January 21, 2025 • 35 mins
Discover how Jarboe Employment Group is revolutionizing the staffing industry by prioritizing people over profit. Ryan Borgerding shares his unique journey, the core values of their business model, and the importance of building relationships in employment.
• Ryan B.’s journey into staffing and starting Jarboe Employment Group
• Importance of a candidate-centric approach in staffing
• Flexibility of Jarboe's services: permanent vs. temporary placements
• Unique benefits provided to employees and liability management
• Collaboration with KCNMA and development of apprenticeship programs
• Addressing labor quality versus perceived labor shortages
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Ryan Nelson (00:16):
Ryan with Jarboe, it is great to see you.
We just had a little technicaldifficulty and I was just trying
to figure out what was going on, so we are jumping back into
this.
Ryan, thanks for being with metoday.
You are with Jarboe EmploymentGroup and tell me about how you
got into the Jarboe business.
Ryan Borgerding (00:35):
Yeah, so I guess I'll go, you know rewind
to just getting into staffing ingeneral, as kind of everybody
told me that was in staffing atthe time and I come to learn
myself after getting into it isyou know, staffing finds you.
You don't really go findstaffing.
Ryan Nelson (00:52):
You don't go.
I was thinking that's where Iwant to land.
Is that what you're saying?
Ryan Borgerding (00:55):
No doubt, no doubt, yeah, and you know, when
I came out of school, I, youknow, had a couple of different
options and, as most young folksdo, I took the highest paying
job at the time and you know itwas an insurance claims position
with a large commercial linecarrier.
And I did that for about threeand a half years and, you know,
was succeeding in the role butfinding zero enjoyment in what I
(01:20):
was doing.
And a buddy of mine called meup out of the blue, knowing that
I wasn't too happy with what Iwas doing, and asked me if I'd
be interested in getting intostaffing.
And my first question waswhat's staffing?
So yeah, the high level overviewwas well, you get paid to help
people find jobs and I thoughtto myself that sounds a heck of
(01:40):
a lot better than what I'm doingright now Let me pause for a
second.
Ryan Nelson (01:43):
Is that how you would describe Jarbo?
Ryan Borgerding (01:47):
Yeah.
I would describe Jarbo in thatway.
Ryan Nelson (01:51):
I was just curious did his sales pitch to you hold
true through your journey?
Ryan Borgerding (01:57):
It has.
I'd say the one part of it thathasn't is that I came into it
naive it that that you knowhasn't is that.
You know I came into it naive,thinking that you know we'd be
able to support the people thatwere in the, you know, greatest
need for support.
But you know, as I learnedpretty quickly, these companies
are, you know, paying a decentamount of money for us to help
(02:18):
them identify these key hiresand, you know, unfortunately,
like the people that are in themost dire situations aren't, you
know, always the highestcaliber individual for the
particular position that ourclients looking for them to fill
.
So you know, we've identifiedways to, you know, find
fulfillment and derive intrinsicvalue from supporting the
(02:41):
people that are in the greatestneed in other ways you from
supporting the people that arein the greatest need in other
ways.
But aside from that realization,after getting into it, it's
definitely what Jarva wasfounded on is helping people,
people helping people, and we'vetaken a much more
employee-centric,candidate-centric approach, more
(03:08):
employee-centric,candidate-centric approach.
And it seems counterintuitiveto some that we would give
preference to the individuals,more preference to the
individuals than our clients.
But, as I put it to a lot ofclients over the years, without
the trust of those people, wewould never be able to find
anybody for you.
Ryan Nelson (03:22):
So yeah, we're going to, we would never be able
to find anybody for you.
So, yeah, we're going to Lovethat.
And so, if I understand right,you actually started in it in a
national agency.
You didn't start by startingyour own company, obviously.
So tell us a little bit aboutthat journey.
Ryan Borgerding (03:35):
Yeah, yeah.
So started out as just as arecruiter.
You know banging the phones anddoing my best to learn all of
the technical intricacies of thework that we're involved in.
At that time we're heavilyfocused?
Ryan Nelson (03:48):
Were you recruiting staff, people or were you
recruiting businesses that mightneed your staffing service?
Ryan Borgerding (03:55):
Recruiting the staff for those businesses.
Yeah, so the business was inplace already and you know the
job orders were were therealready and, um, you know, our
focus was predominantlyengineering at that time and,
you know, aside from my dadbeing a science teacher and, you
know, having some engineers inthe family, um, that's about all
(04:15):
I knew about engineering.
So, you know, learning learningkind of the technical
intricacies of the positionsthat we were staffing for was a
fun challenge at the beginningof it all, and you know so
that's I spent it was probablyabout three years in a dedicated
recruiting role and then hadthe opportunity to move into an
account management position fromthere where, you know, I'd work
(04:39):
hand in hand with the clientsthat we were staffing for and
you know I'd also be recruitingand helping to find them people.
And as we continued to grow,the branch office of the
previous company that we wereworking for it, you know,
started to get to the pointwhere we weren't really seeing
eye to eye with the, you know,the ownership at the time and
(05:00):
you know our strategic visionsreally weren't aligning anymore.
And I think we had both come tothat realization.
And, given that my businesspartner and I had kind of
created and maintainedeverything that was happening
within the Kansas City branchoffice at that time, like I
think, the owner realized likewithout us being a part of it.
There wasn't much there for them.
So, you know, provide us theopportunity to purchase out the
(05:23):
assets to their Kansas Citybranch office, which we did in
June of 2019, and started up,started up Jarbo Employment
Group from there, maintained allof our existing staff, that we
had all the clients, we had allthe you know external employees
that we had contracted to ourclients at that time.
So it was really a much smoothertransition than I think my
(05:46):
business partner Nick and Ireally, you know, thought of
that it would be and, you know,obviously got met with a
national state of emergency, youknow, not too long after
starting the business anddefinitely a nightmare for any
new entrepreneur and businessowner.
But, thankfully, we were able toweather that storm staff for a
lot of essential businessoperations and manufacturing,
(06:09):
construction and engineering andwere able to maintain all of
our staff during that time andfast forward to today.
We started Jarbo with fourpeople internally.
I think we had about 15 peoplethat were W2 employees that we
had contracted to clients atthat time.
Today we're up to 12 internalstaff and roughly 60 external
(06:34):
employees that we havecontracted to clients of ours.
So it's been a fun, exciting,wild roller coaster of a journey
.
Ryan Nelson (06:43):
I love that.
I love hearing that journey.
As an entrepreneur myself, I'vestarted multiple businesses and
stuff and it's just fascinatingto hear how you guys came into
the business and where it's gonefrom there.
So just to let people in alittle bit, you and I I have a
meeting with your ownershipgroup this afternoon and we'd
already been talking.
(07:04):
You last fall had attended aworkshop that I did with the
NTMA and that was our firstinteraction.
Then we connected at anotherNTMA event around the holiday
season and you heard me justtalking about some of how I
approach coaching and stuff likethat and you're like man, we've
got to talk.
So here I've got a meeting withyour ownership group.
(07:25):
But then I was also saying, hey, we need to do a podcast too.
And when we were talking aboutthat I said do you want to wait
until after our meeting?
And you said, no, let's let itbe more organic, let's just
learn about each other as werecord the podcast.
So this is fun for me just to beable to learn about your
company and I just wanted peopleto understand how we connected.
(07:48):
But then understand that I'masking questions because I'm
coming into this without knowinga whole lot about your group
other than some of the researchthat I've done online and I've
been really intrigued and when Ishared with you kind of my
approach to coaching, that whenI work with people, first I try
to say, hey, I want to careabout you, and then I want to
follow up on the accountabilityyou promised yourself, and then
(08:09):
I want to work through clarityand then I want you to set your
commitment to yourself that willhold you accountable to the
next thing.
You kind of jokingly said, hey,when can we meet and stuff like
that, and are you availablenext Thursday?
And it's just turned into thishey, we've got some connecting
points on how we view peoplethat drew us to each other.
(08:32):
So from that perspective, youare an employee-centric company
that are really trying to investin people.
If I'm an employer that needstalent and I come to you, what
sets you guys apart and whyshould I work with you instead
of go out and get someone myself?
Ryan Borgerding (08:52):
The thing that sets us apart and I can say this
are is that you know the, youknow the stereotypical sales
tactics, the.
You know the pressure, you knowcoercion you know the you know
(09:17):
not that we don't.
You know we are persistent inreaching our objectives and but
we're not we're.
You know we don not, we don'tpester people, and so it's
really the pressure that we feltworking for another agency to
produce revenue, to produceprofit.
It really forces you to makedecisions and do things that may
(09:41):
not necessarily coincide withyour moral and ethical values,
and you know the way that wealways looked at it is if we
were, if we were starting tofeel like we were forcing
something, then it probablywasn't the right fit.
And so you know when, whenyou're got people over top of
you, that are saying you need todo more, you need to bring in
(10:01):
more you need to do.
You know it makes it challengingto strike the right balance
between those moral and ethicalvalues and profit right.
So you know, I know the phrasepeople over profit has been used
in various contexts, but Ithink it applies to our business
and our mentality and it'sreally doing the right thing for
(10:25):
that individual that we'reworking with and taking a much
more consultative approach withthem.
We spend more time talkingpeople out of making career
transitions or talking peopleout of pursuing an opportunity
with one of our clients than wedo talking them into it, and
that's intentional, because wewant to make sure that it's
really going to be the right fitfor both parties before we even
(10:47):
put forth a recommendation.
So I think that's one thingthat most of our clients would
echo.
Is that the thing we like aboutDARWA is that when they send us
somebody, we can feel confidentthat they have done the work to
make sure that it's going to beworth our time to consider this
individual.
And on the flip side, with thecandidates, you know having, you
know, experienced recruitersthat do apply a lot of those
(11:10):
pressure tactics.
You know it can leave a badtaste in their mouth and you
know, especially those that havefallen victim to those pressure
tactics and end up in a lessthan desirable situation and,
you know, wishing they had neverleft their, their previous
position.
So that's, that's really thedifference for us, and it's hard
to, you know, encapsulate thatin any.
(11:31):
You know one particular phrase,or you know marketing slogan or
whatever it may be.
It's something that's, you know, our that has to be experienced
right so um.
Ryan Nelson (11:43):
So let me ask you this, if I am, because there are
two.
There are two approaches wecould take to this conversation.
We could say, hey, what's thewhat's the pathway for the
employee versus what is thepathway for the employer, for
the audience that that we'rereaching I want, I'm a lot more
interested in this pathway forthe employer side of things, and
(12:03):
so tell me a little bit, if I'man employer and I have a need,
I'm in KCK, I have a machineshop that needs a CNC operator
or or some other role.
Um, so how do I come to you?
What's that relationship looklike when I come to you?
Am I coming to you if I needsomeone for three weeks, or am I
(12:26):
coming to you if I need someonefor permanent placement?
Ryan Borgerding (12:30):
Help me understand how companies would
use your services of needs thatstem as short of a duration as a
temporary you know, two week.
You need to get somebody in herewhile we've got somebody out on
leave to, you know, toidentifying somebody for a very
(12:51):
strategic position that you knowthe company is intending on
hiring directly and needs us tofind that person, help play
matchmaker and really everythingin between.
I'd say the most common reasonthat employers will utilize our
services is to identify folksfor, you know, a longer-term
(13:13):
need that they have and you knowit's really at the preference
of the organization in terms ofhow they want to go about
structuring.
You know how this person comeson.
You know whether they get hiredon directly by that
organization or if they wantthem to come on through our
agency and work through ouragency, for you know various
(13:33):
durations of time before they,you know, put forth that full
commitment and hiring them ondirectly.
You know the way that we'vealways seen it is it's to teach
their own.
It's really the preference ofthe organization in terms of how
they wanna go about that andthe way that we structure our
fees.
It's no more costly to go onedirection or the other and we do
(13:55):
that intentionally to make surethat our customers feel
comfortable doing whatever theyfeel is best for their business,
outside of the financialconsiderations.
Ryan Nelson (14:03):
So you had shared with me earlier before the
technical problem and stuff likethat, and there have been a few
moments where I'm like wait,have we talked about this since?
we got to our audience.
If there's anything that we'verepeated, it's because we're
overcoming operator error on thetechnical side on my part.
But you have shared a littlebit with me about this dynamic
(14:33):
of your employees are the peopleare employed with you until
they become employed by theother company, so you're paying
their payroll taxes, you'repaying their insurance benefits
and stuff like that.
Tell me a little bit about that, because that seemed to be.
That was different than what Ianticipated the model would be.
Ryan Borgerding (14:49):
Yeah, yeah, yeah.
So, regardless of whether ornot they're actually working in
our office every day or ifthey're working for one of our
clients and we don't see them,we treat everybody as if they
are an internal employee of thecompany and, again, that's with
the approach and mindset thatthese people are what really
(15:13):
drives revenue for our businessand, while the organization, the
client, the companies are theones that are actually paying
the bill at the end of the day,if we didn't have people that
trusted us and didn't providepeople you know, a good offering
during the time that they'reworking through us, we would
(15:39):
never have anybody.
that that because there is anopportunity to provide different
benefits to different classesof employees, and I know a lot
of staffing agencies haveelected to provide minimum
essential coverage in the way ofhealth insurance benefits in an
effort to keep their costs downand generate higher margins
(16:02):
from that temporary or contractto hire staffing.
In our eyes, it was moreimportant to us to provide a
comprehensive benefit package,which is the same benefits that
I have as an owner of thecompany.
We provide to all employees,internal or external, because we
felt that that would allow usto identify the highest quality
(16:24):
talent by providing the bestoffering.
And you know, seeing what we'vebeen able to accomplish over
these past five years, I can sayconfidently there is something
to that and you know it's likeit's also just personally, it
feels like the right thing to do.
It's also just personally, itfeels like the right thing to do
(16:44):
.
So that's, you know we takecare of not only you know the
benefits, part of it, but all ofthe initial onboarding and
compliance.
And you know we assume all theemployment liability during that
time, not just from a work compand injury perspective, but
extends beyond that as well, butextends beyond that as well.
So you know it really providesour clients with a lot of you
(17:06):
know financial protection andliability protection that they
wouldn't have otherwiseemploying them directly.
Ryan Nelson (17:10):
Yeah, and so you are currently serving clients in
11 states.
If I understand right, You'veplaced people in long-term jobs
in I think you said 37 states,is that correct and so?
But you're based out ofOverland Park, Kansas, which is
part of the Kansas City Metroand that type of thing.
(17:30):
So you've really set yourselfup so that if you have people in
another state that that companyis not ready to hire them full
time yet, they want to date thema little bit before they marry
them.
If you will, you are licensedin that state or you're
organized in that state so thatyou can pay payroll taxes and
(17:52):
offer the benefits that youoffer and stuff like that.
So that's amazing the extentthat you guys have gone to be
able to do that.
Did you anticipate when Jarboe?
Were you in that many locationswhen Jarboe started, or were
you just in the KC area whenJarboe started?
Ryan Borgerding (18:09):
When we first started it was just Kansas and
Missouri as far as the statesthat we were registered in and
employed individuals in, and no,did not anticipate to expand
that wide geographically.
You know some states have beenvery intentional, just knowing
(18:37):
the landscape of the state andyou know the amount of
opportunity there is for astaffing agency that focuses on.
You know we started staffingfor in Kansas and Missouri that
had other operations and andencouraged us to help them out
in those locations as well.
And you know for the goodclients yeah.
What's that?
Ryan Nelson (18:56):
It says something about how you serve them.
They were like it works so wellhere.
We want you to offer theseservices where we are expanding
or where we have otheropportunities, so I think that's
amazing.
We love that.
We're going to come back tothis.
I want to talk a little bitabout the position an
(19:16):
organization needs to be in towork with you.
But before we get to that,let's talk a little bit about.
You're a part of KCNMA, orKansas City National Machine and
Tooling Association, and you'vejust recently joined the board
of the KCNTMA.
Tell me about your journey withthat organization.
(19:38):
Yeah, so it actually stems from.
Ryan Borgerding (19:43):
We had somebody reach out to us that was
selling ad space for the at thenational level for NTMA and you
know that was our first exposureto NTMA.
This is probably two years agonow and you know, as we're
contemplating whether or not topurchase that ad space, they
started exploring theassociation further and
(20:06):
initially decided I'm not goingto purchase the ad space but do
want to have some involvementwith this group.
So I reached out at the nationallevel and noticed they had a
number of affinity partners,didn't see any staffing agencies
that were part of thoseaffinity partners and had
inquired about coming on in thatcapacity.
And given that we weren't trulylike a completely nationwide
(20:29):
staffing agency, it didn'tnecessarily make sense to join
at the national level and waslearned pretty quickly that they
perceived staffing agencies ascompetition to their workforce
development initiatives andweren't interested in having a
staffing agency as an affinitypartner, which makes sense.
So I was encouraged to reach outat the local level at that
(20:50):
point in time and that's when Igot connected with Catherine
O'Toole, the executive directorfor the Kansas City chapter, and
it didn't take long todetermine that there was going
to be some synergy between theassociation and our efforts and
staffing.
For a lot of manufacturers inKansas City it seemed like a
(21:12):
no-brainer partnership, if youwill.
At that point in time I spent ayear just as a member, you know
, kind of seeing what it was allabout and you know, having been
involved in a lot of networkinggroups over the years, like
I've come to realize that yougot to be really mindful of.
You know how beneficial thattime spent is going to be, and
(21:34):
not necessarily from like areturn on investment perspective
.
But you know, are the thingsthat you're going to learn and
get exposed to and theconnections that you're going to
learn and get exposed to andthe connections that you're
going to make are those going tocreate, you know, value for you
in some way shape or form.
And, having wasted a lot of timeand a lot of other networking
groups, like I've come torealize, like the you know the
(21:57):
success of that you know, andthat being, you know, the
usefulness of that time, isreally predicated on how, you
know, engaged and involved andmotivated, that that networking
group is right.
And that's something Iidentified early on with the
Kansas City chapter of NTMA that, you know, members were not
only showing up to events butthey were actively participating
(22:19):
, they were having thoughtfuldiscussions and conversations,
you know, and you know, as faras the actual member shops you
know that are part of the KansasCity chapter, you know they all
have.
See, you know one of the mainbenefits and being a part of the
association is to identify waysto, you know, share work with
one another and, you know, helpone another to generate more
(22:42):
revenue and help to keep morework here locally.
And I've heard a number ofsuccess stories in just the year
and a half that I've been apart of the association now, of
that occurring, and so that wasthe thing for me that told me
this is going to be a groupworth investing the time, effort
and energy into supporting inwhatever capacity that we can.
Ryan Nelson (23:06):
And when Catherine approached me to be on the board
this year, it was a no-brainerdecision for those reasons, Well
, and I would say this first ofall, knowing, by the way, if you
want to know a little bit aboutCatherine, she was in episode
one of our podcast.
This podcast was kind oflaunched in a collaborative
effort between the KCNTMA and mycompany, circle of Five, and we
(23:28):
just said, hey, we need to havea new conversation, a higher
level of conversation in thearea, and I just proposed this
idea and it's been a blast sofar.
I'm loving it.
But knowing Catherine'sbackground as a teacher, knowing
her desire to get peopleconnected and get people growing
, there's not a surprise to methat you found this synergy
between your organization andKCNTMA.
(23:50):
Whether you felt that at thenational level or not, it makes
perfect sense to me that whenyou came to the local level,
that man it just locked andloaded like this resonates.
And and to be fair, you didn'tjust go from being a member to
being on the board.
You got heavily invested thispast year in helping to develop
(24:12):
a skills driven skillsdeveloping program.
You want to talk a little bitabout that investment that
you've partnered with the KCMTMAto accomplish.
Ryan Borgerding (24:22):
Yeah, absolutely so.
Actually, a former colleague ofmine that owns and operates his
own staff and agency out inColorado was.
You know.
I found, through a proposalthat he sent us for a government
contract that he was goingafter that.
There was a blurb in thereabout having created an
apprenticeship program for thelocal chapter of NTMA in
(24:47):
Colorado, and after I read thatI called them up right away and
was like what's this all about,you know?
Ryan Nelson (24:52):
what are?
Ryan Borgerding (24:52):
you doing here at this thing and you know,
after learning more about kindof the intention behind them,
you know building thatapprenticeship program for the
local chapter, you know made alot of what made a lot of sense
to me and quickly, you know,introduced that idea to
Catherine and and she was fullysupportive and felt've, you know
, been an advocate for andencouraged a lot of companies to
(25:14):
consider you know as a talentacquisition strategy.
But you know, a lot of timesthat was, you know, those
(25:40):
recommendations were falling ondeaf ears and so it took a lot
of you know questioning, youknow questioning why companies
weren't interested in doing that.
What I came to find out is thatit's overwhelming for a lot of
employers, especially smalleremployers that have owners and
leadership staff that are veryactive in the business it just
(26:02):
seemed like a daunting thing forthem to be able to develop and
create.
Ryan Nelson (26:07):
And they need productivity.
They don't have time to slowdown and mentor someone and
apprentice someone.
They need every hand on deck tobe focused on the job because,
at the end of the day, they'vegot customer demands.
Is that part of the reasoningbehind it?
Ryan Borgerding (26:22):
Absolutely, and there's the financial component
of it.
You know I've sent them throughthe schooling that's required
in order to be certified as ajourney level machinist, and you
know I is a DOL.
You know approvedapprenticeship program and you
(26:48):
know, I think, I think there's,there's some myths about, like
you know, what?
what this means as far as likeyou know the DOL's involvement
in individuals' businesses, andyou know it couldn't couldn't be
any more the opposite.
You know we've worked hand inhand with the rep from the DOL
to you program into place andit's something they've
communicated over and over againthemselves.
(27:09):
Like you know, we're not hereto catch anybody doing anything
that they shouldn't be doing.
Ryan Nelson (27:16):
Like, our goals are aligned.
Ryan Borgerding (27:20):
We want to certify our furnaces, you know.
So you know, those are the mainconcerns that I face a lot of
times and when I made that as arecommendation and we were able
to alleviate a lot of those withthe program that we've created
and and yeah, tell me what thesolution you guys have created
is help help people understandwhat.
Ryan Nelson (27:39):
what does this apprentice program look like?
Ryan Borgerding (27:42):
Yeah.
So I mean, first and foremost,we came to find out that you
know there's multi-employerapprenticeship programs that you
can create and you knowobviously that's something that
made a lot of sense for anassociation like NTMA.
The administrative burdenassociated with, you know, a
(28:08):
creating the program and Bmaintaining it thereafter, you
know that alleviates the concernabout the time that the owners
and leaders of these companiesare going to be putting into it.
And then from the costperspective, with the schooling,
you know we had looked at a fewdifferent options through, you
know, local trade schools andtech schools and there really
wasn't anything that you knowwas extremely affordable On
(28:28):
average it was going to be about$15,000 to, you know, get an
apprentice through the schoolingportion of the program for
machining.
And through a lot of researchand questioning we found that
there was actually anotherchapter, local chapter of NTMA
that had utilized NTMAU, whichare courses that have been
(28:51):
developed at the national levelto help train machinists.
They were able to get thatapproved as their related
instruction portion of thatapprenticeship program.
Ryan Nelson (29:17):
Chapters that you know that invest in you know
getting access to that, theportal, the NTMA-U portal.
They're able to provide theirmembers employees, you know
access to that schooling at nocost.
So for other NTMA chapters theyneed to understand that they
could deploy the same strategyin their context.
Is that Absolutely?
Ryan Borgerding (29:27):
One hundred percent, yeah, one hundred
percent that they could deploythe same strategy in their
context?
Ryan Nelson (29:30):
Is that Absolutely?
Ryan Borgerding (29:30):
100% yeah 100%.
Ryan Nelson (29:31):
That's pretty amazing that you guys are kind
of breaking some ground andyou're leveraging resources that
are available.
And I think part of what you'resaying is the industry can be a
part of their solution to theproblem that they're
experiencing of having a lack oftalent.
So why would people getinvolved?
Because, frankly, we and Idon't mean to be negative we
(29:52):
complain every day about nothaving enough talent, but if
we're not willing to invest inthe solution, we've got to stop
complaining.
Well, once we start investingin the solution, we're solving
the problem and we don't have tokeep complaining Now.
Ryan Borgerding (30:06):
It's going to take years to solve the problem,
but if we're intentional, wecan improve the conditions
Undoubtedly, and you know Imyself have, you know, talked a
lot about, like the laborshortages and you hear that a
lot as well, and I can'tremember who it was, but you
know one of the shop owners hadmade the comment to me like I
(30:27):
don't think it's a problem ofthere being a shortage of people
that you know are available andable to work.
I think it's a problem of laborquality.
You know, there's, there'splenty of people out there.
There's not, there's not a lotof people that are good
machinists or can be goodmachinists.
And I think that that statementis more true than than
(30:49):
referring to the problems thatexist as labor shortages.
It's really labor quality andproductivity issues and that's,
you know, one of the maincomponents of what these
apprenticeship programs aim tosolve, right?
I mean, not only are they goingto be getting more structured
on the job training, but they'realso going to have, you know,
the schooling that they're doing, related instruction, you know,
(31:09):
outside of the normal workhours.
That's supplementing thatknowledge base and, you know,
providing knowledge that isn'tjust specific to you know, that
particular shop or their, youknow, day-to-day operations and
you know, provides for just amuch more well-rounded machinist
, and that's the that.
It's things like that that arereally gonna be the you know,
(31:31):
the catalyst for solving thelabor quality and productivity
issues yeah, right on man,that's great.
Ryan Nelson (31:37):
All right here's.
Ryan with Jarboe, it is great to see you.
We just had a little technicaldifficulty and I was just trying
to figure out what was going on, so we are jumping back into
this.
Ryan, thanks for being with metoday.
You are with Jarboe EmploymentGroup and tell me about how you
got into the Jarboe business.
Ryan Borgerding (00:35):
Yeah, so I guess I'll go, you know rewind
to just getting into staffing ingeneral, as kind of everybody
told me that was in staffing atthe time and I come to learn
myself after getting into it isyou know, staffing finds you.
You don't really go findstaffing.
Ryan Nelson (00:52):
You don't go.
I was thinking that's where Iwant to land.
Is that what you're saying?
Ryan Borgerding (00:55):
No doubt, no doubt, yeah, and you know, when
I came out of school, I, youknow, had a couple of different
options and, as most young folksdo, I took the highest paying
job at the time and you know itwas an insurance claims position
with a large commercial linecarrier.
And I did that for about threeand a half years and, you know,
was succeeding in the role butfinding zero enjoyment in what I
(01:20):
was doing.
And a buddy of mine called meup out of the blue, knowing that
I wasn't too happy with what Iwas doing, and asked me if I'd
be interested in getting intostaffing.
And my first question waswhat's staffing?
So yeah, the high level overviewwas well, you get paid to help
people find jobs and I thoughtto myself that sounds a heck of
(01:40):
a lot better than what I'm doingright now Let me pause for a
second.
Ryan Nelson (01:43):
Is that how you would describe Jarbo?
Ryan Borgerding (01:47):
Yeah.
I would describe Jarbo in thatway.
Ryan Nelson (01:51):
I was just curious did his sales pitch to you hold
true through your journey?
Ryan Borgerding (01:57):
It has.
I'd say the one part of it thathasn't is that I came into it
naive it that that you knowhasn't is that.
You know I came into it naive,thinking that you know we'd be
able to support the people thatwere in the, you know, greatest
need for support.
But you know, as I learnedpretty quickly, these companies
are, you know, paying a decentamount of money for us to help
(02:18):
them identify these key hiresand, you know, unfortunately,
like the people that are in themost dire situations aren't, you
know, always the highestcaliber individual for the
particular position that ourclients looking for them to fill
.
So you know, we've identifiedways to, you know, find
fulfillment and derive intrinsicvalue from supporting the
(02:41):
people that are in the greatestneed in other ways you from
supporting the people that arein the greatest need in other
ways.
But aside from that realization,after getting into it, it's
definitely what Jarva wasfounded on is helping people,
people helping people, and we'vetaken a much more
employee-centric,candidate-centric approach, more
(03:08):
employee-centric,candidate-centric approach.
And it seems counterintuitiveto some that we would give
preference to the individuals,more preference to the
individuals than our clients.
But, as I put it to a lot ofclients over the years, without
the trust of those people, wewould never be able to find
anybody for you.
Ryan Nelson (03:22):
So yeah, we're going to, we would never be able
to find anybody for you.
So, yeah, we're going to Lovethat.
And so, if I understand right,you actually started in it in a
national agency.
You didn't start by startingyour own company, obviously.
So tell us a little bit aboutthat journey.
Ryan Borgerding (03:35):
Yeah, yeah.
So started out as just as arecruiter.
You know banging the phones anddoing my best to learn all of
the technical intricacies of thework that we're involved in.
At that time we're heavilyfocused?
Ryan Nelson (03:48):
Were you recruiting staff, people or were you
recruiting businesses that mightneed your staffing service?
Ryan Borgerding (03:55):
Recruiting the staff for those businesses.
Yeah, so the business was inplace already and you know the
job orders were were therealready and, um, you know, our
focus was predominantlyengineering at that time and,
you know, aside from my dadbeing a science teacher and, you
know, having some engineers inthe family, um, that's about all
(04:15):
I knew about engineering.
So, you know, learning learningkind of the technical
intricacies of the positionsthat we were staffing for was a
fun challenge at the beginningof it all, and you know so
that's I spent it was probablyabout three years in a dedicated
recruiting role and then hadthe opportunity to move into an
account management position fromthere where, you know, I'd work
(04:39):
hand in hand with the clientsthat we were staffing for and
you know I'd also be recruitingand helping to find them people.
And as we continued to grow,the branch office of the
previous company that we wereworking for it, you know,
started to get to the pointwhere we weren't really seeing
eye to eye with the, you know,the ownership at the time and
(05:00):
you know our strategic visionsreally weren't aligning anymore.
And I think we had both come tothat realization.
And, given that my businesspartner and I had kind of
created and maintainedeverything that was happening
within the Kansas City branchoffice at that time, like I
think, the owner realized likewithout us being a part of it.
There wasn't much there for them.
So, you know, provide us theopportunity to purchase out the
(05:23):
assets to their Kansas Citybranch office, which we did in
June of 2019, and started up,started up Jarbo Employment
Group from there, maintained allof our existing staff, that we
had all the clients, we had allthe you know external employees
that we had contracted to ourclients at that time.
So it was really a much smoothertransition than I think my
(05:46):
business partner Nick and Ireally, you know, thought of
that it would be and, you know,obviously got met with a
national state of emergency, youknow, not too long after
starting the business anddefinitely a nightmare for any
new entrepreneur and businessowner.
But, thankfully, we were able toweather that storm staff for a
lot of essential businessoperations and manufacturing,
(06:09):
construction and engineering andwere able to maintain all of
our staff during that time andfast forward to today.
We started Jarbo with fourpeople internally.
I think we had about 15 peoplethat were W2 employees that we
had contracted to clients atthat time.
Today we're up to 12 internalstaff and roughly 60 external
(06:34):
employees that we havecontracted to clients of ours.
So it's been a fun, exciting,wild roller coaster of a journey
.
Ryan Nelson (06:43):
I love that.
I love hearing that journey.
As an entrepreneur myself, I'vestarted multiple businesses and
stuff and it's just fascinatingto hear how you guys came into
the business and where it's gonefrom there.
So just to let people in alittle bit, you and I I have a
meeting with your ownershipgroup this afternoon and we'd
already been talking.
(07:04):
You last fall had attended aworkshop that I did with the
NTMA and that was our firstinteraction.
Then we connected at anotherNTMA event around the holiday
season and you heard me justtalking about some of how I
approach coaching and stuff likethat and you're like man, we've
got to talk.
So here I've got a meeting withyour ownership group.
(07:25):
But then I was also saying, hey, we need to do a podcast too.
And when we were talking aboutthat I said do you want to wait
until after our meeting?
And you said, no, let's let itbe more organic, let's just
learn about each other as werecord the podcast.
So this is fun for me just to beable to learn about your
company and I just wanted peopleto understand how we connected.
(07:48):
But then understand that I'masking questions because I'm
coming into this without knowinga whole lot about your group
other than some of the researchthat I've done online and I've
been really intrigued and when Ishared with you kind of my
approach to coaching, that whenI work with people, first I try
to say, hey, I want to careabout you, and then I want to
follow up on the accountabilityyou promised yourself, and then
(08:09):
I want to work through clarityand then I want you to set your
commitment to yourself that willhold you accountable to the
next thing.
You kind of jokingly said, hey,when can we meet and stuff like
that, and are you availablenext Thursday?
And it's just turned into thishey, we've got some connecting
points on how we view peoplethat drew us to each other.
(08:32):
So from that perspective, youare an employee-centric company
that are really trying to investin people.
If I'm an employer that needstalent and I come to you, what
sets you guys apart and whyshould I work with you instead
of go out and get someone myself?
Ryan Borgerding (08:52):
The thing that sets us apart and I can say this
are is that you know the, youknow the stereotypical sales
tactics, the.
You know the pressure, you knowcoercion you know the you know
(09:17):
not that we don't.
You know we are persistent inreaching our objectives and but
we're not we're.
You know we don not, we don'tpester people, and so it's
really the pressure that we feltworking for another agency to
produce revenue, to produceprofit.
It really forces you to makedecisions and do things that may
(09:41):
not necessarily coincide withyour moral and ethical values,
and you know the way that wealways looked at it is if we
were, if we were starting tofeel like we were forcing
something, then it probablywasn't the right fit.
And so you know when, whenyou're got people over top of
you, that are saying you need todo more, you need to bring in
(10:01):
more you need to do.
You know it makes it challengingto strike the right balance
between those moral and ethicalvalues and profit right.
So you know, I know the phrasepeople over profit has been used
in various contexts, but Ithink it applies to our business
and our mentality and it'sreally doing the right thing for
(10:25):
that individual that we'reworking with and taking a much
more consultative approach withthem.
We spend more time talkingpeople out of making career
transitions or talking peopleout of pursuing an opportunity
with one of our clients than wedo talking them into it, and
that's intentional, because wewant to make sure that it's
really going to be the right fitfor both parties before we even
(10:47):
put forth a recommendation.
So I think that's one thingthat most of our clients would
echo.
Is that the thing we like aboutDARWA is that when they send us
somebody, we can feel confidentthat they have done the work to
make sure that it's going to beworth our time to consider this
individual.
And on the flip side, with thecandidates, you know having, you
know, experienced recruitersthat do apply a lot of those
(11:10):
pressure tactics.
You know it can leave a badtaste in their mouth and you
know, especially those that havefallen victim to those pressure
tactics and end up in a lessthan desirable situation and,
you know, wishing they had neverleft their, their previous
position.
So that's, that's really thedifference for us, and it's hard
to, you know, encapsulate thatin any.
(11:31):
You know one particular phrase,or you know marketing slogan or
whatever it may be.
It's something that's, you know, our that has to be experienced
right so um.
Ryan Nelson (11:43):
So let me ask you this, if I am, because there are
two.
There are two approaches wecould take to this conversation.
We could say, hey, what's thewhat's the pathway for the
employee versus what is thepathway for the employer, for
the audience that that we'rereaching I want, I'm a lot more
interested in this pathway forthe employer side of things, and
(12:03):
so tell me a little bit, if I'man employer and I have a need,
I'm in KCK, I have a machineshop that needs a CNC operator
or or some other role.
Um, so how do I come to you?
What's that relationship looklike when I come to you?
Am I coming to you if I needsomeone for three weeks, or am I
(12:26):
coming to you if I need someonefor permanent placement?
Ryan Borgerding (12:30):
Help me understand how companies would
use your services of needs thatstem as short of a duration as a
temporary you know, two week.
You need to get somebody in herewhile we've got somebody out on
leave to, you know, toidentifying somebody for a very
(12:51):
strategic position that you knowthe company is intending on
hiring directly and needs us tofind that person, help play
matchmaker and really everythingin between.
I'd say the most common reasonthat employers will utilize our
services is to identify folksfor, you know, a longer-term
(13:13):
need that they have and you knowit's really at the preference
of the organization in terms ofhow they want to go about
structuring.
You know how this person comeson.
You know whether they get hiredon directly by that
organization or if they wantthem to come on through our
agency and work through ouragency, for you know various
(13:33):
durations of time before they,you know, put forth that full
commitment and hiring them ondirectly.
You know the way that we'vealways seen it is it's to teach
their own.
It's really the preference ofthe organization in terms of how
they wanna go about that andthe way that we structure our
fees.
It's no more costly to go onedirection or the other and we do
(13:55):
that intentionally to make surethat our customers feel
comfortable doing whatever theyfeel is best for their business,
outside of the financialconsiderations.
Ryan Nelson (14:03):
So you had shared with me earlier before the
technical problem and stuff likethat, and there have been a few
moments where I'm like wait,have we talked about this since?
we got to our audience.
If there's anything that we'verepeated, it's because we're
overcoming operator error on thetechnical side on my part.
But you have shared a littlebit with me about this dynamic
(14:33):
of your employees are the peopleare employed with you until
they become employed by theother company, so you're paying
their payroll taxes, you'repaying their insurance benefits
and stuff like that.
Tell me a little bit about that, because that seemed to be.
That was different than what Ianticipated the model would be.
Ryan Borgerding (14:49):
Yeah, yeah, yeah.
So, regardless of whether ornot they're actually working in
our office every day or ifthey're working for one of our
clients and we don't see them,we treat everybody as if they
are an internal employee of thecompany and, again, that's with
the approach and mindset thatthese people are what really
(15:13):
drives revenue for our businessand, while the organization, the
client, the companies are theones that are actually paying
the bill at the end of the day,if we didn't have people that
trusted us and didn't providepeople you know, a good offering
during the time that they'reworking through us, we would
(15:39):
never have anybody.
that that because there is anopportunity to provide different
benefits to different classesof employees, and I know a lot
of staffing agencies haveelected to provide minimum
essential coverage in the way ofhealth insurance benefits in an
effort to keep their costs downand generate higher margins
(16:02):
from that temporary or contractto hire staffing.
In our eyes, it was moreimportant to us to provide a
comprehensive benefit package,which is the same benefits that
I have as an owner of thecompany.
We provide to all employees,internal or external, because we
felt that that would allow usto identify the highest quality
(16:24):
talent by providing the bestoffering.
And you know, seeing what we'vebeen able to accomplish over
these past five years, I can sayconfidently there is something
to that and you know it's likeit's also just personally, it
feels like the right thing to do.
It's also just personally, itfeels like the right thing to do
(16:44):
.
So that's, you know we takecare of not only you know the
benefits, part of it, but all ofthe initial onboarding and
compliance.
And you know we assume all theemployment liability during that
time, not just from a work compand injury perspective, but
extends beyond that as well, butextends beyond that as well.
So you know it really providesour clients with a lot of you
(17:06):
know financial protection andliability protection that they
wouldn't have otherwiseemploying them directly.
Ryan Nelson (17:10):
Yeah, and so you are currently serving clients in
11 states.
If I understand right, You'veplaced people in long-term jobs
in I think you said 37 states,is that correct and so?
But you're based out ofOverland Park, Kansas, which is
part of the Kansas City Metroand that type of thing.
(17:30):
So you've really set yourselfup so that if you have people in
another state that that companyis not ready to hire them full
time yet, they want to date thema little bit before they marry
them.
If you will, you are licensedin that state or you're
organized in that state so thatyou can pay payroll taxes and
(17:52):
offer the benefits that youoffer and stuff like that.
So that's amazing the extentthat you guys have gone to be
able to do that.
Did you anticipate when Jarboe?
Were you in that many locationswhen Jarboe started, or were
you just in the KC area whenJarboe started?
Ryan Borgerding (18:09):
When we first started it was just Kansas and
Missouri as far as the statesthat we were registered in and
employed individuals in, and no,did not anticipate to expand
that wide geographically.
You know some states have beenvery intentional, just knowing
(18:37):
the landscape of the state andyou know the amount of
opportunity there is for astaffing agency that focuses on.
You know we started staffingfor in Kansas and Missouri that
had other operations and andencouraged us to help them out
in those locations as well.
And you know for the goodclients yeah.
What's that?
Ryan Nelson (18:56):
It says something about how you serve them.
They were like it works so wellhere.
We want you to offer theseservices where we are expanding
or where we have otheropportunities, so I think that's
amazing.
We love that.
We're going to come back tothis.
I want to talk a little bitabout the position an
(19:16):
organization needs to be in towork with you.
But before we get to that,let's talk a little bit about.
You're a part of KCNMA, orKansas City National Machine and
Tooling Association, and you'vejust recently joined the board
of the KCNTMA.
Tell me about your journey withthat organization.
(19:38):
Yeah, so it actually stems from.
Ryan Borgerding (19:43):
We had somebody reach out to us that was
selling ad space for the at thenational level for NTMA and you
know that was our first exposureto NTMA.
This is probably two years agonow and you know, as we're
contemplating whether or not topurchase that ad space, they
started exploring theassociation further and
(20:06):
initially decided I'm not goingto purchase the ad space but do
want to have some involvementwith this group.
So I reached out at the nationallevel and noticed they had a
number of affinity partners,didn't see any staffing agencies
that were part of thoseaffinity partners and had
inquired about coming on in thatcapacity.
And given that we weren't trulylike a completely nationwide
(20:29):
staffing agency, it didn'tnecessarily make sense to join
at the national level and waslearned pretty quickly that they
perceived staffing agencies ascompetition to their workforce
development initiatives andweren't interested in having a
staffing agency as an affinitypartner, which makes sense.
So I was encouraged to reach outat the local level at that
(20:50):
point in time and that's when Igot connected with Catherine
O'Toole, the executive directorfor the Kansas City chapter, and
it didn't take long todetermine that there was going
to be some synergy between theassociation and our efforts and
staffing.
For a lot of manufacturers inKansas City it seemed like a
(21:12):
no-brainer partnership, if youwill.
At that point in time I spent ayear just as a member, you know
, kind of seeing what it was allabout and you know, having been
involved in a lot of networkinggroups over the years, like
I've come to realize that yougot to be really mindful of.
You know how beneficial thattime spent is going to be, and
(21:34):
not necessarily from like areturn on investment perspective
.
But you know, are the thingsthat you're going to learn and
get exposed to and theconnections that you're going to
learn and get exposed to andthe connections that you're
going to make are those going tocreate, you know, value for you
in some way shape or form.
And, having wasted a lot of timeand a lot of other networking
groups, like I've come torealize, like the you know the
(21:57):
success of that you know, andthat being, you know, the
usefulness of that time, isreally predicated on how, you
know, engaged and involved andmotivated, that that networking
group is right.
And that's something Iidentified early on with the
Kansas City chapter of NTMA that, you know, members were not
only showing up to events butthey were actively participating
(22:19):
, they were having thoughtfuldiscussions and conversations,
you know, and you know, as faras the actual member shops you
know that are part of the KansasCity chapter, you know they all
have.
See, you know one of the mainbenefits and being a part of the
association is to identify waysto, you know, share work with
one another and, you know, helpone another to generate more
(22:42):
revenue and help to keep morework here locally.
And I've heard a number ofsuccess stories in just the year
and a half that I've been apart of the association now, of
that occurring, and so that wasthe thing for me that told me
this is going to be a groupworth investing the time, effort
and energy into supporting inwhatever capacity that we can.
Ryan Nelson (23:06):
And when Catherine approached me to be on the board
this year, it was a no-brainerdecision for those reasons, Well
, and I would say this first ofall, knowing, by the way, if you
want to know a little bit aboutCatherine, she was in episode
one of our podcast.
This podcast was kind oflaunched in a collaborative
effort between the KCNTMA and mycompany, circle of Five, and we
(23:28):
just said, hey, we need to havea new conversation, a higher
level of conversation in thearea, and I just proposed this
idea and it's been a blast sofar.
I'm loving it.
But knowing Catherine'sbackground as a teacher, knowing
her desire to get peopleconnected and get people growing
, there's not a surprise to methat you found this synergy
between your organization andKCNTMA.
(23:50):
Whether you felt that at thenational level or not, it makes
perfect sense to me that whenyou came to the local level,
that man it just locked andloaded like this resonates.
And and to be fair, you didn'tjust go from being a member to
being on the board.
You got heavily invested thispast year in helping to develop
(24:12):
a skills driven skillsdeveloping program.
You want to talk a little bitabout that investment that
you've partnered with the KCMTMAto accomplish.
Ryan Borgerding (24:22):
Yeah, absolutely so.
Actually, a former colleague ofmine that owns and operates his
own staff and agency out inColorado was.
You know.
I found, through a proposalthat he sent us for a government
contract that he was goingafter that.
There was a blurb in thereabout having created an
apprenticeship program for thelocal chapter of NTMA in
(24:47):
Colorado, and after I read thatI called them up right away and
was like what's this all about,you know?
Ryan Nelson (24:52):
what are?
Ryan Borgerding (24:52):
you doing here at this thing and you know,
after learning more about kindof the intention behind them,
you know building thatapprenticeship program for the
local chapter, you know made alot of what made a lot of sense
to me and quickly, you know,introduced that idea to
Catherine and and she was fullysupportive and felt've, you know
, been an advocate for andencouraged a lot of companies to
(25:14):
consider you know as a talentacquisition strategy.
But you know, a lot of timesthat was, you know, those
(25:40):
recommendations were falling ondeaf ears and so it took a lot
of you know questioning, youknow questioning why companies
weren't interested in doing that.
What I came to find out is thatit's overwhelming for a lot of
employers, especially smalleremployers that have owners and
leadership staff that are veryactive in the business it just
(26:02):
seemed like a daunting thing forthem to be able to develop and
create.
Ryan Nelson (26:07):
And they need productivity.
They don't have time to slowdown and mentor someone and
apprentice someone.
They need every hand on deck tobe focused on the job because,
at the end of the day, they'vegot customer demands.
Is that part of the reasoningbehind it?
Ryan Borgerding (26:22):
Absolutely, and there's the financial component
of it.
You know I've sent them throughthe schooling that's required
in order to be certified as ajourney level machinist, and you
know I is a DOL.
You know approvedapprenticeship program and you
(26:48):
know, I think, I think there's,there's some myths about, like
you know, what?
what this means as far as likeyou know the DOL's involvement
in individuals' businesses, andyou know it couldn't couldn't be
any more the opposite.
You know we've worked hand inhand with the rep from the DOL
to you program into place andit's something they've
communicated over and over againthemselves.
(27:09):
Like you know, we're not hereto catch anybody doing anything
that they shouldn't be doing.
Ryan Nelson (27:16):
Like, our goals are aligned.
Ryan Borgerding (27:20):
We want to certify our furnaces, you know.
So you know, those are the mainconcerns that I face a lot of
times and when I made that as arecommendation and we were able
to alleviate a lot of those withthe program that we've created
and and yeah, tell me what thesolution you guys have created
is help help people understandwhat.
Ryan Nelson (27:39):
what does this apprentice program look like?
Ryan Borgerding (27:42):
Yeah.
So I mean, first and foremost,we came to find out that you
know there's multi-employerapprenticeship programs that you
can create and you knowobviously that's something that
made a lot of sense for anassociation like NTMA.
The administrative burdenassociated with, you know, a
(28:08):
creating the program and Bmaintaining it thereafter, you
know that alleviates the concernabout the time that the owners
and leaders of these companiesare going to be putting into it.
And then from the costperspective, with the schooling,
you know we had looked at a fewdifferent options through, you
know, local trade schools andtech schools and there really
wasn't anything that you knowwas extremely affordable On
(28:28):
average it was going to be about$15,000 to, you know, get an
apprentice through the schoolingportion of the program for
machining.
And through a lot of researchand questioning we found that
there was actually anotherchapter, local chapter of NTMA
that had utilized NTMAU, whichare courses that have been
(28:51):
developed at the national levelto help train machinists.
They were able to get thatapproved as their related
instruction portion of thatapprenticeship program.
Ryan Nelson (29:17):
Chapters that you know that invest in you know
getting access to that, theportal, the NTMA-U portal.
They're able to provide theirmembers employees, you know
access to that schooling at nocost.
So for other NTMA chapters theyneed to understand that they
could deploy the same strategyin their context.
Is that Absolutely?
Ryan Borgerding (29:27):
One hundred percent, yeah, one hundred
percent that they could deploythe same strategy in their
context?
Ryan Nelson (29:30):
Is that Absolutely?
Ryan Borgerding (29:30):
100% yeah 100%.
Ryan Nelson (29:31):
That's pretty amazing that you guys are kind
of breaking some ground andyou're leveraging resources that
are available.
And I think part of what you'resaying is the industry can be a
part of their solution to theproblem that they're
experiencing of having a lack oftalent.
So why would people getinvolved?
Because, frankly, we and Idon't mean to be negative we
(29:52):
complain every day about nothaving enough talent, but if
we're not willing to invest inthe solution, we've got to stop
complaining.
Well, once we start investingin the solution, we're solving
the problem and we don't have tokeep complaining Now.
Ryan Borgerding (30:06):
It's going to take years to solve the problem,
but if we're intentional, wecan improve the conditions
Undoubtedly, and you know Imyself have, you know, talked a
lot about, like the laborshortages and you hear that a
lot as well, and I can'tremember who it was, but you
know one of the shop owners hadmade the comment to me like I
(30:27):
don't think it's a problem ofthere being a shortage of people
that you know are available andable to work.
I think it's a problem of laborquality.
You know, there's, there'splenty of people out there.
There's not, there's not a lotof people that are good
machinists or can be goodmachinists.
And I think that that statementis more true than than
(30:49):
referring to the problems thatexist as labor shortages.
It's really labor quality andproductivity issues and that's,
you know, one of the maincomponents of what these
apprenticeship programs aim tosolve, right?
I mean, not only are they goingto be getting more structured
on the job training, but they'realso going to have, you know,
the schooling that they're doing, related instruction, you know,
(31:09):
outside of the normal workhours.
That's supplementing thatknowledge base and, you know,
providing knowledge that isn'tjust specific to you know, that
particular shop or their, youknow, day-to-day operations and
you know, provides for just amuch more well-rounded machinist
, and that's the that.
It's things like that that arereally gonna be the you know,
(31:31):
the catalyst for solving thelabor quality and productivity
issues yeah, right on man,that's great.
Ryan Nelson (31:37):
All right here's.
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