Workforce Therapy Files

Jim Ray
  • 5.0 (5)
  • Management
  • Updated Semimonthly

This podcast is designed for business leaders and human resource professionals who are challenged with expanding their workforce. Workforce Therapy Files, an Employer Solutions Podcast, is hosted by 3 separate business owners who operate in the staffing and human resources space. They'll provide perspectives, tips and advice (along with a little humor) to help you prepare for and manage your workforce challenges. Need Help Supporting Your Company's Recruiting and Staffing Goals? We're here to help. You can contact us via our individual websites, depending on your specific needs or questions: • Jamie Swaim, SPHR – www.ParcelKnows.com • Molley Ricketts – www.IncipioWorks.com • Jason Heflin – www.CrowdSouth.com We hope you find it insightful and helpful. Thank you for listening!

  1. 12h ago

    AI Change Management: A Practical Guide for Modern Organizations

    File 39: In this file of Workforce Therapy Files, the hosts sit down with Jenna Ahern, founder of Guardian Owl Digital, to discuss the rapid impact of artificial intelligence on business, leadership, and the future of work. They explore why organizations need intentional AI policies, stronger data governance, and ongoing employee training as AI becomes more integrated into daily operations. Jenna emphasizes that leaders must approach AI as a change-management challenge rather than simply a technology initiative. The group stresses the importance of creating learning environments where employees can safely experiment and build competency. Jenna also shares lessons from her entrepreneurial journey, including the importance of betting on yourself and recognizing that hustle alone does not scale a business. The file encourages leaders to embrace continuous learning and proactively guide their organizations through a rapidly evolving landscape. Key Themes ·      Meet Jenna Ahern ·      Entrepreneurship, Resilience and Betting on Yourself ·      AI is a Leadership Challenge, not Just a Technology Challenge ·      Why Every Organization Needs an AI Policy ·      Building AI Skills through Practice and Continuous Learning Episode Transcript Molley Ricketts: Welcome back to the Workforce Therapy Files. We are here today with an amazing guest, Mrs. Jenna Ahern. How are you doing today? Jenna Ahern: Hi, I'm so grateful to be here. Thank you all for having me. Molley Ricketts: Jenna is here with us today. She owns Guardian Owl Digital Agency. Look at me. I remembered. I usually just say Guardian Owl. So, the digital agency is the new part for me. We are excited to have you on the show today. Before we kick off though, Jamie has to ask one of her very unique questions. Drum roll. Jamie Swaim: But today we're going to do something a smidge different. Molley Ricketts: Uh-oh. Jamie Swaim: Because I like to keep it spicy. Okay. Jenna Ahern: Same. Jamie Swaim: Choose between door number one or door number two. Jenna Ahern: Two. Jamie Swaim: Okay, number two, tell us something that you think is ridiculously overrated. Jenna Ahern: Ridiculously overrated? Jason Heflin: Podcasts. Jenna Ahern: Podcasts. I know that's a really good one. I think right now and relevant to this, what's really, really overrated is Sintra.AI. Call it out. Jamie Swaim: Why? Jenna Ahern: Because I think that it has a lot of hype and they have a lot of marketing and they're doing a decent job. But I think that that to me is a very much hyped-up AI tool, just like a lot of the AI tools are. And so I wanted to say AI is overhyped, but I can't say that because it's not. It's real. It's serious. It is definitely here. I'm like, some of the tools are, so I went Sintra. Jamie Swaim: Okay. Jenna Ahern: That's how my brain operated on that question. Jamie Swaim: Alright. Jenna Ahern: Do you want a personal overrated? Jamie Swaim: Sure. You can do it however you want. Jenna Ahern: I don't have one. I need like a cross. Jamie Swaim: You can also point to anybody else here and ask them to popcorn it. Jenna Ahern: Oh, I know those Stanley cups. I think those are overrated. Jamie Swaim: They spill way too easily. Jenna Ahern: I don't have one. I never bought one. I think those are overrated. Jamie Swaim: Tell me, you don't have a teenager at home without telling me you have a teenager. Jenna Ahern: Exactly. I'm like, that's ridiculous. Jamie Swaim: Absolutely. Jenna Ahern: There you go. That's overrated. I probably had made a lot of people angry right there. Jason Heflin: So, what's underrated right now? How about that? Jenna Ahern: Water. Jason Heflin: Water. Jenna Ahern: I think we should be talking more about water and sustainability and ethics. AI is new, sure, but virtues and our environment hasn't really changed. There's still water around hopefully. Jamie Swaim: Yeah. Lots of question marks there though. Jenna Ahern: Yeah. Jamie Swaim: Yeah. Jenna Ahern: But that's underrated right now.  Clean drinking water. Jamie Swaim: Jason, what's overrated for you? Jason Heflin: What's overrated? The McRib. Jamie Swaim: The McRib? Yeah. Jenna Ahern: Overrated or underrated? Jason Heflin: I think it's overrated. I mean, you know. Jenna Ahern: Have you last sampled? Jason Heflin: Oh, it's been years. I don't know. Jim said it. Jim said it. So I'm stealing Jim's answer. Jenna Ahern: Well, I heard they had a reckoning. That's why I was like, oh wow. Jason Heflin: Oh yeah. No, I don't know. Jamie Swaim: Alright. Molley, what do you think? Molley Ricketts: Yeah, and I knew this was coming around and I still can't think of anything. Jenna Ahern: I gave you like three minutes. Molley Ricketts: You did. Jamie Swaim: Want me to go first? Okay, it gives you a little bit more time though. You need to be thinking. Okay. For me, socks. Molley Ricketts: Oh, that's a good one. Jamie Swaim: I think socks are incredibly overrated, except on cold days. I'll give you a caveat there. But the amount of energy it takes to wash them, match them. The number of times you only find one. To me, forget it. I'm just going sockless. I don't want socks. Jason Heflin: What about… Molley, what about washing jeans? Molley Ricketts: That's overrated. Jason Heflin: Some people don't wash their jeans. That's overrated. Molley Ricketts: You're not supposed to wash your jeans. Okay? Jenna Ahern: Agreed. Molley Ricketts: A couple of times a year. Jason Heflin: I over-wash my jeans. Jamie Swaim: Do you have it on your calendar? Is it like today's jean wash day? Molley Ricketts: No, it's just that they're standing up straight. Then you turn them inside out and wash them. Jenna Ahern: And you can smell them. Jamie Swaim: If they're standing up straight? Jenna Ahern: Smell. There's a stop. Gets to a point. Jamie Swaim: It's got food on them. Jenna Ahern: Yeah. Jamie Swaim: Remember earlier when we were talking about values and ethics, the virtues? I don't know. I feel like we're crossing over some weird line here with the jeans conversation. Jenna Ahern: I mean, I think it's right in line with the WTF. Jamie Swaim: Yeah, for sure. Absolutely. Molley Ricketts: Okay, so back on track. Agree? Jamie Swaim: Yes. Molley Ricketts: Okay. Ms. Jenna? Jenna Ahern: Yes. Entrepreneurship, Resilience and Betting on Yourself Molley Ricketts: I know that you started Guardian Owl. You've launched it. Jenna Ahern: I did. Molley Ricketts: Got it going. Congratulations. Jenna Ahern: I blacked out. How many years has it been? Molley Ricketts: Having a brown out moment? Yeah. How many years has it been? Jenna Ahern: 12. Jamie Swaim: Congratulations. That's incredible. Jenna Ahern: Wild. Thank you. Wild rollercoaster ride. Molley Ricketts: Yeah. Wild one turns upside down goes way far down. Jenna Ahern: I know. But I like rollercoasters. Molley Ricketts: Yeah, I do too. It's the excitement of it, not the fear. Right? Jenna Ahern: Thrill of the ride. Molley Ricketts: So what was the moment? And I feel like as entrepreneurs sitting around the table, we all have this moment where you were just like, I can't keep doing this. I can't do this anymore. And what made you keep doing it? Jenna Ahern: In corporate America or running my business? Molley Ricketts: Running your business. Jenna Ahern: You know, I think that we all, I call it have you ever seen the reds? And so sometimes I think when I get to those states, it's oftentimes a buildup or 10 things went wrong in two days. And it is just usually this small sample size. And when I'm in that moment, that's when I have to work on. And again, this is a learned skillset, breathing and trying to ground myself into a reality that isn't myself. So, really just getting out a little macro because what I'm doing is not that important. I'm not saving lives or anything. So, oftentimes when I get to those points where I want to give up or I want to quit or I want to break, I think I just have to really zoom out. And it starts with just quick breathing. If I have two minutes before I'm going to freak out or if I have more time, I really have gotten into just being more still. I used to be a runner and would burn a lot of my rage, my reds, with training hard, training heavy. And I think that that was great for the season I was in. But one of the things that I've recognized is I am clearer and more steady when I am more still and not moving. And so I think yoga on a weekly basis has helped me with that. Reading. Just taking time away from the screen. Walking for 20 minutes. Standing up. Actually doing those things. I mean, we could talk about it, but getting into a rhythm where I'm doing that every week at least one time a week has just helped my reds go from happening every two weeks on this rollercoaster ride to maybe once every two months. Molley Ricketts: So that's the point of what keeps you going. So why did you even start? What was it that was that trigger that was like, I got this, I can do this. Jenna Ahern: I think that my mom really helped push me over the edge. I was burning the candle from both ends when I was working full-time in corporate America and then also growing the business. And I was trying to do both. And I'm sure a lot of people who've grown business did that for the time period. I really struggled to let go. And what made me choose my business was if I was going to work that hard and pour everything into it, I wanted it to be mine and not for another company. Not at that time, not in that season and not at that period of just the internet and search engine marketing. And so that, betting on myself, that was the moment and that was the bet I took

    38 min

  2. May 25

    Behind the Mic: How Great Podcast Production Builds Strong Brands

    File 38: In this episode of Workforce Therapy Files, the hosts turn the tables and interview podcast producer Jim Ray about the growing role of podcasting in business, branding, and thought leadership. Jim explains why authenticity is one of the most important elements of successful business content. The conversation explores why podcasting creates from deeper, more engaging conversations that build long-term brand equity, as compared to traditional blogging and social media. The team validates the coaching and strategic guidance Jim provides clients beyond simply recording audio. This approach helps professionals communicate more effectively and confidently. The group unpacks how podcasting has strengthened their own communication skills, leadership presence, and team collaboration. Listen as the group shares humorous behind-the-scenes stories while also highlighting the discipline and consistency required to build a successful podcast. Today's conversation reinforces podcasting as a powerful platform for education, relationship-building, and business growth. Key Themes: Turning the Tables: Interviewing Podcast Producer Jim Ray The Hidden Work Behind Great Podcast Production What Separates an Average Podcast from a Great One Why Authenticity Matters More Than "Going Viral" From Blogging to Podcasting: The Evolution of Content Marketing How Podcasting Builds Confidence, Communication, and Brand Authority The Future of Podcasting and Why Long-Form Content Still Wins Episode Transcript Jamie Swaim: On this file for workforce therapy files. We are incredibly honored to welcome an amazing guest, and I know I say that often, but today our guest is the person who makes the workforce therapy files possible. Molley Ricketts: Yay. Jamie Swaim: You may have heard him referred to as Jim Jimmy Jumbo. Jason Heflin: I called him Jimothy. Jamie Swaim: Jimothy is one of my personal favorites. Absolutely. The Jumbotron. Molley Ricketts: Did that just happen? Jamie Swaim: It just did. Alright. Jason Heflin: Wow. Jamie Swaim: Yes. Our producer, Jim Ray, welcome to the show, Jim. Jim Ray: Hey, thanks for having me on. Jamie Swaim: Absolutely. Jim Ray: Good to see everybody. Jamie Swaim: So I like to start with the most random of questions. So I'm going to ask you to suspend belief for a second and act like you are a burglar who just does pranks. Okay And you sneak into people's homes just to mildly inconvenience them. Okay. So I'm going to give you some examples like mismatching all of their socks, mild inconveniences. What would be the signature prank for Jim Ray? Jim Ray: Throw pillows in the refrigerator because they have to wonder, how did I do that? Why did I do that? Jamie Swaim: He did that that so fast! He was like, I thought about, I've been waiting for the day that someone would ask me. Jim Ray: This was yesterday. What are you talking about? Jamie Swaim: Yes. I love this. I kind of want to round robin this for a second, Jim, because there's a lot of questions we want to ask you, but I'm also curious about the answers of other folks that are on this amazing file. Heflin, what's your prank? Jason Heflin: Oh my gosh. I would probably put different drinks in different bottles so they kind of see what… Jamie Swaim: Yes. Jason Heflin: Milk is in the orange juice and, you know. Jamie Swaim: Yeah, I like it. Molley? Molley Ricketts: I would probably do random things like put an egg in the mayonnaise or put the ketchup in the mustard. Kind of like your drink thing. Just everyday things. And you're going to do it and be like, what the, why is there an egg in the mayonnaise? Jason Heflin: Yeah. What I really like to do is I usually go over to Jamie's house and a hide her keys somewhere. Jamie Swaim: That's you that's doing that? All this time, I thought I was disorganized, you know what I mean? Jason Heflin: No. I sneak in on the weekends and before Monday. Jamie Swaim: Yeah. Molley Ricketts: So what about you? Jamie Swaim: I think I'd break in and leave stuff I no longer need from my house and people would be like, where did this come from? That is what I would like to do to people. Molley Ricketts: It'd be a great way to get rid of stuff. Jamie Swaim: Yeah. Because I know I need to declutter. And this would be like two birds, one stone. Yeah. Jason Heflin: I've got a cat. I'll drop off. Jamie Swaim: You'd be like, this dog really gets on my nerves. Jason Heflin: Yeah, yeah. Jamie Swaim: Yes. Jason Heflin: We've got two cats. One of them I like a little. Jamie Swaim: I do have a second alternative and we can put this up to a vote and that would be just in honor of my husband is to go in and just turn all the lights on or put the thermostat to the actual comfortable that everybody's got their degrees. They put it on in the winter. Jim Ray: 68 degrees. Jamie Swaim: 68 in the winter? So then I would go in the winter. Jim Ray: Well, 67 winter. It's an ambient temperature. Jamie Swaim: Oh. I would go in and put Jim's on 70 and just see what happens. You know what I mean? Because the kind of stuff that just… Jim Ray: Next thing you're going to be adjusting my mics and everything else. I get you. Be that person. Jason Heflin: We have one of those thermostats you can control from your phone. Jim Ray: Oh, wow. Jason Heflin: And it is constantly changing. It's probably going to go out within the first year because I'll be like, why is it this temperature? And my wife will be like, why is it this temperature? I'm like, what? I don't know. I didn't touch it. Jamie Swaim: That's when you change it from your phone phone and you're like, it wasn't on there. Yeah. Okay. Well, thank you. Good to know what kind of prankster you'd be. Jim Ray: Well, that and leaving random Post-It notes. "Hey, thanks again. Really appreciate it." Jamie Swaim: Who wrote this? Jim Ray: Who wrote that? What is this? Jamie Swaim: I'm not losing my mind. Molley Ricketts: Nice flush. Jamie Swaim: Yeah, nice flush. Wash your hands. Jason Heflin: Yeah. Jamie Swaim: Good reminders. Molley Ricketts: That's great. So today we're interviewing Jim Ray, our producer, and can't wait to learn more about what he does behind the scenes. We get to come into the room and he's got us all set up and ready to go and we crack jokes and he records and then the magic happens. Jim Ray: That's called massive editing. Molley Ricketts: Massive editing. So most people hear the final product, right? They hear us and they see us online producing everything, but we never see what it takes to create it. So today we're flipping the mic. So what does a podcast producer actually do, Jim? Jamie Swaim: Yeah. What do you do? Jason Heflin: What do I do? I've been wondering. Jim Ray: Let me justify myself. No, I think a lot of it really, you guys actually came up with a concept. I mean, you all called me. We literally recorded episode number one in Molley's office just on a, Hey, come out, come over and let's just see if we can figure this out. We went from title, to concept, to what are we going to talk about, to episode one being recorded in about two hours. That's probably the fastest implementation plan ever. Molley Ricketts: So you're saying we're easy to work with? Jim Ray: Well, yeah. It helps when you guys really know why you want to do this.  Jamie Swaim: Yeah, I heard "decisive." Molley Ricketts: That's what I heard. Jamie Swaim: Action-oriented. Organized. Jim Ray: Results oriented. Yeah, that's what I heard. No, but you guys all get along and that helps tremendously. You guys feed off of each other so well, and I think that comes through in the content, right? So that makes the editing a lot easier. There's not a lot of times where you guys get stuck when you're doing multiple people on the mic at the same time, somebody else can step right in. So there's not any dead air in there. It's just a great conversation.  You guys each have your respective competencies. So from that standpoint, you're constantly, okay, here's the next level, the next level, whether it's going deeper or just going further in the conversation. That makes it easy because I don't have to pull you along and try to help you guys come up with the messaging. You have it and it's just a matter of delivery. My job is just to make sure that one, we sound as good as we can on the mics, which is fantastic for you guys, in terms of what we're able to do with the mic quality. Beyond that, you guys just keep bringing guests. You guys keep bringing ideas, your ability to kind of walk into the room and sometimes the episodes are really well planned out. Other times it's, Hey, okay, let's come up with something on the fly. And actually some of those are the better episodes just because it's organic and it's right there and you guys just play off each other. So the big part of my stuff is making sure that the sound is good, making sure the distribution is ready to go, and then kicking it over to Jason's team for uploading to the website and social media. But you guys execute and that makes it fun. Molley Ricketts: So what do you think separates a good podcast from a great one? Jim Ray: Interesting. I think knowing the purpose of the podcast. So many times I'll have somebody who's interested in doing a podcast and they walk in and they think they're going to be the next Joe Rogan, and it's just not going to happen. Molley Ricketts: What? It's not going to happen? Maybe in the next year. Jim Ray: You guys are on your way. But you haven't arrived, but it's keeping you enthusiastic along the way. No, you guys understand the "why" each of you work in the HR space. Each of you work in staffing and workforce development, so that helps. Even from the

    35 min

  3. May 11

    Why HR Is Still Misunderstood in Business Leadership?

    File 37: In this file of Workforce Therapy Files, the hosts turn the spotlight on Jamie Swaim to explore her journey into human resources and leadership strategy. Jamie discusses why HR is often misunderstood in executive spaces and explains the difference between reactive HR support and proactive people strategy. They explore workforce planning, compliance challenges, and the growing complexity of managing people across multiple states and industries. The discussion highlights the importance of ambiguity management, resourcefulness, and cross-functional thinking for modern HR leaders. The group reflects on how meaningful relationships, mentorship, and practical experience have shaped Jamie's approach to leadership. The conversation reinforces the idea that strong HR strategy is deeply connected to business success and organizational trust. Key Themes: ·      Beyond the Support Desk: Why Executives Misunderstand HR ·      Proactive Workforce Planning: Scaling Without Surprises ·      The State-Line Trap: Navigating Multi-State Compliance Risks ·      From Middle School Passion to HR "Encyclopedia" ·      The Three Pillars of Modern HR: Ambiguity, Resourcefulness, and Empathy ·      Real Talk Over Theory: The Inspiration Behind Parcel Episode Transcript Jason Heflin: Welcome back to the Workforce therapy files. Today we're doing something really fun. It's the final in our series of interviewing the founders of our podcast. And we got Jamie Swain, one of my favorite people. Jamie Swaim: CEO. Jason Heflin: CEO.  President. Supreme Leader. Molley Ricketts: Grand Poo-bah. Jason Heflin: Grand Poo-bah. Jamie Swaim: That's my personal preference. I'm just kidding. Jason Heflin: So thanks for being here today and taking some time out of your busy schedule. Jamie Swaim: Absolutely. Thank you for having me. Jason Heflin: Absolutely. I'm going to kick it off with some questions for your if you're ready. Jamie Swaim: I'm ready. Jason Heflin: Okay. So this is us interviewing Jamie as if we just didn't even know her. Molley Ricketts: Okay. Beyond the Support Desk: Why Executives Misunderstand HR Jason Heflin: So we may know some of the answers to these, but going to, I bet we're going to be surprised. Jamie, why is HR still misunderstood in the executive room? Jamie Swaim: I think it's because the day-to-day interactions before you become an executive with HR are support focused. They're compliance focused, and the further the individuals go in the HR space, the more it's strategy focused. And sometimes people ascend to the executive space before they've ever seen HR as a strategy. I think that's the biggest issue. And so they still want to interact as like, Hey, can you pull this report for me? Can you file this for me? Instead of, can you help me think through how our people will be impacted by this business need or this projected route that my company is going to go down? I think that's the biggest area that's misunderstood. Jason Heflin: Yeah, that's good. And it's true. I mean, it's easy to get disconnected or not be connected in the first place. Well, what's the difference between HR support and people strategy? Jamie Swaim: Yeah. I think the biggest difference is that support's in the moment largely it is reacting to what the challenges of right now and appropriate behavior, performance concern bubbled up. How do I help you through this navigate this tricky water moment that you're experiencing right now? Strategy to me is how do I make sure that the things we're putting in place right now align to where you want the company to go, but it takes being partners in that and understanding where companies want to go to be able to put strategies in place. Jason Heflin: Would you say it's proactive thinking over reactive thinking? Jamie Swaim: Absolutely. Jason Heflin: So I'm going to go off script a little bit. Jamie Swaim: That's fine. Proactive Workforce Planning: Scaling Without Surprises Jason Heflin: What's a quick thing that people can do to be better at that, to be better at that strategic long-term planning and thinking. Jamie Swaim: In terms of people? Jason Heflin: In terms of their people, in terms of talent. Jamie Swaim: I think the biggest one for me is really creating a workforce plan. Every year, companies get together and they say, what are the goals that we're going to have for this year? What are the budgets we're going to have for this year? And sometimes those are the only two things that leaders will do together to plan for their company. And they're not thinking through what that means from a people perspective. So you get surprised things like, we need to hire 45 people because we're supposed to start this on Tuesday. You're like, gosh, I wish I'd known that whenever I was putting together my team for this year. And those kinds of things can't continue to happen. If you want a seamless execution, if you don't want to do things like we've cautioned on this podcast, like hiring quick or not building intentionality in how you scale and grow or contract. Even having conversations of like, I'm not really sure that based on our sales forecast that we're going to be able to sustain this workforce. Okay, well, here's our turnover number. Do we want to just let natural attrition happen and not backfill it? Or are there other things that we'd like to do? We can have conversations about that upfront that save you some of the things that you sacrifice and the trust that you have with the people that work there. The State-Line Trap: Navigating Multi-State Compliance Risks Jason Heflin: Yeah. Good. I'm going to use a scary word in this next one called compliance. We've been talking in my company a lot about compliance. There's a new Americans with Disabilities Act law coming into effect in April. All websites, government, healthcare, all the major service websites have to be ADA compliant. Molley Ricketts: How? Jamie Swaim: There's a lot of things. Molley Ricketts: How will they be ADA compliant? Jason Heflin: ADA compliance for websites is visual and audio. So if somebody has a visual disability or can't hear, and there's audio or video on the site. Jamie Swaim: Also color considerations. Jason Heflin: You have two similar colors of blue are sitting next to each other that are too close. People can't tell the difference. Different fonts, the readers can't read them to people. So anyway, that's a side journey.  Molley Ricketts: Sorry, didn't know. Jamie Swaim: But we're all learning. Jason Heflin: But I've been talking about compliance half the day every day for the last few weeks. So it's scary. People are like, what comply I have to comply? Yes, yes. It's a minimum of $115,000 fine. So now are they going to, who knows if these compliances are going to be enforced or not? Somebody's going to have to call you out. Probably won't. But compliance is scary when people bring it up. So what's the biggest compliance risk companies are ignoring in the space of hiring and people and talent? Jamie Swaim: I think the biggest one from my perspective is when we're thinking about scaling and growth and ignoring the fact that compliance is bigger than just federal law. So every state in our country has a different set of requirements. And so, choosing to scale might also mean that you need to choose how you're going to support your organization with additional requirements. And it can't always be absorbed by the two people you gave to the HR team. So, you're in 45 states. Well, that might mean that I have two more people that are necessary just to be able to do the basics. And that's not counting the other meaningful things that the function can offer. And it's not just in HR. That's true for safety. It's true for finance requirements, tax laws, how the unemployment's set up, how workers' comp is set up. All of it is down to the state line. And I don't think companies always think about that, especially if founders or growing company CEOs have not worked in that space before. If they haven't hired an HR expert that they're spending time with, it may not be something that they pay attention to. The second one though, that is also something I stay with my head on pivot right now is immigration laws. It's a growing space, and for some industries, you got to stay really connected to it, especially in rural medical settings, agriculture, people with highly-skilled workforces where you've got individuals on a lot of visas. Paying attention to where we are from an immigration standpoint is going to be really important to make sure you have the right budgets and support to navigate it. Jason Heflin: And it doesn't have to be scary. Right? Jamie Swaim: It doesn't have to be scary. But here's the thing. We need to all accept the fact that the people that write these laws are not people that are executing the work. So they don't always write them in ways that are so clear that you're like, oh, okay, well that's step one. I understand that. And they don't always provide the tools to help you do it well. So finding someone who understands the ways that companies have bumped their heads on this is it's worth the time and it's worth the investment to have somebody that you can trust to help you navigate it. Molley Ricketts: Can I get an amen? Jamie Swaim: Thank you. From Middle School Passion to HR "Encyclopedia" Jason Heflin: Can I ask you another off-script question? I'm going to start with a compliment. So you are probably the most knowledgeable person when it comes to these type of topics, like the technicality of human resources. Jamie Swaim: That Jason knows. Jason Heflin: Yeah. So I don't know many, but no, but seriously, you really are. And whenever you dive into these things, it's like you could just keep going and keep going because you've se

    26 min

  4. Apr 27

    Why Hiring Is Broken: Moving Beyond "Check-the-Box" Recruiting

    File 36:  In this file of Workforce Therapy Files, the hosts spotlight Molley Ricketts, founder and CEO of Incipio Workforce Solutions, and explore her journey building a people-first recruiting firm. Molley shares how her early experiences shaped her belief that hiring should be intentional rather than transactional. The conversation dives into common hiring mistakes, including reactive recruiting and outdated job descriptions. They also unpack the real cost of bad hires and why culture alignment matters more than filling a seat quickly. Molley highlights the overlooked value of essential workers and the importance of recognizing their contributions beyond moments of crisis. The group discusses leadership growth, the difference between founder and CEO roles, and how to scale a business while maintaining culture. Practical insights around networking, strategy, and long-term talent development are woven throughout. The file ultimately challenges leaders to rethink how they approach hiring, culture, and workforce strategy. Key Themes: Molley Ricketts' Origin Story: From Corporate to Entrepreneur Reactive Hiring vs. Strategic Talent Planning The Real Cost of a Bad Hire vs. an Open Position Essential Workers: Why Their Value Is Still Overlooked Scaling a Business Without Losing Culture and Leadership Identity File Transcript: Jamie Swaim: Welcome back to another amazing episode of the Workforce Therapy Files. Today we are continuing a theme where we're getting to know the hosts of Workforce Therapy Files, and today we are dedicating our time completely to the one, the only, the incredible, the author… Molley Ricketts: International bestseller. Jamie Swaim: The international bestseller. You're not supposed to do your own intro, but dang it, Molley Ricketts: I didn't want you to miss it. Jamie Swaim: I'm not going to ask Jim to redo it because… Jason Heflin: A quick plug, but international best seller for what? Molley Ricketts: She Knows Best. Jamie Swaim: Author of international bestselling book, She Knows Best, Molley Ricketts. Molley Ricketts: Thanks. Thanks for having me on the show. Jamie Swaim: Very good. Molley Ricketts: Thanks. Jamie Swaim: Molley. I know we'll give you some questions and you prepared some things that you definitely want to talk about today, but you're not prepared. Jason Heflin: We're not going to ask you any of those questions. Jamie Swaim: We're not going to ask you any of them. We've got a whole list. Molley Ricketts: I feel so unprepared now. Jamie Swaim: All right. If you had to teach a master class tomorrow about something that has nothing to do with your business or your job, what would it be on? Molley Ricketts: Boating. Jamie Swaim: Boating. Jason Heflin: That's Boating with a B, not voting with a V. Molley Ricketts: Oh no. You don't want me to teach that class! Jamie Swaim: How'd you get into boating? Molley Ricketts: Grew up around it. Jamie Swaim: Yeah. Molley Ricketts: I was driving a boat before I was driving a car. Jamie Swaim: So now we'll also call you Captain Molley Ricketts. Jason Heflin: She's been a captain for us lately, like getting some of this content ready and stuff. Jamie Swaim: Yeah. I don't know if you guys know this, but our podcast wouldn't happen if it wasn't for Molley Ricketts. Molley Ricketts: Oh, stop. Jamie Swaim: She gets us together. She tells us what we're going to talk about. She gets us guests. She found Jim. Yeah. Your face should be bigger on our sticker. Molley Ricketts: I like that. Jamie Swaim: But you're already in the middle, so I guess there's that. Okay. Molley Ricketts: The Red glasses. Jamie Swaim: So let's just like every hero or villain in a story. Molley Ricketts: Yeah. Molley Ricketts' Origin Story: From Corporate to Entrepreneur Jamie Swaim: They all have a good origin story. Let's talk about yours. Molley Ricketts: Okay. Jamie Swaim: What problem in the workforce space frustrated you so much that you were like, nobody else is doing this, so I'm going to build a company and I'm going to be the one to do it? Molley Ricketts: It stemmed from working with organizations that continue to look at recruiting as a transaction and checking a box to fill a seat. The opportunities that come with an organization that are intentional about the people that they're putting in those seats and that are intentional about the knowledge, skills, and abilities that they're bringing into the company. When you really think about it and make that decision based on growth and succession, instead of checking-the-box, you change the game. And for so long, the companies that I was working with, that's all they wanted to do. Jamie Swaim: Yeah. I got you. Molley Ricketts: Yeah. Jamie Swaim: Your company's name is Incipio. We didn't mention that in the intro. Jason Heflin: Incipio Works. Jamie Swaim: Incipio Workforce Solutions. Yep. So was Incipio the first company you started? Molley Ricketts: It was not. Jamie Swaim: What? There's another story here. I did not know this. Molley Ricketts: So I worked with a corporate organization for almost 12 years and learned a lot. It was a great experience. It was also one of those great golden handcuff companies where you've got the great pay, great benefits, great PTO. Jamie Swaim: Did you have a pension? Molley Ricketts: Yeah. Jamie Swaim: What? Molley Ricketts: Can you believe it? Jamie Swaim: No. Molley Ricketts: Yeah. So there were other plans for me. I was part of the second wave of layoffs that banking institution had, and I thought, you know what? I can do this. I can do this on my own. But I had two small kids and didn't think that I could lean into myself enough to financially support the family. My husband was working, he had a stable job, still does, and it was all great, but taking that leap of faith on myself was a little too scary. So I went out and I said, okay, if anybody was going to hire me to solve their recruiting problems, and all I have on my resume is 12 years of a corporate job, they're going to look at me and think, no. Jamie Swaim: That's not going to work over here in my widget-making. Molley Ricketts: So, I went to work for a small company here in Louisville. Architects and engineers, Luckett and Farley. I'm a history nerd. So they were the official architects of the Twin Spires at Churchill Downs from 18, whatever that year was, sorry, I don't remember. So I thought, how cool would that be? And learned a lot from there. And then I was tapped to work a contract position with GE through YO Corporation out of northern, the New England area, and learned a lot there, especially working as a third party for a corporate company like GE. Learned a lot. And through that, a lot of the managers and leaders that I had worked with in the past at Citigroup said, Hey, the person that I'm working with now, I don't like them recruiting for me. Can you help me? So my first company started itself basically, because people that I had worked with in the past reached out and I thought, I can do this. I can work full-time job and come home and work again. Sorry, Chad. And that's what I did. So my first company was Starting Line Staffing Consultants. Jamie Swaim: Starting line? Molley Ricketts: Starting line. Jamie Swaim: Because you love the track. Molley Ricketts: Yes. Jamie Swaim: Yes. That's a great name for your company. Molley Ricketts: Yeah. And it was a starting line for new employees, for new companies. Right? Jamie Swaim: For sure. Molley Ricketts: So I did that. So I worked full-time as a contractor through YO at GE, and I had my own business on the side, and the business started to grow and I had to make a decision. I was like, I don't have that real third-party experience. So, I went to work for a temporary agency and continued to affirm that that's not the business that I wanted. Through that education and learning really took my Starting Line business and pulled it into that temporary agency and learned a lot after two and a half years and discovered that wasn't a good fit for me and decided to leave there and took on the adventure of giving myself a few months of a break to get my stuff together. Did you like that? I said stuff I didn't. Jason Heflin: Very well done. Yeah. Molley Ricketts: Thank you. Thank you. Jamie Swaim: Such growth, really. Molley Ricketts: Right, right. So I took a few months and really got a plan together. And Jason, to your point on a previous episode of really understanding what it was at the minimum expectations I had to set for myself, that was hard because I'd had so much responsibility in leadership opportunities in the previous positions, and I missed that, because now I'm the only one. And when I started Incipio and the frustration that I had seen with other organizations that I'd been a part of that we were working with, I just saw that real lack of focus and the transactional filling of seats that companies were used to, and there's got to be more than this. The satisfaction that I felt early on in my career, why can't other people feel that? And they should. Why has it become acceptable that they don't have to? So Starting Line was then dissolved, worked for the third party, and Incipio was born, which is Latin for new beginnings. Jamie Swaim: Look at all this intentionality. Jason Heflin: I know. Jamie Swaim: I know. Jason Heflin: I just start on a whim and she's over here thinking about it.  Jamie Swaim: I love it. So if you were to think about the thing that you have changed your mind on in the past 10 years as it relates to talent, what's the thing that you believed 10 years ago that you no longer believe? Molley Ricketts: Everything's on a resume. Jamie Swaim: Oh yeah. Molley Ricketts: Maybe it used to be that way. Jam

    27 min

  5. Apr 10

    The Real Cost of Winning: Why Jason Heflin Exchanged Toxic Growth for Time and Family Empowerment

    File 35:  Jason Heflin sits in the "hot seat" to share insights from his entrepreneurial journey, which began after he realized he was not wired for the repetitive nature of a corporate cubicle. The interview explores his core business philosophy of avoiding commoditization by prioritizing deep, long-term strategic partnerships over one-off product services. When asked about scaling a business, Jason highlights the importance of "stick-to-itiveness" and the risk-taking necessary to overcome the fear of failure. He admits that his greatest operational challenge was learning to embrace standardized processes, a discipline that often feels restrictive to his "free spirit" nature. Regarding team management, Jason emphasizes accountability through ownership and the difficult but necessary decision to let go of talented individuals who are not a cultural fit. Reflecting on his diverse past ventures—ranging from a diaper bag company to a brewery—he cautions against chasing every "shiny object" without a clear plan or genuine passion. Having once prioritized "winning" at the cost of his personal life, he has since redefined success to focus on family and empowering others to lead. Finally, he identifies his company's differentiator as a results-driven culture where team members genuinely care about outcomes and are not afraid to pivot when strategies fail. Key Themes: Breaking Free from the Gray Cubicle The Partnership Obsession The "Stick-to-itiveness" of Scaling The Copper Touch: Lessons from Diaper Bags to Breweries Ownership and the Hard Truths of Leadership Redefining the Win: From Toxic Growth to Time Well Spent Episode Transcript: Jamie Swaim: Today on the Workforce Therapy files. We'd like to welcome you back and also tell you that we have a special guest that is in the hot seat. Molley Ricketts: Who? Jamie Swaim: It's none other than your favorite. Jason Heflin. Yes. Molley Ricketts: And the crowd goes wild! Jamie Swaim: So, Mr. Heflin, we have a number of questions that we'd like to just pick your brain on in this episode, in this file. Jason Heflin: I'm turning my hat around backwards for this.  Molley Ricketts: Uh-oh. Jamie Swaim: Is that straight up? Out of over the top. Are you Lincoln Hawk? Jason Heflin: Whoa. Jamie Swaim: Yes. Might've been one of my favorite movies. I'm not going to lie. Molley Ricketts: He trembled a little bit. Jamie Swaim: I know. And I'm ready to arm wrestle him just to see what happens. So Jason, I want to start off with, if you were a professional athlete and you had walk-in music, what would be the theme song you would choose? Jason Heflin: The Final Countdown. Jamie Swaim: Oh, there was a little harmony there. I like it. Final Countdown. Gosh, I do feel like that's a song I haven't heard recent enough. Jason Heflin: Yeah. There was a show 20 years ago called Arrested Development. Jamie Swaim: Yes, Jason Heflin: It was great, and one of the characters would always come out to that song. He was a magician, and that's how he would come out. He would do a little dance.  Molley Ricketts: It's a great show. Jason Heflin: It's a great show. Jamie Swaim: Jason Bateman, right? Molley Ricketts: Yeah, Jason Bateman. Molley Ricketts: In the early years. Jamie Swaim: He's one of my favorites. Molley Ricketts: Yeah. Jamie Swaim: Okay. Now we're going to get more serious, but it's helpful to know because I feel like when I see people and I know that about them, immediately this song pops in my head. Jason Heflin: Maybe it should be the intro, Jim, to this episode. Jamie Swaim: He said you can't afford that. Yeah.   Jason Heflin: We'll just have to sing it! Jamie Swaim: That public domain?  Is that how it works? Molley Ricketts: Copyright laws. Jamie Swaim: I dunno. Alright. So, Jason, what was the first moment that you realized you were wired for entrepreneurship? Jason Heflin: About six or seven years into sitting in a gray cubicle in a corporate office. Jamie Swaim: You're like, this is not for me. Jason Heflin: Doing TPS reports. Jamie Swaim: You've been missing a lot of work, Jason. Jason Heflin: I said 'm going to do something else and it's not going to be for someone else. I need to exercise that muscle.  Jamie Swaim: How long did that take you? Jason Heflin: Oh, like I said, six or seven years.  Jamie Swaim: Six or seven years. Jason Heflin: 6-7. Jamie Swaim: Okay. What problem are you most obsessed with solving right now? Jason Heflin: Not being a commodity.  Jamie Swaim: Tell me more. Jason Heflin: So I don't want our services to be commoditized. And I think often that's the way we're approached initially is, Hey, we need a website, or we need ads for hiring, or we want to attract talent through digital advertising, blah, blah. Whatever the thing is. And they're just looking at it like a commodity. Jamie Swaim: Dollar. Product. Jason Heflin: Yeah. Do you do it? We're going to ask 12 other people the same thing. And then whoever has the cheapest prices who we're going to pick. I want to build long-term partnerships. I mean, that's what I've always wanted. That's what we strive to do. And so it's really hard for me when someone enters our funnel as looking at us as a commodity. And then you have to kind of flip that and say, no, I want to go to lunch and get to know you and your team and what we're trying to do here, and let's build a strategy around it. I don't want to just do the thing. And then you're disappointed in six months. I want to really dig into what the true issues are.  Jamie Swaim: I would imagine what the kind of work that you do, the longer-term relationships create better outputs any way. Jason Heflin: Oh yeah.  Jamie Swaim: It's not like, oh, let me put together your whole employment brand because I've known you for two seconds. Jason Heflin: We've had clients for 12 plus years and they're the best. I love 'em. They're friends, they're partners. Partners is overused, but it's true. They're real partners. We're in their business. We go in their office and the admins know us and just shoo us on back to the conference room and no security and just, yeah. Jamie Swaim: Yeah. Molley Ricketts: It makes a difference. Jamie Swaim: I'm assuming, because you've been in business now for 72 years? Jason Heflin: 73. Jamie Swaim: 73, okay. I don't want to undersell your knowledge, but I'm curious, how has your definition of success evolved across that 73-year spectrum? Jason Heflin: Well, in the year 1 through 50, I was really more focused on winning. So it was more toxic culture, toxic growth for the sake of growth. But yeah, so I'm more focused on time with my family, treating people really well, building partnerships, long-term partnerships I want to be in for years with somebody. I don't want to waste anybody's time. So yeah, less winning, more hanging. Jamie Swaim: Well, as someone who's known you for at least 30 of those 73 years, I think it's a solid choice. People should do it.   Jason Heflin: Thanks. Jamie Swaim: Yeah, for sure. Molley Ricketts: All right, Jason, so what do you think separates entrepreneurs who scale from the ones who stall? Jason Heflin: Sticktoitiveness. Is that a word? Jamie Swaim: It is now. Jason Heflin: Okay. Webster's definition of sticktoitiveness is staying the course. Go. I mean, I think the ones that don't scale are maybe fearful. Being an entrepreneur is about risk, and you have to be willing to take those risks. And if you're not, it's going to be a very slow process. So don't expect it to be a quick run. If you're not willing to lose and lose multiple times. Molley Ricketts: You definitely have to be okay with the word no, a lot. Jason Heflin: I've started and sold at least four businesses in my life, and I made that mistake many times over in the past. Molley Ricketts: So what operational discipline do you think takes founders way too long to execute, to learn? What do they avoid for too long? Jason Heflin: In my experience, this is self-reflection, but it was process, building processes around commonly common tasks. Jamie Swaim: Standard work. Jason Heflin: Yep. Things that we do over and over again. We know how to do. Somebody's already figured out step one through six, just put it down, this is it. These are the rules. We can change the rules anytime if things in the environment change. But yeah, and I resist process because I'm a free spirit. I just want to operate. I'm a cowboy. I don't want to be pinned down. So that's tough for me. And my business partner's really good at it. So we have complimented each other in that way over the years. Molley Ricketts: I agree. It's definitely as a fellow free spirit, seeing things on paper with process and 1, 2, 3, A, B, C, and it's like, really? You couldn't just do it? Jason Heflin: I get itchy. I feel pinned in. Jamie Swaim: I know this isn't something that you said, but I'm curious around the same question because I know we're interviewing Jason, but we like to have a little chitchat. I feel like the founder relationship with cash also is something that might get in the way of people scaling. And I don't know how you guys have done that or whether or not that's a challenge that you had, but for the bootstrappers or the individuals who are getting started with some sort of investment cash, figuring out how to leverage debt, figuring out how to budget for the down months, figuring out how to do that and not be, I don't know, discouraged from continuing. I know you guys have had nothing but green, gold star months in your careers as entrepreneurs, but I'm curious what you might advise for the

    22 min

  6. Mar 30

    Rapid Therapy Round: Leadership, Culture, and Workplace Truths Leaders Need to Hear

    File 34:  In this episode of Workforce Therapy Files, Jamie Swaim, Molley Ricketts, and Jason Heflin take a rapid-fire approach to leadership and workplace culture, tackling common myths, hiring mistakes, and behaviors that quietly damage teams. The conversation highlights the importance of intentional leadership, emotional intelligence, and clear communication in building strong workplace cultures. From employer branding and onboarding gaps to AI in recruiting and CEO-level concerns, this episode delivers practical, real-world insights for leaders navigating today's evolving workplace environment. Topics Workforce Myths That Hold Organizations Back Leadership Behaviors That Quietly Destroy Culture Hiring Mistakes and Candidate Experience Gaps AI in the Workplace: Opportunity vs. Risk What's Keeping CEOs Up at Night? What Should Be Keeping Leaders Up at Night?   Discussion Highlights Molley Ricketts: And welcome back to Workforce Therapy Files. Today, we've got a treat for you. We're calling this the rapid therapy round. Jamie, Jason, are you guys in? Jason Heflin: I'm in. Jamie Swaim: It's been a while since we didn't have a guest. Molley Ricketts: It has been. Jamie Swaim: I'm excited to spend some quality time with you guys. Molley Ricketts: We are guests with each other today. Jamie Swaim: That's right. I'm pretty excited. Jason Heflin: Yeah, we'll get to know each other a little better. Molley Ricketts: Okay, so there's seven questions. Rapid fire. Jason, one workforce myth you want to kill.   Workforce Myths That Hold Organizations Back Jason Heflin: Employer branding doesn't need attention. Companies spend time branding to customers but not enough to employees. Jamie Swaim: Mine is that leaders will lead. That is a myth. Jason Heflin: It takes time and effort to become a good leader. Molley Ricketts: Mine is HR being responsible for turnover. Leaders own that.   Leadership Behaviors That Quietly Destroy Culture Jason Heflin: One leadership behavior that quietly destroys culture? Jamie Swaim: Being outcomes-focused above everything else. Molley Ricketts: Sarcasm can damage culture. Jason Heflin: Not letting go and micromanaging.   Hiring Mistakes and Candidate Experience Gaps Jamie Swaim: One hiring mistake you see every week? Molley Ricketts: Silence after offer acceptance until day one. Jamie Swaim: That gap is a missed opportunity. Jason Heflin: Employer branding plays into that. Jamie Swaim: Hiring too quickly without development support.   AI in the Workplace: Opportunity vs. Risk Molley Ricketts: A trend you're bullish on? Jason Heflin: Using AI as a starting point, not as a full solution or to replace people. Jamie Swaim: Organizations need AI policies.  But my trend is radical candor. Molley Ricketts: AI recruiting needs human judgment.   What's Keeping CEOs Up at Night Jamie Swaim: Talent availability is a concern. Jason Heflin: Market instability. Molley Ricketts: Service levels and accountability.   What Should Be Keeping Leaders Up at Night Jamie Swaim: What should be keeping leaders up at night? Molley Ricketts: Company culture should keep leaders up at night. Jamie Swaim: External stress impacts employees. Jason Heflin: Leaders must prepare for what's next.   Conclusion Molley Ricketts: Well, I think this was great. Jason Heflin: Rapid this time. Jamie Swaim: It was definitely a therapy round. Jason Heflin: If you have opinions, let us know.   That's where we'll leave the conversation for today.  Before we close the file, we invite you to reach out to us with questions, suggestions or other comments. We'd love to hear from you. Did You Enjoy Today's Conversation? Visit WorkforceTherapyFiles.com to listen to additional WTF files or to let us know you'd like to be a guest on an upcoming file.   Need Help Supporting Your Company's Recruiting and Staffing Goals? We're here to help.  You can contact us via our individual websites, depending on your specific needs or questions: ·       Jamie Swaim, SPHR – www.ParcelKnows.com ·       Molley Ricketts – www.IncipioWorks.com ·       Jason Heflin – www.CrowdSouth.com   We hope you found this file insightful and helpful. Thank you for listening!

    31 min

  7. Mar 20 ·  Bonus

    Interview with Carol Shulte - 2025 KYSHRM

    The Workforce Therapy Files team attended the 2025 Kentucky SHRM Conference, in Louisville.  We took the opportunity to interview over 20 professionals who stopped by our booth.  Jamie and Molley were joined by Carol Schulte, Keynote Speaker and Founder of The Brāve Initiative.  Dr. Brad Shuck also sat in for this interview.  Carol shared her mission of empowering individuals to "get their brave on" by embracing their most authentic and vulnerable selves. She challenges HR professionals to create safe spaces where employees can bring their entire identity to their work, asserting that true connection requires being "real" rather than leading from a title. Carol's own "brave" journey includes a series of extraordinary life experiences, such as living in an ashram in India, volunteering in Thai orphanages, and apple picking while living in a van in New Zealand. These experiences inspired her to help others "live big" and focus on a "brave list" of challenges rather than a traditional bucket list. Regarding modern leadership, Carol believes the "command and control" style is obsolete and must be replaced by a mind shift toward courage and bold decision-making. She advocates for the platinum rule, which encourages leaders to "do unto others as they want you to do to them". This approach requires leaders to know their team members on a deeper, individual level to understand their unique motivations and needs. Carol emphasizes that today's workforce desires "raw humans" as leaders who are comfortable admitting they do not have all the answers. By being vulnerable and sharing their own stories, leaders invite their teams to do the same, fostering a more collaborative culture. To conclude her interview, she left a powerful question for the next participant: "What would you do if you were even braver?". To learn more, visit: ·      Website:  www.carolschulte.com Carol and Brad, thanks for stopping by to speak with us! That's where we'll leave the conversation for today.  Before we close the file, we invite you to reach out to us with questions, suggestions or other comments.  We'd love to hear from you.   Need Help Supporting Your Company's Recruiting and Staffing Goals? We're here to help.  You can contact us via our individual websites, depending on your specific needs or questions: ·      Jamie Swaim, SPHR – www.ParcelKnows.com ·      Molley Ricketts – www.IncipioWorks.com ·      Jason Heflin – www.CrowdSouth.com   We hope you found this file insightful and helpful.  Thank you for listening!

    9 min

  8. Mar 16 ·  Bonus

    Interview with Corina West of Grace Health – 2025 KYSHRM

    The Workforce Therapy Files team attended the 2025 Kentucky SHRM Conference, in Louisville.  We took the opportunity to interview over 20 professionals who stopped by our booth.  Jason and Jamie were joined by Corina West, an HR Assistant for Grace Health in Corbin, Kentucky.  Corina shared her insights on working for a comprehensive healthcare organization that provides family medicine, dentistry, and behavioral health services. Despite only being in her role for a little over a year, she is part of a small three-person team responsible for managing a large workforce of 465 employees. Corina now leads the one-day orientation for all new hires, where she coordinates speakers to cover topics like HIPAA and risk compliance while ensuring new employees understand the "expectancy" of company policies. She noted that their unique leave structure—accruing 6.15 hours of PTO every two weeks instead of having paid holidays—is a key policy she has mastered and often uses to help applicants determine if the role is a good fit. Corina spoke very highly of her Director, Kim Bingham, whose open-door policy and willingness to handle any task herself have made Corina's transition into HR seamless. While she currently manages the tasks that "everyone else hasn't already had their hands in," she is eager to grow within the department and take on higher-level responsibilities. She finds the work intimidating but deeply rewarding and was excited to be attending her second KYSHRM conference. To keep the conversation moving, she left this thoughtful question for the next participant: "What was the best decision that you've made in your current role and what was the outcome of it?" To learn more, visit: ·      Website:  www.gracehealthky.org Corina, thanks for stopping by to speak with us!   That's where we'll leave the conversation for today.  Before we close the file, we invite you to reach out to us with questions, suggestions or other comments.  We'd love to hear from you.   Need Help Supporting Your Company's Recruiting and Staffing Goals? We're here to help.  You can contact us via our individual websites, depending on your specific needs or questions: ·      Jamie Swaim, SPHR – www.ParcelKnows.com ·      Molley Ricketts – www.IncipioWorks.com ·      Jason Heflin – www.CrowdSouth.com   We hope you found this file insightful and helpful.  Thank you for listening!

    7 min
See All (82)

Ratings & Reviews

5
out of 5
5 Ratings

About

This podcast is designed for business leaders and human resource professionals who are challenged with expanding their workforce. Workforce Therapy Files, an Employer Solutions Podcast, is hosted by 3 separate business owners who operate in the staffing and human resources space. They'll provide perspectives, tips and advice (along with a little humor) to help you prepare for and manage your workforce challenges. Need Help Supporting Your Company's Recruiting and Staffing Goals? We're here to help. You can contact us via our individual websites, depending on your specific needs or questions: • Jamie Swaim, SPHR – www.ParcelKnows.com • Molley Ricketts – www.IncipioWorks.com • Jason Heflin – www.CrowdSouth.com We hope you find it insightful and helpful. Thank you for listening!

Information