website)."  Today we discuss: How to effectively make your first departmental hire Challenge today? Hiring the first person within a department How do you make that hire How do we know if the person is good What's the barometer  First tech person, marketing, HR or finance person How do you know if the person is the best person do the job at the current stage Culture & environment fit Metrics & deliverables How well they can make the connections between metrics and the outcome Why is this important to the company? They will be the departmental cultural lead Top quality people hiring more top quality people The greatest impression people get is from the interview process itself Set the tone on how you are going to manage the person based on the interview process itself Improved interview process results in a higher level of talent  Demonstrates the ability to understand the individual Ignorance of the process Rick’s Nuggets Every hire is critical at every stage of your start up! Hire slow, fire slower-er-er Firing fast is negligence & kills culture (reduces trust, increases anxiety) Cult creation- Steve Newcomb (https://medium.com/cult-creation/cult-creation-a44303564f21) Firing fast “kills innovation, ownership and trust”  How do we solve the problem?  Signaling - feel a unique attraction to our company  Job Advertisement Distributed via word of mouth/referrals first  The step beyond who we are. Bold- unapologetically ourselves Demonstration of understanding  Interview process Realistic expectations Show that people can succeed Difficult but not impossible Show professional empathy What is going to make you most happy?  What does the individual want? Communication preference, invest in every core operation of the company Calling the Hotline Advisor de-risk Outside influence to identify the obvious  Rick’s Nuggets Prepare yourself by adopting process, engage in interview training & experience  Process: must have a flow and timing- Start on time, end on time Discovery call (45 minutes) Interview #1 Cultural (60 minutes)  Deeply tied to corporate values/principles/culture Interview #2 Working Session - judge skills (60 minutes - ½ day)  Live example of how we work together, problem solve, communicate  Interview Training Behavioral interviews produce EVIDENCE to uncover the TRUTH Assign interview questions to the individual interviewers Prepare the candidate for what to expect Experience (not yours, theirs) A-players are attracted to excellence Leave everyone feeling good about their time investment  Key Takeaways -Value: Their language, not your language  Gets you the people you want rather than the people you can get Use experience to de risk: everyone in your network. What you should avoid with absolute certainty Guest Links: LinkedIn: https://www.linkedin.com/in/liamwrose/ Company: http://catalina7ventures.com/ Twitter: https://twitter.com/c7vinc Instagram: https://www.instagram.com/catalina7ventures/   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/

How to Effectively Make Your First Departmental Hire with Liam Rose

The key to retention is growth. With looming fears of “the great resignation” company’s are unsure as to how to structure the organization. Forcing a state of flux that is not healthy for the business.  The poles tell us that at least 40% of people will quit if forced to go back into the office full time. Will your company have a mass exodus? If you have not put your people first…. Most likely. Companies who have been fostering personal & professional growth through leadership will experience far less separation because they have put their people in front of the transaction.  Our guest today: Sam Caucci , Founder & CEO of 1Huddle A workforce tech company that upskills, trains, and motivates employees through science-backed, quick-burst mobile games.  Sam founded 1Huddle on the belief that every worker deserves access to the job training, support, and coaching needed to win on the job. Put simply, 1Huddle is making training more fun, effective, and accessible for the entire workforce. Sam is also the author of the #1 bestseller, Not Our Job: How College has Destroyed a Generation of Workers and How to Fix it. Sam is an expert in workforce engagement and development.  Today we discuss: Why struggle based learning is the key to retention How to build learning into your culture Challenge today? Training Do unto others as it was done to you Struggle is important to learning Leverage technology to increase outcomes Why is this important to the company? Middle management job function is more important than ever How do we arm them to be better coaches to the front line 55% of workers are Millennials & GenZ They like structure Coaching up and development  Struggle based learning  Game based learning 45% faster! “Make it Stick” -Peter Brown "It's the Manager” Only 15% or workers are engaged (before pandemic)- Gallop #1 driver to engagement is having a coach  How do we solve the problem?  Struggle based learning Content Audit What do you have now? Gaps - Where are the business problems? Finding content: buy vs. build Selecting Technology (learning management system) Accessibility, Outcomes & Authoring What kind of staff is required to manage it Wrap learning in a game format Mobile first 52 week calendar (never ending game) Continual development Up-skilling (stop siloing workers) Reskill & re-onboard Key Takeaways -Value: Workforce technology is making it easy to more effectively onboard every worker from frontline to full time Effective skill building and retention requires struggle Managers need better tools and strategies to onboard, develop and engage workers. Guest Links: Sam Caucci: LinkedIn: https://www.linkedin.com/in/samcaucci/ Twitter: https://twitter.com/samcaucci Company: 1Huddle: https://1huddle.co/  Twitter: https://twitter.com/1huddle Facebook: https://www.facebook.com/1huddle/  Instagram:  https://www.instagram.com/1huddle/ YouTube: https://www.youtube.com/user/SalesHuddleAcademy Author of the #1 bestseller: Not Our Job: How College has Destroyed a Generation of Workers and How to Fix it (Amazon)   This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/

The Great Resignation & Struggle Learning with Sam Caucci

We can all agree that running a remote business has become very challenging from both a cultural and productivity perspective. If anything the past year and a half has taught us, it is that paying attention to the needs of our people is really hard. Especially when they are remote.  So how do we progress through this challenge and continue to grow?....Take on a social mission.  We have all heard the term “givers gain”. When your culture merges with cause, it propagates purpose. And, a shared purpose attracts value-aligned people and elevates company performance.   Our guest today: Brian Roland, Founder & Chairman of Abenity Brian is a social entrepreneur and Founder of Abenity, the 6x Inc. 5000 company that’s powering corporate perks for top brands like U.S. Bank and Mastercard. Abenity recently exceeded $1 million dollars of total giving! Brian lives in Scottsdale, Arizona with his family and enjoys roasting coffee, flying drones, and helping impact-driven entrepreneurs establish a social mission of their own. He has built a fully remote, purpose driven organization that absolutely crushes it! Today we discuss: Why cause brings purpose to your company How to build a social mission Why don't we build cause into our companies from the beginning? Launched into remote work with a false positive Shared purpose needs to be outside your brand Fighting for is more powerful than fighting against People become lost on an island without purpose People need something bigger than their day to day routine to stay healthy Hybrid is dangerous… either all remote or onsite…. Can create a resentment culture Why is this important to the company? Process of navigating back from fully remote work Still very uncertainty Doing what is best for your work routine will breed resentment with my employees What mix is correct?  Potential pitfalls in onsite, remote, hybrid Culture is what needs to be fought for above everything else Rick’s Nuggets The more structure you have in your company early on, the easier it is to attract the Strongest/value-aligned people to the company.  High performers are attracted to excellence, not ego.  Excellence is structure How do we solve the problem?  Impact plan Define your giving model Put profits towards a cause Give from savings - what you save in rent Flat fee, percentage, 1 for 1  Create a social mission statement Use this template to build a Social Mission Statement: Here's a template that you may find useful for your social mission statement: [your belief statement here],  and that's why we [summary of your impact plan here].  With this commitment, we're communicating a powerful message, [your purpose statement here, why you care about your cause]. Here's our Social Mission statement at Abenity: Perks are about people and that's why we sponsor children living in extreme poverty with the programs we deliver.  With this commitment, we're communicating a powerful message, that whether you're an employee at a Fortune 500 Company, or an orphan in the developing world, you are valuable, what you do matters, and you can make a difference. Share your impact story Publish an impact report (https://prks.co/Impact)  Market the social mission Brand differentiation Everywhere you are comfortable Setting up accountability Who are you inviting in? Invite the team to hold everyone (including you) accountable  Board, investors, cpa, and/or staff  Identify blockers Anything that is holding back Debt Growth commitments Must overcome before you can embark on the mission  “Once we achieve this as a team, then we start our mission of giving”  Do what you said you would do! Rick’s Nuggets Define the values that align with your cause Understand that  Key Takeaways -Value: Just show up Download the Impact Report to start your Social Mission Guest Links: To download the 5-Step Impact Plan, text “Impact” to (615) 802-6853 For more on creating a 5-Step Impact Plan, read “5 Steps to Maximize Your Business Impact” https://www.brianroland.com/single-post/5-steps-to-maximize-your-business-impact  For some inspiration, check out Abenity’s Impact Report to see how they’ve funded over a million dollars of direct giving at https://prks.co/Impact To set a perks program for your group, visit Abenity.com and use code “HirePower150” to save $150 off your first month’s services. Brian Roland: LinkedIn  Company: Abenity  Twitter  Facebook  YouTube   This show is proudly sponsored by Criteria Crop

Fully Remote Culture with a Social Mission with Brian Roland

It is time to change our mindset on how to really attract and hire the strongest people. The answer is not having the  greatest recruiters or tools. It is not about having strong “employer branding” or compensation plans. The answer is really simple... It is about gathering the evidence in the interview to support the decision without assumptions & bias.  Leadership drives hiring , not recruiting or HR.  Mic drop moment: There are two critical components to your people function. Recruiting & Hiring. Recruiting is run by, well, recruiters and Hiring is run by hiring managers, executives & founders.  To land the strongest people for your organization both functions must have structure, synergy and adequate training to be successful.  Our guest today: Brian Breth, Riot games alumni & former VP of Talent Acquisition at Fair Brian is a talent acquisition leader and US Marine Corps veteran with 20,000 years of experience forging, adapting, and applying best practices to complex business challenges in recruiting. He has a proven track record as an entrepreneurial leader whose ability to align teams, enact change, and build sustainable frameworks enables businesses to attract top talent and become more efficient, productive, and competitive. Specialties: Global talent acquisition strategy and operations, leadership coaching and development, team-building and communication, process development and implementation, networking. Brian was responsible for scaling Rubicon Project from 200 to almost 800 people in two years. Today we discuss: Why Quality is more important when you scale How to scale without sacrificing quality Challenge today? Scaling quickly without sacrificing quality Mindset Lets get people as fast as we can Competing for talent Finding the best people Not clear into what the values are then translating it to others Managing the expectations of investors Growth at whatever cost is dangerous Why is this important to the company? A startups evolution  Culture is the most important element for founders Desire for culture conflicts with the investors desires for rapid growth To become a competitor you NEED the best people Rick’s Nuggets Understanding what you are up against today Flip the funnel upside down Work referrals at scale How do we solve the problem?  Acquisition  Understand that hiring people needs to be understood by leadership A commitment from leadership Cannot just set it & forget it Just as important as your new product pipeline Alignment at the executive level as to where and how they want to compete for talent Realistic on what you can pay Value prop - speaking to what is important to the person from a more intrinsic value.  What’s important to me? Build out the people function   Retention Invest internally to retain them Value - a future to live into People leave because they no longer see a future for themselves Develop leader to provide the future for each team member Rick’s Nuggets Understand each individual’s pain, desire & impact Invest in the discovery call! 45 minutes saves hours in the long run Crucial checkpoint Key Takeaways -Value: Founders look at what you are investing in your people function What you invest in talent acquisition you should be investing into leadership training to get them really good at hiring Guest Links: Brian Breth: LinkedIn  Website: Riot Games   Fair   TechRecruit Conference    This show is proudly sponsored by Criteria Crop

Balancing Quality & Speed as You Hire to Scale with Brian Breth

Have you ever thought to yourself “If we only could have paid a bit more money, we would have landed the A-player we really needed to hire”? If so, you would be wrong.  We often assume that money is the main reason for the turn down but in reality, it is our inability to demonstrate how our opportunity brings purpose to the individual. It is no longer a time where good people will sacrifice career satisfaction for a paycheck.  The balance of power has shifted and the mindset has changed. One thing we have learned from the pandemic is that purpose trumps the paycheck for almost everyone worth hiring.   Our guest today: Lorna Borenstein, Founder & CEO of Grokker. The social health and wellbeing network that helps employees at global enterprises to move more, sleep better, eat more healthily and reduce financial stress. Her new book, It’s Personal: The Business Case for Caring, thoughtfully examines the Human Connection Movement™ in the workplace, which is fueled by a growing desire among employees to feel more connected to one another and as a result, better connected to their jobs.  Lorna’s expertise has been featured in top tier publications including Bloomberg, Fortune, and Entrepreneur. As a sought after speaker and panel moderator at leading industry conferences, Lorna presents on the current state of workplace wellbeing and engagement.  Lorna is a member of Forbes Human Resources Council and a frequent contributing author. Today we discuss: The importance of Purpose as today’s main currency How to unearth purpose in the hiring process & beyond  Challenge today? Insides match your outside Create a high performance culture Connect mission vision & culture To drive results to not move away from humans but toward it Cost of not caring is the failure of your business Creating a safe place to be (psychological safety)  Why is this important to the company? To keep your people you need to treat them with empathy Silent revolution (they will just walk out) People do not want to feel alone (feel like they are part of the tribe) Companies on the fortune best places outperform the s&p 500 by 2:1 40% of employees report that managers have not asked them how they are doing through the pandemic Appreciation & interest as a person translates to a 7x increase in innovation  61% of employees will take a lower salary for better benefits Empathy is the new company sexy Rick’s Nuggets If your understanding the person then you are transactional, and deserve to lose  Selling, pitching, focusing on compensation Understand a person’s career wounds first “What’s happening in your current role that has you open to hearing about something potentially stronger?”  How do we solve the problem?  State your commitment I'm committed to you and here's what I am going to do  Living values inside & outside the office People need to feel safe and valued (psychological safety)  Link their needs what you are going to deliver Listen & accommodate   Coping accommodation -  digging into tactical solutions Create personal/ family time Survey on policies and adjust   Provide tools Digital tools to support healthy lifestyle On demand on phones Incentives for programs  Rick’s Nuggets Structure first! Build your interview process around your company VALUES Take advantage of the “discovery call” to build trust Understand everyone’s pain, desire, & impact Ensures people will show up for your interview Key Takeaways -Value: 3 tiered stratification model  What did you sacrifice that may have damaged your culture What is your competition doing? Transformational thinking Guest Links: Lorna's Book: It’s Personal: The Business Case for Caring, thoughtfully examines the Human Connection Movement™ Lorna Borenstein: LinkedIn   Twitter Company: Grokker  Facebook  Twitter  Instagram  YouTube   This show is proudly sponsored by Criteria Crop 

Employees Value Purpose Over Money with Lorna Borenstein

As Entrepreneurs, we are constantly striving to get in front of the challenges we have. However we often seem to be in a constant state of fighting fires.  So now we are at a precipice where technology tools can alleviate this pain but we must first invest the time in training & understand how to best position ourselves and our teams to innovate successfully.  Let’s start to think about our human resources differently in a mind shift away from our desires to the personal & professional development of our employees. Thinking bigger attracts A-players! This fuels innovation. Our guest today: Patrick Schwerdtfeger, Business Futurist and Keynote Speaker  Patrick specializes in technology trends including big data, artificial intelligence, Fintech and blockchain. He’s the author of “Pandemic, Inc.: 8 Forces Driving Business Failure or Fortune in the Post-COVID-19 Economy” as well as five other books, and has lectured at numerous academic institutions including Purdue and Stanford Universities.  Patrick is also a regular speaker for Bloomberg TV, founder of Trend Mastery Inc., and host of the Strategic Business Insights video blog (with over 28,000 subscribers and six million views on YouTube). Patrick has spoken about business trends, technology and digital marketing at hundreds of conferences all around the world. Today we discuss: How to think bigger to attract stronger talent Challenge today? Companies are not adopting technology fast enough Companies always feel like they’re “behind” with respect to technology How can companies leverage HR to accelerate technology adoption? Jobs of the future: (1) communication skills & (2) creative problem solving Thinking about your human resources differently Stop thinking bottom up NEW: How can companies attract top talent NEW: Millennials are “lazy, apathetic, and entitled” but they CAN be inspired NEW: Inspire your employees, customers, and competitors (good source) Why is this important to the company? Being innovative fuels growth Rick’s Nuggets Define your company’s purpose & cause  Utilize Talent from competitor - adjacent companies Present Innovative technologies How do we solve the problem?  #1: Identify staff who are excited to learn and use software more extensively #2: Leverage enterprise software and get more training for your staff #3: Understand that technology propagates SMB through enterprise software #4: Break down tasks into (1) manual & (2) cognitive #5: Break each category down into (1) manual & (2) cognitive #6: Soft repetitive tasks by their level of complexity #7: Understand that “Innovation = Budgeting Failure” #8: Protecting high-gross margin products to FUND innovation #9: FAIL as fast and as cheaply as possible (test new ideas cheaply) NEW: think bigger about your business NEW: not 10% bigger, but 10x bigger Rick’s Nuggets Train your people  - Have an active training program that promotes learning, innovation, new technologies - good for retention Elevate top-down thinking Key Takeaways -Value: #1: EVERYONE thinks they’re behind. #2: think more strategically, and you’ll catch up quickly. Guest Links: Patrick's Book: Pandemic, Inc.: 8 Forces Driving Business Failure or Fortune in the Post-COVID-19 Economy (Amazon) Patrick Schwerdtfeger: Patrick Schwerdtfeger  Facebook  Twitter    This show is proudly sponsored by Criteria Crop

Breaking Bad Belief Systems- Innovation Mindset with Patrick Schwerdtfeger

As Entrepreneurs, we are constantly striving to get in front of the challenges we have. However we often seem to be in a constant state of fighting fires.  So now we are at a precipice where technology tools can alleviate this pain but we must first invest the time in training & understand how to best position ourselves and our teams to innovate successfully.  Let’s start to think about our human resources differently in a mind shift away from our desires to the personal & professional development of our employees. Thinking bigger attracts A-players! This fuels innovation. Our guest today: Patrick Schwerdtfeger, Business Futurist and Keynote Speaker  Patrick specializes in technology trends including big data, artificial intelligence, Fintech and blockchain. He’s the author of “Pandemic, Inc.: 8 Forces Driving Business Failure or Fortune in the Post-COVID-19 Economy” as well as five other books, and has lectured at numerous academic institutions including Purdue and Stanford Universities.  Patrick is also a regular speaker for Bloomberg TV, founder of Trend Mastery Inc., and host of the Strategic Business Insights video blog (with over 28,000 subscribers and six million views on YouTube). Patrick has spoken about business trends, technology and digital marketing at hundreds of conferences all around the world. Today we discuss: How to think bigger to attract stronger talent Challenge today? Companies are not adopting technology fast enough Companies always feel like they’re “behind” with respect to technology How can companies leverage HR to accelerate technology adoption? Jobs of the future: (1) communication skills & (2) creative problem solving Thinking about your human resources differently Stop thinking bottom up NEW: How can companies attract top talent NEW: Millennials are “lazy, apathetic, and entitled” but they CAN be inspired NEW: Inspire your employees, customers, and competitors (good source) Why is this important to the company? Being innovative fuels growth Rick’s Nuggets Define your company’s purpose & cause  Utilize Talent from competitor - adjacent companies Present Innovative technologies How do we solve the problem?  #1: Identify staff who are excited to learn and use software more extensively #2: Leverage enterprise software and get more training for your staff #3: Understand that technology propagates SMB through enterprise software #4: Break down tasks into (1) manual & (2) cognitive #5: Break each category down into (1) manual & (2) cognitive #6: Soft repetitive tasks by their level of complexity #7: Understand that “Innovation = Budgeting Failure” #8: Protecting high-gross margin products to FUND innovation #9: FAIL as fast and as cheaply as possible (test new ideas cheaply) NEW: think bigger about your business NEW: not 10% bigger, but 10x bigger Rick’s Nuggets Train your people  - Have an active training program that promotes learning, innovation, new technologies - good for retention Elevate top-down thinking Key Takeaways -Value: #1: EVERYONE thinks they’re behind. #2: think more strategically, and you’ll catch up quickly. Guest Links: LinkedIn: https://www.linkedin.com/in/g8patrick/ Websites: https://www.patrickschwerdtfeger.com/ Facebook: https://www.facebook.com/g8patrick Twitter: https://twitter.com/schwerdtfeger   This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/

Listening is the most critical interview tool you have. Not listening to respond (which we all do) but listening to understand.  Think of the interview as an opportunity to gather evidence to support your decision and when you understand a person’s pain & desire first, you can accurately position your opportunity as the answer to their problems.  Why do you need to understand the person before you hire them? Isn’t it enough that you know that they have the skills that are needed?  Because not understanding the values of the individual is what ultimately results in bad hiring decisions.  Our guest today: Casey Welch, Co-Founder & CEO of Tallo. A digital platform and app that connects 1.3 million+ students and professionals to opportunities offered by colleges, companies, and organizations. Since its inception, Tallo has pioneered early talent engagement, facilitating career discovery and guidance for a diverse talent pool.  Under Casey’s leadership, Tallo serves as a virtual ecosystem leveling the playing field for all students and job seekers, regardless of traditional geographic and economic barriers. Casey is a leading expert on Generation Z in higher education and the workforce, and his insights have been featured in Forbes, FastCompany, ZDNet, and SHRM.  Today we discuss: The importance of proper positioning when hiring How to build understanding into your interview process Challenge today? (Reactive hiring and approach to talent) People want to find careers that are purposeful After more than a year of grinding stress, workers are increasingly looking to find new jobs. In fact, according to research by Monster, 95% of workers are thinking about finding a new job, and 92% would consider switching industries for a new position. Gen Z agrees with this overall sentiment. According to Tallo’s recent survey of over 1000+ Gen Z individuals, 69% of Gen Z said over the past year it's become more important to find a job that is personally fulfilling. Products that will help people, change peoples lives Gen Z wants a career that brings them purpose and meaning, not just a job. They also want to make a social impact with their career, not just work the 9-5. Tallo data found that one of the three most important factors for Gen Z when thinking about their future work environment includes making an impact socially and economically (47%) In order to attract members of Gen Z, employers need to show prospective new employees will bring a positive change from a social and economic standpoint. This is an opposite mindset from their predecessors Millennials, who focused more on company name recognition Finding the workforce that is going to stay The top three most important factors for Gen Z when thinking about their current or future work environment include: Having a fair and ethical boss (72%) The ability to be heard (61%)  Making an impact socially and economically (47%) Hybrid work environments are key: 63% of Gen Z is interested in working in a hybrid setting, while 27% want to work in the office full time and 8% want to work remotely full time. Pandemic changed people's views More than one out of every three Gen Zers reported in a Tallo survey that they are reconsidering their career choice due to certain industries being negatively impacted by the COVID-19 pandemic. Culture & environment are far more important The three biggest factors that motivate Gen Z to take a job include salary (78%) interest in work (70%) and work life balance (58%).  Addressing social issues + diversity equity and inclusion in the workplace is vital. Tallo data found that Gen Z listed the following as the most important DEI initiatives they look for in an employer:  Women in leadership (59%)  Training and discussions (58%)  People of color in leadership positions (53%) Why is this important to the company? Understanding what the modern employees wants and needs are, and then meeting those needs is critical to improve retention and reduce turnover.  People are leaving their companies faster than the employers can fill, which is why there’s a high demand for jobs but no supply of experienced candidates. In order to fill these positions, employers must begin a double-pronged approach of employee retention and employee outreach – and focus their efforts on Gen Z. When asked about future workplace settings, only 8% of Gen Z want to be fully remote. 63% want hybrid and 27% would want to be in the office full time Rick’s Nuggets Understanding leads to truth Every person has a different set of values Evidence eliminates  Assumptions Bias How do we solve the problem? (Creating a proactive approach and system to hiring) Mindshift  Away from transactional relationship (Two people can want to get married, doesn’t mean they want to get married to each other) Care more about experience and about people Using tools for measurement Purpose & Meaning - what they like and want to do Skills - What they CAN do A focus on reskilling, upskilling and learning & development (L&D) opportunities:  Employers need to provide all their employees with new and innovative ways to reskill and upskill – especially when it comes to soft skills.  74% of Gen Z think soft skills (such as critical thinking, analysis, problem solving, leadership, and communication) are more critical for success in our current economy.  Some different L&D opportunities employers can explore include: Technical (science, technology, engineering, software development, and design); Leadership (communication, management, and critical thinking); Learning new languages; and  Agile (collaboration, user experience, experimentation, and continuous learning). Rick’s Nuggets Mindset : who are you really? Blind conversations are the most fruitful & eliminate bias Interview questions that surface value alignment Behavioral Interview that is tied to values! Key Takeaways -Value: Employers must place a heightened focus on recruiting the next generation of leaders into the workplace: Gen Z The most important factors to drives people to come work for you include considering a hybrid work environment, addressing and emphasizing the important of diversity, equity and inclusion in the workplace and providing a means for employees to reskill + upskill  Employers must fully understand what today’s modern employee wants – from salary to benefits to work environment – and meet those expectations Guest Links: LinkedIn: https://www.linkedin.com/in/casey-welch-62482819/ Websites: https://tallo.com/ Facebook: https://www.facebook.com/AppTallo Twitter: https://twitter.com/apptallo  Instagram: https://www.instagram.com/apptallo/   This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/  

Purpose & Understanding Drive People to Want To Work For Your Company with Casey Welch

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