『You Should Know』のカバーアート

You Should Know

You Should Know

著者： WRKdefined
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"You Should Know," a podcast delving into pivotal leadership challenges in the workplace. With broad topics, it engages anyone invested in the evolving world of work. Join us as we unravel workplace dynamics. Proudly brought to you by WRKdefined with hosts William Tincup and Ryan Leary.All rights reserved by WRKdefined マネジメント マネジメント・リーダーシップ 政治・政府 経済学
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  • Assessing Skills One at a Time Is Costing You Better Hires

    Assessing Skills One at a Time Is Costing You Better Hires
    2026/08/26
    Most hiring assessments break communication, empathy, active listening, and problem-solving into separate scores. The problem is that frontline employees don’t use those skills separately. They use them together during real conversations with customers. HiringBranch takes a different approach. Candidates respond to open-ended scenarios using their own voice or writing, giving employers a better look at how they would actually handle the job. In this episode, Assaf Bar-Moshe talks about new HiringBranch research showing that evaluating skills together can be more accurate than scoring each skill individually. He also explains how HiringBranch turns real job responsibilities into assessment scenarios and uses performance data to improve those assessments over time. Key Takeaways: Empathy alone doesn’t make someone good at customer service. They also need to understand the problem, communicate clearly, and help move the customer toward a solution. Open-ended assessments require candidates to respond in their own words. There are no multiple-choice answers pointing them toward what the employer wants to hear. HiringBranch found a stronger connection to human judgment when skills were evaluated together instead of scored one at a time. The right response depends on the job, customer, industry, location, and situation. Context matters when deciding what good communication looks like. Better assessments start with what employees actually do every day. HiringBranch turns those responsibilities and conversations into scenarios candidates are likely to face on the job. Guest: Assaf Bar-Moshe, Chief Research and Development Officer at HiringBranch Connect with Assaf on LinkedInhttps://www.linkedin.com/in/assaf-bar-moshe-3807738/ William Tincup, Co-founder of WRKdefined and host of the You Should Know podcast Resources: Get the report that Assaf talks about, Accurately Measuring Skills: Isolated vs Multi-Skill Scoring to Predict Performance https://bit.ly/HiringBranch Chapters: 00:25 Meet Assaf and HiringBranch 01:10 Assessing frontline communication roles 02:07 How open-ended assessment scenarios work 03:42 William’s retail customer service story 04:40 The value of scenario-based assessments 05:20 What HiringBranch evaluates 06:20 Measuring language, communication, and soft skills 07:19 Personality testing versus linguistic analysis 09:12 Assessing integrity, grit, creativity, and adaptability 11:21 How acceptable responses are determined 12:20 The new HiringBranch research 13:18 The challenge of measuring empathy 14:45 Why soft skills need context 16:07 Comparing machine learning scores with human judgment 17:07 Evaluating skills together 18:45 Connecting assessment scores to job performance 20:54 Turning job descriptions into conversation flows 22:27 Working with bad job descriptions 23:54 Using customer transcripts and recruiter input 24:52 Building more adaptable assessments 26:30 Where to find the research Learn more about your ad choices. Visit megaphone.fm/adchoices
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    28 分
  • AI Adoption Is the Wrong Metric: Measure Work Outcomes Instead with John Phillips ServiceNow

    AI Adoption Is the Wrong Metric: Measure Work Outcomes Instead with John Phillips ServiceNow
    2026/08/25
    AI adoption should not be measured by how many employees use a tool. It should be measured by whether work gets completed faster, more simply, and with better outcomes. In this episode, John Phillips, Group Vice President of Employee Experience at ServiceNow, explains why employee experience depends on the complete value exchange between people and organizations, including the software and workflows employees use every day. Employee engagement is often reduced to satisfaction scores, survey results, or whether people appear happy at work. A better measure is discretionary effort: the additional energy, care, and judgment someone chooses to contribute beyond the minimum required. That effort depends on the value employees receive in return. Compensation matters, but so do purpose, flexibility, useful technology, and the ability to connect work with personal values and life goals. COVID permanently changed that exchange. It challenged old assumptions about where work happens, how people balance professional and personal responsibilities, and what employees expect from an organization. Technology now shapes that experience as much as policy or culture. Employees should not have to move between disconnected systems, repeat information, or learn a different process for every task. Each point of friction makes work harder and reduces productivity. The future is a simpler, more personalized experience that connects systems around the job an employee needs to complete. AI can support that future, but buying more tools is not the same as improving work. When those tools do not share data, workflows, security, and governance, they create another layer of complexity. Organizations should stop counting licenses, logins, and prompts as proof of successful AI adoption. The better questions are whether employees completed the job, whether the experience improved, and whether the business achieved a meaningful outcome. Key Takeaways ➡️ AI adoption is an outcome question, not a usage metric. More licenses, logins, or prompts do not prove that work has become faster, simpler, or more effective. ➡️ Employee engagement is best understood as discretionary effort. The value exchange between employees and employers determines whether people choose to contribute beyond the minimum. ➡️ Software experience is part of employee experience. Disconnected systems, repeated steps, and fragmented workflows directly affect productivity and satisfaction. ➡️ COVID permanently changed expectations about work. Employees now evaluate flexibility, purpose, technology, and the relationship between work and life as part of the employment experience. ➡️ Hyper-personalization should simplify work around the outcome an employee needs. AI creates value when it connects data and workflows instead of adding another isolated tool. Chapters 00:00 Employee Experience at ServiceNow03:06 The State of Employee Experience09:15 The Employee-Employer Value Exchange12:11 Engagement and Discretionary Effort18:20 How COVID Changed Work23:11 Why Software Is Part of Employee Experience30:39 Defining Work Through Values and Purpose35:27 Measuring AI Adoption by Outcomes Guest John Phillips, Group Vice President of Employee Experience, ServiceNowLinkedIn: https://www.linkedin.com/in/talentfirst Connect with Us : William Tincup LinkedIn: https://www.linkedin.com/in/tincup/Ryan Leary LinkedIn: https://www.linkedin.com/in/ryanleary/ Connect with WRKdefined on your favorite social network: Site: http://www.wrkdefined.comTikTok: https://www.tiktok.com/@wrkdefinedLinkedIn: https://www.linkedin.com/company/wrkdefinedFacebook: https://www.facebook.com/WRKdefined/Twitter (X): https://twitter.com/WRKdefinedSubstack: https://wrkdefined.substack.com/ Learn more about your ad choices. Visit megaphone.fm/adchoices
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    44 分
  • Why Fear-Based Leadership Fails: Building Trust in Remote Teams with Tony Jamous

    Why Fear-Based Leadership Fails: Building Trust in Remote Teams with Tony Jamous
    2026/08/18
    Fear-based leadership rarely announces itself as fear. It shows up as control, surveillance, short-term decision-making, and the belief that people cannot be trusted unless someone is watching them. In this episode, the founder and Executive Chairman of Oyster explores why outdated leadership models continue to survive, how remote work exposes the difference between trust and control, and what leaders must change to build healthier, more effective organizations. The conversation moves beyond leadership theory into psychological safety, ethical behavior, global company culture, and the personal work required to lead without allowing fear to take over. Uncertainty can make even experienced leaders retreat into old habits. They monitor activity instead of measuring outcomes. They become reactive when targets are missed. They assume flexibility will be abused. They convince themselves that tighter control will protect the business. It usually does the opposite. When employees expect blame or punishment, they stop sharing problems early. Creativity slows down. Decisions move upward. Leaders become bottlenecks, and the organization loses the honesty it needs to improve. The issue is not whether leaders experience fear. Every leader does. The issue is whether they recognize it before it shapes how everyone else is expected to work. Trust does not mean removing accountability. It means refusing to treat every mistake, delay, or disagreement as evidence that someone is lazy, dishonest, or disengaged. Leaders create trust when employees can admit failure without being attacked, raise uncomfortable issues without risking retaliation, and make decisions without waiting for constant approval. Assuming best intent creates room for honesty. That honesty gives leaders better information, stronger relationships, and a clearer understanding of what is actually happening inside the business. An office can create the illusion of control. Leaders can see people sitting at desks, attending meetings, and appearing busy without knowing whether meaningful work is being accomplished. Remote work removes that illusion. It forces organizations to define outcomes, communicate expectations, document decisions, and evaluate performance based on results. Leaders can no longer confuse physical visibility with productivity. For companies willing to make that shift, remote work becomes more than an employee benefit. It becomes a forcing function for better management, deeper trust, and access to talent that is not limited by geography. Companies often talk about hiring ethical people as if ethics were a personality trait that could be confirmed during an interview. The environment matters just as much as the individual. People pay attention to what leaders reward, tolerate, question, and ignore. When financial pressure becomes more important than customers, compliance, or human impact, even well-intentioned employees can be pushed toward bad decisions. Ethical companies establish clear standards and protect those standards when doing so becomes inconvenient. The real test of company values is not how they are discussed when business is good. It is whether they survive when a target is at risk. Company culture is not an office, a collection of perks, or a calendar of social events. Culture is how people communicate, make decisions, give feedback, handle disagreement, admit mistakes, and treat one another when leadership is not watching. That becomes even more important inside a global organization. Employees may bring different languages, customs, and perspectives to the company, but they still need a shared understanding of how work gets done. A strong remote culture does not erase local identity. It creates a common operating standard that allows people from different backgrounds to work together with trust, clarity, and accountability. Traditional definitions of success are built around money, status, recognition, and external validation. Those measurements can produce impressive companies while quietly exhausting the people responsible for building them. The deeper shift happens when leadership becomes less about proving personal value and more about serving a purpose beyond the individual. That does not make profit irrelevant. It changes what profit is supporting. When employees, customers, and investors understand the larger purpose behind the business, financial performance becomes one measurement of success instead of the only one. Key Takeaways ➡️ Control is often fear disguised as management. Leaders who do not manage their own uncertainty can spread anxiety throughout the organization and block the people they hired from doing their best work. ➡️ Trust begins with assuming best intent. Employees need room to make decisions, admit failures, and raise difficult issues without expecting suspicion or punishment. ➡️ Remote work replaces visibility with accountability. Distributed teams force leaders to define outcomes ...
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    48 分
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