Beautiful You’re Hired featuring Tim Glowa

Transcript

Rob Dwyer (00:02.265)
Thank you for joining another episode of Next in Queue. I'm your host Rob Dwyer. And today joining us, Tim Glowa. Tim is the CEO and founder of HRbrain.ai and today we are going to talk about some things related to HR. Welcome to the show, Tim. How are you?

Tim Glowa (00:23.938)
Hey Rob, great to be joining you here. Really excited about our discussion.

Rob Dwyer (00:29.049)
Now people are going to hear your voice and naturally know exactly where you are in the world.

Tim Glowa (00:37.336)
probably going to surprise them. Especially if I say a boat or something like that, they may give it away. And yes, I do play hockey. I am Canadian, but I live in Houston, Texas or just outside of Houston, Texas.

Rob Dwyer (00:51.267)
Yeah, you got about as far away from Canada as you can without getting into Mexico. And it's a wildly different climate down there in Texas than where you grew up, isn't it?

Tim Glowa (01:02.546)
It is wildly different. It's different. I've lived now in Texas for about 20 years, 22 years. And I remember it was a job that brought me here. I was in marketing at the time and I was recruited to lead the marketing research for an electrical utility. And I figured if you could learn how to market electricity.

something as intangible as that, you can market anything. And it was a fascinating, it was an incredible, we had an incredible marketing department. I learned so much about marketing and analytics and data, you know, really, you know, applying those skills to deeply understand customers and getting them to switch electricity providers and things like that. But I was recruited and I started, I started actually April 1st as a,

as a new resident to a foreign country, walking into a bank account for the first time, sweating terribly because in April it's already getting hot in Texas. And walking into a bank and asking to open up a bank account so I can get paid without having a social security number, without having a phone number or an address. And the girl looked at me and she said, is this an April Fool's joke? It's like, I wish it was.

But I, yeah, it was, the first summer was hard. The first summer was real hard. But I learned very quickly that you don't have to shovel humidity.

Rob Dwyer (02:41.296)
true that is absolutely true

Tim Glowa (02:42.71)
Right? And minus 40 is not a lot of fun.

Rob Dwyer (02:46.991)
No, no, it's not. I wonder though, do you miss being able to just go out into the backyard and skate on the pond in the middle of winter? Because I imagine you haven't done that in a while.

Tim Glowa (02:55.656)
Absolutely apt. No, it's it's you know, I missed two things here is, you know, the dog sledding is a little harder. You got to work the dogs a little more. There's not a lot of snow and then skating at, you know, skating outdoors is pretty fun. I still fortunately get up to Canada on a fairly regular basis and get my fill of of skiing and skating and doing all the fun things outside.

Rob Dwyer (03:23.791)
Good. Well, that's good to hear. Well, I wanted you on this show to really talk about some things very much related to HR. And I think for my listener base, we don't discuss these things very often on this show. And we're in a moment where unemployment rate is right around 4%.

think of the last jobs report, are roughly seven million open jobs out there. And yet I hear that the chatter that I hear from people that are looking for jobs is that it's really, really, really difficult to even get an interview. And I'm hoping that among other things, you can help us.

Tim Glowa (04:15.096)
Mm-hmm.

Rob Dwyer (04:21.327)
dig into that and maybe we can identify some things that people can do. let's just talk about first, what are some of the big changes that you've seen in the HR space over the last few years? What's happened?

Tim Glowa (04:37.91)
Yeah, it's really, it's, it's so my, so my, you know, my background is really as a consultant. so I am, I'm kind of a, you know, I, I, I, I'm not a HR practitioner, but I can play one on TV and, and, you know, so there's certainly a lot more qualified people to take HR advice from, but yet where I think I can help.

Rob Dwyer (04:56.27)
you

Tim Glowa (05:06.518)
you know, lot of your listeners is we really are seeing, you know, just when we think back to the last couple of years, we've just seen some enormous transitions, right? We started with the pandemic. And I know we talked, we've talked about this before and, and, and, you know, you were one of the organizations or you worked for one of the companies. was really at the forefront of kind of working remotely. Well, I've been a consultant for

more than half of my life. And we've always kind of worked remotely, right? We've worked from client offices. You know, we're often in organizations where there's offices in most major cities, you know, so you're putting people together on a team that you're working with people from Chicago and Charlotte and Los Angeles. And you really didn't need to go into the office. If you had access,

to the internet and an airport, you can really be a consultant and kind of work anywhere. We saw that with a pandemic. We saw a few things with a pandemic, know, is that immediate kind of shift to working, you know, in a outside of kind of a traditional work environment, a traditional office. But we also saw a lot of companies make some really bad mistakes early on and

Those mistakes, I think, came back to haunt them a little while later as we kind of came out of the pandemic and the war for talent really started to heat up. And we're kind of coming out of that right now where it's not quite as employees aren't quite in the driver's seat as much as they were before.

But a lot of organizations during the height of the war for talent, we heard the stories where they were not able to get enough workers. Restaurants were closing, right? Because closing on a Wednesday night because there weren't enough workers or production lines were being shut down for one or two shifts because there weren't enough workers. So there was one client that I was working with, were manufacturer here in the US for those clamshell.

Tim Glowa (07:32.632)
containers that restaurants use. And they would recruit 50 people and two of them might still be on the job after two weeks. A whole bunch would be hired and even show up. And, you know, a lot of that was how organizations treated employees at the start of the pandemic. And we found that a lot of these companies

you know, we're really, really quick to introduce cuts, right? With all the uncertainty around COVID, they might introduce, you know, free some wages or roll wages back 10 % or cut retirement contributions or increase the amount that you have to pay for your healthcare. And they really did kind of these knee-jerk reactions and then found that many of those companies were the ones that when times became a little bit better,

we're really struggling to attract people and attract enough workers. And that's one of the things that, you know, in the glass door era, how you treat employees really does live on forever. Right? If you were quick to lay off people, quick to make these cuts, those are the sort of organizations that are really struggling in attracting and retaining employees when it became

Rob Dwyer (08:46.071)
Yeah, yeah.

Tim Glowa (09:00.172)
a little more positive of a work environment. And I think that's going to be coming back here again pretty soon. We as a society in America are getting older. The average age of a worker today is 42. In some industries, you look at healthcare, you look at electrical utilities, right? A lot of those are typically, not always, but typically older.

And the average age in those industries, bus drivers, libraries, right? Those industries, the average age is about 50, 52. And that just means those workers are one step closer into that glide path into retirement and very few organizations, it's only about 10 % or so, have some sort of mature worker retention strategy, which means a lot of these workers are gonna start to exit.

And in many cases, nurses are a great example. We're just not generating enough new nurses to kind of take over. So we're going to find some shortages in the not too distant future again.

Rob Dwyer (10:13.999)
Yeah, well, I'm glad to know that I'm above average in something and I guess that's just age. But you mentioned healthcare and I just recently had Dr. Rachel Hitt on the show talking about patient experience. And one of the concerns was, are we training enough physicians? And you bring up nurses, that's also a concern because as that glide path,

Tim Glowa (10:18.104)
Me too.

Tim Glowa (10:24.759)
Mm-hmm.

Rob Dwyer (10:41.183)
of workers nears retirement. Often that also means that they are nearing an age where more healthcare is required.

Tim Glowa (10:52.235)
is required, absolutely.

Rob Dwyer (10:53.967)
Yeah, and that is absolutely going to be a challenge for the United States to meet in healthcare in particular.

I'd like to understand what you think as we opened up remote work, work from home or work from anywhere. I'm a big proponent of this. have worked from home in various roles for many years, back and forth between work from home and working on an office. But there is many more opportunities to

Tim Glowa (11:27.084)
Me too, me too.

Rob Dwyer (11:34.403)
day for that type of work than there were pre-pandemic. Does that make a job opportunity that I am putting out? Like I am seeking someone to fill a role and it is a remote role.

While there's an advantage that this opens me up to a wider pool of talent, does it also create a situation where I just get this tsunami of applications that I can't possibly sort through? What's happening there?

Tim Glowa (12:10.757)
Yeah, so I think you, I'm going to try to tie in both of the questions because you kind of asked, you started our discussion just talking about, know, it's harder to find a job now. And we really are seeing that. are seeing just overall, the last stat I saw was there's been a 30 % increase in the number of applicants for every position.

just across the United States. And so there's a lot of reasons behind that. People are less willing right now to kind of put up with a rotten job. unfortunately, there's a lot of rotten jobs, a lot of rotten companies, and there's a lot of rotten bosses out there. There's about a third of workers today describe their boss as the single most stressful part of their day.

which is terrible as someone who works in HR. We always know there's bad bosses.

But it's often those bad bosses and a lack of career advancement that are driving people to look for that new opportunity. And if we're thinking of it from an application perspective, we certainly are seeing an increase in the quantity of people applying for jobs.

We're also seeing, know, and remote work is and being able to recruit workers from any geography now is incredibly powerful. Right. That is opening up markets for people who want to be able to live in Montana, for instance, but work for a company that might be based in St. Louis or Kansas City without having to make that move. And that's really opening up just an incredible

Tim Glowa (14:13.88)
new talent, source of talent for so many companies if they're willing to go down that route. The challenge though that I think many job seekers are finding is that 70%, according to a study from Kornferi, a major HR consulting company and placement firm, 70 % of job applications are

screened out before they're even seen by a set of human eyes. Right. So that's kind of the applicant tracking system, right? You submit your application and by the time you hit submit, you always go to your inbox. There's already a rejection letter there for rejection email, I guess. And that's often the case is, and some of those are really easy to correct, right? There's a lot of things, you know, sometimes it's skills based or it wasn't a good match.

you know, or they're either looking for a particular set of experiences that you might not have had. But also to a lot of the things that it could be just language in the resume that you've submitted that just didn't pass it. It has to be really structured in a way for those applicant tracking systems. You can't be pretty, right? You can't have pictures in there. can't have columns in there. It's got to be format in a very kind of typical way in order to get even past that kind of first

phase and the first screen before they even start to match you based on skills and experience, before it's even seen by a human set of eyes. So one of those things is certainly if you're trying to get a job, you need to make sure that you're kind of fitting the mold, if you will, for a of those applicant tracking systems. Wrote a blog on this, on the HRbrain.ai site that gave 10 tips on things that job seekers can do to...

to increase the likelihood that they're gonna get past that initial screen.

Rob Dwyer (16:17.901)
Yeah, it is fascinating to me how much technology plays a role as a gatekeeper in this case. But there is certainly a need for it as we bring these advantages of work from home. That also means that if I'm hiring for a job in a

For instance, the metro area that I live in, there's roughly 300,000 people. You're hiring on site. That means your applicant pool is going to be relatively small, right? I'm going to have a small, yeah, absolutely. I'm going to have a small fraction of people that kind of fit the profile of what I'm looking for. And they need to be close enough that they can make that commute on a regular basis. When I open that up nationwide,

Tim Glowa (16:56.12)
within a geography of what? Five, 10 miles, 20 miles? Yeah.

Mm-hmm.

Rob Dwyer (17:13.359)
Now I've got a country of 330 million people roughly. So we go from 300,000 to 330 million. It's a pretty sizable increase. so if you assume, and this is not a good assumption, but if you assume the same proportion of the population might be a good fit, then I'm going to get a proportional increase in applications. But really,

Tim Glowa (17:19.074)
Mm-hmm.

Tim Glowa (17:24.418)
Mm-hmm.

Rob Dwyer (17:42.543)
Depending on where you are geographically, what kind of role you're looking for, could actually be a lot more proportion outside of your area that might be a good fit. So there's a big challenge for both the applicant and for the company looking to fill this role.

Tim Glowa (18:02.191)
You know, it's also it's interesting too, because you know, you're a big fan of kind of working from home as am I. You know, I've done this for more than half my career, probably three quarters of my career. I've been fortunate enough to be able to kind of work from wherever and

You know, this really fits my lifestyle, fits my needs, fits my preferences. But I also have to recognize that there's a bunch of other people who aren't interested in this, right? They need that in-person environment. They need to be surrounded by others for whatever reason. And I'm not judging that, right? That's how they get their energy. In the same study that I did, that H.R. Brain did,

six or so months ago, we asked people the ideal number of times they'd like to go into the office. And it really fit into three buckets and almost equal sized buckets too, right? So there's a third of workers like us who really don't want to go in the office all that often, right? It's maybe it's either none at all or it's maybe once every couple of weeks, right? For a meeting or something like that. There's another third of workers

who really want to be in the office over a two-week period, kind of nine or 10 days, right? They want to go back quite frequently. And then there's a third that's kind of spread out in the middle, right, who occasionally, you know, it could vary. And I think the challenge for companies is to balance that, you know, balance those two competing priorities.

Rob Dwyer (19:52.003)
Mm-hmm.

Tim Glowa (19:53.3)
as you're trying to attract workers. One size doesn't fit all and needing to be able to adapt and flex and attract the best talent. But also too, I think if you're a job seeker, and I think this is the part that's often overlooked for many job seekers is we think of a, we look at a job description.

And we look and see if we're a good fit for that. And I've built some tools. HR Brain has built some tools. We have a career support platform where we can help you increase the likelihood that you're going to get that match in that interview. We'll look at a job fit based on your resume or your LinkedIn profile. And we'll estimate whether we think you're

know what your chances are and we'll give you some suggestions on how to improve the likelihood of getting asked an interview. you know, how can you change your resume based on your skill set? What do need to emphasize? What do need to include in the cover letter, right? To increase the, you know, the fit based on that job. And you really need to do that for every job. One resume now, just like t-shirts, one size does not fit all. You need to tailor

your content for every specific application that you're making. But the other part there that we're often overlooking, and I think is even more important, is this company that I'm applying for.

Tim Glowa (21:39.102)
Is it a good fit for me? Does the culture align to the culture that I'm looking for, the type of work, the type of support I'm going to get? Is it more entrepreneurial or is it more structured? again, Rob, there's no right or wrong answers here. I'm not criticizing any company for their corporate culture. But we know that for globally,

Right now, somewhere between a quarter and 30 % of workers quit their job every year and move somewhere else. These are just big statistics. In the US, it's about 26 % of workers, Canada 24%, Europe about 23 % of workers have started a new job in the last 12 months. But when we look at the percent of people who believe that this new

Rob Dwyer (22:20.439)
Mm-hmm.

Tim Glowa (22:34.53)
position has completely met their expectations. The percent who agree in the US is only 38%, Canada 40%, Europe 36%. So kind of 60 % of switchers of people have switched jobs in the last 12 months see that the new job does not fully kind of meet their expectations. Now, there's a lot of reasons for that. It could be that

Rob Dwyer (22:42.991)
Mm.

Tim Glowa (23:02.69)
the company oversold, overpromised and under delivered, or it could just be a cultural misalignment. You know, and you think of that, you think of the, you know, even if you look at some of the big named companies, right? Like a Tesla or SpaceX, right? Now, obviously that's not the job for everybody, but even, you know, working at Twitter or X or whatever they're calling themselves this week, right? It's a very...

Rob Dwyer (23:10.351)
Mm.

Rob Dwyer (23:28.845)
Ha ha ha.

Tim Glowa (23:33.164)
demanding environment, right? It's a very high performing environment. You sort of produce or you're out. You're expected to work long hours, a huge number of hours. You're expected to deliver results. You're expected to eat, breathe and sleep this company, this culture. And I'm not criticizing it, right? He's done an amazing job. He's been very successful.

But I do think that that type of culture is not for everybody. And finding a position where you can align with the culture that meets the needs that you have for a culture in an organization is equally as important as whether or not you're qualified based on the job description. If you've got kids at home and it's important for you to be home when they get home from school, that's the...

Rob Dwyer (24:08.505)
Yeah.

Tim Glowa (24:31.766)
the Tesla X, SpaceX environment is probably not a good match for you. And we often, when we're applying for jobs, we kind of forget that. And that's something that we've tried to bring in with Job Match Pro at HR Brain is we allow you to get an assessment of the culture, almost as if they had an insider friend who was kind of whispering in your ear saying, this is what it's like to work here.

Rob Dwyer (24:37.967)
Yeah.

Rob Dwyer (24:57.635)
Yeah.

Tim Glowa (24:58.23)
Right? These are the strengths. These are the weaknesses. This is the type of person who's going to really thrive in this environment. This is also the type of person who might struggle a little bit in this environment and empowers a candidate to at least go in with eyes wide open, to ask smart questions both of themselves. Am I going to fit in here or not? And also,

to be prepared to ask them some tough questions during the interview. Just so that you can make a better decision, that you're not one of the 60 % of job switchers who make that switch, but really end up kind of jumping from the fire pan into the fire, or frying pan into the fire.

Rob Dwyer (25:29.827)
Mm-hmm.

Rob Dwyer (25:42.957)
Yeah.

So if 24%, roughly, let's just call it a quarter of people are switching jobs, I wonder how many of those that are the 60 % that have said, whoops, this doesn't really meet my expectations, fall into that quarter the following year, right? And how much does that cost businesses when it comes to recruiting?

Tim Glowa (25:51.35)
A quarter.

Rob Dwyer (26:15.065)
So there's obviously, there's an opportunity there, right? There's an opportunity for everyone to find a better match.

Tim Glowa (26:15.526)
Yeah.

Tim Glowa (26:19.064)
There's a, yeah.

Tim Glowa (26:22.872)
It costs companies money. Typically, the estimate in HR is that to replace an employee is somewhere between 50 % and 200 % of your salary. Now, the 200 % is clearly high demand, rocket scientists. There's only two places for you to work. There's only five people like you in the world.

But even just using half of a person's salary as a starting point. The average wage in the United States is $70,000, $75,000. For an organization with 1,000 employees, just doing that math, if you have a quit rate of 25%, if you can improve that by one percentage point, going from a 25 % quit rate to a 24 % quit rate,

just multiplying all those numbers out and looking at the difference between those two columns, that's worth about $375,000 for every 1,000 employees. And that's on the low end, right? That's using 50 % of salary as the replacement cost. So there is really a cost of turnover. And there's a cost to recruiting. There's the opportunity cost for the position being unfilled. It's the amount of time it takes somebody to

Rob Dwyer (27:32.857)
Yeah.

Rob Dwyer (27:40.835)
Mm-hmm.

Tim Glowa (27:50.786)
get up to speed before the productive and everybody has, I think you said it really well, Rob, everybody has both sides of this equation, have it right or it's in their best interest to align those kind of cultural aspects and make sure it is a good fit. Talent acquisition people are under a lot of pressure. It's a lot like your industry where it's really performance driven, right? They've got

time to fill metrics that they have to satisfy. But you also look at some of those other companies I was mentioning at the start of the call, that manufacturing company, they weren't paying really great wages. An Amazon distribution center comes to town or in many cases, these are open in rural locations. It was a chicken factory that would come to town and start opening up and pay 25 cents an hour more.

half their workforce just wouldn't show up the next day, right? So organizations really need to do a better job at really understanding the needs of their employees, not necessarily pay competitively, but differentiate their value proposition and the things that they offer in a way that's compelling to retain those workers and attract those workers in the first place. And really, in this case, this company would have 50

people agree to start and only two would last the, you know, after a couple of weeks, they're finding that half wouldn't even show up on the first day. So they, you know, they couldn't even quit because they never showed up and started in the first place.

Rob Dwyer (29:28.227)
Right, right.

So obviously, culture plays a role in whether people choose to stay. We've already established turnover is a huge cost to companies. We've also talked about bosses, right? Rotten bosses.

Tim Glowa (29:41.048)
Mm-hmm. Mm-hmm.

Tim Glowa (29:50.73)
Mm-hmm.

Rob Dwyer (29:51.755)
And the difference between having someone that you report to that you feel like is really invested in you versus someone who you just hope you don't have to talk to that day like that plays a huge difference, but I'd like to talk about another factor and that is the factor of We development I think a lot of people particularly if they're not coming in at like an executive level they're coming in

Tim Glowa (30:14.06)
Mm-hmm.

Rob Dwyer (30:21.568)
whether that's the front lines or entry level manager, most of those people in my mind are looking for how do I move up, right? My background as everyone who listens to this show is certainly in contact centers. And I can tell you that most agents after they've been on the phones for

A couple of weeks are already thinking about how do I get one of these other jobs? I'm not talking on the phone all day long. do I move into training or how do I move into quality or I want to be a supervisor, right? They're thinking, what's the next step? Can you talk a little bit about employee development, what people are doing well, where people are getting it wrong and the impact that that has?

Tim Glowa (31:10.518)
Yeah, so I think that's absolutely critical. And I think many organizations are doing kind of a terrible job at this. And the numbers really speak for themselves, right? The number one reason why people leave a job, Rob, I'm going to ask you that. So again, in the same study, I asked this of workers in Canada, the US, and

Europe. And what do you think the number one reason that people among job switchers, these are just people, know, the quarter of all workers who switch jobs each year, the number one reason, what do think it is?

Rob Dwyer (31:52.377)
I mean, if I had to venture a guess, the number one reason would be, I don't like my boss.

Tim Glowa (31:58.264)
No, base pay. So 45%, just under half of all workers who leave cite base pay as one of the reasons, which is reasonable. And it's actually not, it's often not the boss. The next one, the next largest is career advancement. It's about 40 % of the time.

Rob Dwyer (32:00.386)
Okay.

Rob Dwyer (32:13.507)
reasonable.

Tim Glowa (32:28.536)
And people can select multiple ones there so it won't add up to 100. But career advancement, getting a promotion. You're in an analyst role. You move into a manager role in a new company. You get a pay raise with that as well. You get the chance to move up the ladder and grow your career. And so many people are finding it difficult to do that at their own company. That it's often easier to get that promotion at a new company.

And kind of the root problem, I think, there is when we look at professional development and career development and career planning, we see that for most people, that is so important. There's nobody's going to care as much about your career as you will. And only 35 % of workers in the United States are satisfied with their opportunities for professional development and

rear advancement available to them at their companies. That's a terrible number. And when we look at the development that is provided to people, it's often just sort of one size fits all. It's not personalized and customized and tailored to me, Tim, as a person or you, Rob, as an individual with your own needs and aspirations.

Rob Dwyer (33:33.935)
That is.

Tim Glowa (33:58.072)
Only 23 % of workers believe in the United States that the career guidance and development presented to them by their company are highly personalized to their individual goals and skills.

So it's not surprising, I think, because we leave this to managers who are overworked and stressed and have their own work activities that they need to work on and concentrate on. Yet they also now have to manage people. And we promote people into these roles as a manager because they're a good individual contributor. But we also don't typically give them any training on how to be a good people manager.

85 % of managers do not receive any formal training on how to manage people. So how do you help them with their careers? How do you give them that guidance? There's a huge demand for it and we're just not really solving that problem. So that's where some of the solutions we've created at HR Brain are trying to fill this void.

We have solutions for companies and for individuals where if you want to figure out what should I do next? What's my calling? What's my passion? I've been in industry X for whatever that is for, you know, the couple of years and I don't know if this is for me, but I don't also know what's available outside of this. What's my calling? All right, we can help you with that. We can give you a really short assessment and

Our AI powered technology will give you a career path. It'll give you some options. It'll outline based on your individual needs and interests, here's what a possible next step might be for you. And it's almost always something that you've never thought of. So that we can kind of then set you up on a path and develop a plan for you that's going to get you to the place that you want to be so we can unleash your full potential.

Rob Dwyer (36:06.031)
I love that. It reminds me, and I don't know if you did this when you were growing up, Tim, but when I was in high school, we took some kind of assessment. This is, I don't even want to age myself, but we've already established I'm above average when it comes to age of average worker.

Tim Glowa (36:20.664)
Mm-hmm.

Rob Dwyer (36:29.017)
Those of you listening, just do some math. But we took this test that was supposed to point you in a direction, a career path, a sector, if you will. But I think what's interesting is that people change, right? Our interests change, but also the job market changes. Sure. Yeah.

Tim Glowa (36:47.134)
Absolutely. I wanted to be a hockey player. I want to be a hockey player and a detective when I completed those assessments.

Rob Dwyer (36:58.127)
There are so many jobs today that either I didn't know about or did not exist when I took that test. And I know I'm not alone. And we see this particularly if you're working anywhere near technology. The jobs change so fast. I guarantee you.

Tim Glowa (37:07.864)
Mm-hmm.

Rob Dwyer (37:24.207)
10 years ago, if you would have asked the average person, what a prompt engineer was, they would have looked at you cross-eyed and been like, what are you talking about? Can you translate that to English please? And as it turns out, that's actually a job.

Tim Glowa (37:31.874)
Mm-hmm.

Tim Glowa (37:38.264)
Mm-hmm. Mm-hmm.

Rob Dwyer (37:46.349)
And I think for those people that are considering a change, just getting a reassessment of what's out there.

Tim Glowa (37:55.032)
is just, well, a reassessment of what's, an understanding of what's out there and what the opportunities are, but also.

You know, what are you interested in? What's the ideal match for you from a job or a career or an industry? There was an amazing book and I'd encourage all of your readers to listen or to read it or listen to the audio book. It was written in 1970 and it's called What Color Is Your Parachute? And I remember being a young adult and my parents giving me a copy of this book and inside of that,

Rob Dwyer (38:09.357)
Mm-hmm.

Tim Glowa (38:36.184)
there was something that the author, and I'm drawing a blank on his name, but he called it the seven pedal exercise, where you looked at kind of your interests and your skills, and it was like a flower, and you would kind of fill this in, you know, in the book, and you looked at all of that and assessed it, and it kind of was supposed to give you some direction as to what you want it to be when you grow up. Or if you're in a transition, right? If you're in a job that's either good or bad, and it's

it ends, you're displaced or you quit or whatever it is, it's sort of giving you guidance as to what's next. But it really fell short, right? So what we've done is created a 360 degree career blueprint where we ask 10 questions, right? And if you're honest in answering those questions, an open, which is critical to any growth or development, you have to have the self-reflection and be honest with yourself.

You can't kind of BS your way when you're looking yourself in the mirror, right? But if you answer these 10 questions, it will assess your skills, your values, your interests, your work preferences. Do you want to work remotely? Do you not want to work remotely? Do you want to manage people? Not manage people. It will then recommend career options that are aligned and tailored and customized to your skills, experience, and needs.

That is an incredibly powerful tool that I'm passionate about because I believe very strongly in workers and unleashing the power of individual workers to flourish and blossom in their careers. We spend 2000 hours typically at work over the course of a year. We spend more time at work and doing work.

than we do with our families and our loved ones in many instances. And it doesn't need to be bad. It should be engaging. We should want to get up and get out of work, get out of bed each morning and go to work. We spend so much time there. It is a shame when it's a chore, when it's a task. And if we can help people with HRbrain, find that calling.

Tim Glowa (41:01.804)
Find that passion in them. Find a job that aligns with their interests, their skills, their experience. Helps them with a growth path for not just getting that position, but then the next one. We do mock interviews. We assess culture and tell you if it's a good fit. That really is my passion, is to bring that support to people who are

needing some direction and guidance because nobody's giving that to them. There's no little person on your shoulder whispering. There's no mentor sitting on your shoulder saying, I think this is what you should do. We try to fill that void and provide that personalized career advice.

Rob Dwyer (41:47.023)
Well, if you're like me and you are frustrated with trying to BS yourself while you're looking in the mirror wearing black and sucking in, but also recognizing that yes, you do have a problem. Whether you're an employer or maybe someone looking to grow, maybe make a change, maybe you're looking for a job right now, obviously go to hrbrain.ai.

Tim Glowa (42:05.238)
Mm-hmm.

Rob Dwyer (42:17.523)
You can get in touch with Tim by going down into the show notes. I see this every show you guys know by now. And you'll see his LinkedIn profile there. Just go ahead click on it. Send him a connection request, say hello. We would be remiss if we didn't talk about the fact that Tim, you are a podcast host. Tell us a little bit about your podcast.

Tim Glowa (42:40.298)
I am a podcast. Yeah, I am a podcast host as well, which is how we met. My podcast is called The State of Work Today, and it talks about all things about work, HR, talent acquisition, finding a job, talks about AI in the workplace, but State of Work Today podcast. can get it where you get all your favorite podcasts, including this one, the Next In Queue podcast.

Rob Dwyer (43:06.573)
Yeah, absolutely. So by all means, if that sounds interesting, go check out podcast, Tim. Thank you so much for being on Next in Queue today.

Tim Glowa (43:18.967)
Well, thank you, Rob, for having me. This is a great discussion. I always enjoy our chats.

Rob Dwyer (43:22.861)
Me too, me too.