On this week's show, COVID-be-damned, HRwins reports big dollars are still coming into the
employment space.
PLUS:
PODCAST TRANSCRIPTION sponsored by:
Tengai:
Hi. This is Tengai, the unbiased interview robot. You're listening to The Chad and Cheese Podcast. I love these guys.
Intro:
Hide your kids. Lock the doors. You're listening to HR's most dangerous podcast. Chad Sowash and Joel Cheesman are here to punch the recruiting industry right where it hurts. Complete with breaking news, brash opinion and loads of snark. Buckle up, boys and girls. It's time for The Chad and Cheese Podcast.
Joel:
The Ivy League has canceled sports for the fall. So what the hell are we supposed to do without Dartmouth football? Oh, the humanity. Welcome to The Chad and Cheese Podcast. I'm your cohost, Joel "Jay Fiedler" Cheesman.
Chad:
And I'm Chad "still in fucking quarantine" Sowash.
Joel:
And on this week's show, COVID be damned, money keeps coming into the recruitment space. This isn't Jimmy Hoffa's labor union anymore. And CareerBuilder settles a sexual harassment case.
Chad:
Ouch.
Joel:
Grab a family member and toss around the pig skin, because that's the only football you're going to see this year. And enjoy this message from Jobvite.
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Chad:
Joel:
Oh yeah. summertonotwatchsports.com.
Chad:
We were just talking about this Stanford killing 11 of their sports. Especially, when they have like $30 billion and an endowment, and make it kind of push a few coins toward the sporting side of the house. Yeah, no. Screw that.
Joel:
Yeah. My wife and I had a debate as to whether or not sports would be played this fall, particularly football. And I said, "Until the SEC says there's no football, someone's going play to football." Because if you talk about a conference that lives and dies by the money generated by football, the SEC is at the top of the list.
Chad:
Yeah. Risk mitigation for that though, that is going to suck.
Joel:
Yeah.
Chad:
It just is. I talked to a friend the other day. His kid dives for school. And they're going back at least two weeks prior, so that they can go through their quarantine, and whatnot, to ensure that everybody is COVID-free per se or, at least, they're through it before they actually start to meet one another and get in their own little sporting bubble.
Joel:
Yeah. Fortunately, pool water is the nicest disinfectant. So, at least, the diving team has that going for it.
Chad:
Let's hope.
Joel:
Shout-outs.
Chad:
Shout-outs. Okay. So we've got a few popping out here. One is [Jodi Branstetter, connected on LinkedIn and says she loves the podcast. And so does Brianna Campana.
Joel:
Love is good. Love is good. I'm going to give a shout-out to Bed Bath & Beyond, the popular retailer. And that there is a connection to our space, which I'll remind you of. The company has hit hard times, quarterly report of 50% decrease in sales. They're closing much of stores, bankruptcy, whatever. So the connection is, for those that don't remember, Nexxt with two Xs used to be beyond.com until they sold that domain to Bed Bath & Beyond, who promptly did jack shit with it. It was supposed to build some sort of a subscription thing which may have saved its business. But anyway, Bed Bath & Beyond, shout-out. Maybe time to sell that beyond.com domain back to Nexxt. I don't know.
Chad:
Yeah. Well, shout-out to Chris Kneeland from the Cult Collective on this, because he always slams the couponing. And he just posted on LinkedIn that COVID obviously did have something to do with it but so did their fucking couponing. Stop couponing, people. You're undervaluing your own shit.
Joel:
Yeah. My favorite Chris Kneeland quote from his presentation was "What is Old Navy going to do, pay you to come to the store eventually?", because they can't have that many more discounts, for God's sakes. Shout-out to Twitter, as well. I don't know if you heard about this week, but Twitter had a job posting. And who knew you could learn so much about a company's strategy, then, through its job postings? Posted that they needed someone to manage or build their subscription business. Of course, the news outlets went nuts thinking that Twitter was going to go subscription model, which I still think they should, and they probably will. The job description was edited, and that part was taken out. But the cat is out of the bag. So to speak, it looks like Twitter is going to go subscription in some form or fashion.
Chad:
Yeah. That's something that Scott Galloway talks about all of the time. And he's-
SFX:
Hell yeah.
Chad:
... a shareholder, so he might have some insights. Big shout-out to Max Armbruster. You might remember him. He was actually on our very first Death Match. CEO of Talkpush. He is starting his own podcast called The Recruitment Hackers Podcast. Just one word of warning, Max. It's much harder than it looks and/or sounds.
Joel:
Yeah. Is he doing it in French or English?
Chad:
He can probably do it in a variety [crosstalk 00:06:24].
Joel:
He probably could Japanese. I don't know. He's very worldly, that Max guy is. Shout-out to FedEx, pressuring the Washington Redskins.
Chad:
That's right.
Joel:
An obvious, I don't know, lay-up in terms of brands that should be put to bed forever. FedEx owns the rights to the stadium where the Redskins play football. Mr. Gordon is going to hate this episode, because there's so many American sporting references. But anyway, shout-out to FedEx for pressuring the Redskins to change their name, which I think is definitely going to happen in the next six months.
Chad:
Well, and you might not know, but FedEx CEO, Fred Smith, is also a minority owner in the Redskins. So there's some additional pressure that's there. It's not just from the company who's paying naming for naming rights. It's also the minority owners. And that being said, Netflix. We've heard a lot about Netflix giving back to the Black Lives Matter side of the house. And also now the community, they are investing 100 million into banks supporting black communities. So there you go. Good job there, guys. I got to say, from our standpoint as a couple of white guys, I was really hesitant to entitle last week's podcast Black Hiring Matters. But my man Torin Ellis told us to speak up and speak the truth as allies. We can be white dudes and speak our truth, but that's exactly what we did. So big shout-out to Torin Ellis and many of the others out there like Regina Allen-Mosley, who shared the podcast and gave a lot of love to us. So we really appreciate that.
Joel:
Lovely. Absolutely. Shout-out to Harley-Davidson who had a round of layoffs recently. Someone shared this on Twitter. Apparently, they actually branded the layoff strategy and sort of rethinking their organization. They called it the rewiring. So when letters went out to folks about the layoffs, apparently, it was branded the rewiring. I'm not sure layoffs are something you want to brand. Your thoughts?
Chad:
It hurts to think about a cult brand who thinks so hard about their brand. And I mean, that's what's happening.
Joel:
Yep.
Chad:
Right? They're thinking, "How do we do this in the right way?". And it's almost like they're thinking too hard about doing something humane. I don't know. I'd have to dig into this a little bit more. But I mean, Harley-Davidson is a cult brand. There's no question. They have cult followers, period. When you get into that groove and that mindset, as a brand, sometimes you can think too hard. I don't know if this is the situation, but I think just from surface that I think they're thinking too hard.
Joel:
Life was good until the rewiring. I also thought about the movie, The Doors, where Jim Morrison and the band are told that they can't sing, "Come on, baby. Light my fire." And Jim says, "How about 'Baby, bite my wire'?". I thought that would be a proper response for employees who were laid off during the rewiring.
Chad:
The rewiring. So we did some rewiring. We actually had some time with Gerry Crispin, Steven Rothberg and Deb Andrychuk. They joined us for a series of podcasts that were called Protect Your Brand. There are four discussions. We've dropped two thus far. The newest one called Adapting to Remote. You can check them out. The newest one will drop this Sunday. But again, just trying to bring more voices into the discussion, not just around COVID, but obviously around business and how we react and also respond to what's going on around us.
Joel:
Absolutely. Good stuff. Bret Feig, I want to give a shout-out to. Hopefully, I'm pronouncing that last name correctly. He loves the show, a recruiter out of New York who is looking for work. So if any of our tri-city listeners need some recruiting help, give Bret Feig, F-E-I-G, a look. He's on LinkedIn, obviously.
Chad:
My last shout-out, which I missed last week, sorry, Chester, is my little buddy voiceover expert, Chester Fellows, out of the UK. He actually made me a friendship bracelet that says "Chad Cheese" on it and sent it all the way across the sea. And big thanks to his dad, Dan Fellows, who, if you remember, was a part of one of our latest Death Match series with Get-Optimal.
Joel:
Yeah. Chester, I didn't get a bracelet, man. Thanks a lot. That hurts man. That hurts a lot, but I still love you, Dan. I-
Chad:
You didn't send him a personal video telling him that it was going to be all right with school, that they were starting school. Chester and I, we got it like that.
Joel:
That's not creepy at all. My last shout-out goes to Glenn Martin, a fan of the show, and also a podcast to himself with The #SocialRecruiting Podcast.
Chad:
Well, hello.
Joel:
And by the way, Glenn is up for the Best Beard in the Industry Award, which I don't think is an official title, but he would certainly be up for it if there was one.
Chad:
Yes. Big shout-out to Glenn. And as we roll into the event that we just finished up, The Recruitment Events Company, through one hell of a content delivery, fast with a TA Global Gathering digital event. We did Featurerama. We did four segments with Aida from XOR, Andy from Nexxt, Zack with Jobvite, and Shon over at HiringSolved. We're going to start dropping those podcasts. The videos are already out there. They're probably out there with the recruitment, or on YouTube or something like that. But we're going to start dropping the podcasts here in the next couple of weeks. So just a little teaser. Look for Featurerama, which was a blast.
Joel:
Should we talk about the winner or just-
Chad:
Sure.
Joel:
... tease it out? So HiringSolved won our first ever Featurerama.
Chad:
Shon Burton.
Joel:
It went to to them. They have the badass belt of tech coming their way. The design is getting finished up as we speak. We got him a medium. I think that's about the right size knowing Shon. So yeah, that's coming, buddy. Put it on the wall with pride. The badass belt of tech is coming your way.
Chad:
I hope you got it from BabyGap.
Joel:
Geez. Nice manners, babe. Nice manners.
Chad:
I love Shon. Topics.
Joel:
CareerBuilder.
Chad:
Wow.
Joel:
Sexual harassment case. This is two years in the making. Our buddy-
Chad:
Lori McInerney.
Joel:
Lori McCleney. Forget her name.
Chad:
McInerney.
Joel:
Little background on this. She's been at the company since 2002. She was sales. She went to, obviously, events with the company. I won't name names on the side of who sort of crossed the line in terms of the harassment, but she filed suit against the company. It was settled this week. June 30th, it was filed. Obviously, there are no details in terms of what she got out of the settlement. According to the complaint lawsuit quote, "For more than a decade, Lori McInerney had a successful career and was a highly valued upper management employee at CareerBuilder. During that time and as experienced by most other women employed by CareerBuilder, McInerney endured a corporate culture which turned a blind eye towards the sexual harassment, discrimination and bullying of women employees." Ouch.
Chad:
Yeah. And if you are a brand like CareerBuilder and there are these bro culture things that are happening, how are you ever going to get females to come work for you in leadership? Not to mention there was also other females in the organization that, or female in the organization, that was in leadership, who was a big bully as well. It just, overall, did not seem like an amazing culture. And I can't imagine that any of that has changed, but you never know.
Joel:
Certainly, the optics sucked. And part of the lawsuit, as well, was Lori got harassed apparently from a female superior, as well. So it doesn't just land on the men's side. Women can do it,too. So hopefully, this is settled. I think most of the people there, as part of this lawsuit, are gone from CareerBuilder. And hopefully, they are building a better culture with the few employees that they have left building up from the depths of layoffs and whatnot.
Chad:
Yeah. The smoke and mirrors that they put out the last press release, I think, was about new tech and mobile apply or something like that.
Joel:
Yeah. It said "Welcome to 2017," or something with all their new editions.
Chad:
Yeah. Yeah. Yeah. Yeah. So I mean, I think we've been talking about these guys just slowly dying over the years. They're milking everything at this point. They've already made money on the acquisitions that have happened, MZ and then some of the other ones. I'm just incredibly surprised they haven't done one or two things, either spent money on Broadbean to do better and actually become programmatic, which will never happen because they're not spending money, or just sell it off. I mean, there's just so much that's there. It's interesting. And also Textkernel.
Joel:
I'm sure they're glad to get the case out of the papers and move on to their stuff. Unfortunately, they're not alone. Indeed, as we talked about fairly recently, also a harassment case currently pending on their docket. As soon as that gets news out, we'll let you know. I was still trying to get interview set up with Taylor Gilbert, I think is her name, still an employee. But trying to get an interview with her lawyer, which should be a good to have on the show and figure out more of what's going on with Indeed and their current culture.
Chad:
One culture that seems to be flourishing is Slack's.
SFX:
Hell yeah.
Joel:
Yeah. Yeah.
Chad:
It just acquired Rimeto. Rimeto? Rimeto? Rimeto. I think it's Rimeto.
Joel:
They're changing the names. Don't worry about it.
Chad:
Yeah. God. They better, because it sucks. Rimeto seems like they're trying to be a version of LinkedIn. An advanced profile and directory that will integrate into the Slack Directory itself. And if you've ever used Slack, one of the things that really gets confusing, for yours and then you have access to another one. It's like how do I manage all of this stuff? It's not the easiest. Not to mention people. How do I connect with these people? And how do I connect... Maybe I don't even know the people, but I want to connect into a department. I don't know who to talk to in marketing. Where do I go? Okay. This is where you go. So it's a directory of sorts, which I think, there's no question, Slack needs. But it's almost like it's a LinkedIn-ish type of directory, which is incredibly interesting.
Joel:
Yeah. Yeah. For a long time, we've been talking about Slack moving beyond messaging. And when they went public, they talked about Microsoft as a threat, which seemed a little bit odd because they were a messaging company. We talked about them killing email. Well, it looks like they're going to go out and try to kill or take some of the market share of Microsoft and LinkedIn. So I thought this was really huge news in terms of them getting into the profile business directory space. It looks like from the news that they're going to keep it as a separate brand, although they are rebranding it. Maybe, it'll be Slack Directory or something along those lines.
Joel:
But ultimately, this data of people is going to start seeping into Slack's main messaging program. You'll be able to search people from other companies, obviously, be able to contact them i.e. recruit them at some point. So to me, this is a major step in Slack's evolution of going directly at LinkedIn's dominance in this space. And time will tell if they can make a dent. But I kind of like their chances as an alternative to LinkedIn, which by the way, most people in our space hate.
Chad:
Yeah. Well, and think about it. Every company that currently uses Slack, they're going to want to have this interaction. They're going to want to have these directories, which automatically builds all of this out. And it also has the profiles of those individuals, much like LinkedIn with regard to background, skillsets, education, all of that stuff. So think of like a Slack reverse engineering LinkedIn. And I think that's really where they're going.
Joel:
Yeah. Yeah. I think they have to keep it as separate, at least, for the time being, because people won't want to make their internal directory public through Slack. But if it's a separate brand, people will be much more likely to join it, and it'll be much more used as a public database, as opposed to your internal messaging on Slack. But at some point, the two are going to morph into each other.
Chad:
Yeah. It'll be interesting to see how they navigate that hurdle of, "Hey, I don't want to put all my people out there in the open to be sniped at or poached. Right? So yeah, that could be one hell of a tool to be able to do something like that. So it'll be interesting. Watch this space.
Joel:
Very interesting, indeed. Also, very interesting what our sponsor, JobAdX, is doing. Let's take a quick break, and we'll talk about Amazon drivers. Always a fun topic.
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Chad:
It's nice to know I am not the only person who hates Jeff Bezos.
Joel:
Derick Lancaster is not having it, my friend.
Chad:
He's not having it. A Detroit area Amazon driver, on Monday, I think actually earlier this week, said he abandoned a van full of packages at a gas station. And in a tweet that went viral, he let Amazon know where it was at.
Joel:
Yep.
Chad:
I mean, he quit his job on Twitter, filled up the gas tank, left the keys in the ignition. It's a "Come get your shit."
Joel:
Yeah. I love this tweet. "I quit Amazon. Fuck that driving shit. I left the van on 12 Mile in Southfield. You all can have that shit. And it's full of gas with the keys in the ignition." He was tired of working 13-hour days and being, basically, a slave behind the wheel. But I can't blame the guy. I feel for him. But man, what a way to quit and stick it to Amazon.
Chad:
He said in a video that it definitely was an unfair treatment and that he was going to look for a $15 an hour job cutting grass, so it would have been easier than working for Amazon. But here's what the ad actually says. "The job pays $15 per hour and employees can expect to work 10-hour shifts for up to five days a week." The listing says, "Amazon offers competitive compensation, employee benefits, community interaction," and states that "Every day is fun and different."
Joel:
Man, fuck that driving shit.
Chad:
Dude. And this also tells you there are protesters that were outside of Jeff Bezos' house with the guillotine.
Joel:
Guillotine.
Chad:
With the fucking guillotine. And you can understand why. So pre-COVID, Jeff Bezos was worth $113 billion. Today, he is worth $157 billion. This is the guy who took away the wage increase and drop the bullshit bonus into the worker's laps. Guillotines, pitchforks, those are all great, dude. But I'm telling you right now, that motherfucker needs tax.
Joel:
Yeah. My favorite new hashtag is #DefundJeffBezos. That's my favorite new hashtag.
Chad:
What a fox dick, dude. I mean, seriously, he is making so much money and, yet, to work... The guy's a driver, right? That cannot be a fun every day kind of scenario. It's boring as hell. It's 10 to 13, 12-hour shifts, which is what this kid was doing. And he's getting paid $15 an hour. We've done the math. Go figure. That's around 30,000 before taxes. Dude, come off your fucking pile of cash and pay these people.
Joel:
I got nothing else, man. That's the funniest story. Well, you'll love this move by Atlassian, who'd most people, or at least I knew as the makers of Trello, the popular collaboration tool for technology folks.
Chad:
Yeah. So, you talk about Amazon, and then you also hear so many different things about companies and culture and things of that nature. And as a matter of fact, we actually, this week, just dropped another Cult Brand podcast with Douglas Atkin-
Joel:
Nice.
Chad:
... entitled "Don't Fuck Up the Culture". And it is magnificent. Mainly, because you and I only speak for about five minutes within the 45-minute podcast, because Douglas is just fucking amazing. But what they did, Airbnb seems to be somewhat of what Atlassian is modeling between balance. And I found it was really interesting because they say, "We're trying to build teams where people can bring their unique viewpoints informed by identities that they hold and their own experiences," those types of things. You hear that from companies all of the time. But then they point to a Harvard Business Review article that actually talks about diverse teams feel less comfortable, and that's why they perform better. Homogenous teams feel easier, but easy is an easy way to perform badly. Right?
Joel:
Yeah.
Chad:
And they also are so transparent, and they focus on belonging.
Joel:
Yeah.
Chad:
And the only way that you can really belong seriously is if you bring your whole self to work. And again, that's something else that Douglas talks about in his book, The Culting of Brands, and talks on our podcast. But they are transparent from the standpoint of actually showing the percentage of women, black people, different roles, that type of thing. And this is, from my standpoint and what we always talk about, where we need to get to. Next. It's the Patriots' transparency piece, right?
Joel:
Yeah. I love this. It's almost like the Atlassian manifesto-
Chad:
Yeah.
Joel:
... in terms of what they're thinking internally. You can find it at atlassian.com/belonging. My favorite part of it was sort of the "Think structural" piece. And we talk a lot about the systematic sort of exclusion that happens in the education system and our communities. And they sort of hit it head-on by saying, "We know that the systematic exclusion of certain groups, including black Americans, women, and people with disabilities, from the tech industry is structural. And so we need to develop structural solutions to these problems." To me that says there were really thoughtfulness and not just paying lip service to people like you and me.
Chad:
Another piece out of the Harvard Business Review that I thought was incredibly interesting, we're always talking about how diverse cultures, they perform better. Right? They actually get better results. And a quote from the article says, "Among groups where all three members didn't already know the correct answer, adding an outsider versus an insider, actually doubled their chance of arriving at the correct solution from 29% to 60%. The work felt harder, but the outcomes were better." And the biggest issue that I think we have is we always talk about hiring people that looked like us, because that's comfortable. I mean, it is what it is. Hiring people who think like us. Right?
Joel:
Mm-hmm (affirmative).
Chad:
And generally look like us in many cases, because that's comfortable. The problem is comfortable is not where innovation happens, uncomfortable is. That doesn't mean you have to be yelling at each other or those types of things, but yet you have to have diverse opinions and experiences and backgrounds. And that is exactly what Atlassian's talking about. They have 30% of women in senior leadership roles, 3% black in the US offices. They can do much better there, but they're putting it out there for people to see. 20% of women in technical roles, that's a little higher than the average. But again, whether they're doing great or not, they're putting it out there. They also published information across the teams, including gender, race, and age. Now, I'd like to see more around disability, veteran hiring. Well, but this, at least, they're getting out and setting a base for everybody to see that this is what we believe in.
Joel:
I quote the Spice Girls who said, "Spice up your life." Spice up the company, baby. The more flavors, the better the pot. You know what I'm saying?
Chad:
Is that what you really, really want?
Joel:
Let's hear from Sovren and talk about cash money.
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Chad:
Money.
Joel:
All right. Favorite Spice Girl? Go.
Chad:
Posh.
Joel:
Posh?
Chad:
Definitely, Posh.
Joel:
I like Baby Spice. I like the-
Chad:
That's because you're weird.
Joel:
Money. Money. Money.
Chad:
Money. Money.
Joel:
All right. So our buddy George LaRocque sent out his quarterly reports of companies that got money. So we have three this week that are getting cash. And I think they're sort of relevant to sort of an overall theme of who's getting cash. So we'll start with Work Shield who got four million this week. Work Shield is sort of a technological way to manage and monitor harassment issues internally at companies. So they're taking away sort of the "I got to go see my HR rep and tell them what's up," and replaces that with sort of a technology system, which I think is really interesting in light of talking about CareerBuilder and Indeed's sexual harassment issues. We have Competitive Wedge whose logo is just Wedge. So that's what am I-
Chad:
Wedgie.
Joel:
That's what I'm going to call them. Either it's a salad or getting a wedgie. I don't know which is more humorous. But they got one million, and they are a video interviewing platform, essentially.
Chad:
They sound like Vervoe's, Redhead and StepsOn.
Joel:
Yeah. Vervoe's going to give them a wedgie, I think, at the end of the day. Very not Australian, probably. But lastly, Organise with an S, so you know it's got to be the UK or Canada maybe. So they got 700k in US dollars for... What I usually think is interesting is sort of the technological means to create labor unions. So this is a way that workers at a company can organize. Stick it to the man. It's Jimmy Hoffa 2.0. And it's two nice women that are founding this, so they're going to go hardcore, which I love. So Organise, Wedge and Work Shield. What do you think?
Chad:
All three of them, I think, go back into George and the HRWins and their funding. They're all focused on areas that are currently getting funding, because we're going to be working remote. So Work Shield, from the standpoint of being able to really resolve and also report harassment, discrimination in the workplace, where the workplace is going to be much different than it was before... And you can still have that harassment. You can still have the bullying. You can still have all of that, even though you're not face-to-face. How are you going to report it? How are you going to make it better? How are going to make it easier? The Work Shield can do that.
Chad:
Competitive Wedge. It's very simple. I mean, we're talking about video interviewing. Right? And assessments was one of the top areas of funding in George's report. But Organise, I think, it's just too simple. I mean, with Black Lives Matter happening, with females not getting paid as much as white men do, I mean, there's just so much disparity that's out there. How can you be Jeff Bezos' fucking nightmare? This is how you do it. You create tools that ensure those white, rich dudes who won't come off their fucking cash will come off their cash somehow, some way. So a great way to grassroots organize, or just organize, overall. I think it makes a lot of sense and is in tune with the money that George reported out.
Joel:
And I think what was interesting about the money flow in the past quarter, even though we had obviously COVID challenges and the dollar amount is certainly well off the Q1 2019 number, the deal flow is actually as high as it was back then, even though the dollar amount is quite a bit less. So let's call it a billion six, compared to a billion this past quarter. So money is definitely still flowing. The lion's share is going to your HCM companies, so your benefits, your onboarding, all that good stuff. Talent acquisition is still up there with talent management coming in third.
Joel:
Globally, the US is still where the lion's share of the dollars are coming, but we're seeing a good amount of variety within Europe, Australia, even South America. I was surprised at the diversity of areas that we're getting funded in our industry. I mean, countries like France, Australia, Germany, for example, remain pretty hot. But those are my takeaways from it. I think times are really good. We'll see what the next quarter holds, because a lot of these deals were done really before COVID. You already took hold, a lot of the negotiation, and whatnot, had been done by the time these deals happened. But we'll see what Q3 holds.
Chad:
Yeah.
Joel:
So far so good from a money perspective.
Chad:
Yeah. So its core systems, HCM, and then vendors who can embrace this crazy new world we live in. Go back to an interview that we actually just had with Vervoe's CEO, Omer Molad, where they actually pivoted from SMB to enterprise, and then started servicing industries that they really hadn't before like nursing. And that wasn't their core competency, but it became their core competency. So instead of trying to fight what's happening or waiting it out, they're going with the flow, and they're going where the money is right now. That's not easy for a lot of these older companies, like, again, the Monsters of the world, let's say. Because all the technical debt and everything that they have in place, it's almost brick and mortar.
Joel:
But dude, Monster has a new landing page for nurses. That's going to save them, I think.
Chad:
That'll do, pig. That’ll do. We out.
Chester:
Thank you for listening to podcast with Chad and Cheese. Brilliant. They talk about recruiting. They talk about technology. But most of all, they talk about nothing. Anywho, be sure to subscribe today on iTunes, Spotify, Google Play, or wherever you listen to your podcasts. We out.