Einstein’s Disease (06-25-25) Rethinking Work: AI, Purpose and the New Hiring Playbook

[00:00:00] Speaker A: Welcome to Einstein's Disease. Through real world insights and powerful conversations with industry leaders, we help you break past limitations and rethink success. Are you ready to push the boundaries of what's possible? Hello, my name is Greg Ellers and I'm the co host of Einstein's Disease, where we explore challenges and overconfidence, static thinking in the professional and personal growth. Our mission is to help individuals and businesses uncover their blind spots, embrace vulnerabilities and unlock their true potential. Get ready to challenge the status quo and discover new paths to success. I want to introduce my co host, Kenzie Terpstra. Kenzie, it's great to see you today. How are you doing? [00:00:48] Speaker B: I'm doing pretty well, Greg. Can't complain. It's a Tuesday. How's your day going so far? [00:00:54] Speaker A: It is fantastic. Kenzie, I'm really excited to see you today and to get into the show. We've got a wonderful guest today trying to help our audience work with respect to their professional and personal growth. It's going to be a great show today. [00:01:12] Speaker B: I agree. I can't wait to see what we have in store. [00:01:16] Speaker A: Absolutely. So with, without any further ado, I want to introduce today's guest host, Kim diamond, founder of K Diamond Consulting. And she also happens to be a fellow contributor and movie star here at NOW Media. Kim, welcome to the show. [00:01:34] Speaker C: Thanks, Greg. I appreciate the invitation to join your show today. I look forward to our conversation and speaking with you and Kenzie. [00:01:42] Speaker A: Absolutely. So before we jump right into it, I think it's important to set the frame here. We're really going to talk today about one of Kim's great areas of expertise in her career, and that is with respect to the hiring challenges in today's environment. And Kim, when we look at some of these as we jump into this. [00:02:06] Speaker C: Today. [00:02:09] Speaker A: We had this conversation the other day. Challenges versus problems. Problems get addressed. Challenges can be overlooked or put to the back burner. And in today's landscape, some of the expectations that you have to work with of both employers and employees and trying to continue that communication and engagement to keep those expectations on both sides level set. It'd be great for you to kind of jump in right there with respect to that so we can frame what you're dealing with on a regular basis for, not only for the, for the potential candidates, but for your employers. [00:02:55] Speaker C: Sure, absolutely. Great. Great lead in here. So from an expectation standpoint, it's very important, I think, for organizations to set the expectations through various processes as well as just overall transparency. They need to be I think they need to focus on having clear, concise job descriptions that are actually applicable to the role that they're looking at based on their organization. So many people just will pull a canned job description and put it out there and then they get in front of individuals and it's not in alignment. I think that's important because the individual looking at the opportunity needs to understand that that's an opportunity that aligns with them and then the organization can set their expectations as they move through the position with respect to responsibilities. So that's from the corporate standpoint, that's one expectation. They want to set expectations when it comes to growth and salary opportunities and be able to be transparent about that because that's very important in today's world. Everybody wants to know their potential, especially with an ever changing world and technology. So those are probably the two upfront ones. Set the expectations up front of the role through the job description, through the conversations. Be sure that they have an opportunity to understand the potential within the organization and be very, you know, clear on how those steps can be achieved. Comes to the candidate in the reverse side. They should do research about the organization, make sure they understand the position. They should prepare the ethical questions that they want to have answers to. They should be able to somewhat drive the conversation so they understand and their expectations of what they are looking at for a position or an organization are in alignment on their side. So they need to prepare in advance, you know, understand that. Like I said, be sure they understand the role, be sure they understand the direction of the organization. Those are things that you can do just very simply but be very upfront. I think a lot of people tend to, candidates tend to just listen and not ask questions for fear of asking too many questions. And organizations try to just do the easy process and just to get people, you know, into the, into their conversation and to their organization to meet with them. So I think that's a, that's a start. Transparent communication, openness and setting expectations that you can share. [00:05:15] Speaker A: So that great, great answer there a great way to break into that. So the problem or that I face or that what I see on both sides is people have unrealistic expectations, people have not done a homework. Those are frustrations that in some cases different people in the interviewing process pick up a different lens that are willing to accept the fact that Greg came to the interview and he wasn't prepared. But the guy, he's got potential. Let me have somebody else talk to the problem of over interviewing, the problem of delay, the problem that your Candidates think they've done a great job. I aced the interview and it's a month later and I still haven't received any feedback or I haven't gotten a job. You're dealing with that, that over analysis. Paralysis by over analysis. Always trying to find perfect instead of good enough. If you're always looking for perfect, you do anything, talk to us a little bit about that problem because it seems to be more acute than ever at this point in time. [00:06:43] Speaker C: Yes, I think, yeah, absolutely. On both sides, organizations are taking more time. They're extending the process, which can be frustrating for everyone. I think that they need to be more concise with what they want and understand that really, like label out what they're looking for, be ready to have those proper conversations. Like you said, you kind of like to, but you didn't really, you know, I want somebody else to talk to you. Well, to me that means two people were not prepared. Okay. One person wasn't prepared to find out more about the candidate. The candidate really didn't potentially do their homework as they indicated. So it's a process situation. And, and we're finding more and more. They'll be like, well, now we want two more people. Like, we'll go through four people and all of a sudden you'll get a call and say, we'd like two more people because we're kind of on the fence. Why are you on the fence? What did you not have prepared in advance? What were you not looking for? Did your. Did your scope change in this process as you're having conversations? So are we looking at a different skill set and you're trying to plug this person in? Because now you've realized that actually this isn't what we were looking for and vice versa. The candidate goes into it with an expectation. They're having a conversation, and all of a sudden it sounds different. Why is that? What. What didn't we prepare? And then the candidate is going through a disjointed process or a very lengthy process, and that can deter them from the organization. They'll start to feel like, do they really have it together? Are they organized? And then the organization starts to lose traction and then they start having conversations. So makes it very messy. If you do not have a concise process that everyone in the process is aware of the. That is the company and everyone involved. If there's going to be multiples and the candidate understanding all the steps that will be involved in advance and just, you know, you just have to lay that framework. If you just go through it, and it happens a lot. I hate to say this. You, everyone loses it become farther and farther apart and then all of a sudden you can't find the right candidate because you've just done all these different things for the last 30 days and it's, there's. And you've gotten nowhere. So that happens and it's unfortunate. As a recruiter, we try to keep them on, on point. We try to do a proper intake. We try to make sure we have all the information up front that we can share with the candidate and understand that process in advance to share with them. So if it's going to be six interviews, you want to tell them right up front you don't want to pull in. Oh, well, let's do a couple more. Oh, now let's fly them there. Oh, let's. No, that is just. To me that is an inappropriate way to, to handle a candidate and, and just the process in general. So it's, it's having a process that. [00:09:23] Speaker A: Sounds like something we don't want to do. Right, right. That's a lot of confusion, a lot of miscommunication. Sitting in meetings. It sounds like Kim, you've experienced where somebody moves up the interview process and by the time they get to the third person, the, the position's actually changed or the expect the communication's been on. That's, that's something that we try and work on at REQ to make sure it doesn't happen. Kenzie tries to keep me in line with that, so I greatly appreciate that. [00:09:58] Speaker C: Good. That's. Good job, Kenzie. [00:10:00] Speaker B: I do my best. [00:10:01] Speaker C: Good. [00:10:03] Speaker A: So when I, when, when one of the things that is prevalent or seems to be prevalent at least in the media standpoint, is companies try and lead with capital to win talent versus culture. That seems to be a recipe for turnover. Number one, Kim, and, and number two, a business that starts and stops a lot because once you hire somebody, if they're, if there's a high attrition rate, the business doesn't really ever get that synergy that the leadership's looking for. Is that a, especially in, in the areas of your expertise, the, the construction, the data centers, the just in time inventory, logistics, all those things are more acute now with the global environment that we're in, especially on shoring back to the U.S. do you see that as a problem that needs to be addressed? [00:11:09] Speaker C: Yes, I mean we, we, we. There's a lot that's going on there. [00:11:15] Speaker A: Yes. [00:11:16] Speaker C: Yeah. Yeah. As far as, so cultural. So I believe as I've as being A recruiter, you know, being a recruiter, you do need, you're looking for specific technical skills, some particular positions absolutely cannot be without. But you also need to see the cultural alignment because you won't retain the if because in today's world they have upped their cultural experience is what I want to say. It's changed. They want work, life, balance, potentially a hybrid role. There's all these things, those are all part of culture now. It's not just posting a mission statement or core values. And everybody hopefully is alignment. And then not only do you have that, the, the culture of your organization as you've designed it, aligned it, broadcasted it, branded it, you also have the culture within the department of which that person may, will be residing day to day. So what does that look like? You know, are the, is everyone on the same page? So it's culture within culture that a lot of people don't tend to look at. So when you're recruiting, you want to know exactly who this person's working for and with even outside of what the organization stands for. [00:12:26] Speaker A: So that's fantastic. You know, I think you frame that pretty well. I think we'll, we'll leave it there on the problem side and come back and listen to some of your solutions. Kim. So why don't you stay with me, Kenzie? Let's let our millions of viewers learn about our advertisers. We'll be back right after these great messages. [00:12:50] Speaker B: Thank you very much Loving what you're watching. Don't miss a moment of Einstein's disease or any of your other favorite NOW Media TV shows live or on demand, anytime anywhere. Download the free Now Media TV app on Roku or iOS and enjoy instant access to our full lineup of bilingual programming in both English and Spanish. Prefer to listen on the Go catch the podcast version of the show right on the Now Media TV website at www.now Media TV or I'm sorry, Now Media TV. From business and breaking news to lifestyle culture and everything in between, now media TV is streaming 24 ready whenever you are. Welcome back to Einstein's Disease, where we provide tools to help you maximize your future by exploring new processes for saying yes and no instead of assuming you already know. I'm joined today with my co host Greg Ellers and also Kimberly Diamond, CEO and founder of K Diamond Consulting. Thank you guys for joining us today. [00:13:56] Speaker A: Absolutely. Thank you for Kenzie and Kim, welcome back to the second segment. Really appreciate you framing the problems and challenges both employers and candidates for jobs are facing today in in the workforce we'd really like to get some insight on a couple of solutions to, to help both sides. Kim, you've had a lot of experience and there's a lot of things that are continuing to change. We talked about some of that off camera. But one of the key areas is the basic steps. Kim, solutions for hiring smarter, not harder. And if you can dive into that with the point of clarity and expectations, setting them. I found, or I believe that we have found in our company, if we lay things out initially to the candidate or to the hiring manager, we get a little bit better clarity. And people are comparing the old adage apples to apples versus apples to oranges. So if you could kind of share with us what your solutions and your advice that you either provide to the hiring manager or you know are helpful would be a great place to start in this segment. And we really are happy to have you back. [00:15:20] Speaker C: Thank you. Thank you. I'm glad to be here. Well, like you mentioned, setting processes in place and having the entire team involved in the process, not just a recruiter starting a process. And you know, they need to do what we call, what we call in the industry. Some people call it an intake call or, you know, a job initiative. So you sit down and you get all of the information. You talk about the job, just the role and the responsibilities. You go over that, you make sure that everyone's on the same page with what that job destroyer description says. Because sometimes that will happen. A manager will get a description that was posted by the HR team or the recruiting team and they're not, you know, there's differences. Okay, so want to get on the same page with the job description, the expectations outside of the job description, the career path, These are all things that you can ask in an intake call with the hiring manager and the team, preferably. So if there's other individuals involved in the process, they should be able to hear and or receive the information after the fact that so they can see what was said and what the thoughts are behind it. You gather salary expectations, you talk about the people they're going to work with, what the demographics are dynamics are the customers are going to be working with. You want to learn all those things so that when you talk to the candidate in the recruiting space, you have a lot of great information you can share with them and they can in turn digest that and understand what questions they need to ask going forward. And then when they get into the interview process, everybody is on the same page. If you create that process, then you will save yourself a lot of Frustration on both sides, whether it's, you know, from the manager or the candidate. So having a, a streamlined process from recruiting to onboarding, okay. It doesn't just stop once you get a person, you know, get them the offer. There's the next steps that go with that. And some people tend to, you know, it kind of tends to fall into the cracks, and you don't want that to happen either because then that all of a sudden reflects also, you know, your company with the candidate. So there's a little bit beyond this process that we're talking about. But the key is the structure and having that everyone in alignment and set and sharing it with, with the individual, that will lessen that frustration. [00:17:38] Speaker A: No, and so one thing there that I think that is important to share is when you have a client that doesn't have this structure or they've gone through the process and they haven't been able to find a fit, or you've given them an A candidate, but they haven't interviewed. Right. And, and they've missed the mark, or you believe they've missed the mark. Talk to us a little bit about how you address that with, with your clients or candidates on both sides, Kim, because that's the difficult conversation that's given you so much success, right? Been able to help people alter their behavior or their practices to, to grow their business correctly. But, but that sometimes can be a difficult conversation. [00:18:29] Speaker C: Yes. So I think what you're, what you're referencing is if you feel like everything was in alignment and a candidate, it, it didn't align, right? They came in and they're like, what happened there? So then you want to have revisit and say, well, let me make sure I understand what changed. Did anything change? Did something change within the organization? Did something change within the role so that I can understand where we missed the mark? You know, a lot of times, in my opinion, you generally are capable or all capable of getting the majority of the skills that are required. It's usually the interaction which in turn is the personalities and that alignment. So sometimes you have to learn that through a little bit through the process, they get to know themselves as a manager and what they're looking for, and then they in turn help share with me, you know, the type of person, you know, that they feel that will fit better in this role. So you, it's, it's a collaboration. You have to speak to each other. You, you know, the feedback. Not a fit doesn't work. You know, why not a fit? You know, you need specifics in both Sides and you need to be able to share that information with a candidate. How do you call a candidate? You're just not a fit. What does that mean to the candidate? Right. You know, your hair was the wrong color or you know, I mean like what does it mean? So you really. Those communication. Communication is key right now. The lack of it is what's caused so much frustration in the workforce right now. The ghosting, the non communication, the people just not wanting to say too much or too little. It's very, we need, we're struggling there to keep that communication. [00:20:14] Speaker A: People are afraid, unlike me, I guess Kenzie, to actually say what they want to say. And that affects the culture. I think at the end, which is something would be great for. Because of the age differences in the generations of businesses that you deal with, especially on some of these up and coming businesses and logistics and, and so forth. There's a cultural element and without the communication, you really don't find out about that culture. Without the proper communication I think is probably another area that would be great to get a little bit of insight and advice. You know, you're trying to build a culture and it's a young, fast moving company and they're trying to hire people. But does that necessarily mean they're hiring people that understand that culture? Does that become a problem as well? I'm sorry, then you have too high, too high a turnover if people don't understand the cultural fit. [00:21:26] Speaker C: I think we're seeing a little bit more of that now because people have options and so when they get into the environment and it's not, not a fit. So as a recruiter, when I'm talking to individuals who are employed and we're talking about them making a transition to a new opportunity, you know, I always ask them, you know, what about your current position? Is it making you happy? And a lot of it you will hear is that we don't think along the same line. Okay. Or they're, they've shifted their, their direction and that's not in alignment with me. So that speak now. Now granted that's sometimes, you know, I'm probably not accurate, but that's what I hear. So then I try to dig and say, well, did they change managers or did you know something, what happened there that you feel that you're not in al with the organization? Try to find that out to see if it's truthful or if it's just something they're using as a, as a reason. But I do hear that and you know, like I said, the world has changed. Ever since COVID all everybody's had different opportunities to work in different, different environments. So the culture, cultural piece to my, in my opinion has become more prevalent than it did before. Before it was more about security, stability, money, which, not that it's still not about money, but now it's more about how does it make me feel? [00:22:55] Speaker A: How do you feel about that, Kenzie? I mean you're, you're in a different, different stage of your career. All of the people you graduated from Michigan State with and your close friends. How do you feel or what kind of conversations do you have about this whole hiring process that some of your friends have talked about? Because maybe Kim's advice could give him a little bit of a leg up. [00:23:22] Speaker B: Yeah, I mean, I think that Kim really hit the nail on the head of my personal shared experiences that I've heard and seen that people are really picky. I mean at this day and age, people aren't going to take a job that they don't think that they'd be happy in that they wouldn't like going to every day. And again, to Kim's point, you know, I wasn't in any sort of workforce for real before COVID I was only 20 when Covid started, but Covid made a lot of people realize like this sucks. Like I don't want to go to a job that I don't like going to when I can go to this job, that the culture matches who I am and I'm surrounded by people with similar personalities or values or you know, just a better fit. And so I definitely agree with Kim, especially from seeing firsthand the younger coming straight out of college age workforce is that they are really prioritizing that work life balance. [00:24:24] Speaker A: No, that's fantastic. I mean this been an insightful walk Kim. Really appreciate some of the actionable solutions you have on the hiring side. Be great for you to stay with us so we can get out to our millions of viewers. Share our advertising. We'll be back shortly. Thank you very much. [00:24:45] Speaker B: Loving what you're watching. Don't miss a moment of Einstein's disease or any of your favorite NOW Media TV shows live or on demand, anytime anywhere. Download the full Now Media TV app on Roku or iOS and enjoy instant access to our full lineup of bilingual programming in both English and Spanish. Prefer to listen on the go catch the podcast version of the show right on the Now Media TV website at www.nowmedia.tv. from business and breaking news to lifestyle, culture and everything in between, now Media TV is streaming 24, 7. Ready whenever you are. I am Kenzie Terpstra. Welcome back to Einstein's Disease. I am a co host with my friend Greg Ellers. And today we are joined by Kimberly diamond, founder of K Diamond Consulting. So far today, we've done a lot of talking about retention, you know, building that culture and sharing that culture when you're recruiting candidates for a new client. And so we wanted to pivot a little bit. And Kimberly, Greg and I were really wondering, do you, or if you have, do have advice? What kind of advice do you have for individuals who feel like they've kind of been aged out? You know, they're either all of their co workers are slowly getting younger and younger or they just feel like they're not fitting in with the culture of the employer anymore. What advice do you have for them? [00:26:16] Speaker C: Well, there's, there's things that everybody could do and they are, you know, it, it is something that we're, we're seeing. Obviously. What I would suggest is that they make sure that, that you focus on whether you're in a situation with, you're working with younger people or you're in transition is you want to emphasize your experience. I mean, that's, that, that's very important. You want to share your experience, leverage that highlight your successes. Even with the people, the up and coming individuals in your, in your, within your team, they don't have your experiences. They, they can learn from those experiences. And if you're going into an organization, they need to know about things that you have done, the successes that you've had. You know, those are certainly things that you can just do naturally. There's other things you can do. You can update your skills, you know, stay up there to, you know, speed on the technology that's going on because that'll also help you have better communications with those that are coming into the workforce that are, that are of a younger age. They're highly technical. They've been using technology since they were one. So, you know, so you need to do your best to do that. Consider taking some courses just to, you know, keep your skills up there or learn some, some new skills and kind of learn what they're learning, you know, it to the best of, of your ability. You know, if you're looking for a new position, you want to highlight your adaptability, you want to demonstrate flexibility. One of the things that an organization will look at is this person's been doing things this way for 30 years, you know, or 25 years. They need to hear that you are adaptable. And flexible to their organization, not bringing past organizations with you. You want to expand your network. That is obviously if you aren't on LinkedIn, you should be, you should be looking at other social media platforms and networking with local groups, things of that nature. Also, you know, you want to keep up with your profile, you want to make sure it looks current. You want to highlight again, anything that stands out as far as your experience goes, your successes. You want to focus on your reliability. I mean that's keep, you're a reliable piece of the workforce that, you know, still people aren't retiring at 62 anymore. You know, let's just be honest, they're working into their 70s and they're enjoying it. They're, they're living, everyone's living longer. Everyone has the energy and, and drive to do that in the enthusiasm. So you want to be able to make sure you share that you are still enthusiastic about working and you know, you want to learn more. Those are things that the companies, you know, look for. It also helps you within the culture and within the dynamics, you know, making sure that you look at industry roles that, that value stability, that value individuals that will be there for the next, you know, 5, 10, 15 years. And, and I, I'm talking to a lot of individuals in this space right now who've been, you know, transitioned out based on whether, you know, mergers, acquisitions, layoffs, you know, just changes. And so we are working together and helping them stay positive and focused and tweaking things as they, as they need to and you know, just kind of adjusting. But I think in this world right now, if you're in the workforce where you're feeling like it's, you know, some age related challenges, you want to make sure that you stay up to date, whether it's technology, industry, engage, stay engaged and, and don't always don't, don't think about how we used to do it, it's now how we're doing it. [00:30:00] Speaker B: Absolutely. Always that look forward looking mindset of everything always changes what's going to be next because it will be something for. [00:30:07] Speaker C: Sure it will be. [00:30:10] Speaker B: And so kind of similar on that topic for when older workers are looking either to stay in the same role or they're looking for a new role. What about when they're looking to rebuild? They want to, you know, explore new avenues. How do you, as a professional that may have 20, 30, 40 years of experience, but you're thinking, I want to do something different. How do candidates typically, you know, restructure like that, how do they move forward to try and uncover new stone of sorts. [00:30:45] Speaker C: Well, what I have actually an individual like that right now, not from an age standpoint, just from a. They just want to, they want to get out of education, they want to get into hr. Right. So we talk through that. So what I generally will do is look at their experience and see where, where there are transferable skills to what they're looking at doing. And so then you want to profile those trans that, those transferable skills into your resume. Okay. Or into your experience. You want to be able to speak to something that's relative to it. Now if you're completely pivoting, then you obviously want to understand what might be required of that pivot. Do I need to go to school in order to do what I now want to do? I take classes or, you know, or is it just learning something or a certification or, you know, or do I go into a internship type of thing? Now that's usually for someone who's not working or is getting into the workforce, but you may have an opportunity to do a temporary work, contract work to see whether it's something you really can do and, or like to do. So I just look at their experience and see what they're, what they're thinking as they move forward and is it, will it be in alignment? Will they struggle or what can they do to not struggle? And said, therefore, you know, a company can, you know, would look at them closer than, you know, just not looking at them because the experience isn't jumping out. [00:32:13] Speaker A: So see Kenzie, I can do more. You told me all I had in my future was to be a greeter at one of the big hardware stores of Walmart. Kim's saying, I've got better potential than that. [00:32:24] Speaker B: You took the words right out of my mouth, Greg. I was planning to tell you, look, you really do have a shot. And if not tv, maybe next you can get into movies. [00:32:35] Speaker A: That. No, that's great. [00:32:36] Speaker C: We can help you tweak that a little bit, Greg. Yeah, we'll, we'll work on some of the transferable skills to that environment. I think you could be a total movie star already. [00:32:45] Speaker A: That's. I, I love, I love that positive feedback. So staying in this, in this area here, Kim, tell us a little bit about that. Fast forward 12 to 14 months, 16 months with your crystal ball. What, what do you see out there that is going to continue to be disruptive or something new that's coming that will be disruptive to the workforce? It's going to be a challenge where your employers are Looking for something different or the candidates that you have are going to be challenged because things seem to be moving a lot faster. I know we, we touched on AI in that, but, but there's more than that. What, what do you see coming ahead that's, that's a real disruptive factor? [00:33:41] Speaker C: Well, I mean, I really, it's hard to see past AI right now, I'm just going to be honest with you, because it's, it's invasive everywhere. It's kind of, it's kind of hard to really know exactly how it's going to, to level out, flush out the changes in the environment. And I'm on a few, I'm in a few groups, and we've been talking a lot about that, and it's still unknown. Okay, so that's why, so organizations right now, economically, obviously we've had some things, you know, worldwide things happening, different things happening. And so the job market in some people's opinions, it's kind of hard to tell from a, from a jobs perspective. They're kind of holding to see economically where we start to level out. So I think that the disruptor right now is the unknown with a couple of things. AI's being one of them. Is AI really a stable factor in how far, deep and far is it going to spread? And then, of course, you're just dealing with the standard economic situations that go on that sometimes put jobs on hold, organizations stepping back for a second. So I don't know that I see anything big, you know, other than just the flush out of AI. So back in the day, we got ATS systems, applicant tracking systems. I mean, when I first started in recruiting, it was a phone book, okay, get the phone book out and you call it. And then you have systems that came into place like, oh, how is that going to change it? Well, it's going to help you, but is it going to, is it going to, is it going to do something to take my job away? Is my job going to get smaller, what have you? AI is the same thing for everybody. You know, I mean, first off, it's like the first thing, it's not just industry, you know, I mean, industry or specific, it's like it goes everywhere. So I think we need to get our arms around what that's really going to look like and understand what jobs will, will truly be affected. And how can we repurpose people that were in those particular roles? I think there's going to be that. How do we repurpose these people that these positions might, they might go away can they, what else can they do? Because we certainly can't afford or nor do we want them all unemployed. [00:35:55] Speaker A: No, that's right. We look at, in our company, we look at as AI, as an employee or employees. We don't look at them as taking jobs. We look at how they're going to come in as employees and be productive. [00:36:11] Speaker C: Exactly. [00:36:13] Speaker A: Probably a good way to do it. So I think as we close out this segment, I, I really appreciate some of the solutions. You know, Kenzie pulled some great stuff out and actually gave me some hope for maybe a better career in the future. But it's great to hear these solutions when people think about the challenges that they have in these last few moments. Kim, do you have a process that you like to share with candidates that they can work from with respect to getting to these solutions? How do you do that? Because you, you can't coach everybody on an individual basis, but you've got a lot of great people out there. Is there something that you can share that, that, that your candidates can work from with respect to some of these challenging solutions that they, that they encounter? [00:37:19] Speaker C: I just suggest they did they do their research. Okay. They look at what's going on, how things are moving and progressing and apply their, apply new steps, new technologies to what they're currently doing. The, the old way of doing things isn't working the, in the best frame anymore. Okay. So networking, really understanding how social media will help them and, and finding groups that they can get engaged with to help them with the social media aspect. Because if people can see you, then, then you're getting a step ahead. Okay. If it's a piece of paper, then you're a step behind. So, you know, there are things that people can do just on your own. I mean, you know, you can, you can get a camera, you can, you can teach yourself to do these little snippets about yourself and use those processes. So I, I recommend that you get on that, you know that format and use that. It's something that you can do it. There's plenty of YouTube video things that are out there right now, all over the place, master classes that you can take to learn how to gain that confidence and be able to portray that confidence. And if you can do that, I think that that will help elevate you above others as well as just giving you a better opportunity for people to see you, see your capabilities and your qualities. So I recommend people really do their homework and research, look at YouTube videos and figure out ways that they can make themselves stand out that's fantastic. [00:38:48] Speaker A: That's an outstanding answer and a something everybody has access to. With that, we're going to cut away to our sponsors and we'll be back for our final segment with Kim Diamond. Thank you very much and we'll see you shortly. [00:39:03] Speaker B: Loving what you're watching. Don't miss a moment of Einstein's disease or any of your favorite NOW Media TV shows, live or on demand, anytime, anywhere. Download the free Now Media TV app on Roku or iOS and enjoy instant access to our full lineup of bilingual programming in both English and Spanish. Prefer to listen on the go catch the podcast version of the show right on the NOW Media TV website at www. Now Media tv. From business and breaking news to lifestyle, culture and everything in between, now Media TV is streaming 247 ready whenever you are. I am Kenzie Tera. Welcome back to Einstein's Disease. I'm a co host with my friend Greg Ellers and today we are joined joined by Kimberly diamond from K Diamond Consulting. And so far today we spent a lot of time asking Kimberly a bunch of questions, mostly about what she's an expert on, which is recruitment and also getting candidates placed in new positions. But right now I want to learn more about Kim. And so Kim, what how did you get to starting K. Diamond Consulting? [00:40:13] Speaker C: Well, I've been in recruiting for about 18 years now and I started in the agency environment. So I got my first in and I did multiple different segments such as engineering and IT and accounting and finance. And I did the agency run for a while and then I got approached to work for a company that needed to build a recruiting team back in 2011. So that's how I stepped into the corporate space. So I stepped in there and built them a team and they had a very aggressive hiring process for a customer of theirs. And so I did that for a few years and then that there was some transition. So I went to a different company and I basically the last lost Track, I think 10 years I've been working for Fortune 500 startups, you know, private equity companies doing talent acquisition, so recruiting on anything from the corporate environment to the field environment nationwide. So I have been, I've, I've, I've even recruited radiologists at one point. So I've done a lot of recruiting in different aspects. But again, right now, the last several years I was in that environment, the organization had some transition. I decided at that time that it would be a great time for me to start K Diamond Consulting. So I launched it about 14 months ago. It was on my mind to do for some time. And it just seemed the right time to step out and do that. And since then, it's been great. I've had people that I've worked with in the past reach out to me, so I've been able to assist them with recruiting efforts this last year. And we've been, it's been going ever since. So I don't just do recruiting. I also, you know, help with interviewing. I help companies. If they want to set up processes, I'm happy to help them set up a recruiting process. I'm happy to help them vet systems. I've worked with many, many systems and I know a lot of good ones, a lot of bad ones, a lot of expensive ones, a lot of inexpensive ones. So I, I'm here to consult and help organizations. They need to build that out or if they need some, you know, assistance on what they should and shouldn't use. So those are the various things that I touch on in at K Diamond Consulting. [00:42:26] Speaker B: Gotcha. Great example of life isn't linear and you never know where you're going with it. And so in the last 14 months, you said, since you started K Diamond Consulting, has there been anything, any moment that you just absolutely were not expecting something completely out of left field that you never imagined would have come out of this endeavor? [00:42:51] Speaker C: Now Media. [00:42:53] Speaker B: That'S a great example. Truthfully. [00:42:57] Speaker A: How did and how has Now Media and your company, how has, how do those overlay for you, Kim? [00:43:07] Speaker C: Well, it gives me an opportunity to meet great individuals like yourselves to learn, learn from you as well. So it opens up the networking for sure. And, you know, I, I also get to learn. I've talked to, you know, some tax individuals. Joe, I've met Eric Hines, who has a wonderful leadership training and development program. So it's been great meeting the wonderful talent that is within Now Media. And so I'm looking forward to that continued, you know, interaction and hopefully it will develop into some business opportunities as well. So that's, you know, how I, you know, you can't know enough people. [00:43:49] Speaker B: It's all about who you know. [00:43:51] Speaker A: That's, that's absolutely the case. So when you think about your, your business in that transition and working towards building that business, share with the audience a couple of the defining decisions that made that transition from working in the corporate to where you are. What was it that you, was it a personal risk factor that you said, I'm ready for this? Was it people that you were your existing clients or people that were confidants here said, you've Got this. This is a great opportunity for you. How did you make that transition, Ken? [00:44:36] Speaker C: Well, I. I got to a point where. Where I was work. Where I was working, and, you know, this is no one's. This is not negative. It just is what it is. I was looking for more. I wanted to do more than just recruit for the open, open positions that they had. Okay. I wanted to expand. They didn't have the capability or the interest in facilitating that. So when they were looking at downsizing, which I could see was coming, then I just, you know, I said, you know what? I. I'm gonna. I'm just gonna step off and give it a shot. So, you know, with the hope that, you know, I would gain some. Some momentum. And, And I did. And, and so far it's been great, and I don't regret it at all. I'm, you know, just keep plugging along. I have met great people. I've got new clients, so it's been. It's been a. It's been a great experience. But again, it was just a. I'm just going to step off and see. See where this goes. [00:45:39] Speaker A: I mean, so and so and to that point. And I think it's really important because as we have success in corporate America and we see those opportunities come our way and a lot of our viewers out there in the mail that we get, a lot of them come from people that are trying to either make that transition to become an entrepreneur, or more importantly, to just start their own business. Not even not thinking that they're an entrepreneur, but believe that their skills can now translate. What's your advice to them? [00:46:26] Speaker C: Make sure that you set yourself up, you know, appropriately. Right. You want to get your business registered, whatever you decide you're going to do. I mean, you want to set this. You want to set the Groundwork foundation first so that you're prepared and protected. Because if you're not prepared and you start, then that unpreparedness can resonate with who you're trying to do business with. Okay. Whoever your customers might be. So you want to. You want to have the foundation laid, whether that's, you know, getting your business registered, like I said, whether you're going to do an LLC or a corporation, just understanding legally, you know, a little bit where. Where the. Where the groundwork is, what you need to do do. Set yourself up so you're ready. You don't have to take too long to do that. This is not something that takes forever. This can be done relatively quickly. But you want to think about it before you step out, you want to, you want to create the structure and say, okay, I'm ready. So when you get that first opportunity, you're prepared and you're not stumbling, whatever that looks like, whatever you're thinking about doing. Okay. You know, even if you're, if you're thinking about something that's a product, you want to make sure you have what you need for the product. You know, if it's a service, you want to make sure you're prepared to provide them with the information and the services that you're putting out there, whatever that is. So you want to create, get your resources together, get your foundation together and then it will have to flush itself out. You're going to have the twists and turns, you're going to have the things you didn't expect. Everybody has those. But if you're prepared in advance and you're not just winging it, I hate to say that, but winging it can be detrimental. If you're not prepared, you could lose the business you're trying to acquire. [00:48:09] Speaker A: That makes perfect sense. So I think our viewers have gotten a great lens into not only the current environment in the corporate world, small and medium sized private companies with respect to some of the challenges that when they're sitting for an interview, the other side might not actually have everything together. And it's really important that the, the candidate understand and probably ask a few more questions that you, you shared on our show to, to get a better understanding of, of what role may be. And for corporations, small, medium sized businesses, public and private, there's some challenges out there that it sounds like you're helping a lot of people with. It's, it's great to, to level set on some of this stuff, Kim, because in the end a lot of times it's just unspoken and as you said, where the, the pat answer is, sorry, Kenzie, you weren't a good fit. I mean, what does that do for. That doesn't really give anybody the ability to grow. It doesn't give anybody the ability to find themselves in a better position. And regardless of whether you're hiring a person, that company and those people in that position have a fiduciary responsibility to help those people to say, hey, here's a better idea for you, here's some advice and I really appreciate what you've shared with us today, Kenzie. It's been a great show, a lot of fun. Kim, we really appreciate you joining us today and good luck with your show on NOW Media. Hopefully our viewers will tune into that after our show. And we. We greatly appreciate you having you, Kenzie, until next week. Be good and we'll catch up soon. Thank you, Kim. [00:49:59] Speaker C: Thanks so much. Thanks, Greg. Thanks, Kenzie. It was really enjoyable. Thanks so much. [00:50:03] Speaker A: Absolutely. Have a great day. [00:50:04] Speaker C: You too. [00:50:05] Speaker A: Bye.