Welcome back to the Don’t Tell Me About Yourself podcast. We are at the Shaker booth at Unleash America and today we are sitting with uh Tom McCarti and I’m the uh CEO of Org Chart. >> Yeah. Can you tell us about Org Chart? >> Yeah, absolutely. So, we’ve been in the kind of the HR tech space for uh since about 2013. Uh we do kind of three main things for HR professionals. So, we automate uh visibility into your organization. I think you know you’ve been in HR long enough you probably or have managed people you’ve manually drawn your work charts uh we take the pain of that completely away so we automate integrate with like 50 different HR systems and and automate that >> we bring in deeper insights so you can have different lenses of the organization so maybe you have a budget chart the span of control chart tenure different ways to look at your org and then workforce planning like what’s the future of your organization look like how are you adopting for change how are you planning for AI where does your or need to look like in and shaped form in the future. >> That’s I mean you’re you’re biting off a big piece there. Like that’s important. >> It is. It is. Yeah. Yeah. I think it’s um look, it’s every or needs to be doing it. And honestly, when you think about what we’re doing to kind of get ready for AI, it’s really not any different than what we’ve been doing. Anytime you’re thinking about making changes to your organization and people and and it really starts out with what we do first. It’s like what is the base? What’s the current state of your organization? Do you have like a holistic view? Do you know where you’re at? >> Yeah. >> You can’t really >> can’t get where you’re going if you don’t know where you are. Right. >> What are some things that most companies are are blind to that you help them to see? >> Yeah. I think um first and foremost it’s it it it going to sound terrible. It’s like a lot of things, right? Uh and the reason is is what I typically find is in most organizations regardless of size you’re usually gathering data from multiple data sources and you’re consolidating that into a spreadsheet >> to get this static snapshot of your organization. So and look planning exercises are not like one week exercises right they’re like over three or four months. So like if you’re doing an annual exercise maybe you take the static statshot of your or on September 1st. Well, the problem if you have a thousand employees, if you have 150 employees, that data is wrong by tomorrow, right? >> Yeah. >> And so what we’re doing first is really helping you put all that data together in an automated way. And so that as you’re doing your finding scenarios, that data is reflecting the real-time situation of the organization. >> Cool. >> And then like let’s say we’re all three people managers. Well, if we have a budget for what we need to do in our organization, you know, if you’re looking at these five things and I’m looking at five other things and you’re looking at five other things, then you start to get inconsistencies and inequality and in how you treat people and how decisions are made. >> So, we allow organizations to better standardize those things of like what should I think about, what are the important things for me as a people leader or an HR partner to consider when making changes in an organization. >> That’s really cool. you bring up data, which is one of my favorite topics. I’m like a data nerd. Yeah. >> So, I did want to ask you, and it could be just, you know, your company or your customers. I’m curious, is there a specific metric or data point that you or the c your customers are focused on this year? >> You know, I I think that like what a lot of customers are thinking about now is like what are the skills it thinking about like job skills and job positions more and and it’s really I think two things. It’s like well what are the things that are most likely to or could be displaced through agentic right >> and you know what I encourage my team to think about is like hey to to better embrace it is like let’s look at the things that are the mundane tasks the things that we don’t like doing and like these are things that are like ripe >> for for AI to help us do so that we can actually spend our own time and energy and brain power on the things that have greater impact to culture to organization to to goals and targets. Mhm. >> Um, and so like I’m seeing that more and more is like I’m less thinking about, you know, individual performance metrics or things like that. I’m looking at like the jobs that are being done in an organization, the positions and the skills and then like how am I building the skills in my team for what the future of work is going to look like in in a world of AI. >> Yeah, that makes a ton of sense. And thinking of what can be automated is so important and also what can’t, right? There are so many things that also need human touch. >> And I think where I see a lot of people make mistakes and like look, this is the same mistake we make. Like nobody wants to go through a riff, right? But we’ve all managed through a riff at some point in our lives. >> Uh and you’re choosing kind of where those hits might happen, but sometimes we don’t actually have the full picture of what somebody does. >> And it’s like, wow, I was okay with 80%. But that last 20% they did is really hurting us and now they’re gone, right? And maybe 80% of this role could be identified, but that last 20% really needs the human touch. And that’s where it’s important to really look at your current state, look at the skills and the jobs before you start making those moves before you make kind of unintended impacts into the organization. >> Oh, John. Yeah. Is there something from your perspective that’s encouraging to you or exciting to you that’s happening in your industry? Yeah, I um you know I think one of the things I’m passionate about in terms of what we do and I’m seeing this more and more is like look I I I don’t think many HR professionals got into HR to live in spreadsheets and to be administrators of of things. Um, I think when you look at the things that we’re trying to do, which is automate all of this manual process of seeing your organization, of of doing your planning, when you look at some of the things that AI is doing, which I think is going to take some of these administrative tasks out of HR, I think it’s actually going to allow HR professionals to get back to the core of why they got into HR. I think it’s going to allow us to be focused on the decisions and the conversations and uh of how we still make the most use out of our most expensive you know asset in any company which is our people and you know how to help people thrive in their roles and I think HR is just because of all of the data the manual task the administrative work we’ve gotten away from being able to lead the conversation instead of just documenting and facilitate the conversation >> and that’s so important. Victoria and I talk to hiring managers often about how important it is to hire somebody that has the right motivations at a line and I can tell you that as an HR person they are not motivated by data entry and Excel sheets you know >> is anybody >> no well there are some there are a few and thank goodness for them because most of us are not you know what I mean agree >> um so it’s really nice of you I mean it’s going to talk about employee satisfaction they’re going to be able to do the things that they got into the industry to do in the first place and to be people help out with really important decisions for the company. So, >> um, so there’s probably many HR people that are yelling at this episode right now and be like, “Thank you. That’s amazing.” >> Um, what is one thing that talent leaders need to know in the year ahead? >> We think we kind of just we’re touching on it, right? I mean, look, you know, it’s we can’t ignore that AI is going to transform work. Like, it it’s not I I feel like the the the tipping point has gone way over the scale now at this point. And it’s like and I do think that in HR we can sometimes be slower to adopt on the technology front, right? And so I think we have to learn and embrace that and figure out how that looks and how we can help, you know, navigate the conversations for our organization. So it’s not just how’s it going to look in HR, but then really helping to navigate this change management conversation that needs to be happening because if ever we need HR being an active voice in these planning scenarios, it’s now. um and really thinking about what’s the future going to be for our team members, how are we doing this? Uh and and really focusing on the people element of where where we can and where we can’t. Uh so I think that’s the that’s got to be the focus. >> Yeah. Sounds like a pivotal point for HR people right now. >> I think so. I think so in in most spaces, right? Like it’s not just here, but but for sure in HR. Yeah. >> Yep. Where can people find more information about you and the company? >> Yeah. So, you can follow me on LinkedIn, Tom McCarti, uh, orchart, uh, and our website’s theorchart.com. Uh, and we’d be happy to help anybody out and, uh, hopefully take some of that that manual painful cell work off there to >> So kind of you. So, >> so kind of you. Well, thank you so much for your time today. We hope you enjoy the rest of the conference. >> Yeah, thank you guys. I appreciate it.
