1 00:00:00,388 --> 00:00:04,452 Alex: What if employee engagement hinged less on perks and culture and 2 00:00:04,461 --> 00:00:06,607 more on defining roles with clarity? 3 00:00:07,298 --> 00:00:11,198 Today's guest shows how artificial intelligence can help human resources 4 00:00:11,198 --> 00:00:16,388 professionals break free from routine tasks and instead guide hiring managers 5 00:00:16,598 --> 00:00:21,298 in designing roles that improve engagement, retention, and performance. 6 00:00:22,016 --> 00:00:25,679 My name is Alexandre Nevski and this is Innovation Tales. 7 00:00:41,123 --> 00:00:44,933 If you ever felt that hiring, onboarding, or managing talent gets 8 00:00:44,933 --> 00:00:49,663 bogged down by vague expectations and outdated processes, you're not alone. 9 00:00:50,393 --> 00:00:55,303 My guest today is Scott Morris, and he brings nearly two decades of experience as 10 00:00:55,303 --> 00:01:00,133 a people operations executive, delivering measurable results across industries. 11 00:01:00,593 --> 00:01:05,563 Now, as the founder and CEO of Propulsion AI, Scott is on a mission to transform 12 00:01:05,563 --> 00:01:08,293 how organizations define roles - with AI. 13 00:01:09,083 --> 00:01:12,253 His platform streamlines the tedious task of writing job 14 00:01:12,253 --> 00:01:16,493 descriptions into a 15-minute process, letting HR professionals 15 00:01:16,493 --> 00:01:21,093 shift from administrative tasks to strategic, consultative partnerships. 16 00:01:21,943 --> 00:01:26,623 Scott shares practical insights rooted in his extensive experience, cutting through 17 00:01:26,623 --> 00:01:31,563 the noise to show how digital tools can solve your biggest workforce challenges. 18 00:01:32,503 --> 00:01:36,333 Whether you're aiming to hire smarter, onboard faster, or improve 19 00:01:36,333 --> 00:01:40,103 employee engagement, this conversation is packed with actionable steps 20 00:01:40,103 --> 00:01:41,743 to elevate your talent strategy. 21 00:01:42,253 --> 00:01:45,863 Without further ado, here's my conversation with Scott Morris. 22 00:01:46,717 --> 00:01:48,207 Welcome, Scott, and thanks for joining. 23 00:01:48,407 --> 00:01:51,417 Scott: Alex, I'm really thrilled to have gotten the invite to join you on 24 00:01:51,417 --> 00:01:52,597 the show and I thank you for having me. 25 00:01:52,917 --> 00:01:53,527 Alex: You're welcome. 26 00:01:53,977 --> 00:01:57,727 I'm delighted to have this opportunity to talk to you about what's been 27 00:01:57,737 --> 00:01:59,637 happening in the world of HR. 28 00:01:59,861 --> 00:02:04,971 I know you've been vocal sometimes about, the way that some organizations or 29 00:02:05,001 --> 00:02:07,431 many organizations view their HR teams. 30 00:02:07,511 --> 00:02:11,021 Let's start maybe with you explaining your thoughts about this. 31 00:02:11,171 --> 00:02:15,231 Scott: I think there are opportunities for the profession of HR to evolve. 32 00:02:15,651 --> 00:02:21,811 And I think one of the things that's going to facilitate that evolution is the 33 00:02:21,811 --> 00:02:26,061 application of new technologies, including those that we are at Propulsion AI that 34 00:02:26,071 --> 00:02:30,731 we're using in artificial intelligence and the subset of AI called machine learning. 35 00:02:31,031 --> 00:02:35,081 When you think about it, and I think anytime we start being critical, I 36 00:02:35,081 --> 00:02:38,561 think it's important to be explicit that we don't want to paint with 37 00:02:38,561 --> 00:02:39,791 too broad of a brush, right? 38 00:02:40,101 --> 00:02:42,911 There are some exceptional HR people in the world who are 39 00:02:42,911 --> 00:02:44,631 doing truly exceptional things. 40 00:02:44,681 --> 00:02:48,721 And regrettably, there is always the opposite end in any profession. 41 00:02:48,721 --> 00:02:50,846 There's always the opposite end of the spectrum. 42 00:02:51,166 --> 00:02:54,296 And we have an awful lot of HR people that are not thinking 43 00:02:54,316 --> 00:02:55,836 about workforce productivity. 44 00:02:56,136 --> 00:03:00,316 They are thinking about things like compliance and policy 45 00:03:00,316 --> 00:03:01,136 and those kinds of things. 46 00:03:01,136 --> 00:03:05,146 And it's not that those are unimportant, but they are more 47 00:03:05,166 --> 00:03:11,016 connected to risk management than they are workforce enhancement and 48 00:03:11,026 --> 00:03:13,846 ultimately I think bottom line results. 49 00:03:14,346 --> 00:03:19,156 And I think one of the, one of the places that when I am being critical of the 50 00:03:19,156 --> 00:03:23,266 profession that I've spent 25 years in, it's frequently about the entry point. 51 00:03:23,656 --> 00:03:28,296 We, have people that come into the profession that come in largely through 52 00:03:28,326 --> 00:03:35,381 administrative, rather than other functional areas and I think that hurts 53 00:03:35,381 --> 00:03:41,051 the profession, because the people that I've seen succeed, and when I say 54 00:03:41,051 --> 00:03:46,941 succeed in HR, what I mean is those who have been most capable in marrying 55 00:03:47,221 --> 00:03:54,516 an agenda of, workforce productivity, turnover reduction, employee engagement 56 00:03:55,186 --> 00:04:00,416 with business outcomes and to create that marriage, you really have to 57 00:04:00,416 --> 00:04:04,276 understand what a business manager goes through and what is important 58 00:04:04,696 --> 00:04:06,866 from a functional manager standpoint. 59 00:04:07,406 --> 00:04:11,606 But when that happens, and when you've got a person that truly understands 60 00:04:11,606 --> 00:04:15,306 the manager's business and truly understands the business of human 61 00:04:15,356 --> 00:04:17,816 capital, there's some magic that happens. 62 00:04:18,096 --> 00:04:23,276 I think the problem is, we just don't have a good building path 63 00:04:23,306 --> 00:04:25,836 within many companies to create that. 64 00:04:26,215 --> 00:04:30,305 Alex: Are you saying that some of the HR professionals, struggle to 65 00:04:30,305 --> 00:04:34,805 understand what the hiring manager, the business functions that they're, 66 00:04:35,185 --> 00:04:37,305 supporting, how they operate? 67 00:04:37,940 --> 00:04:38,400 Scott: Yeah, yeah. 68 00:04:38,400 --> 00:04:41,430 I think that's a faster way to say it than I was saying it. 69 00:04:41,490 --> 00:04:43,740 but I don't think it's because they're not trying to do it. 70 00:04:43,960 --> 00:04:46,000 It's they're not afforded the opportunities to do it. 71 00:04:46,420 --> 00:04:50,760 I think the best HR people are ones that actually come from functional 72 00:04:50,760 --> 00:04:54,720 backgrounds and then learn the skillset of human capital and 73 00:04:54,730 --> 00:04:58,370 learn about employee engagement and productivity and those kinds of 74 00:04:58,370 --> 00:05:03,625 things, rather than coming through as sort of an entry level generalist. 75 00:05:03,675 --> 00:05:06,225 And I think one of the reasons is the "urgent" always crowds out 76 00:05:06,225 --> 00:05:11,045 the important and the "urgent" are things that are more task oriented. 77 00:05:11,655 --> 00:05:14,855 And if you never get the chance to really understand what it's like to 78 00:05:14,855 --> 00:05:19,765 steer a business function, then it's really, really hard to be a good 79 00:05:19,815 --> 00:05:23,905 partner to those who are doing that and to bring an additional skillset. 80 00:05:24,175 --> 00:05:26,755 I think of those of us who lead people ops organizations. 81 00:05:27,735 --> 00:05:32,145 Alex: Yeah, of course, it's hard to get enough people in your human resources that 82 00:05:32,145 --> 00:05:34,285 are coming from functional backgrounds. 83 00:05:34,355 --> 00:05:37,965 You might be lucky and some of them might be coming from a functional 84 00:05:37,965 --> 00:05:42,895 background, but I guess, HR people must also have, specialized 85 00:05:42,895 --> 00:05:44,355 skills in their own, profession. 86 00:05:44,375 --> 00:05:48,405 that's, I guess where the technology can help scale that 87 00:05:48,425 --> 00:05:50,255 access to functional knowledge. 88 00:05:50,275 --> 00:05:50,805 Is that right? 89 00:05:51,390 --> 00:05:52,150 Scott: Well, I think so. 90 00:05:52,150 --> 00:05:56,980 And if you, if we take the work that is done within PeopleOps or human 91 00:05:57,030 --> 00:06:01,430 capital or HR, however you refer to it in your particular organization, 92 00:06:01,660 --> 00:06:05,480 if you take that work, I think you can divide it into three sort of layers. 93 00:06:05,750 --> 00:06:07,270 There is a strategic layer. 94 00:06:07,280 --> 00:06:08,900 There's a consultative layer. 95 00:06:09,275 --> 00:06:10,595 And there's an administrative layer. 96 00:06:11,085 --> 00:06:15,455 I think the best opportunities come when we look at that administrative layer. 97 00:06:16,255 --> 00:06:20,775 Most HR people especially the top HR people do not want to be 98 00:06:20,775 --> 00:06:22,365 involved in that admin layer. 99 00:06:22,365 --> 00:06:27,245 And yet that's where like the majority of the time seems to go because 100 00:06:27,245 --> 00:06:31,340 there's no shortage of, like the things of tasks that have to get done. 101 00:06:31,800 --> 00:06:36,430 I mean most really good HR people want to spend their time in consultation. 102 00:06:36,670 --> 00:06:39,010 Give you an example in talent acquisition, right? 103 00:06:39,530 --> 00:06:43,790 What we don't want to do is spend a lot of time writing a job description, 104 00:06:43,930 --> 00:06:47,480 writing a job posting, posting things to the web, coordinating 105 00:06:47,660 --> 00:06:49,680 the scheduling aspects, right? 106 00:06:49,990 --> 00:06:53,700 Where a really top recruiter or HR business partner tends to want to spend 107 00:06:53,700 --> 00:07:00,250 their time is coaching managers on interview techniques, drawing out of the 108 00:07:00,250 --> 00:07:08,280 hiring manager the nuances of the role design that they are going to build around 109 00:07:08,280 --> 00:07:14,070 for their team, ensuring that there's a top candidate experience that promotes 110 00:07:14,100 --> 00:07:16,200 the company's employment brand, right? 111 00:07:16,200 --> 00:07:19,270 That's where the HR people want to spend the time and these other 112 00:07:19,270 --> 00:07:20,700 administrative things get in their way. 113 00:07:20,840 --> 00:07:24,100 So I actually think this is a really exciting time in the sense that 114 00:07:24,680 --> 00:07:30,490 technology is going to allow those HR people to release a lot of that work. 115 00:07:30,510 --> 00:07:32,630 Now that is incredibly scary. 116 00:07:32,990 --> 00:07:37,490 For a lot of people, anytime you are letting go of what has been the mainstay 117 00:07:37,490 --> 00:07:41,650 of your job, it's got, it makes everybody nervous, like myself included, right? 118 00:07:42,110 --> 00:07:44,390 But I think that's where the greatest opportunity is. 119 00:07:44,640 --> 00:07:49,150 And if we're able to let go of those things, we're going to have the capacity 120 00:07:49,170 --> 00:07:53,480 to embrace these other aspects that are more strategic in nature, more 121 00:07:53,480 --> 00:07:56,540 consultative in nature And I think that's really what top HR people want. 122 00:07:56,560 --> 00:07:59,770 Certainly what I wanted for all of the people that I worked with and 123 00:07:59,910 --> 00:08:01,360 what I wanted for myself as well. 124 00:08:02,765 --> 00:08:06,665 Alex: And that's certainly connects with topics or a theme that I've 125 00:08:06,665 --> 00:08:12,425 seen come back quite regularly in this podcast is that the availability 126 00:08:12,425 --> 00:08:14,145 of technology is not enough. 127 00:08:14,175 --> 00:08:17,915 It's a necessary, but not sufficient condition because not everyone 128 00:08:17,915 --> 00:08:24,005 is going to immediately embrace and understand the benefits but 129 00:08:24,005 --> 00:08:26,155 sometimes will also, see the risks. 130 00:08:26,205 --> 00:08:32,275 And so maybe, before we move on to describing some of the technological 131 00:08:32,365 --> 00:08:37,177 solutions that are available, what kind of shift needs to happen 132 00:08:37,177 --> 00:08:40,447 within an organization's leadership in order to make this possible? 133 00:08:41,107 --> 00:08:44,327 Scott: So I know you know from my background as you and I have had 134 00:08:44,367 --> 00:08:48,337 multiple discussions about it, but for the sake of your audience, I spent. 135 00:08:48,657 --> 00:08:52,907 25 years in HR, 20 of those in a C level role organizations that 136 00:08:52,907 --> 00:08:56,137 are, 15, 000 in size down to 250. 137 00:08:56,567 --> 00:08:59,657 And then I made a jump and I became a tech entrepreneur and I learned 138 00:08:59,657 --> 00:09:02,687 something that surprisingly over that 25 years I hadn't learned. 139 00:09:02,717 --> 00:09:03,967 And it's about experimenting. 140 00:09:03,967 --> 00:09:05,107 It's about failing fast. 141 00:09:05,267 --> 00:09:10,087 And I think that's the first mindset that I think all of us, especially those of 142 00:09:10,087 --> 00:09:15,787 us in leadership roles need to adopt, which is that to your point from a second 143 00:09:15,787 --> 00:09:22,137 ago, that transformation, that let go or letting go of the old sort of, this is how 144 00:09:22,137 --> 00:09:26,017 I defined value in my job and embracing the new way that we're going to deliver 145 00:09:26,137 --> 00:09:28,147 value that doesn't happen overnight. 146 00:09:28,367 --> 00:09:32,807 And it most certainly doesn't happen in a single iteration, I don't think. 147 00:09:32,977 --> 00:09:35,942 And so the idea of, especially from a manager's point of view, 148 00:09:36,242 --> 00:09:38,572 the idea of my people are going to pivot a couple of times. 149 00:09:38,642 --> 00:09:39,552 We're going to try something. 150 00:09:39,692 --> 00:09:40,512 It's going to be an experiment. 151 00:09:40,512 --> 00:09:41,862 We can do a small scale on it. 152 00:09:42,012 --> 00:09:42,722 It may work. 153 00:09:42,732 --> 00:09:43,252 It may not. 154 00:09:43,252 --> 00:09:44,562 We're going to see what the results are. 155 00:09:44,782 --> 00:09:46,212 And then we're going to pivot and adjust it. 156 00:09:46,402 --> 00:09:47,042 We're going to move on. 157 00:09:47,272 --> 00:09:52,431 And I think if we take that pivoting mindset, that from a manager's point 158 00:09:52,431 --> 00:09:57,031 of view, then I think that sets the stage, lays the foundation for our 159 00:09:57,071 --> 00:10:01,556 people to be successful, there's another pivot or another mindset shift 160 00:10:01,556 --> 00:10:03,016 rather that I think has to happen. 161 00:10:03,016 --> 00:10:06,076 And that's on the part of each of us as practitioners. 162 00:10:06,516 --> 00:10:09,586 And that is that we have to be willing to actually make that jump 163 00:10:09,596 --> 00:10:13,786 to say I have delivered value that way, but I'm going to let that go. 164 00:10:14,276 --> 00:10:17,716 There is a lot of talk about AI taking people's jobs. 165 00:10:17,746 --> 00:10:21,381 And I think that's false. 166 00:10:21,381 --> 00:10:23,121 I don't think that's going to happen. 167 00:10:23,171 --> 00:10:27,971 And this is my real point that people, who embrace technology and are able 168 00:10:27,971 --> 00:10:32,706 to make that mindset shift, are going to take the roles of people who don't. 169 00:10:33,221 --> 00:10:35,191 So it's not AI that's going to take the job. 170 00:10:35,221 --> 00:10:39,231 It's other people who are able to make that mental shift and deliver value in new 171 00:10:39,281 --> 00:10:44,511 ways that are more likely to take the jobs of those who are holding on to that old 172 00:10:44,511 --> 00:10:46,721 way of delivering value in any profession. 173 00:10:46,721 --> 00:10:49,511 By the way, that's, I don't think that's limited to HR. 174 00:10:50,391 --> 00:10:51,711 Alex: Absolutely, yeah, it's well said. 175 00:10:51,741 --> 00:10:56,301 And I think it's one of the missions of this podcast is to help people 176 00:10:56,731 --> 00:11:02,451 take those steps by showing them what others have, achieved with them. 177 00:11:02,451 --> 00:11:06,261 So with that, I think it's a good point to transition to 178 00:11:06,451 --> 00:11:10,301 Propulsion AI and the product or the set of products you've built. 179 00:11:10,381 --> 00:11:12,561 I've had a peek at the demo. 180 00:11:12,611 --> 00:11:13,891 it's very exciting. 181 00:11:13,891 --> 00:11:15,341 I think you are calling. 182 00:11:15,861 --> 00:11:17,901 it/her Athena. 183 00:11:18,631 --> 00:11:22,108 digital human, I think you're referring to her. 184 00:11:22,108 --> 00:11:22,468 Scott: Yes. 185 00:11:25,471 --> 00:11:30,921 Alex: And, I like in the description that it's, not a document template, it's not 186 00:11:30,921 --> 00:11:35,211 a form filler and it's not a GPT wrapper. 187 00:11:35,371 --> 00:11:36,051 So what is it? 188 00:11:36,731 --> 00:11:39,631 Scott: Well, so let me have you get a mental image for a second. 189 00:11:39,761 --> 00:11:43,551 So you get the authority, you get the ability, you get the budget 190 00:11:43,751 --> 00:11:46,601 to hire new roles onto your team. 191 00:11:47,431 --> 00:11:52,441 And likely, the first thing that you do is you go to HR and you say, I am going 192 00:11:52,441 --> 00:11:57,261 to hire these roles and I need you to get this on the web as quickly as you can. 193 00:11:57,561 --> 00:12:01,241 And HR says back to you, well, I need to build a spec. 194 00:12:01,331 --> 00:12:02,611 Tell me what the role does. 195 00:12:03,331 --> 00:12:05,611 And most managers are going to say something like, well, 196 00:12:05,611 --> 00:12:06,871 I need somebody like Bob. 197 00:12:07,641 --> 00:12:11,071 And HR is going to say, but that's not a job description. 198 00:12:11,341 --> 00:12:14,451 And the manager is thinking, well, I don't know how to write a job description, and I 199 00:12:14,471 --> 00:12:16,041 don't really care about a job description. 200 00:12:16,061 --> 00:12:18,251 I just know I need somebody to do these things. 201 00:12:18,411 --> 00:12:23,601 And the reality in that scenario is that managers, they know kind of what 202 00:12:23,601 --> 00:12:27,991 they want, but we are all universally bad at getting that out of our heads. 203 00:12:28,211 --> 00:12:30,991 And even if we can get it out of our heads, we're universally bad at 204 00:12:30,991 --> 00:12:32,541 doing the creative writing around it. 205 00:12:32,811 --> 00:12:38,721 And yet, a really thoughtful job design drives bottom line performance. 206 00:12:39,096 --> 00:12:44,056 Because it drives productivity and that drives engagement and it drives purpose. 207 00:12:44,386 --> 00:12:48,056 And so getting that job design right is incredibly important. 208 00:12:48,306 --> 00:12:49,416 We fix that. 209 00:12:49,756 --> 00:12:53,006 Recruiters tell us that actually sitting side by side and doing the 210 00:12:53,006 --> 00:12:54,976 hard work takes them four to six hours. 211 00:12:55,036 --> 00:12:56,566 That's what our customers are telling us. 212 00:12:57,276 --> 00:13:02,941 Propulsion AI fixes that problem in around 15 minutes. 213 00:13:03,161 --> 00:13:08,151 First of all, Athena, our digital human is going to engage you in a conversation and 214 00:13:08,181 --> 00:13:13,421 she is going to help you get those details out of your head by using frameworks that 215 00:13:13,421 --> 00:13:18,291 are used by the world's top recruiters and HR business partners and talent leaders. 216 00:13:19,171 --> 00:13:23,191 And as she is engaging you in that conversation, the true values delivered. 217 00:13:23,441 --> 00:13:26,241 Which is that you as a user get your head around the role. 218 00:13:26,571 --> 00:13:30,621 Now, rather than saying somebody like Bob or writing a job description 219 00:13:30,631 --> 00:13:34,301 that reads like an obituary, now you have a clear idea of what you want. 220 00:13:34,321 --> 00:13:36,241 What I mean is how it fits strategy. 221 00:13:36,461 --> 00:13:39,191 What kind of outcomes does the person need to generate? 222 00:13:39,241 --> 00:13:40,751 How are you going to measure success? 223 00:13:41,021 --> 00:13:42,461 What kind of competencies are necessary? 224 00:13:42,471 --> 00:13:44,621 What kind of skills are going to be necessary? 225 00:13:44,771 --> 00:13:47,361 Which of those competencies and skills do you need coming in? 226 00:13:47,601 --> 00:13:49,091 Which can you build along the way? 227 00:13:49,561 --> 00:13:54,301 And in designing the role that way, You now have a roadmap to not only 228 00:13:54,311 --> 00:13:58,611 great hiring, which means faster screening, faster sourcing, faster 229 00:13:58,621 --> 00:14:02,661 interviewing, more directed interviewing, but you also have a path to learning 230 00:14:02,661 --> 00:14:03,961 and growth for the individual. 231 00:14:04,081 --> 00:14:06,931 You have a roadmap for really good performance management. 232 00:14:07,201 --> 00:14:10,581 Think about generating all of that in as little as 15 minutes. 233 00:14:10,781 --> 00:14:11,458 That's what we do. 234 00:14:12,708 --> 00:14:17,481 Alex: Ok, so, let me play this back to you for my sake and the audience as well. 235 00:14:17,921 --> 00:14:24,066 The first pain point that Athena helps with is the formulation of the 236 00:14:24,066 --> 00:14:27,556 actual, you said job description, but it's more than the document. 237 00:14:27,556 --> 00:14:30,576 it's what the role is going to be for somebody. 238 00:14:30,822 --> 00:14:36,702 It can not just save time from hiring managers and the HR team, but also 239 00:14:36,742 --> 00:14:40,232 drive employee retention and engagement. 240 00:14:40,562 --> 00:14:41,602 Can you elaborate on that? 241 00:14:42,232 --> 00:14:45,772 Scott: Sure, I mean, think about the last job description you read. 242 00:14:46,522 --> 00:14:48,122 Was it filled with tasks? 243 00:14:49,002 --> 00:14:50,272 I'll give you a concrete example. 244 00:14:50,382 --> 00:14:51,852 Let's say we're hiring an accountant. 245 00:14:52,552 --> 00:14:56,382 would be totally reasonable for me to write in as a duty, 246 00:14:56,662 --> 00:14:58,342 follow up on delinquent accounts. 247 00:14:58,382 --> 00:15:01,152 But when you think about it, that's a means to an end. 248 00:15:01,637 --> 00:15:04,447 Do I really care that people come in every day and write a bunch of 249 00:15:04,447 --> 00:15:05,827 emails and make a bunch of calls? 250 00:15:05,827 --> 00:15:09,537 I mean, I guess I do, but I care about it as a means to an end. 251 00:15:09,547 --> 00:15:13,027 And the end is moving a number, and that number in accounting 252 00:15:13,027 --> 00:15:14,617 is called days outstanding. 253 00:15:14,857 --> 00:15:18,837 It's a measure of efficiency about how the organization collects money. 254 00:15:19,147 --> 00:15:20,387 That's what I really care about. 255 00:15:20,607 --> 00:15:24,257 It doesn't matter to me how they do it, or it matters less to me how they do it. 256 00:15:24,587 --> 00:15:27,297 It matters more to me that they are actually moving that number. 257 00:15:27,417 --> 00:15:28,217 And guess what? 258 00:15:29,062 --> 00:15:32,252 If I say to that person, your job is to follow up on delinquent accounts 259 00:15:32,252 --> 00:15:34,052 and make calls and write emails. 260 00:15:34,282 --> 00:15:35,392 How engaging is that? 261 00:15:35,842 --> 00:15:39,132 But by contrast, if I say, look, it's really important to this business, 262 00:15:39,372 --> 00:15:42,452 to the way that we make money, that we keep that day's outstanding number 263 00:15:42,452 --> 00:15:44,182 low, and you're accountable for it. 264 00:15:44,902 --> 00:15:50,287 That is a much more engaging statement from the beginning, but it also clears 265 00:15:50,287 --> 00:15:51,817 the path for a different dynamic. 266 00:15:52,477 --> 00:15:55,517 If I'm firm on the outcome, what I want is for you to bring 267 00:15:55,517 --> 00:15:57,757 days outstanding from X to Y. 268 00:15:58,187 --> 00:16:01,027 You come back to me at some point and you say, hey, look, if that's what you 269 00:16:01,027 --> 00:16:03,097 need, shouldn't I be doing these things? 270 00:16:03,462 --> 00:16:07,212 And I say, well, of course I didn't even, I didn't even know that 271 00:16:07,252 --> 00:16:08,522 I don't do the frontline work. 272 00:16:08,772 --> 00:16:09,182 Yes. 273 00:16:09,202 --> 00:16:09,942 Do those things. 274 00:16:10,202 --> 00:16:15,292 So now this person not only has the ability to be more autonomous, which 275 00:16:15,292 --> 00:16:19,492 is going to build purpose and pride and engagement, but they are now 276 00:16:19,662 --> 00:16:24,522 taking, they're in a position to be an owner rather than just a task doer. 277 00:16:24,522 --> 00:16:25,982 And that's what leads to engagement. 278 00:16:26,192 --> 00:16:30,772 And we know from a Towers Watson study that fully engaged employees tend to 279 00:16:30,772 --> 00:16:33,712 produce 16% more than we pay them. 280 00:16:34,162 --> 00:16:37,832 Fully disengaged employees, only about 60%. 281 00:16:37,962 --> 00:16:42,852 We lose 0.4 FTE (full time equivalent of a person) for every 282 00:16:42,852 --> 00:16:44,442 fully disengaged employee we have. 283 00:16:44,642 --> 00:16:48,582 And we know from Gallup that only about 33% of the world's 284 00:16:48,612 --> 00:16:51,342 work population is fully engaged. 285 00:16:55,362 --> 00:16:55,632 Right. 286 00:16:55,852 --> 00:17:00,202 That loss of engagement, that lack of fit has a 1. 287 00:17:00,202 --> 00:17:02,952 1 trillion dollar price tag globally. 288 00:17:04,162 --> 00:17:04,622 Alex: Wow! 289 00:17:05,612 --> 00:17:09,202 And so it's also sounds like you would want helping the hiring managers, 290 00:17:09,222 --> 00:17:15,422 not just formulate the role upfront, but throughout, this employee's, time 291 00:17:15,422 --> 00:17:16,502 with the organization, wouldn't you? 292 00:17:17,382 --> 00:17:20,302 Scott: But, you know, it's an interesting point that you say that because another 293 00:17:20,302 --> 00:17:24,192 phenomenon that we see, in a lot of organizations is that you start out 294 00:17:24,192 --> 00:17:28,022 with a job description and even if let's make the assumption for the sake of the 295 00:17:28,022 --> 00:17:29,792 example, but it's a great job description. 296 00:17:29,792 --> 00:17:31,152 It's perfectly written, et cetera. 297 00:17:31,592 --> 00:17:32,892 Business needs change. 298 00:17:33,232 --> 00:17:38,177 And in the world of today, if I report to you and the business context has 299 00:17:38,177 --> 00:17:39,367 changed, you're going to call me in. 300 00:17:39,377 --> 00:17:42,427 You're going to say, hey, Scott, look, business has changed a couple of things. 301 00:17:42,427 --> 00:17:43,417 I need to take out of your job. 302 00:17:43,417 --> 00:17:44,797 A couple of things that I want to put in. 303 00:17:44,857 --> 00:17:46,027 Here are my ideas. 304 00:17:46,057 --> 00:17:48,037 You and I are just having a free form conversation. 305 00:17:48,317 --> 00:17:49,707 I'm a good corporate citizen. 306 00:17:49,707 --> 00:17:51,807 And so I'm going to say, Alex, not a problem. 307 00:17:52,137 --> 00:17:52,767 I'm on board. 308 00:17:53,207 --> 00:17:54,357 I leave the office. 309 00:17:54,537 --> 00:17:56,737 You and I effectively have a handshake on it, right? 310 00:17:56,767 --> 00:17:57,777 I leave the office. 311 00:17:58,007 --> 00:18:02,237 You have every intention of updating my job description, but then 50 other things 312 00:18:02,237 --> 00:18:04,477 crowd that out and it never gets done. 313 00:18:04,707 --> 00:18:09,337 And so over time, my job description has exactly zero to do with my job. 314 00:18:09,687 --> 00:18:12,992 And the importance of the job description is it creates it clarity. 315 00:18:13,282 --> 00:18:14,432 It's purpose. 316 00:18:14,552 --> 00:18:16,322 And I'm not talking about what gets posted to the web. 317 00:18:16,362 --> 00:18:18,012 I'm talking about the job description document. 318 00:18:18,242 --> 00:18:22,102 It's purpose is to reduce ambiguity such that I can operate with as 319 00:18:22,142 --> 00:18:23,932 much autonomy as you can offer me. 320 00:18:24,412 --> 00:18:26,882 I don't feel like I have to bring everything to you and you don't feel 321 00:18:26,882 --> 00:18:28,432 like you have to micromanage me. 322 00:18:28,522 --> 00:18:32,322 So that document, it's easy to think of it as just a piece of paper, but 323 00:18:32,322 --> 00:18:36,272 it's actually supremely important to my ability to go out and drive 324 00:18:36,272 --> 00:18:37,557 results for the organization. 325 00:18:37,902 --> 00:18:41,562 And so the fact that it's out of date, in some organizations could 326 00:18:41,572 --> 00:18:45,082 mean zero, but in most organizations, it's going to mean a lot. 327 00:18:45,512 --> 00:18:48,552 In the world of tomorrow, rather than coming to me with loose 328 00:18:48,552 --> 00:18:50,832 ideas, you go to Athena first. 329 00:18:51,172 --> 00:18:55,857 You and Athena work out the concrete spec for that job, for that new job, 330 00:18:55,867 --> 00:19:00,037 my pivoted job, that meets what you need to accomplish or what you need 331 00:19:00,037 --> 00:19:03,717 to accomplish through me, you and I sit down around that document. 332 00:19:03,907 --> 00:19:06,897 And now it's much more tangible for me as an employee, you 333 00:19:06,897 --> 00:19:08,127 and I collaborate around that. 334 00:19:08,137 --> 00:19:11,867 You maybe take some notes, you turn back around to Athena when you're done. 335 00:19:12,247 --> 00:19:14,097 And it's a five minute update process. 336 00:19:14,177 --> 00:19:18,262 You send it to me electronically, and I sign off and it's done. 337 00:19:18,642 --> 00:19:20,792 And so it's a much different context internally. 338 00:19:20,792 --> 00:19:24,642 That's an internal use case that we think is legitimate and that we're starting 339 00:19:24,642 --> 00:19:27,012 to hear from our customers is happening. 340 00:19:27,942 --> 00:19:28,632 Alex: Yeah, yeah, absolutely. 341 00:19:29,092 --> 00:19:32,392 I mean, you've already said it, but I'll just repeat it because I think 342 00:19:32,402 --> 00:19:37,112 it's important that the job description in many organizations is a formality. 343 00:19:37,112 --> 00:19:42,708 It's a missed opportunity to actually, drive people's, like you say, engagement 344 00:19:42,728 --> 00:19:47,298 and ultimately the outcomes that the organization requires and using 345 00:19:47,298 --> 00:19:51,868 artificial intelligence, what you are doing at Propulsion AI is you're helping 346 00:19:51,868 --> 00:19:56,958 organizations leverage this opportunity to actually make it relevant and also 347 00:19:56,988 --> 00:20:02,148 use it as an opportunity to, build in the best practices and, in situations where 348 00:20:02,148 --> 00:20:06,988 it would not be, economically feasible to, handhold, to support, either the 349 00:20:06,988 --> 00:20:09,268 manager or the employee, as frequently. 350 00:20:10,008 --> 00:20:14,773 And then, I wanted to pivot, to reuse the word, to the view from 351 00:20:14,793 --> 00:20:16,753 the human resources teams, right? 352 00:20:16,813 --> 00:20:20,903 Because it sounds great from the point of view of the employee who 353 00:20:20,903 --> 00:20:23,823 gets a much clearer definition of what they need to be doing. 354 00:20:24,223 --> 00:20:27,293 Very, useful support for managers. 355 00:20:27,643 --> 00:20:33,098 But from the point of view of HR, I guess some in the audience might think that this 356 00:20:33,128 --> 00:20:37,988 means the end of HR, that an organization can simply, let go all of their HR 357 00:20:37,998 --> 00:20:40,018 people and then use Athena instead. 358 00:20:40,268 --> 00:20:41,828 But you already said that it's not the case. 359 00:20:41,838 --> 00:20:42,528 Can you elaborate? 360 00:20:43,088 --> 00:20:43,668 Scott: Yeah, sure. 361 00:20:43,668 --> 00:20:45,488 I'll give you an example. 362 00:20:45,678 --> 00:20:50,198 In my last corporate assignment as a chief people officer, we were 363 00:20:50,218 --> 00:20:54,393 merging together four previously independent SaaS companies into one. 364 00:20:55,113 --> 00:20:59,343 one of the things that my team had to do around that merger was ensure that 365 00:20:59,343 --> 00:21:02,583 everybody had a job description in place. 366 00:21:02,833 --> 00:21:04,183 And we're talking about four companies, right? 367 00:21:04,323 --> 00:21:05,283 Some of them had good ones. 368 00:21:05,283 --> 00:21:06,053 Some of them didn't. 369 00:21:06,183 --> 00:21:07,463 Some of them had up-to-date ones. 370 00:21:07,483 --> 00:21:09,623 Some didn't, but it was a hodgepodge of different things. 371 00:21:09,673 --> 00:21:14,448 So we effectively had to write or rewrite 400 job descriptions. 372 00:21:14,448 --> 00:21:15,978 It took us 13 weeks. 373 00:21:16,718 --> 00:21:20,668 And with this product, with this platform, with Propulsion AI, it 374 00:21:20,668 --> 00:21:22,008 would have been done in an afternoon. 375 00:21:22,468 --> 00:21:25,098 Now the writing would have been done in an afternoon. 376 00:21:25,408 --> 00:21:29,668 What would have been left is that consultative layer and the strategic 377 00:21:29,678 --> 00:21:31,618 layer that I mentioned before, right? 378 00:21:31,878 --> 00:21:37,303 What Propulsion would have done is eliminated the need 379 00:21:37,343 --> 00:21:39,443 for HR to be a middle person. 380 00:21:39,753 --> 00:21:44,573 The truth is that a lot of HR people lack the operational experience. 381 00:21:45,163 --> 00:21:52,733 What that makes us is highly skilled, very willing participants, but 382 00:21:52,743 --> 00:21:56,853 not knowledgeable as the manager is about what they need in their 383 00:21:56,853 --> 00:21:58,163 organization and why they need it. 384 00:21:58,653 --> 00:22:01,143 So it's important to keep that manager in the driver's seat role. 385 00:22:01,393 --> 00:22:06,568 But because it's such an onerous task in the world of today, the HR people come in 386 00:22:06,568 --> 00:22:08,158 and say, let us take that burden from you. 387 00:22:08,168 --> 00:22:09,538 Well, there's a trade off to that. 388 00:22:09,928 --> 00:22:12,758 So I take the burden, but I don't really understand the work. 389 00:22:12,758 --> 00:22:14,225 So do I do the job as well? 390 00:22:14,828 --> 00:22:19,388 What we've tried to do is make it so it's not an onerous task, so we can 391 00:22:19,468 --> 00:22:21,248 keep that manager in the driver's seat. 392 00:22:21,468 --> 00:22:26,408 And that's how we would turn that 13 weeks into an afternoon insofar as the writing. 393 00:22:26,428 --> 00:22:30,278 Because every manager would be responsible for doing their own. 394 00:22:31,228 --> 00:22:32,505 They are the experts. 395 00:22:32,598 --> 00:22:34,458 That expertise comes out of their head. 396 00:22:34,698 --> 00:22:37,888 Now the HR people come in and we start to consult and we start to 397 00:22:37,888 --> 00:22:42,578 say, okay, let's look at this job and how it might fit a job family. 398 00:22:42,948 --> 00:22:45,988 So now I start to think about career progression from one level 399 00:22:45,988 --> 00:22:50,618 to another, based on what I see in this job and this job from this 400 00:22:50,618 --> 00:22:53,548 manager and a subsequent manager. 401 00:22:53,788 --> 00:22:55,658 So that's one layer of consultation. 402 00:22:55,798 --> 00:22:58,858 Another might be focused on key performance indicators. 403 00:22:58,958 --> 00:23:00,768 Propulsion AI does two things. 404 00:23:00,868 --> 00:23:06,568 In addition to helping the manager focus on the outcomes, Athena 405 00:23:06,568 --> 00:23:10,338 will help that manager define the best ways to measure success. 406 00:23:10,838 --> 00:23:12,843 It happens in really two layers. 407 00:23:13,033 --> 00:23:14,413 One is KPIs. 408 00:23:14,883 --> 00:23:18,063 And so, as a chief people officer, one of my typical KPIs 409 00:23:18,283 --> 00:23:20,453 was employee net promoter score. 410 00:23:21,053 --> 00:23:24,673 It's a measure of employee engagement within the organization, right? 411 00:23:24,963 --> 00:23:31,893 But it's not enough that my boss, the CEO, says you're accountable for eNPS. 412 00:23:32,213 --> 00:23:37,943 If we have the right relationship, he should say eNPS is at 50 and 413 00:23:37,973 --> 00:23:39,763 I need you to move it to 70. 414 00:23:40,483 --> 00:23:48,463 So now I have KPI and I have effectively an OKR, a measure, a movement of a number. 415 00:23:48,773 --> 00:23:51,033 Because back, you know, to the same example that I was giving 416 00:23:51,033 --> 00:23:52,353 on "days outstanding", right? 417 00:23:52,943 --> 00:23:55,163 What I do is a means to an end. 418 00:23:55,818 --> 00:24:00,358 The reason I'm doing it is to move that KPI from one place to another 419 00:24:00,368 --> 00:24:03,528 place, because that's what produces the return for the business. 420 00:24:03,738 --> 00:24:06,588 And that's how I know that I'm actually accountable, not for the 421 00:24:06,588 --> 00:24:11,008 day to day grind alone, but for something that's truly meaningful. 422 00:24:11,028 --> 00:24:12,528 And that's where engagement comes from. 423 00:24:12,748 --> 00:24:16,718 So that's the new role that the HR people take on now. 424 00:24:16,728 --> 00:24:20,608 They are higher level consultants to those managers in an area 425 00:24:20,608 --> 00:24:22,628 where they are squarely qualified. 426 00:24:22,978 --> 00:24:27,898 To be able to deliver services, which is now thinking about the whole, how the jobs 427 00:24:27,928 --> 00:24:32,448 fit together, how each job is going to move the numbers, why that KPI, et cetera. 428 00:24:32,748 --> 00:24:38,108 And in the case of where the HR people are recruiting, the conversation 429 00:24:38,268 --> 00:24:41,138 is now 10 X farther down the road. 430 00:24:41,628 --> 00:24:45,268 Rather than talking about picking details, we're now talking about 431 00:24:45,338 --> 00:24:47,158 getting into that recruiter's head. 432 00:24:47,718 --> 00:24:53,518 A true picture of what that manager needs to see. 433 00:24:54,088 --> 00:24:57,723 And that eliminates the dynamic of, hey, here's 10 candidates. 434 00:24:57,733 --> 00:25:01,073 And the manager looks through resumes and says, I need to see more candidates. 435 00:25:01,083 --> 00:25:04,513 Well, the times that that happens is where the recruiter hasn't been 436 00:25:04,903 --> 00:25:08,833 as clear about what is going to thrill that manager when they see it. 437 00:25:09,073 --> 00:25:12,313 This process reverses that because the spec comes out really clear. 438 00:25:12,603 --> 00:25:17,273 Now the recruiter or the HR business partner can deeply interrogate that 439 00:25:17,313 --> 00:25:23,608 with the manager goes away possessed of a much higher, broader amount 440 00:25:23,628 --> 00:25:27,158 of information and knowledge and concept about what is necessary. 441 00:25:27,168 --> 00:25:30,238 And that's going to lead to really good sourcing and really 442 00:25:30,238 --> 00:25:31,888 good initial candidate screen. 443 00:25:32,600 --> 00:25:33,750 Alex: I love that answer. 444 00:25:34,040 --> 00:25:36,840 I think one, it's elegant because it's symmetrical. 445 00:25:37,200 --> 00:25:42,620 The things you were saying about focusing on the outcomes rather than on the tasks 446 00:25:42,630 --> 00:25:45,050 for the employees that were being hired. 447 00:25:45,540 --> 00:25:50,270 You've pretty much repeated the same thing for the HR teams themselves. 448 00:25:50,300 --> 00:25:54,890 The people working in HR are also getting to focus on the outcomes, just 449 00:25:54,890 --> 00:25:56,600 like the people that they help hire. 450 00:25:56,600 --> 00:26:00,020 So I think wonderful and quite elegant. 451 00:26:00,460 --> 00:26:02,600 Scott: From a people standpoint, right? 452 00:26:02,610 --> 00:26:04,530 I think it's also a good use of technology, right? 453 00:26:04,530 --> 00:26:08,080 We should be using technology to make our people able to deliver 454 00:26:08,110 --> 00:26:10,390 more value, not to replace them. 455 00:26:10,995 --> 00:26:11,465 Alex: Absolutely. 456 00:26:11,555 --> 00:26:16,445 And I guess that's what I was going to actually also say. 457 00:26:17,165 --> 00:26:23,405 That's perfect because it is a recurrent theme in this show is how we are 458 00:26:23,415 --> 00:26:28,115 essentially with the various technologies that, we're deploying, especially of 459 00:26:28,115 --> 00:26:34,065 course, artificial intelligence, we are more and more getting to, for those of 460 00:26:34,065 --> 00:26:38,365 us who embrace those technologies, of course, we're getting to see a bigger 461 00:26:38,365 --> 00:26:40,335 picture than we were able to do before. 462 00:26:40,335 --> 00:26:44,755 So the nature of work changes, but it certainly doesn't eliminate work. 463 00:26:45,130 --> 00:26:46,320 Scott: No, no. 464 00:26:46,340 --> 00:26:51,080 And there is no, I mean, any, any HR person will tell you there is no shortage 465 00:26:51,080 --> 00:26:55,680 of things to do, no shortage of priorities that the organization has that we 466 00:26:55,680 --> 00:26:58,400 somehow, leave unmet on the sidelines. 467 00:26:58,450 --> 00:27:02,740 And so that's why I'm so hopeful and so optimistic about the inclusion 468 00:27:02,740 --> 00:27:06,370 of technologies like propulsion AI, because it's going to free people, 469 00:27:06,380 --> 00:27:10,620 free HR people, to do things that they haven't had the capacity to do before. 470 00:27:10,920 --> 00:27:12,060 Alex: Perfect. 471 00:27:12,550 --> 00:27:16,670 And as we're about to wrap up, a couple of questions: is there a 472 00:27:17,060 --> 00:27:21,740 book, a tool or a habit that has made a particularly significant 473 00:27:21,740 --> 00:27:23,790 impact on you in the last year or so? 474 00:27:24,431 --> 00:27:26,681 Scott: Well, I mean, I think I'd be foolish if I didn't say, I 475 00:27:26,681 --> 00:27:28,561 think the tool is Propulsion AI. 476 00:27:29,301 --> 00:27:32,581 But I know, I take the spirit of the question that you're asking. 477 00:27:32,771 --> 00:27:36,901 There's an incredibly good book on leadership that is written by a 478 00:27:36,901 --> 00:27:39,121 professor named Ron Heifetz at Harvard. 479 00:27:39,581 --> 00:27:42,001 And the book is titled "Leadership on the Line". 480 00:27:42,731 --> 00:27:45,741 And it's a book on adaptive leadership. 481 00:27:46,561 --> 00:27:50,141 And I like it because the whole concept of adaptive leadership is 482 00:27:50,141 --> 00:27:53,171 that your responsibility, first of all, leadership is a verb. 483 00:27:53,171 --> 00:27:53,921 It's not a noun. 484 00:27:54,211 --> 00:27:56,731 You can only see it when it's being exercised. 485 00:27:56,761 --> 00:28:00,581 That's what, professor Heifetz and his writing partner, Marty 486 00:28:00,581 --> 00:28:01,611 Linsky, write in the book. 487 00:28:02,001 --> 00:28:07,711 And the, so as you are exercising leadership, which now is independent, 488 00:28:08,041 --> 00:28:12,091 anybody is a leader, if you are exercising leadership, right? 489 00:28:12,101 --> 00:28:14,361 You are a leader by virtue of your title. 490 00:28:14,531 --> 00:28:16,461 It's part one of the book that I really like. 491 00:28:16,701 --> 00:28:23,286 The second is that your role as a leader is to challenge and provoke an 492 00:28:23,296 --> 00:28:26,326 organization at a rate that it can absorb. 493 00:28:27,306 --> 00:28:30,976 And so that constant gentle pressure, which is the nature 494 00:28:30,976 --> 00:28:32,136 of adaptive leadership. 495 00:28:32,156 --> 00:28:38,796 You through your actions are helping the organization to evolve and change. 496 00:28:39,016 --> 00:28:42,206 I think that's an important mindset for anybody in a leadership role. 497 00:28:42,396 --> 00:28:43,386 That's the real work. 498 00:28:43,676 --> 00:28:45,196 The real work is not to be safe. 499 00:28:45,396 --> 00:28:47,436 The real work is not to make everybody happy. 500 00:28:47,706 --> 00:28:52,646 The real work is to provoke that organization at a rate that it can accept. 501 00:28:53,026 --> 00:28:56,086 And by doing that, help it to evolve and change. 502 00:28:56,116 --> 00:28:59,776 Sometimes that's through different ways of organizing. 503 00:28:59,846 --> 00:29:02,646 Sometimes it's different mindsets that you bring to the table. 504 00:29:02,706 --> 00:29:05,526 Sometimes it's the application of technology , but that 505 00:29:05,566 --> 00:29:07,176 is the work of leadership. 506 00:29:07,536 --> 00:29:10,116 And again, I like that they frame it. 507 00:29:10,116 --> 00:29:11,316 And I truly believe this. 508 00:29:11,476 --> 00:29:15,286 You don't have to be in a titled role to be a leader. 509 00:29:15,306 --> 00:29:17,746 All you have to do is exercise leadership. 510 00:29:18,085 --> 00:29:18,535 Alex: Terrific. 511 00:29:18,535 --> 00:29:20,825 And of course we'll link the book in the description. 512 00:29:21,245 --> 00:29:25,555 And, finally, is there one thing that you're confident that won't 513 00:29:25,605 --> 00:29:28,535 change in the next 10 years and why does it stand out to you? 514 00:29:29,225 --> 00:29:32,305 Scott: I was going to say no, because everything changes, right? 515 00:29:32,485 --> 00:29:36,015 But I do think there's one constant and it goes to a core philosophy that we 516 00:29:36,015 --> 00:29:37,795 just have about people at Propulsion AI. 517 00:29:38,465 --> 00:29:41,380 Everybody wants to come to work and do good work. 518 00:29:42,290 --> 00:29:47,210 And when we see people that are not in that mind space, it's usually because 519 00:29:47,210 --> 00:29:48,890 we've allowed things to interfere. 520 00:29:49,390 --> 00:29:53,780 And that's why we think the concept of clarity and a fit is so critically 521 00:29:53,780 --> 00:29:58,270 important because when people are clear and understand what is expected of them 522 00:29:58,610 --> 00:30:01,990 and they understand the standards by which they're going to be measured and 523 00:30:01,990 --> 00:30:05,200 they have outcomes that are meaningful to the business that they're being asked 524 00:30:05,200 --> 00:30:07,880 to be owners of, that builds pride. 525 00:30:08,230 --> 00:30:12,910 It goes to that sense of the desire that I think every person has when 526 00:30:12,910 --> 00:30:14,860 they come to work for accomplishment. 527 00:30:15,260 --> 00:30:18,090 And that creates a good situation. 528 00:30:18,090 --> 00:30:19,350 That's a world that we all want to be in. 529 00:30:19,790 --> 00:30:22,570 And I don't think human nature changes over 10 years. 530 00:30:22,640 --> 00:30:24,710 I think those kinds of things are going to endure. 531 00:30:24,970 --> 00:30:28,610 The question is, what are we going to be able to do as leaders in 532 00:30:28,610 --> 00:30:31,090 organizations to facilitate that? 533 00:30:31,220 --> 00:30:32,650 What technologies are we going to use? 534 00:30:32,840 --> 00:30:37,105 What mental models and mindsets are we going to instill and what 535 00:30:37,125 --> 00:30:41,245 organizational structures are we going to compose in order to facilitate that? 536 00:30:42,775 --> 00:30:44,225 Alex: Very well put, very well put. 537 00:30:44,705 --> 00:30:51,475 The need for clarity and leadership, I think is a safe bet and human 538 00:30:51,475 --> 00:30:52,785 nature, I think more generally. 539 00:30:53,605 --> 00:30:54,945 Scott, it's been a pleasure. 540 00:30:54,945 --> 00:30:55,785 Thank you very much. 541 00:30:56,345 --> 00:30:57,615 Scott: It's good every time I see you. 542 00:30:57,755 --> 00:30:58,815 Thank you again for the invite. 543 00:30:58,815 --> 00:30:59,895 It's been a pleasure to be with you. 544 00:31:00,868 --> 00:31:03,768 Alex: Scott's journey from seasoned HR executive to tech entrepreneur 545 00:31:03,988 --> 00:31:05,638 reveals a powerful lesson. 546 00:31:06,048 --> 00:31:08,808 Transformation isn't just about adopting new tools. 547 00:31:08,918 --> 00:31:11,598 It's about rethinking how we deliver value. 548 00:31:12,518 --> 00:31:16,818 By leveraging AI to simplify and enhance job design, Scott has shown 549 00:31:16,828 --> 00:31:21,138 how technology can free HR teams and hiring managers from administrative 550 00:31:21,148 --> 00:31:25,818 burdens, allowing them to focus on strategic priorities like engagement, 551 00:31:25,978 --> 00:31:27,868 retention, and business outcomes. 552 00:31:28,368 --> 00:31:28,958 The takeaway? 553 00:31:29,508 --> 00:31:33,453 Clarity and alignment in roles are not just HR buzzwords. 554 00:31:33,633 --> 00:31:36,443 They are essential drivers of organizational success. 555 00:31:37,323 --> 00:31:38,383 So here's a question for you. 556 00:31:38,793 --> 00:31:40,373 How clear are your team's roles? 557 00:31:40,743 --> 00:31:43,693 And could better design be the key to unlocking their full potential? 558 00:31:45,048 --> 00:31:48,498 Now, if you're curious to see how Propulsion AI can streamline your 559 00:31:48,498 --> 00:31:52,418 hiring and talent management processes, Scott invites you to explore the 560 00:31:52,418 --> 00:31:55,498 platform for free at getpropulsion.ai. 561 00:31:56,198 --> 00:31:59,808 There's no credit card required, and you can scope and design as many roles, job 562 00:31:59,808 --> 00:32:01,588 descriptions, and postings as you'd like. 563 00:32:02,038 --> 00:32:06,098 It's an easy way to explore the practical side of everything we've discussed today. 564 00:32:07,328 --> 00:32:11,428 We have more exciting topics and guest appearances lined up, so stay tuned 565 00:32:11,438 --> 00:32:15,458 for more tales of innovation that inspire, challenge, and transform. 566 00:32:15,998 --> 00:32:17,928 Until next time, peace.