The Human Advantage Podcast

Adam Kleckner

The Human Advantage Podcast Where culture is built, not claimed. Most companies talk about culture, diversity, and performance. Few design for them. Hosted by the LinkTech team, The Human Advantage explores how companies can move beyond checkboxes and build teams around how people actually think, communicate, and contribute. We challenge outdated systems that reward sameness and instead focus on cognitive diversity, lived experience, and intentional alignment as drivers of real business outcomes. Each episode dives into culture add over culture fit, the ROI of diverse thinking, the hidden cost of misalignment, and how leaders can design workplaces where people thrive and performance compounds. If you believe people are not interchangeable—and that how someone thinks is a strategic advantage—this podcast is for you.

  1. 14h ago

    Episode 045 - How to Tell When Your Career Has Stopped Growing with Jonathan Mars

    A conversation with Jonathan Mars on recognizing when comfort becomes stagnation, choosing work that challenges you, and pursuing success without sacrificing the life around it. Host: Adam Kleckner (Head of Strategy at LinkTech), Devon Walker (Head of Recruiting at LinkTech) Summary:Jonathan Mars had followed the conventional path-and five years into his career, he felt like he was standing in quicksand. A move into a technical role at AppNexus forced him to become a beginner again and opened doors he couldn’t have predicted. Now an executive coach and former Microsoft partner, Jon shares the three questions he uses to evaluate his career, why patience and staying too long aren’t the same thing, and how coaching youth basketball reshaped his perspective on leadership. The goal isn’t constant movement. It’s knowing why you’re staying—and what you’re growing toward. Main Topics: Recognizing when a role looks successful but no longer fitsBecoming a beginner again to expand your capabilitiesWhy well-intentioned career advice isn’t always usefulThree questions that matter more than your next titleDistinguishing patience from fear-driven decisionsCoaching ambitious leaders without normalizing exhaustionMaking health, family, and community part of successWhat youth sports teach leaders about belonging and improvementIntriguing Quotes: “I just remember sitting there feeling like I was in quicksand, like this cannot be my life.” “Am I solving interesting problems?” “What if it goes right?” “You're comfortable and you don't care.” “I am gonna show up every day and try to be 1% better today than yesterday.” Key Moments: [02:38] The quicksand moment: Jon had built a business at the Associated Press, but limited growth and changing family circumstances forced him to question his next step. [07:26] Starting over at AppNexus: Jon knew he was struggling in his new technical role. Learning the platform helped him combine new skills with his existing business strengths. [11:15] Choosing the harder assignment: switching sides of the ad-tech business meant unfamiliar customers, economics, and colleagues—and eventually broader leadership opportunities. [16:16] The three-question career check: interesting problems, people you like and respect, and appropriate compensation. Jon revisits the questions every six months. [24:27] Are you playing scared? Fear can shape both career decisions and how you manage talented people. Jon asks leaders to examine what’s driving their choices. [32:05] Coaching for sustainable success: helping someone advance also means helping them avoid the health and lifestyle costs Jon experienced himself. [38:10] Making priorities visible: walking one-on-ones helped Jon fit movement into his day while showing his team that health mattered. [42:10] The youth basketball lesson: every player’s favorite part of the team was some version of playing with friends. Connection matters beyond the scoreboard. [43:42] What never appears on the resume: seeking feedback, acting on it, and showing up to get a little better each day. Notable Resources: Three-question career check: Am I solving interesting problems? Am I working with people I like and respect? Am I well compensated for my efforts?Concepts: Nonlinear careers; process-focused leadership; feedback; daily improvement; sustainable performanceConnect with Jonathan Mars: LinkedIn: https://www.linkedin.com/in/jgmars/ Connect with The Human Advantage Podcast: https://www.thelinktech.com/podcast Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

    Episode 045 - How to Tell When Your Career Has Stopped Growing with Jonathan Mars

  2. 3d ago

    Episode 044 — Why AI Still Needs Human Accountability with Shelby Tallent

    DescriptionA conversation with Shelby Tallent on helping teams innovate responsibly, making room for different ways of thinking, and why handing work to AI doesn’t mean handing over responsibility. Host: Adam Kleckner (Head of Strategy at LinkTech), Devon Walker (Head of Recruiting at LinkTech) Summary:From the Navy and nuclear engineering to AI product development and governance, Shelby Tallent’s career has one through line: giving people time back for what matters. She explains how questions once seen as slowing delivery became essential to her work in AI governance—and how a later ADHD and autism diagnosis helped her understand her strengths. This conversation connects inclusive leadership with responsible technology: listen to the people who spot gaps, make the safe path easy, and keep accountability with humans. Main Topics: Why giving people time back is a meaningful goal for technology and leadershipAdapting how you communicate without abandoning how you thinkWhat people at the edges of a system notice that others missPsychological safety that makes room for different working stylesBringing AI governance into design instead of waiting until launchMatching oversight to risk rather than reviewing every AI use case the same wayWho owns the outcome when an AI agent makes a mistakeFlexible work as good management—not a special exceptionIntriguing Quotes: “I've learned to adapt how I communicate without abandoning how I think.” “People at the edges of a system can reveal what the center overlooks.” “Make the safe path the easiest for them.” “You can delegate a task to AI. You cannot delegate accountability to it.” “It's okay to be a human. You're not a cog.” Key Moments: [01:41] Shelby’s career through line: helping people get time back to care for family, pursue interests, and live beyond work. [09:37] From friction to value: questions about overlooked users became central to Shelby’s governance role. Communication still matters—even when the insight is right. [16:00] What supportive leadership looks like: a leader recognizes a clash of working styles and helps Shelby navigate it without asking her to erase herself. [24:19] Why Shelby moved toward governance: pressure to ship can leave accountability, testing, and monitoring outside the roadmap. [29:58] Governance that helps teams move: get involved early, define risk tiers, and give builders clear guidance instead of a last-minute yes or no. [32:29] AI agents don’t own responsibility. Define who approves, operates, monitors, and intervenes before deployment. [35:24] Where human attention belongs: distinguish low-risk assistance from systems that change records, initiate transactions, or affect people. [44:55] Stop treating flexible work as an exception. People can meet their responsibilities without being treated like cogs. [47:28] What never appears on Shelby’s resume: the people who helped her through hardship—and the empathy that now shapes her decisions. Concepts: Risk-based AI governance; tiered review; scoped permissions; human accountability; universal design; psychological safety Connect with The Human Advantage Podcast: https://www.thelinktech.com/podcast Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

    Episode 044 — Why AI Still Needs Human Accountability with Shelby Tallent

  3. Nov 6

    Episode 043 — Redesigning Work Around People with Subana Paramuthevar

    A conversation with Subana Paramuthevar on rethinking hiring, challenging inherited workplace systems, and designing environments that help people succeed—not just get through the door. Host: Adam Kleckner (Head of Strategy at LinkTech), Devon Walker (Head of Recruiting at LinkTech) Summary:Subana Paramuthevar’s career took her from agency recruiting to global inclusive hiring at Uber and founding Olai Neuro. Throughout that journey, one question kept surfacing: what talent are we missing because of the way we’ve designed work? She shares lessons from rethinking disability hiring in Brazil, explores how health and life transitions shape workplace experiences, and makes the case for treating inclusion as an ongoing design practice—not a separate program. Main Topics: How an immigrant background shaped Subana’s interest in overlooked talentWhat redesigning disability hiring at Uber in Brazil revealed about unnecessary barriersWhy getting people hired is only the beginningMoving inclusion from employer branding into business strategyDesigning systems that adapt as people and circumstances changeWhat a late ADHD diagnosis taught Subana about her own working environmentWhy health, caregiving, and life transitions belong in conversations about workMoving beyond representation metrics to meaningful employee supportIntriguing Quotes: “I think it needs to be fundamentally embedded into the structure of the company.” “I just don't think we're having enough conversations around how health and work intersect.” “Don't believe everything you think.” “Spend some more time in the community, ask more questions, learn.” Key Moments: [06:04] Why overlooked talent became a personal priority: Subana connects her recruiting approach to her own immigrant background and the capabilities employers miss. [14:15] Rethinking hiring in Brazil: a one-day process removed traditional barriers and focused on foundational capability. The work then extended into onboarding, compensation, and progression. [19:27] The branding trap: when inclusion is treated as a nice-to-have, support can disappear once a candidate becomes an employee. [22:28] Inclusion belongs inside the company’s structure—not alongside it. Subana makes the case for ongoing discovery, feedback, and adaptation. [27:06] A postpartum ADHD diagnosis offers a new understanding of past experiences—and prompts deeper questions about how work is designed. [33:10] Why health and work cannot be separated: career demands, caregiving, and hormonal transitions can overlap in ways workplace systems overlook. [42:02] Context matters: environment, access, and opportunity shape whether people can put their strengths to work. [43:16] Lightning round: retire performative representation metrics, spend time in the community, and ask more questions. [44:29] What never appears on the resume: multidimensionality—and the freedom to bring more of herself into her work. Notable Resources: Olai Neuro: https://olai.coConcepts: Inclusive design; neuroadaptive environments; workforce strategy; inclusion across the employee lifecycleConnect with Subana Paramuthevar: LinkedIn: https://www.linkedin.com/in/subana-paramuthevar-mba-phdc-ab3aa825/ Connect with The Human Advantage Podcast: https://www.thelinktech.com/podcast Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

    Episode 043 — Redesigning Work Around People with Subana Paramuthevar

  4. Nov 3

    Episode 042 — Kindness Isn’t Fluffy with Jamie Graceffa

    A conversation with Jamie Graceffa on why kindness belongs at work, how honest feedback and accountability fit into it, and why being kind doesn’t always look the way we expect. Host: Adam Kleckner (Head of Strategy at LinkTech), Devon Walker (Head of Recruiting at LinkTech) Summary:Jamie Graceffa has spent years working across talent development, organizational change, and employee experience. The idea he keeps returning to is simple: how we treat one another matters. But kindness isn’t avoiding difficult conversations or lowering expectations. In this conversation, the creator of Kind Cards explores the difference between looking nice and genuinely helping someone, how to assess behavior alongside results, and why eye contact should never become a shortcut for judging whether someone cares. Main Topics: Why kindness gets dismissed as soft—and what that missesPeople leave difficult teams, not just difficult managersHonest feedback as an act of support rather than criticism“Nice nasty”: friendly to your face, undermining you behind your backTurning values into taught behaviors and consistent accountabilityEvaluating how people achieve results—not just what they achieveRecognizing different expressions of kindness and attentionProtecting breathing room, boundaries, and time away from workIntriguing Quotes: “It’s not about what you can’t say, it’s about how you say it.” “There’s nothing nice about not helping Devin grow and develop in his career.” “We will measure you on what you achieve and how you achieve it.” “We all take in information and we all interact differently.” “I see people before position more than anything.” Key Moments: [01:23] Why kindness? Jamie wanted language people could understand and practice without needing another leadership acronym or personality assessment. [06:00] People leave teams, too. Managers need to notice who gets heard, whose ideas get dismissed, and how colleagues treat one another. [13:47] The feedback you’re avoiding could be the feedback someone needs. Staying silent after a difficult presentation may protect your comfort while hurting their growth. [17:12] “Nice nasty” explained: surface friendliness can hide gossip and betrayal. Jamie distinguishes genuine support from behavior that only looks pleasant. [19:57] Kindness and accountability can coexist. Being direct doesn’t require abandoning respect—and being kind doesn’t mean withholding the truth. [30:40] “We don’t do that here.” Jamie recalls pausing a meeting when someone was being belittled, then explains why values need both practical teaching and follow-through. [34:01] The high performer who leaves damage behind: Jamie discusses bringing behavior into performance reviews, promotions, and succession decisions. [41:00] Why he removed eye contact from Kind Cards: an editor reviewing for ableist language helped him replace a narrow listening expectation with “focus on the speaker.” [45:42] Rethinking constant availability: leave space between meetings, let people take a break, and stop treating every open calendar slot as an invitation. [47:56] The origins of Kind Cards: Jamie created a deck of practical prompts to help individuals, teams, and leaders practice kindness in everyday work. Notable Resources: Kind Cards by Jamie Graceffa — practical reminders and prompts for kindness at work.https://getkindcards.com Concepts: Constructive feedback; behavioral accountability; inclusive listening; team dynamics; authentic appreciation; workplace boundaries Connect with Jamie Graceffa:LinkedIn: https://www.linkedin.com/in/jamie-graceffa/ Connect with The Human Advantage Podcast:Website: https://www.thelinktech.com/podcast Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

    Episode 042 — Kindness Isn’t Fluffy with Jamie Graceffa

  5. Oct 30

    Episode 041 — Beyond Engagement Scores: Making People Feel Valued with Darren Ford

    A conversation with Darren Ford on seeing the person behind the job title, why strong performers don’t automatically make strong managers, and the everyday actions that help people feel genuinely valued.Host: Adam Kleckner (Head of Strategy at LinkTech), Devon Walker (Head of Recruiting at LinkTech)Summary:Darren Ford’s career has taken him from advertising sales to running a school in Bulgaria, teaching young people leadership skills, and leading corporate talent development. Across those experiences, one theme kept resurfacing: how people treat one another matters. In this conversation, Darren questions whether engagement surveys are solving relationship problems, shares the management mistake that changed his approach to one-on-ones, and explains why valuing people has to become something you do—not just something you believe.Main Topics:Seeing the hopes, challenges, and ambitions behind workplace labelsWhy relationship problems need more than engagement programsDoing good work without making your job your whole identityDarren’s VALUE approach to treating people as unique individualsWhy dependable employees still need your time and attentionCareer progression that doesn’t force everyone into managementJob descriptions that explain how to lead—not just what to deliverPreserving dignity during difficult conversations and departuresIntriguing Quotes:“The greatest gift you can give somebody isn’t your advice, it’s your attention.”“It’s a relationship question, but the outcome is a program.”“The first question should be, would you like to do this?”“You’ve got to tell people why they’re valued and what they mean to you and what they mean to the organization.”Key Moments:[02:39] The through line: people. Darren explains why leaders need to look past labels and learn about the person underneath—even when time feels scarce.[05:58] From advertising to Bulgaria: a career disruption led Darren and his family overseas, then into youth leadership education and corporate talent development.[10:22] Rethinking engagement: instead of only asking whether employees feel engaged, Darren asks what people are doing to show others they matter.[20:42] VALUE in practice: see people as unique, allow grace, find connections, understand their perspective, and tell them why they’re valued.[22:36] The one-on-one he kept canceling: Darren thought leaving a reliable employee alone was a compliment. Her feedback revealed that his confidence in her wasn’t translating into attention or appreciation.[26:31] Before the promotion, ask the question: does this person actually want to manage people? Being excellent at the work doesn’t automatically mean wanting to lead a team.[30:40] The missing half of a management job description: technical responsibilities are detailed, but expectations for how to lead people often aren’t.[39:03] Dignity doesn’t end when employment does. Darren challenges companies to handle departures with the same care they claim to value every day.[42:20] One action to take today: text someone and tell them specifically why you value them. Darren shares how one message opened the door to repairing a strained working relationship.[44:17] What never appears on his resume: Darren’s faith and the belief that every person has dignity and worth.Book: 3 + 4 Equals Success by Darren FordFramework: VALUE OTHERSConcepts: Critical thinking; effective communication; continuous learning; regular one-on-ones; individual-contributor career pathsConnect with Darren Ford:LinkedIn: https://www.linkedin.com/in/darrenkford/Website and VALUE OTHERS challenge: https://www.darrenkford.comConnect with The Human Advantage Podcast:Website: https://www.thelinktech.com/podcast Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

    Episode 041 — Beyond Engagement Scores: Making People Feel Valued with Darren Ford

  6. Oct 27

    Episode 040 — Remote Culture, Real Trust, and Seeing the Whole Person with Lisa Britto

    A conversation with Lisa Britto on intentional remote culture, paying for impact rather than location, and why inclusion means seeing the whole person—not just their resume or demographic category.Host: Tia Kleckner (CEO at LinkTech), Adam Kleckner (Head of Strategy at LinkTech)Summary:Lisa Britto planned to become a nurse until a medical diagnosis changed her path. The desire to help people stayed—and led her into organizational psychology and people leadership. Now leading people at Circle, she approaches culture through behavior, trust, and everyday decisions. In this conversation, Lisa explores what remote companies must make explicit, how her mixed-race identity shapes her view of inclusion, and why a young candidate from a shoe store deserved a chance that traditional hiring requirements would have denied her.Main Topics:From nursing ambitions to a people-first career in HRRemote by necessity vs. remote by designPaying for contribution rather than an employee’s zip codeWhy approachable, imperfect leaders can earn trustSeeing mixed-race identity as a whole—not separate boxesDiversity beyond percentages: whose voice actually gets heard?Recognizing potential outside traditional career pathsContinuous feedback, meaningful outcomes, and culture under pressureIntriguing Quotes:“We pay for work and we pay for the impact. We do not pay you for the zip code you’re gonna live in.”“Percentages tell you who’s in the room, but not who’s heard.”“Give them a real problem to solve. And then you can kind of see how their mind works.”“People wanna work for good humans. They don’t need to be perfect.”Key Moments:[01:47] The original motivation: watching her brother’s hospital experiences inspired Lisa to pursue nursing. When that path closed, helping people remained the priority.[06:57] Remote work requires intention: without hallway conversations or learning by observation, companies need clearer documentation, expectations, and opportunities to connect.[08:30] Impact over location: Lisa explains why Circle’s approach to compensation attracted her—and what it communicates about the value of someone’s work.[12:40] HR and the jangling keys: Lisa remembers conversations stopping when she entered a room. She wanted to be a trusted human, not a walking compliance warning.[19:06] “Am I enough of that one?” Lisa shares how separate identity groups can leave a mixed-race employee questioning where they belong instead of feeling included.[24:23] Who is actually heard? Representation numbers don’t tell you whether people feel safe challenging an idea or bringing a different perspective.[30:04] From shoe store to department manager: Lisa advocated for a young candidate without the requested call-center experience. Within roughly a year to a year and a half, that hire was managing the department.[36:50] Rethinking performance reviews: timely feedback gives someone something to act on now. An annual conversation shouldn’t be the first time they hear it.[40:58] Culture isn’t just the feel-good moments. It shows up in decisions, psychological safety, and how consistently leaders respond when things get difficult.Concepts: Industrial-organizational psychology; intentional remote work; location-independent pay; cognitive diversity; psychological safety; continuous feedback; internal locus of controlConnect with Lisa Britto:LinkedIn: https://www.linkedin.com/in/lisabritto/Connect with The Human Advantage Podcast:Website: https://www.thelinktech.com/podcast Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

    Episode 040 — Remote Culture, Real Trust, and Seeing the Whole Person with Lisa Britto

  7. Oct 23

    Episode 039 — What Poetry Teaches Us About Leadership and Connection with Rashad Rayford

    A conversation with Rashad Rayford on turning information into stories people remember, bringing creativity into corporate spaces, and why authentic human connection matters in an age of AI-generated content.Host: Tia Kleckner (CEO at LinkTech), Adam Kleckner (Head of Strategy at LinkTech)Summary:Rashad Rayford started by turning conferences into poetry—listening to presentations, breakout sessions, and coffee conversations, then weaving them into spoken-word performances. Today, the poet, actor, teacher, and speaker helps leaders communicate with that same attention to people. He explains why more slides don’t mean more understanding, introduces his DOSE storytelling framework, and challenges leaders to ask one simple question: what do you actually want people to remember?Main Topics:From conference poetry to leadership communicationWhy creativity carries the message instead of interrupting the business agendaTurning scattered data into a story with meaningSharing the struggle behind success—not just the polished outcomeDOSE: Rashad’s framework drawing on dopamine, oxytocin, serotonin, and endorphinsHow stories become part of an organization’s everyday cultureHelping young people recognize the value of their own voiceWhy lived experience remains distinctive when AI can generate endless wordsIntriguing Quotes:“Sometimes we talk for an hour and we haven’t made it simpler.”“What do I want these people to walk out of here with?”“I’m coming in to show you your industry from a different perspective.”“Tell the story. Keep telling the story. Even if you’ve told it a thousand times.”“What you say matters and how you say it, it matters.”Key Moments:[01:30] The unexpected career path: companies hired Rashad to create poetic conference wrap-ups before he thought of himself as a speaker.[04:40] The Lego analogy: data is the scattered pieces; story gives them structure. Rashad isn’t arguing against data—he wants people to understand why it matters.[08:37] Winning over skeptical rooms: creative writing gives executives permission to be curious, vulnerable, and something other than their corporate role.[11:15] More words, less clarity: Rashad encourages leaders to share relatable moments of struggle and resilience instead of only describing where they are now.[17:57] The 97-slide problem: giving people everything doesn’t tell them what matters. Start with the takeaway, then design the message around it.[21:23] The origins of DOSE: repeated questions about how his performances made people feel led Rashad to develop a framework for intentional storytelling.[28:48] How you know a story landed: people repeat it, new hires learn it, and its meaning shows up in how the organization behaves.[37:54] Words are abundant. Lived experience is personal. Rashad makes the case for leaning further into human stories as AI-generated content grows.[45:19] “You can’t do that.” A childhood comment stayed with Rashad for decades—and became motivation rather than resentment.[48:05] What never appears on his resume: family and service, including being the keynote speaker who still helps move the tables.Notable Resources:DOSE / Dose of Story — Rashad’s communication framework, organized around anticipation, trust, belonging, and release.Concepts: Spoken-word storytelling; intentional communication; curiosity; authentic leadership; organizational storiesConnect with Rashad Rayford:LinkedIn: https://www.linkedin.com/in/rashadrayford/Website: https://www.rashadthapoet.comInstagram: @rashadrayfordspeaksConnect with The Human Advantage Podcast:Website: https://www.thelinktech.com/podcast Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

    Episode 039 — What Poetry Teaches Us About Leadership and Connection with Rashad Rayford

  8. Oct 20

    Episode 038 — Beyond the Resume: Curiosity, AI, and Better Hiring with Ted Staeb

    A conversation with Ted Staeb on recruiting beyond keywords, where AI can improve the candidate experience, and why human curiosity and judgment still matter more than a match score.Host: Adam Kleckner (Head of Strategy at LinkTech), Devon Walker (Head of Recruiting at LinkTech)Summary:Ted Staeb loves recruiting because the puzzle never stays solved. The roles change, the people change, and the real work is figuring out what you’re missing. In this conversation, he explains why listing a tool isn’t the same as demonstrating a skill, how asking candidates to teach you something creates better conversations, and where he sees genuine potential in AI screening. He also shares a telling example: two recent hires scored below 40% in a matching model—and were exactly what the team needed.Main Topics:Why curiosity separates keyword matching from understanding peopleCompensation as the starting point—not the whole motivationConnecting a role to the business problem it exists to solveAI-generated resumes: useful structure, unreliable claimsThe “grandma question” for explaining complex technical workAI screening vs. interviewing—and why the distinction mattersHuman review of candidate rankings and transferable skillsHiring friction, candidate communication, and accountability for ghostingIntriguing Quotes:“Money is what opens and closes every single door for a candidate. It’s not why you walk through the door, but it’s why you get to it.”“Every single role at a company doesn’t exist in a vacuum.”“Two of the hires I’ve made in the last month scored under 40% on the model, but they were exactly what we were looking for.”“I love problems. Like that is arguably why I got into recruiting.”Key Moments:[05:27] Questions and context: understanding what a role contributes to the business gives recruiters a better way to discuss the opportunity—and candidates a clearer picture of success.[06:39] An unexpected upside of AI resumes: Ted welcomes more consistent formatting, while Devon challenges the exaggerated or inaccurate claims that can come with it.[10:57] The elevator example: two electricians list the same skill, but only one explains the scale and complexity of what they’ve delivered. Context changes the evaluation.[12:50] The “grandma question”: asking someone to explain their work simply helps the recruiter learn and reveals how the candidate communicates technical ideas.[19:19] Ted’s case for AI screening: replacing binary qualification questions with space to explain “no, but…”—not replacing a meaningful human interview.[26:55] Human in the loop: AI can point a recruiter toward relevant information, but Ted’s two hires with low match scores show why the model shouldn’t make the decision.[30:35] Where hiring gets stuck: the hiring manager, job description, recruiter, and candidate can all be working from different expectations. Ted argues for transparency and empathy across the process.[38:53] Lightning round: Ted would retire reference checks, cautions against treating referrals as a guarantee, and says recruiters need to own their ghosting.[44:36] What never appears on Ted’s resume: the persistent urge to find a problem and figure out how to fix it.Concepts: Human-in-the-loop AI; recommendation engines; contextual skills assessment; candidate motivations; technical storytelling; hiring-process alignmentCommunity mentioned: Unstuck job-search workshopConnect with Ted Staeb:LinkedIn: https://www.linkedin.com/in/tedstaeb/Connect with The Human Advantage Podcast:Website: https://www.thelinktech.com/podcast Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

    Episode 038 — Beyond the Resume: Curiosity, AI, and Better Hiring with Ted Staeb
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The Human Advantage Podcast Where culture is built, not claimed. Most companies talk about culture, diversity, and performance. Few design for them. Hosted by the LinkTech team, The Human Advantage explores how companies can move beyond checkboxes and build teams around how people actually think, communicate, and contribute. We challenge outdated systems that reward sameness and instead focus on cognitive diversity, lived experience, and intentional alignment as drivers of real business outcomes. Each episode dives into culture add over culture fit, the ROI of diverse thinking, the hidden cost of misalignment, and how leaders can design workplaces where people thrive and performance compounds. If you believe people are not interchangeable—and that how someone thinks is a strategic advantage—this podcast is for you.

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