Summary

In this conversation, Carrie Chi, Chief Human Resources Officer for First Advantage Federal Credit Union and President and CEO of Advantage Rewards, discusses the various services offered by Advantage Rewards, including HR consulting, benefits brokerage, and PEO services. She shares insights on the local HR landscape, the importance of collaboration among credit unions, and the challenges of recruiting quality candidates in today's economic climate. The discussion also touches on the integration of AI in HR practices and the common mistakes organizations make in their HR strategies.

For more information check out:

https://www.1stadvantage.org/business/hr-benefits-consulting/

https://www.linkedin.com/in/carrie-chi-mba-shrm-scp-00806411/

Takeaways

Advantage Rewards provides HR consulting, benefits brokerage, and PEO services.

Collaboration among credit unions is essential for sharing best practices.

Understanding local HR needs led to the establishment of Advantage Rewards.

AI is becoming increasingly important in HR practices.

Recruitment challenges are influenced by economic uncertainty and demographic shifts.

Organizations should focus on hiring for aptitude and training.

Employers need to evaluate their benefits strategies to retain employees.

The fastest growing segment of the workforce is those over age 75.

Efficiency in processes can enhance employee satisfaction.

Personal interest from leaders can significantly impact employee morale.

Sound Bites

"Credit unions are collaborative."

"Employers need to be willing to hire for aptitude."

"It's about doing more with the same."

Chapters

00:00 Introduction to Advantage Rewards

02:21 Understanding PEOs and Their Benefits

05:14 Identifying Local Needs and Establishing Advantage Rewards

08:24 Target Audience and Ideal Clients

11:25 Collaboration with Local Credit Unions

14:10 Future Plans and AI Integration

17:09 Challenges in Human Resources

20:25 Common Mistakes in HR

23:30 Recruitment Challenges and Strategies

26:27 The Importance of Efficiency in HR

29:17 Conclusion and Future Engagements

Keywords

HR consulting, Advantage Rewards, credit unions, PEO services, employee benefits, AI in HR, recruitment challenges, human resources, local businesses, workforce development

In this conversation, Jason Tilley and Mark Wormgoor discuss the transformative potential of AI in business, the challenges of navigating boardroom expectations, and the importance of compliance in regulated industries. Mark emphasizes the need for a strategic approach to AI deployment, focusing on solving business problems rather than succumbing to the allure of technology for its own sake. They explore the ethical implications of AI data usage, the evolving landscape of AI regulations, and the role of major cloud providers in facilitating AI solutions. The discussion also touches on payment innovations in Europe and the future of AI in content creation.

👋 Hi, my name is Mark Wormgoor. I'm a tech strategist and executive coach. Over the past 30 years, I've consulted for industry leaders, led large global IT teams, and coached high-profile tech executives. Throughout my career, I've enjoyed working with renowned organizations including: Lipton, CRH, Jacobs Douwe Egberts, Accenture, Shell, ING, ABN Amro, Van Lanschot, and KLM Air France. Today, I run Tairi. We deliver tech strategy, software development, and executive coaching to tech leaders. Throughout my career, I've seen and worked for too many companies where IT is a supporting function. As AI and tech rapidly evolve, businesses that prioritize strategic tech leadership at the executive level will drive exceptional growth and impact. My mission is to place tech leadership at every boardroom table. By making technology and AI integral to strategic decision-making, we create lasting impact for business leaders, their teams, and their customers alike.

https://themaverickcto.com/goal-setting

AI is a tool that should solve business problems.

CIOs face pressure from boards to implement AI without clear direction.

Effective AI deployment requires understanding business needs.

Pilot programs can validate AI use cases before large investments.

Compliance is crucial when using AI in regulated industries.

Human oversight is necessary for AI decision-making.

AI models can produce biased outcomes if not carefully managed.

Partnerships with established vendors can mitigate compliance risks.

Major cloud providers dominate the AI service market.

The future of payments is evolving rapidly in Europe.

"AI is a cool tool, but just a tool."

"You can't ignore this board question."

"You need to define the actual problem."

Add 2:00 for Intro

00:00 Introduction to Mark Wormgoor

01:10 AI in the Boardroom: Starting the Conversation

04:41 Managing Board Expectations on AI Implementation

07:46 Pilot Programs: Proving AI's Value

09:59 Effective AI Use Cases in Organizations

12:26 Navigating Compliance in AI Usage

15:44 The Role of Human Oversight in AI Decisions

19:38 Ethical Considerations in AI Decision Making

23:55 Trusting Third-Party AI Vendors

25:44 Navigating Compliance in AI Solutions

28:00 The Microsoft-OpenAI Relationship: Ethical Concerns

32:18 The Cooperative Nature of Credit Unions

37:06 Market Positioning of Major Cloud Providers

40:39 Amazon and Apple's Potential in AI

44:59 Payment Innovations: A Global Perspective

In this conversation, Jason Tilley interviews Derrick Van Mell, the principal at the Center for Management Terms and Practices. They discuss the chaotic nature of management, the importance of establishing standards, and the need for competent managers in today's world. Derrick shares insights on identifying bad bosses, transitioning from individual contributor roles to management, and the skills necessary for new managers. They also explore continuous improvement for managers and the shift in focus required when moving from management to executive roles. The conversation concludes with Derrick's personal productivity tips and a question for the next guest.

Derrick Van Mell is the founder and Principal of The Center for Management Terms & Practices, the standards body for general management. His personal mission is to build a world community of caring leaders who live by the highest standards of ethics and competence. Everyone deserves a boss that makes them feel safe, appreciated, and proud. Everyone should have a boss who runs great meetings, provides clear direction and plans, and who helps people accomplish great things. He’s worked with leaders around the world in every size and type organization, and he’s the author of three books, including "Atoms & Orchestras: The Case for Standards-Based Management." ." Derrick has a BA in Economics, an MBA, and a Masters in English. Derrick has spoken in the US, Europe, and Asia to help leaders see management as a calling, an opportunity to serve others. To access these free standards of ethics and competence, listeners can visit THEINDEX.NET.

Derrick's Website

The Center for Management Terms & Practices: www.theindex.net

Ethics standard: The Pledge of Managerial Power (see About)

Competence standard and self-assessment: The Milwaukee Model (see about)

Blog post for new managers: https://theindex.net/new-manager-30-day-quick-start-checklist/

Contact Derrick Van Mell for assistance: See Contact

Management lacks a standard foundation, leading to chaos.

The need for good managers is increasing due to global challenges.

Management is fundamentally a caring profession.

Identifying bad bosses involves understanding ethics and power dynamics.

Transitioning from individual contributor to manager requires self-reflection.

New managers should focus on communication and personal development skills.

Continuous improvement is essential for managers to stay effective.

Executives must understand data and its implications for decision-making.

Delegation is key for effective management at the executive level.

Modeling positive behaviors can inspire others in the workplace.

"Management is a caring profession."

"You have to have domain knowledge."

"Who is your favorite boss and why?"

Chapters

(add about 2:30 for the intro)

00:00 Introduction to Management Standards

02:11 The Importance of Defining Management

05:17 The Role of Ethics in Management

08:18 Identifying Good and Bad Bosses

11:19 The Journey from Individual Contributor to Manager

14:00 The Role of Domain Knowledge in Management

17:12 The Evolution of Management Skills

19:56 The Spiritual Aspect of Management

22:50 The Need for Generalist Managers

25:57 Conclusion and Future of Management Standards

35:49 Understanding Management Strengths and Weaknesses

37:25 Skills for Transitioning to Management

39:53 The Milwaukee Model of Management Competence

43:10 Continuous Improvement for...