spk_0: 0:00
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Welcome to Tapopd the podcast for everything. Telling acquisition. We're informative, controversial and a little bit crazy. Now please join your hosts and industry leaders Lauren Sharp and Craig Watson.
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Hi, everyone. Welcome to Tapod. I'm Craig
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and I'm Laura and great to hear from you all again. And I hope you're listening in on waiting for this wonderful event. today. Momentous, I must say Mr Adam Walker has joined us. Adam, How are
spk_1: 1:36
very good. Very well indeed. Thankyou. Big audience here, by the way and considering your director consulting director at Deloitte at the moment, leading the talent acquisition advisory practises that correct a big title, my friend.
spk_1: 1:50
It's quite flash. That's what we're doing. Consulting circles. He's talking up a fair bit in the first place and attach it to the dollar. Figure
spk_0: 1:57
called. I usually limit him to three sound effects. Eso Adam, you're here to talk to us about a text axe. What is good? Tha s Oh, that's going to be my second question because we open up the 1st 1 with everyone. How did you get into Tia and recruitment? The magical water here? I
spk_1: 2:28
reckon I'd be like about 98% of the industry where I fell into it.
spk_0: 2:34
Just jump in there. So your bachelor of science in anatomy and zoology helped lead you to your recruitment way. Do with
spk_1: 2:42
a lot of funny
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animals. Not even a question
spk_1: 2:49
e was going to be a vet. His country boy thought I was going to be a vet. And after a couple of years of studying that the Register said to me, You know what? 10% events are still Bates in 10 years? Geez, that's going to be one of the 90
spk_0: 3:03
percent sure get out
spk_1: 3:05
earlier. So finish after science degree and then, you know, there's a job ad in the paper for a recruitment consultant. I
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thought, You know what? I'm pretty intuitive, and I like helping people getting Teo really cutthroat commercial recruitment
spk_1: 3:20
agency from Day one
spk_0: 3:21
because that's all about helping people. Someone put out the call, right? Just exactly bring the booth. So what is good today? A good
spk_1: 3:41
question. There's a lot of good research out there now, obviously a little bit Biassed way owned the person research, which is pretty robust. So there's a big population of executives and HR and heads on for those that know the high impact on opposition. Research comes out of that every three years. Give or take on. It looks at what are the trends that correlate to high performing today? Organisations and I say organisations and not functions because get on my high horse a little bit and get pretty passionate about is not the responsibility ofthe team that's a teenager. Organisations are doing it really well. So from the top to the bottom and everyone between
spk_0: 4:16
doesn't see in hater, it's its own entity.
spk_1: 4:19
Yeah, there's a lot of good arguments now around why you know, some of my personal career. I consult organisations around. Don't sit tha initiate services environment because fundamentally report ultimate Tio tio type at a board, she or he will be rewarded only for the cost savings and headcount reduction, not enterprise impact. So if you reverse that go Well, jeez, If I cut the head count in my HR or to 18 and I keep on cutting their funding and reducing the technology and everything else, I'll look at the board level, But everything else goes to crap. You know, the time, the high cost of high performance productivity alignment everything else goes to crap because the business units are struggling to get
spk_0: 4:57
with so much like Donald Trump's trickle down economics tell, haven't you? This week you've been on holidays and still in your blood broad short. So you do know listeners. Craig pretty much has been at the beach since we came back. Now mid February. I have done no research, but I'm ready to go. All right, so that's what good tha s. So I suppose, then my next question is going to come around to a I. What is the fear of a It's
spk_1: 5:34
a good question. If you look at some of the attributes of where high performing today is moving, there's a lot of trends. So things like the important personalisation things like making it across the enterprise, not just sitting as a team, as we said, but one of the key trends that's coming out, and not just in our person research, but HBR or any of the others. One begins. We will say the same thing. It's using a lot more data and a lot more science in general and this whole lovely term God, I So there's a lot of media hype around II. There's a lot of misunderstanding around on. We run a Siri's of workshops across more broadly, not just in human capital space or tha, but trying to help executives often designed at mid and singular execs. Understand? What the hell do we mean by this whole team of Aye, aye. And for the sake of argument, we talked about a collective. So anything from simple automation, you know, oppa and all that sort of terms through to cognitive and machine learning and then to your really sophisticated, self ingesting, ongoing machine learning in. I
spk_0: 6:33
think it is important because a lot of the talent acquisition professionals that we talk Teo inundated with the Term II and almost anybody who produces a bit of HR tech throws it at the front as a hook, and it's hard. Teo weighed all the way through that to find out exactly how it's going to benefit at productivity or efficiency to the to the function
spk_1: 6:53
it is. And you say there's a good quote that was, think simpler, Sydney. One of the guys that found is it posted on linked in, he said. I'm often asked what's the difference between machine learning and I? And he said, I respond by saying, Well, Ifit's written in Python It's probably machine learning. It is written in Power Point. It's probably for the games in the room. It's quite true, right? Anyone can put on the website, but what do you actually doing with it? And it doesn't really matter. You can use the term. It's a collective for that automation and machine learning and the high level of sophistication. But really, what you're trying to get to, what do you want to do with it and why? And sometimes a lot of organisations will over engineer stuff and look at trying to get to the top end of you know, we want IBM Watson in to do this. Or do I need to do whatever and we often advise when you're looking at augmenting your workforce, Start simple yet to start with something. There's not your front end saying the recruitment since you're not going to put in some new cool tool that could risk your entire candidate market, you know, with some funky sort of thing on the front end. Most sophisticated, I particularly dieters Crab. Yeah, you might. You know what? There's a really dumb process that all that record is due and they hate and are normal recruitment or doesn't cover it. You know, it might be in a nursing environment how we have to look up every time there's a new nurse. Crane comes on board. We look up a government website, we say Yep, he's actually a registered nurse, according to the government website. So we cut and paste that screen shot, put it in the back of our recruitment system, or HR, and that's really about use human time, right? So what do you automate that? And that's what I That's a simple automation to like a pagan blue prison automation. Anyway, it's started those. It'll thie easiest to stuff the less risky stuff, and he is using organisation. Get more mature and understand what the hell is a lie and you get more accustomed to your team and your team and everyone else and your own people get very getting Christ. You know what? Here's another opportunity to do something a bit smarter and free up the humans to do them or human stuff. Yeah, yeah. Then you can start starting up. That's
spk_0: 8:46
go. So if telling acquisition function had a blank canvas, right, the ripping everything apart and starting again, I know that you were saying earlier that there did you say there's about three and 1/2 1000 pieces of HR Tech thatyou're aware off globally.
spk_1: 9:00
Yes, some of it's on the results of 3000 to Texel, age 20 23,000 out
spk_0: 9:06
there. So when you start with what you got a blank canvas to start with an s and then build from there where? Where people start
spk_1: 9:14
point workday posted the other day, and they disrespect a workday. But most around where the biggest recruiting software now in the US by a long shot on DH. The interesting angle of that is, actually there are very big software that happens to have a recruiting module that most leads are forced to use. Right. So no one has a blank canvas, which is tough, right in big corporate and captain afterwards. So it was just about recruitment. That'll be easy, but because it's always about what is your enterprise software? Architecture? What your HR what other things do you need to do from a risk or profile or compliance perspective? And then how do you build a journey out? And it's always a balance and the number of times I've been dragged off my high horse by risk or finance or anyone else going that's great walks, but you may want the all singing, all dancing recruiting tool. It ain't gonna happen to them picking battles. What segments of give workforce have the biggest impact your board. If you think of it in that way and get back to your board going, hang on. I can say that this initiative that we want you to invest in has a big impact. And this is why I ended our lines. Teo Order Now investors, well, shareholders, whatever it might be. A Then you're more likely to get a get any rather just saying I want this new whistle, my toy.
spk_0: 10:26
So it's partnering with a business case for whatever you looked
spk_1: 10:29
at it and taking commercial sense. And, you know, there's been instances in the past where I've been told No, no, no, no, no. Or that a certain large finance institutional worked out years gone by. We were told a cz part of the road. We're going to be transferring from one to another, which was ridiculously backwards, and we lost. Lost the argument for months and months. Signed in the end, should have changed the mindset of going on. There's no point out you're saying no because it's worse tool, so we might pass, and I went back and said, Sure, we'll switch to this new system, but I need 142% headcount because that's that's the other stuff that is an automatic storey and then all of a sudden finance it. I keep it current tool, putting a different fields on it on thinking about how you're
spk_0: 11:10
telling your answer for the for the audience, exactly using II in tha s. What of the key factors to build a good function in regards Teo Automation and using I
spk_1: 11:24
Yeah, I think if you understand where you currently up, and often you don't have any time to go in and you lift the hood on an organisation and you review their current recruitment systems, processes, tools, technologies and they've got a version of software that's 10 years old and they're only using sticks out of the 20 modules are so, you know, understanding what you're currently a. And then what are you trying to achieve again if we go back to taking ah Mohr commercial aspect on the why look a different segments of your workforce look att, the organisational strategy moving forward and then if you gonna line initiatives or investments or changes that are going to resonate with your executives and board and others for a good reason, then you're more likely Grover alone. And then again, that almost always in mid cap and larger is going to be with in consideration of what records, success, faxes or happy or other. And then what do you want? Oh, play around the edges with. And then the other gap that we're now getting more and more involved with is if you look at all the different cool tools off the shelf and those 3000 to text that you might plug into or work that recruiter, there still could be gaps. Eso now increasing What do you look at bespoke automation or spoke II to do some of those task that you don't want him doing? But it Zand very, very flippant, and it's overused, but it really is a journey on understanding. You're your own businesses, appetite or lack There, off you mentioned before about the fear factor. We started a journey with defence back in 2016 on workforce augmentation. More broadly, so cross entire workforce. Looking at, how do you augment with that whole cognitive spectrum of And you know, it's funny you get some mid fifties old defence employer arms crossed, Christ glaring at you across the room you're going to take by jobs. Six months later, that guy was coming to us on a weekly basis.
spk_0: 13:13
Way you wanna make this other crapping? The oh, it's
spk_1: 13:16
got no value. But it took six months to take that fear factor way
spk_0: 13:20
on that za really, really strong point that a lot in town acquisition and even in recruitment agency world see the eye or the automated or the machine learning part as something that's going to detract from their value. They add to their clients with be hiring managers or external clients. But it, Khun, enhance the service that you provided and free up the human element that you're always going to need in a recruitment process.
spk_1: 13:45
E. I often, if I'm speaking at anything publicly, particularly a lot of staffing and recruiting agency people. Understandably, they're there, get a few of the crossed arms crossed legs and glares from the back of the room. But I think the interning paradox at the moment this is not going to work well, really well in the podcast, where they can't see you if you have on the left hand extreme a simple communication. Yet literally making contact with somebody. And then on the right hand of that great continuum, however long that is spent. If you think you know, I think of a good recruiter who's chasing, I don't know a young python in Qatar right now. Wingding won't give you the States, but a lot of coming off every single day because they get sick off what becomes spent and the same thing. If you look at marketing and in fact, you want to look at where John's going look at marketing 20 years ago by they've been using big data for 20 years. I think Nielsen type reports they've been using particular analytics for 15 years. They've been using really personal journeys. But the interesting thing is, in the advent of this hyper communication and spam, anything else trusted value of a human relationship is actually going up good recruiters of any sort internal external agency staffing that if they were using a trusted relationship that's actually in a much higher VE than it did arguably 15 years gone by when you're just trying to find someone's contact number was really important
spk_0: 15:03
back in the days of yellow. It's really way had someone on last year talked about clothes, communities or close villages and how they're becoming more important and that that marketing part really taps into that. Whereas, you know, saying before the spam element is starting, Teo alienate so many prospective candidates in processes that there's got to be other ways of doing it.
spk_1: 15:25
It does to your point, you know, I'm not particularly way don't buy into is an organisation? Certainly personally, the whole robots are taking jobs, changing our jobs. But there have been 200 years, right? Yeah, I often use example about in a really simple example of automation. If you have an e mail and you want us to let two people instead of the one you push the CC button right, the old carbon copy right? Stiffing this interesting machine that we're still sort of pushing CC. There is zero value in your writing that letter twice. It's a really, really simple example of inbuilt pre configured automation into outlook, a Gmail or anything else. Arguably, you could say, Well, hang on rather than writing at that letter three times, I'm freeing up the human timeto actually have a conversation that little something else So do you point the sort of exciting areas in that whole continuum of really obviously the automation in which is taking away the tax? That's pretty stupid for humans to be doing. And remember that we've got a much bigger administrative burden these days. We've got much more compliance issues, you know, for good reason. Yeah, we need to have all the dicks and boxes done. But often there's bloody zero value on a human doing it so that Sze Good, that's automating, was taking something crap away. But then the other spectrum Teo Point Craig It's about augmenting human decisions with a bit more fact room or reason, a bit more science. So if you look at the data, some of the more senior executive and most organisations, I think the best hirers and ironically, the data tell you they're often the worst right. They make the worst hiring decisions based on things like success and performance in nutritional, those sorts of things. But if you augment that with a bit more fact, Bickmore Predictive analytics or correlative data in machine learning, whatever else we can now start to make more informed decisions around well, what actually does work in a contact centre in our east would contact centre in whatever Environment Bay because it would be very different. Teo somewhere else. What look identical on the surface. But it's not
spk_0: 17:18
so we were discussing the other day about high impact. Explain that to our lovely
spk_1: 17:23
So this is ahh lot we'll probably seeing from the person research. The last one came out January last year and it looks for what correlates and what sort of behaviours and trends and attributes in organisations currently Teo organisation that air Getting Teoh right we're getting a lot better once surprised many people that the more mature top end to the Level four on the maturity model, so to speak in a person turn only about 13% of businesses is sitting up there right would rate themselves in doing a good job. And again, if you look a tw, what high impact is is not around. You know your basic time and costs that is speaking your recruitment team. It's about your organization's ability to build your work for some tomorrow and there's a bunch of trends Way went through the day so that data and I, it's a big one really personalised journeys for individuals and looking at it, Internet mobility is one that's coming out. Increasingly, so a child. Take first in both San Fran and Sydney recently. There's two or three new tools, like the gloats and those sorts of tools of the world that are focusing purely on. How the hell do we know what we've already got? Right? So that rather make people redundant and go back for cycle. We actually look at re Skilling de Skilling up Skilling and looking at that transfer ability internally first.
spk_0: 18:34
Okay, on that transfer ability off the internal mobility, a lot abilities there come back to back to the CEO with a cost of head count versus Enter Pires impact. So by not making those redundancies and redeploying your workforce, you are maintaining your head count so well how we're going to get these CFO's Teo. Look at the positives of keeping those people are moving them around instead of laying them off just so they've got to reduce headcount for endorphin years. Looks good a board level. It is a
spk_1: 19:06
bit of both. I've asked a lot of people a lot smarter than I am for many many years what the difference is and why. For example, even though we all know that when an organisation X is setting himself up for an IPO on or a merger acquisition, they go through and they get the broom. They cut a bunch of head count, So I understand I'm going to count. But understand, that means your actual fixed line exposure is reduced. However, in reality, we all know that work late hasn't reduced and how many times, dozens and dozens, 100 times. We know that those people think unemployed. Back through the party consultant was individual contractors, about 1.2 times what they were important. And you're true cost of living. The same work goes up. Not not had someone give me a really good enough description of Why the hell does that happen? You're right. It is a bit of both. But if you look at the overall cost off, making someone redundant, paying out of redundancy, then re hiring a different set versus retraining and Reese killings of the same capacity or individuals as a group, and I don't mean we got to start looking at it, not as an FT thinking, not this permanent convenient 40 hour week type things. But Lauren's ability to come out of one area of work where maybe 67 per cent of what she was doing is now actually going be automated or we no longer do it. How do we then look at God forbid even her capability to learn other new skills and do other stuff and what is related to what you can do and transfer. So you haven't got a payout, You've got a greater engagement. We've done our organisation in the past. We ran a simple process. When we looked at, I set a team of outplacement people with a recruitment team that we had. And it's simple is just saying anyone that's got an impacted rather by their role is up for way. Doesn't brother else? They must become first property in the new hiring without recruitment. And we should, too, from something like a captain that something about 30% off those people staying in the bank. Teo. 86% of those that want to actually stay in the organisation not taking redundancy so huge saving on pat start with, but also massive saving on on then re Hari retraining on boarding, on boarding or that sort of stuff again.
spk_0: 21:11
And you've You've also, at least with the the people already in the employment. You understand where they fit culturally to
spk_1: 21:17
Tony and vice versa. I understand the good, the bad, the organisation, the warts and all. How did never get around to you know who they kind of feel like they fit with, or where in the organisation
spk_0: 21:27
is there Ah, movement towards this happening Maurin. Larger corporate or only the ones doing it? Well,
spk_1: 21:32
yeah, You know, there's a lot of very publicised examples both us and locally and emir to allow degrees well of organisation to a trying to become a job. And we all want to be a joke. You want Toby, have all these friends? It's pretty hard to do with 55 100,000 people, but yeah, that's what we're seeing, said recently. You look at the last two tech fests globally. There's a number of new tools popping up a number of the other platforms on. No amateur looking at this on gathers air, saying, Hang on, we want to apply our technology that would exist now, too, understanding what we've already got in our people. And once their skills, cognitive capabilities, experiences, wants and how do we then mould that into what is continually and more quickly a rapidly changing work Tomorrow? Yeah, definitely one of macro trends have
spk_0: 22:19
seen governments doing it very wrong. With I'll Go, they'll go to the electorate and say We're cutting the public service by 20% and then re hiring contractors and consultants. But that comes back to another trend that we're looking at at the moment in our industry is the contingent workforce. We're looking at more mobility, more people out there who want to be able to work from home or work from a beach and duel the above. So how do you find a I and all these other technology developments and all this data? How is that going to help us find the right contingent workforce and where to place them in the organisation?
spk_1: 22:58
Yeah, and you're spot on. This train's been going for years and there's lots of you'll see lots of research contradicting it. But if you look at the overall shift, there's no doubt work forces have deconstructed s O. If you stop and think Why change of speed of stuff businesses need to do a philanthropic organisation or government. Or, you know, the most cutthroat commercial misses out their competitors. Air coming up there popping up. They're disrupting everything. And we're challenging the separated, not this old school methodology. I've got 40,000 employees in this mystical 40 hours a week for those 40,000 employees just doesn't cut it. So business is changing more rapidly between work work that we actually doing need to change more rapidly. Which means the workforce muchmore fluid. Teo could get in trouble for using fluid as well.
spk_0: 23:45
A use it cringing. I didn't know you actually created all I know you're going to see all these lovely fluidity s so weird
spk_1: 24:00
question. It's really, really hard if you look a TTE deconstructing the whole workforce of 40 hours a week type stuff and you look at these chunks of Lawrence's
spk_0: 24:15
on trying
spk_1: 24:17
to deconstruct that sort of so called after it was easy when we're just hiring 40,000 full time employees when Ugo hang on, let's look at that deconstructed each individual at 40 hours a week. We need a lot more signs and a lot more brainpower Whatmore ability to consume the data. How does that then correlate to or actually get allocated out tio the work demands we've currently got? So again you're seeing a rise. Now there's a lot more these tools that are really cross between. I wouldn't say so you could say, workforce planning a demand forecasting so that rolling 12 month type level linking in with some of the tools they're looking at our said that internal capability and capacity and then also then looking at some of the external drivers and demand in the market. And you might need a team of 20 people on 50 spreadsheets to do that or a tool that got the ability to ingest lots of information really quickly live and then help us augment our human decisions around. What the hell do we do and how way do the work need? Teo.
spk_0: 25:17
You talk about data a lot and the importance of data in predictive and all those sort of things and trends. What's more important, external or internal? Data
spk_1: 25:27
dependent? Chief Funny previous life I've worked some of the organisation that rely a lot on this, a HR tech that was using predictive analytics and the most common thing and even our most common thing client to say to me. But we don't have any data, so we can't make any decisions on your new tools.
spk_0: 25:45
Sure, we've got data, but we just don't know how to use that word where to find it. We don't know
spk_1: 25:48
what it means and you get So at the
spk_0: 25:50
moment you're making exactly the same
spk_1: 25:51
decisions by humans with the same crap data Yet So it's a real only that organisation to get scared that once you put data into an official system, that means it's got to be absolutely clean and whiter than snow. The reality is again. What we see overwhelmingly is when you start having a crack at some of these things again, you know what one is. And we know our data is crap, but we know who employed could be pay them. We know roughly when they turn up from other records in time tennis tools, we know roughly how long they've been with us. All those basic details. Once you start on this idea of okay, having any use of their data makes a more informed decisions. You then look at the gaps on what we find is organisations go Well, actually, now we need to clean up that other really crap data. So we're going to start an intervention saying right, we're going to record it and another system or an existing system quite often. But we're going to set some guidelines for around how managers or leaders or team leaders or whatever else soap entry need to actually capture that and becomes this sort of really positive cycle of people, sort of using more data. They're known any more data, then getting more accurate, their own data clips and pointing up something other crap stuff. And then you start to get more and more information. That's Mohr incite them or use.
spk_0: 27:01
Yeah, In 2016 you wrote an article data as an enabler, giving HR a seat at the table so that four years on, what is this still your opinion? Have you formulated a even more impressed she told you I'm a navy away from being very
spk_1: 27:28
much and again you don't don't take the lot Adam Walker's term for it, buddy. You look a lot of the commentators in broader HR not just today, but a child's death, becoming mohr of a commercially savvy, science based fact based. If you look at all the research of the last probably 50 years and surveys of CEOs and boards and they've all said for the last 50 years, yes, people are our most important thing that we know bugger all about it. So the ability for HR and other professionals who are now leading into this base going okay, We want to match people that we engage with, not with the right attitude, they say, not that work for us, but people that we want to do medical stuff together with. How do we actually get some more data and science now behind? Taking that with doesn't need to be a cause of relationship. I think they must take a lot making saying Let's look at the spreadsheet around That definitely caused that. Therefore the board would love us. But even if you can show a trend saying we've done some intervention in HR like it could be an engaged in peace where way role in a new gym membership or whatever else is our sales team, and
spk_0: 28:28
we can
spk_1: 28:29
show that for some reason that current let it with it. I've seen up taking tails. We'll keep doing it. But if you can show it to you bored or to your executives were investors anyone else, they'll be much more used to. Rather? No, I
spk_0: 28:40
think I think likened you. Gym membership Reckon that'll
spk_1: 28:42
be nice for people, so it's very much so. I think teacher questions around Banana prove it. But to show that that commercial ality behind a child this is a trend we've seen in broader HR circles. But again, I think the imperatives become Mohr important because if you don't understand some basics around, even how to interrogate or I'm not talking about is an actor every level I'm talking about actually trying to understand what is behind the data. What does it mean? How do we give that to my data scientist and making sense out of it? Then you're definitely fall behind because it's what there's a lot around you that have that enquiring mind set. And there's no need to look for some more meaning in numbers, not just not just a nice feeling.
spk_0: 29:20
So for our friends out there who are not working at an enterprise level on at that. Big boys. A town end who don't have the budgets to spend and things like that. How can they utilise a data and big data as a small business to get some of these Hey char text on board and convince their powers that be? Yeah, I reckon Booth,
spk_1: 29:53
same principles apply. So some of the some of the experts that I respect massively and they're doing fantastic job actually come from organisations that are definitely not top tier enterprise. And with respect, definitely not talk to Gove. You can put the smartest, most contemporary sophisticated ahead in the wrong organisation and they will bang their head against the wall and again, optic on go. But it's really hard to change some of those entities quickly where some of the big cap space and small and great examples out there They've done some really anonymity stuff is tio heads because their report, sometimes directly to the CEO they often work businesses ago. You know what I do get the value of my people. I really want to understand it. So bring the initiative and I'm all these. Prove it. But I'm all is and you'll see often a lot greater trajectory of organisation trying to shift and change from your old school sort of immature pretty Krabat recruiting through tio two or three year transformation journeys often a lot quicker and easier in organisations that are big, the same principles apply. Listen to what your organisation does understand the powers that be to say what their motivations and drivers. And then, if you can take any information or anecdotes and storeys back to them as well as, of course, the data, then they're going to be all these because how do you make them look good on if you take that field training? You know, I've seen some tremendous examples of very clever people making some big impacts in organisations in less than 12 months, which is great.
spk_0: 31:20
You got the keys to the front door directly to the CEO. You can make things
spk_1: 31:24
a barrier. So again, if it takes a big enterprises that we consulted and I've worked in firsthand for good reasons, it's bloody hard to go into a 96 10 right now and say all I want to change our entire idea, just not gonna happen right. Whereas in smaller organisations they may have a call, sort of the some sort off or or similar, but they got a lot of spreadsheets around. And if you can put a good case into bringing in a reasonably robust recruitment tool and provide a return on investment, it's a lot easier for them to turn and turn and approve it.
spk_0: 31:57
Frickin hate, Excel, spreadsheets. You love him again? No e signs. Overworked. Yeah, it is. It is so unpardonable. Words of wisdom from you, Adam. What would they be? A ll? The ta is out there on how to utilise II data and all the fun things that are coming and making choices Start
spk_1: 32:27
experimenting. So one of the things we find quite commonly that
spk_0: 32:32
way think very a get on DH. If you're not that
spk_1: 32:44
way inclined, that's okay. But start having a place. A good colleague of mine started by registering an online course cheap and easy from MIT. Sloan, which we What about practitioners and delight? Tea, Actually, Just learn. What the heck is this whole data and I think, And how does that pertain to humans? Read an article, Get out there. Have a bit of a look of things I know,
spk_0: 33:04
for all those free 30 day trials,
spk_1: 33:07
you look at things like exactly some of your sort of podcasts. And Bill Borman, William Tin Cups of the World and those of the people look at their little digest and the families of brain food. And if you find something institute that at least get you on, the journey will then follow that obviously still take the philtre of What are you trying to do? And if you're in the wrong organisation that isn't going to go anywhere. It doesn't particularly care. Then that's probably very telling. But then look at what residents of you first, because you'll learn a lot quicker. You'll be a lot more authentic when you do start playing with it. But certainly if you're a good expert on your way out, then you know, I just hate, hate the whole idea of I think it's taking away jobs. I hate the way they're killing people. Such bullshit. Correct. So I think this don't age is certainly gonna struggle if you don't at least having a bit of a play.
spk_0: 33:54
Yeah, great advice there, and I think what I'm most impressed by is that we've gone a whole podcast without mentioning the mighty Kevin. I'm actually disappointed. I knew it was gonna happen. I knew it was gonna happen. So we might just do the broadcast live from the minor Tava. Next time, I think fellas really just call people as they passed by. There were plenty of people that they have their opinion, but by the afternoon, they'll get way. Might do a live Micah's episode from the tavern on a Friday night.
spk_1: 34:23
If you give me the address, I'll find it.
spk_0: 34:26
Your names carved their way on that note. We'd like to thank Adam Walker for joining us today. It's been fantastic. With a lot of great insight. I learned so much out of thiss on DH, I actually did learn a lot more than Craig did. Thank you both. Great. Teo, Next time, everybody Hey, did you know that this episode of Tar Pot has been verified by CV cheque? The experts in background screening across Australia and New Zealand? Tick hell, do you really know who you're hiring with multiple cheques on one platform CV cheques suite of background screening services gives you everything you need to get a clearer candidate picture and better still, their platform integrates with your favourite and hey, char ia systems. Which is why they're trusted by over 22,000 businesses and cop a load of this list optics Chevron programmed Warner Brothers Seven Network, Curtin University, Linta Energy and you'II and many, many more. So if you get your demo today, hop on over to C b cheque dot com Sign on up and tell them top God sent you.
spk_2: 35:40
Thanks for listening to Tapod. Please don't forget to subscribe and look out for upcoming podcast
spk_0: 35:49
s. So what are we doing? We're talking shit. We've done no catch up. Theo Slides. This's a secret squirrel stuff cost. I think I'm waterboard me as much. So like, I'll never tell you. Just enjoy it. Not supposed to tell if you're on that