In this episode of the Future Proof HR podcast, Thomas Kunjappu sits down with Jason Carson, VP of HR at Bad Boy Mowers, to talk about how AI is changing HR in manufacturing and what it takes to use new technology responsibly inside a fast-growing, operationally complex business.

Jason shares how Bad Boy Mowers has approached AI and automation with a practical, people-first mindset. For his HR team, the goal is not to remove the human side of the function. It is to reduce repetitive work, improve speed and consistency, and free the team to spend more time with employees, managers, and leaders.

The conversation covers how AI can support recruiting, onboarding, employee feedback, shift-worker support, and data-driven decision-making. Jason also explains why HR teams need clear guardrails, especially when using AI in recruiting, interpreting workforce data, or scaling employee support across different locations, shifts, and languages.

Jason’s core message is simple: data should drive decisions, but AI should not make decisions for HR. Future-proofing HR means learning the tools, asking better questions, validating the output, and staying close enough to the business and employees to know when something does not add up.

Topics Discussed:

• Why Jason compares AI adoption in HR to the evolution of zero-turn mowers
• How a small HR team can use AI to move away from repeatable administrative work
• Why manufacturing HR needs both operational efficiency and face-to-face employee support
• How employee feedback surveys can improve recruiting, onboarding, and retention
• Why Bad Boy Mowers is taking a careful approach to AI in recruiting
• How HR can use data to support headcount, productivity, and retention decisions
• Why shift-worker support creates a different set of challenges for HR teams
• How chatbots could give employees faster access to policy and HR answers
• What manufacturing automation teaches HR about change management and trust
• Why AI-enabled onboarding can improve consistency across locations and languages
• How HR professionals can future-proof their careers by building flexibility, tech fluency, and data judgment
• Why HR must let data guide decisions without letting AI replace human thinking

If you are an HR leader trying to bring AI into a manufacturing, hourly workforce, or operationally complex environment, this episode offers a practical look at how to balance speed, consistency, trust, and human judgment.

Additional Resources:

• Cleary's AI-powered HR Chatbot
• Future Proof HR Community
• Connect with Jason Carson on LinkedIn

Data should drive our decisions.

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It's not about VIBES

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or This feels RIGHT

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it's got to be FACTUAL

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maybe even dig into the data deeper and

say, okay, is this right before we start?

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It's important to always lead with

data and let data drive your decisions

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but not let AI

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drive your decisions

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Thomas Kunjappu: They keep

telling us that it's all over.

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For HR, the age of AI is upon

us, and that means HR should

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be prepared to be decimated.

12

We reject that message.

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The future of HR won't be handed to us.

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Instead, it'll be defined by those

ready to experiment, adopt, and adapt.

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Future Proof HR invites these builders to

share what they're trying, how it's going,

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what they've learned, and what's next.

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We are committed to arming HR

with the AI insights to not

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just survive, but to thrive.

19

Hello and welcome to the Future Proof

HR podcast, where we explore how forward

20

thinking leaders are preparing for

disruption and redefining what it means

21

to lead people in a changing world.

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I'm your host, Thomas Kunjappu.

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Today's guest is Jason Carson.

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VP of HR at Bad Boy Mowers.

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An experienced executive across

startups and turnarounds.

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Jason is known for crafting innovative

people programs that deliver bottom

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line results, elevate financial

performance, operational excellence,

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and place talent in critical roles.

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He leads with an operator's mindset,

innovation, adaptability, and a

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clear read on the realities of

a modern manufacturing business.

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Jason, welcome to the podcast.

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Jason: Thanks, Thomas.

33

It's great to be here and really

excited to be talking about everything

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that's going on in ai within hr.

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There's a lot happening.

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as you mentioned, I'm the Vice President

of Human Resources at Bad Boy Mowers.

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Bad Boys was started about 25 years ago,

and first product was a zero turn mower.

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Since then, we've added subcompact

and compact tractors, UTVs,

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electric and gas handheld tools.

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This year we're adding articulated

loaders and skid steers to our portfolio,

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so a lot going on, A lot of growth.

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And as I was thinking about this podcast

and us getting together, there's a

43

lot of similarities between Bad Boy

and what's happening in the AI space.

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When Bad Boy came out with the

zero turn mower, there was a

45

lot of reluctance and pushback.

46

Our first mowers were for the home user.

47

That is a little bit different.

48

Typically, always used

in commercial space.

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So people were reluctant.

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It's new, it's different, but over

time people got comfortable with it

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and now have really focused on that.

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Big reason is it saves

them time and energy.

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They're able to mow their yards a lot

quicker and dedicate that, save time

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to something they'd rather be doing.

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Thomas Kunjappu: It is really

interesting when you put it that way.

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It seems so simple.

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'cause we're we're at least me mentally.

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I'm so far on the other side.

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I will, I didn't see the sort of mower

revolution or like the consumer or

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family habits of how that slowly shifted

and how people were like reluctant.

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this seems like a robot.

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Where people used to scything or, I guess

you had, other technologies before that.

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But when you zoom back out and say it

saved people time and now it's just

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part of the natural way of doing things.

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And now you have, maybe it's

generationally or just over

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time, everyone, even of previous

generations just feel like this

67

is the default way that you would,

approach, getting your, lawn mowed.

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Jason: Absolutely.

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I think people, once they try it

and get used to the unit, they

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say, wow, this is so much easier.

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it takes me half the time to mow my yard.

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I can go do something else.

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I'd rather do or focus on other projects.

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I think anytime we can find those elements

we tend to gravitate towards them.

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Thomas Kunjappu: so that's a great setting

to have the rest of the conversation.

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So you've telling me about how AI

feels like a revolution and let's

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talk about HR teams specifically.

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and what does that look like in terms

of, the AI revolution for HR teams?

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And also, can it be the way you described

mowers where, I don't know, a couple years

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down the line, we'd look back and say,

oh, how did we ever do it any differently?

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And saving so much time.

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Jason: Yeah, absolutely.

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I think.

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When I came on board five years

ago, the company was purchased

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and went into, private equity.

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We did not have an HR function at

that time, so it's newly created.

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It's a very small group.

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very talented group, however, so I

think that's where we've learned to

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embrace AI's strength, is that it's

allowed us to not eliminate the HR work.

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We're still doing a lot of it,

but it allowed us to get away from

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that repeatable processes and works

that takes up a lot of our time.

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We would rather be engaged with our

employees and our other managers

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in helping them solve problems.

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It allows us to better utilize

our strengths as opposed to being

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tied to a computer and working

through, systems and processes.

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Thomas Kunjappu: So what's been

happening, and we're, I think we

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can say we're still early, right?

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Jason: Sure.

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Thomas Kunjappu: In the revolution.

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So what, what have you learned, like

specifically what kind of, early

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experiments have you or your team done,

or have you seen happen out there?

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What's been successful?

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What's been a miss?

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What have you learned?

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Jason: If I think over the

time, like a lot of people, we

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initially treated it like a search

engine like a lot of people do.

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and then you realize it's a lot, has a lot

more benefit than just looking up answers.

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So we've tried to use it

in things like recruiting.

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we

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use it in We use a lot of feedback

mechanisms from our employees.

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A lot of that is to ensure we're

heading in the right direction.

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We get that feedback, we know to

continue, or we know we need to pump

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the brakes and look at it a little bit

deeper because maybe we're not getting

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the results that, that we would like.

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I think you, you have to approach

it, slowly with guardrails to ensure,

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you're getting the results you want.

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And that takes time and

a lot of back and forth.

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But, I know talking to other HR

professionals, some have jumped

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in a lot more robust than we have.

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and I think we will get there, but we

are doing it at a pace that's comfortable

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for us well as the organization because

it's also new to the organization.

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So comfortable what's ai, what's

not, I think is an important

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component to it's acceptance.

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Thomas Kunjappu: So you're bringing

up, your peers as well as, the

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organization at large, right?

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So I'm curious if you just, could

tell me a little bit more about,

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what you're seeing across, like the

HR function, let's call it right?

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Across your peers.

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How has the view towards AI

technologies in a day to day use.

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Jason: I think to my peers,

more and more are on board.

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I think at first maybe there was a

reluctance or let's wait and see.

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I think we're at a point in

time where we know it's here.

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We know it provides a lot of benefit.

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So I think understanding how we

can utilize it and introduce it

135

within the organization is key.

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it definitely provides a lot of benefit.

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I think the workflow upgrades

are really key for us because we

138

are a small group and it allows

us to, get that process started.

139

We can step away, have those face-to-face

conversations like I talked about, which.

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Employees love technology too, but

they also like that touch point

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coming from, another individual.

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And in having that open conversation,

I don't think AI can replace

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that face-to-face conversation.

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Thomas Kunjappu: and then tell

me a little bit more about

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the, private equity landscape.

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So you're, you're private equity

backed and as are many organizations

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out there, And as you think about pe

portfolio companies specifically, is

148

there any, is there like a nuance or

like a, is there, are there any patterns

149

or trends that you're seeing in terms

of what's being pushed or experimented

150

with versus other types of companies?

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Jason: I, I think in the PE

space and we're currently,

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we're, we are, owned by two.

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So both great companies made up of

outstanding, people and very supportive.

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I would say because we have a small

group and the company's experiencing

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a lot of growth, the one thing,

resource that is scarce is our time.

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we were recently told it

feels like we're building an

157

airplane while we're flying it.

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I made me laugh, but then I I thought

there's probably some truth to that.

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I think

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Thomas Kunjappu: Yeah.

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Jason: HR components are still in place.

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We have to be measurable.

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We have to create repeatable processes,

and those processes need to be

164

tied back to performance somehow.

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So

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I think if you keep that in mind and

then leverage AI to help you do some of

167

those functions, you can start on your

path to creating, a leaner organization,

168

but also a more effective organization.

169

Thomas Kunjappu: Yeah, you mentioned

leaner and more effective, I

170

feel like in, in different fund

structures across the board.

171

post the era of, zero interest rates.

172

There's been a lot of pressure,

for every kind of organization,

173

or budgetary pressure for,

every function, but certainly.

174

Everything within g and a the HR function.

175

So how do you translate

that pressure, right?

176

That's from the board leadership

into something realistic that your

177

HR team can actually execute on.

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Jason: Sure.

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Thomas Kunjappu: on a day-to-day basis.

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I.

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Jason: I think the bar is

pretty high as far as clarity.

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They want data.

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when you talk about headcount plans,

productivity, retention, all those things

184

that HR does, it's important to be able

to have those numbers have good data.

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AI allows us to do that and

do it relatively quickly.

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we wanna operate, I always tell my

group we wanna operate based on data.

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Data should drive our decisions.

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And it's not about vibes

or this feels right.

189

It's got to be factual.

190

And I think that's one of the

strengths that AI provides us.

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Thomas Kunjappu: So let's go a little

bit more in depth on some of these

192

use cases that you guys have been,

working on so well, right off the bat,

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you mentioned actually recruiting,

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It's in your, it's in your workflows,

but you said you also you're tiptoeing.

195

So tell me a little bit about what, what,

how you're leveraging, newer technology

196

within your recruiting workflows.

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Jason: And I know a lot of organizations

use it for the recruiting function.

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we're a little unique in that we

don't have a lot of turnover in our

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salaried folks, we don't use it a

lot on the recruiting, when it comes

200

to salaried folks, but one thing

we've recently started is gathering

201

data from our, team members that are

on the floor working in the plants.

202

and we're doing that, through quick

surveys, especially at two weeks,

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in four weeks, six weeks to really

understand what's working, what's not.

204

one of the things we've recently done

is then what does that look like?

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And then we actually went back and

looked at people that were successful,

206

that joined the organization, had

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not worked in manufacturing before that,

came into the company and are still with

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us and doing a great job in growing.

209

We took some of those traits and tried to

mirror that with how we recruit people.

210

so that the success rate is amplified.

211

everybody talks about

retention, ai, or not retention,

212

something we all face and focus

213

Thomas Kunjappu: Yeah.

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Jason: So we're trying to ensure that

we're making the best decision, for

215

long-term growth and long-term employment.

216

Thomas Kunjappu: and then on the

recruiting side specifically, so those

217

are the, some of the, the, success

criteria that you're getting out

218

of these surveys and, at different

points in the employee lifecycle.

219

But then.

220

Are you, at the point where you're putting

in like resume reviews, using technology

221

or is a pipeline process now for

recruiting completely shifted in any way?

222

Jason: We, we haven't done

the resume reviews yet.

223

like I said, that's something I think

we will turn on when it comes to

224

salaried recruitment a little bit more.

225

when we get somebody that

applies, sometimes there's a

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resume, sometimes they're not.

227

So we want to ensure that we're

giving everyone due diligence

228

as far as reviewing them.

229

and that's where some of those details

come in play, length of their last job.

230

when we do the interview we look at things

like agility, flexibility, that, that

231

translate into success in the workplace.

232

I think there's a lot more we can do.

233

but as we progress, we're adding

more layers of AI onto our functions.

234

It's just, ensuring that as we add

everything that it's done correctly.

235

Obviously we want to evaluate the risk

and bias and all those things that

236

are a part of recruitment, so ensuring

that, we're doing it the right way

237

and setting it up for the long term.

238

Nobody wants to go back in six

months and change the whole thing.

239

So our approach is do it right.

240

It may take a little bit longer,

but if we do it right, we can

241

continue to build on it as well.

242

Thomas Kunjappu: Yeah, so you're speaking

to some of the challenges and implicit.

243

Is another one in there, which is

depending on the type of role that

244

you're recruiting for, there's

just no role for the technology.

245

So if, For certain roles.

246

The labor market is such that there

are no resumes or LinkedIn profiles.

247

Then there's no such thing for AI to,

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Jason: Correct.

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Thomas Kunjappu: value

on top of or do faster.

250

And now there's, the

interviewer skillset, right?

251

And actually bringing out, the.

252

The context of the,

of, from the candidate.

253

a great point.

254

There's a level of digitization

that, on top of which, a lot of this

255

can really rely on, not to mention

all the other bias and guardrails

256

and, other kind of challenges

that you had to be careful about.

257

what about in terms of,

upskilling and like just the

258

entire employee, base itself?

259

So you said you moving from

experimenting a little bit to

260

maybe scaling in different ways.

261

I'm curious if you see the HR

team's role almost to, help with AI

262

upskilling, for the entire organization.

263

Jason: I do I think, right now consider

the team problem solvers and some of that.

264

In order to do that successfully,

you've gotta have data.

265

I think the data we're able to provide

to, department managers and leaders

266

and executives also is useful for them.

267

we can talk in specifics and facts.

268

We can look at results and where

there may be gaps, and then formulate

269

plans to how do we attack that?

270

I go back to my automotive days and

it's a, it's very much a, the old

271

plan do check act process, right?

272

You do it, you review it you

look at the data, then you may

273

tweak it and you do it again.

274

And it's just a continuous model.

275

very much aligns with

continuous improvement.

276

we wanna do things, but we want to

get better as we do 'em each time.

277

Thomas Kunjappu: So when you're using,

Technology for all these different

278

like surveys, pulse, getting data,

early interventions, et cetera.

279

and if you think about the HR

function and how you're spending

280

your time day to day, do you see

that like changing a little bit?

281

I've, I know we, we talked about trying

to be more proactive in the function.

282

is that starting to happen or if

you just think about how the team

283

actually spends their time, day to day,

284

Jason: Yeah,

285

Thomas Kunjappu: has it shifted.

286

Jason: is happening.

287

I look at recruiting, as

we're talking about it.

288

That's an area that, that really

absorbed a lot of man hours for us.

289

we bring on, roughly about 500

people a year on the hourly side.

290

So that's taken somebody's time, almost

291

Thomas Kunjappu: That's,

292

Jason: time.

293

Thomas Kunjappu: yeah.

294

Jason: folks.

295

So the better we're able to

do that, the more efficiently

296

saves time, but better outcomes.

297

And I think when you have

those two results, you're

298

headed in the right direction.

299

and we're continuing to get better at it.

300

now we're looking at, okay,

we've got the people on board.

301

The next step is those

surveys, like you talked about.

302

How do we take.

303

And get information from the

employee from what is working,

304

was orientation beneficial?

305

Did you get the answers and the

direction and the tools you needed to be

306

successful on day one or were there gaps?

307

we were actually looking at some data

yesterday and I was with, the safety team.

308

in orientation they, they specifically

called out safety that I've

309

never had a safety, Piece of my

orientation like you guys did there.

310

So very positive feedback for them.

311

Thomas Kunjappu: great.

312

Jason: job, but how do we build upon that?

313

oftentimes, some employees

may come where safety wasn't

314

a priority in their, last job.

315

So everyone's starting

at a different level.

316

We want to ensure that consistency

and get everyone to the same space so

317

that we can all move forward together.

318

Thomas Kunjappu: So you're talking

about, a lot of the operational

319

work on the recruiting side.

320

That is, you're starting to get some

like time, freed up, but then a post.

321

but you would talk a lot about

onboarding and also especially for

322

the hourly workers and shift workers

and, a lot of the operational time

323

spent in servicing employees, right?

324

That can be quite, reactive.

325

especially as I understand in your

environment, you've got people in.

326

Is it 24 7?

327

24 7 operation or

328

Jason: Some of the plants are, all

three shifts, across the plants.

329

So some are only day shifts, some

are two shifts, some are three shift.

330

So a little bit of everything.

331

Thomas Kunjappu: Does the HR team

match map to that, or, I believe

332

that's gonna be quite difficult.

333

Jason: It, it is.

334

and I have done that before.

335

it takes, a number of.

336

People and, it's definitely a strain,

but we try to, really cover the first

337

and second shift for the most part.

338

and then we're available.

339

If something goes south in the middle

of the night, whether that's HR or

340

safety we're all phone call away.

341

because oftentimes those off shifts

are out there on an island a little

342

bit, and we want to be sure that

we're a group that supports them and

343

is available to them when they have

that need, so things can get addressed

344

appropriately in the right way.

345

when they happen, not wait till the

next day or a week later, we want to

346

have that, response that's, the right

frame so employees know, Hey there's

347

a big support group here behind me

that's helping me be successful.

348

And I think that's an important piece

of that employee relation, piece.

349

Thomas Kunjappu: So to have a 24

5 or 24 7 depending on the plant

350

like operation, it's hard to map

to that from an HR perspective.

351

But you can offer that when you do.

352

But, have you.

353

I think you'd mentioned you

were exploring, chatbots and

354

like different solutions.

355

being in that space myself, one of the

things that I hear about is, this may

356

not make sense for, like shift workers or

from an engagement kind of perspective.

357

Do you agree with that or do you see this

kind of, these kind of solutions being

358

layered in as ways to access, services,

like you said, wi within the HR function

359

still to be valuable for everyone.

360

Jason: No I think, chat bots are

great and I think it's something

361

we, we probably will get to.

362

We're not there yet, but we've

had a lot of discussion around it.

363

I think it takes, it allows the employee

to have an avenue to go to get some

364

answers, and that, that's important.

365

they, if they have that

function, they know.

366

How do I do this?

367

Or what's the policy on this?

368

as opposed to maybe asking a

fellow coworker who may or may

369

not give them the right answer.

370

it allows them to reach out,

an answer, continue work.

371

They can always follow up with their

supervisor or HR if they're still unclear.

372

But I think it gives 'em

that information immediately.

373

And I think, Like any of us, since

the cell phones have come on board and

374

texting, we all want that immediate

gratification and immediate response.

375

We expect it, today.

376

So I think that's an opportunity

for us to deliver information to our

377

team members in a consistent format

that's very timely for their needs.

378

Thomas Kunjappu: This has been

a fantastic conversation so far.

379

If you haven't already done so,

make sure to join our community.

380

We are building a network of the

most forward-thinking, HR and

381

people, operational professionals

who are defining the future.

382

I will personally be sharing

news and ideas around how we

383

can all thrive in the age of AI.

384

You can find it at go cleary.com/cleary

385

community.

386

Now back to the show.

387

Yeah that's well put because I've always

heard that and half believed it, that,

388

there's, some people who just wanna knock

on hrs door and they just are used to that

389

kind of service when they have a question.

390

And then the assumption is it's because.

391

I dunno they don't, they're not

comfortable with email or a, or a cell

392

phone, but we're way past those days

and they're using that all the time.

393

And maybe, I think what you pointed

out is the desire for immediacy, right?

394

Actually, it's I need this thing

solved, or I need my question

395

answered, like right now.

396

And I know this is the

best approach for that.

397

which is to, knock on the door,

make the phone call, even though

398

that might, that might not be

necessarily what they wanna do.

399

Jason: Yeah, correct.

400

Yeah.

401

I think anytime you can get that

immediate feedback and we're comfortable

402

in the response that it's correct,

I think that, heads off a lot of

403

potential issues for the employee.

404

and that like anything, the more they're

gonna do it, the more comfortable

405

they're gonna become with it.

406

they all have handbooks,

407

but again, who likes to go home

and read your handbook, right?

408

We, if we have a question, we wanna

be able to ask it, get that response,

409

and get the answer and move on.

410

So I think it's definitely a,

important component that we

411

need to add, to what we offer.

412

Thomas Kunjappu: Yeah,

that sounds homework.

413

I don't wanna do, if you, sign the

handbook, but you're getting to a point

414

there 'cause you talk about guardrails

and as long as we trust that, anything

415

that we put out there is it's useful,

whether it's on the recruiting side

416

or here on the HR support side, which

is the broader concept of trust.

417

And I'd like to jump actually

even broader than that to a

418

little bit of your background.

419

And so you've been working

in, plants and automation.

420

For some time now.

421

And, I think you, you were sharing

some lessons with me about like from

422

the early in the days and about,

with the a with, with any technology

423

revolution or revolution in general.

424

There's a lot of, discomfort, right?

425

About the change and specifically

the pace of change here.

426

and, I'd love for you to share,

a little bit about your thoughts

427

on, what you've learned, from.

428

The automation days in the plant from

your past and how that may apply here.

429

Jason: Sure.

430

if you think back automation's been on

the manufacturing, front for a while now.

431

When I arrived at Bad Boy,

there wasn't a lot of automation

432

We began to implement it.

433

And of course the normal response is

they're gonna take away all our jobs.

434

I've heard that a number of organizations,

we put it in, started the process

435

of learning how to work with that

automation, went very smoothly.

436

It has, really grown our ability to, in

the mowing assembly plant really kick out.

437

A huge numbers of mowers on

a given day, where before it

438

was only maybe a few hundred.

439

so big benefit there.

440

People learned automation,

got comfortable with it.

441

Now it's not so scary, I think

the important component is we've

442

added a substantial amount of

additional headcount to that building

443

because jobs shift, jobs change.

444

You may be an operator now, you may be.

445

That automation continues to operate, or

preventive maintenance of that, equipment.

446

I think once they see it for

themselves, that comfort level rises.

447

and if you even think back even more, and

I may date myself here, when Microsoft

448

Office came out and excel, right?

449

did that do for the financial world?

450

now we all use Excel, but at first

it, it was, wow, what's this?

451

How do you use it?

452

I don't like it.

453

It's too complex.

454

But those people in finance that

didn't embrace it and didn't learn it

455

probably aren't in finance anymore.

456

So I think it's key that anytime

there's this type of revolution.

457

new technology.

458

We need to take the necessary time

to learn it and then figure out

459

how do we implement it effectively

in our own organizations.

460

Thomas Kunjappu: So from a change

management standpoint, I mean

461

for different reasons, different.

462

Technologies will, from the AI revolution,

will touch, the folks on the shop

463

floor, and and the knowledge workers.

464

But, what is the, I guess the

role of HR and how do ensure

465

the organization moves along?

466

So this specific vision that, that you

just said, i'm looking at previous.

467

revolutions and how things kinda

shift and the mindset that you need

468

to have, that is not necessarily,

there across the board in, with

469

all employees at all organizations.

470

So how can an HR function?

471

How do you think about that?

472

How do you communicate that and, earn

that trust and let change happen, without

473

it being extremely scary for folks?

474

Jason: I think one thing it's important

that HR leads is that transparency.

475

So having discussion, getting out

into the shop floor to talk to people

476

and really have honest conversations,

how do you feel about this?

477

What's your concerns?

478

And, if you've done a good job of

interacting with your employees and

479

being on the floor, and then they're

gonna be more apt to share with

480

you, really what their concerns are.

481

and then you wanna

follow up with them too.

482

After they get started, they get

exposed, in this case to maybe ai.

483

are things going?

484

Where are your struggle points?

485

can we help?

486

So everybody learns at a different pace.

487

but I think that it doesn't, we're never

gonna get ai, to take the place of that

488

face-to-face engagement, that people need.

489

Thomas Kunjappu: So let's talk

about that a little bit as

490

we, think about the future.

491

so if you think about the future

of HR in manufacturing, what

492

is, what does that look like?

493

What do you think an AI enabled,

HR team at Bad Boy looks like?

494

What's, skills, structure partners?

495

Like what is, and

especially what is different

496

Than today.

497

Jason: Sure.

498

I think, historically it

was, very labor intensive.

499

We made our products, That's slowly

changing with automation, robotics.

500

it allows us to be more focused on things

like innovation from an RD standpoint,

501

and understand how can we make units that

maybe we can use AI on the shop floor in

502

certain areas to speed up that process.

503

we're not, like I said, we're not

removing people, we're changing

504

their roles and, I've had a lot of

conversations recently with a couple

505

of the trade schools in the area

about what do you think you need next?

506

And I'm very much upfront,

there's a shift going on.

507

We need people that can, program

PLC programming, keep the machines

508

running, preventive maintenance.

509

those are different positions than we've

historically had at this organization.

510

I see that similar in a lot of

organizations, they're gonna

511

need a different, talent to keep

automation, robotics, AI running.

512

we're blessed to have a very strong

IT department that's embracing a lot,

513

both on IT and on the software side.

514

I think they're good practitioners

so people see the products they're

515

putting out, and I think that

also helps build that comfort.

516

Thomas Kunjappu: That's great,

and they can ask specifically

517

about the HR team then how

518

Jason: Yeah.

519

Thomas Kunjappu: do you, think the,

if you, similar to the trade schools

520

where you're recruiting for, the talent.

521

For various types of technical roles

within the organization overall, if

522

you're giving advice to someone who

is, either running an HR program or is

523

Jason: yeah.

524

Thomas Kunjappu: young and looking to go

into an HR program and to come out, like

525

what are the evolving skill sets there

that will be future proofing their career.

526

Jason: Sure.

527

and that's a really good question.

528

I think for any person, considering HR

as a career, I would suggest, you've

529

got to embrace flexibility there.

530

Even without AI and technology, there's

no two days that are gonna be alike.

531

I think the more you accept that and

learn to flow with it, the better.

532

But I also think you have to take a

step back and leverage technology.

533

Where it's gonna help you.

534

and for us, that's a lot of those

tasks that would take up time,

535

from folks on my team, but it

frees them up, as we perform 'em.

536

Learning what the latest trends are

and then understanding, okay, I can

537

use this not only in this format, but

this would be useful in a couple of

538

different areas within my organization.

539

I, definitely not a

cookie cutter approach.

540

You have to be open-minded and

really analyze your own work

541

setting and your organization.

542

How can you embrace change?

543

that's a big part of hr.

544

not only embrace it and become

efficient at it, but also help

545

others become efficient at it.

546

Thomas Kunjappu: Right, which is

547

Jason: Yeah.

548

Thomas Kunjappu: maybe all of,

learning development and enablement

549

in the future just is really just

about enabling change, right?

550

And just getting the whole organizations

that your customer base to get

551

them to be evolving with change.

552

And how is that possible unless

you walk the walk yourself?

553

Jason: A Absolutely, and I think, when

you start to see success in that area,

554

it multiplies because now it's wow,

really great things are happening.

555

You get excited, other people are excited

and it compounds that success rate.

556

Thomas Kunjappu: Speaking of

excitement, what are you like looking

557

forward to, most, like with the AI

revolution within the HR function?

558

What do you see, as either a pet

project, something that you wish, could,

559

you could get done or you feel like

is gonna happen in the near term or,

560

just, shifts in ways of working that,

will benefit you and your team greatly.

561

Jason: Sure.

562

I think one that I've identified

is our orientation process.

563

Now we do a really good job.

564

it's very, people focused, which is great.

565

with this growth though, now we

have locations, that are remote.

566

So how do we ensure that orientation

process is the same at every location and.

567

of the things I'm really investigating

and taking a deep dive into is.

568

using avatars to, to do the messaging.

569

we have a distribution center

and pa where a number of the

570

employees first language is Spanish.

571

So quickly can turn that and,

have that speak Spanish to 'em.

572

But then that way I'm ensuring

consistency of the onboarding process

573

for all employees, which I think is key.

574

it's not so much about the avatar.

575

It is the information and

the data we're sharing.

576

to ensure that all employees are

consistently onboarded, have the same

577

experience, and feel like they're

immediately a part of the organization.

578

And I think we can accomplish

that through that process.

579

It's just gonna take a little time

to ensure it's exactly what we want.

580

Thomas Kunjappu: So you want

consistency across remote

581

locations and across languages.

582

And of course we've got like different

worker types and I'm just imagining like

583

before this era, if you're look talking

about this, trying to get to that goal

584

like five years ago, that would certainly.

585

stay on the, stay on the plan list.

586

The, maybe the nice to have

kind of wishlist, right?

587

Jason: Yeah, five

588

Thomas Kunjappu: it would,

589

Jason: was a

590

Thomas Kunjappu: yeah.

591

Jason: definitely a challenge.

592

no two people are alike and even

though we get, may give 'em the same

593

script, they're gonna, they're gonna

present it a little bit differently.

594

Like I said, it helps me sleep at night

knowing that the product we're putting

595

out across, our business units are co.

596

And, I think that's helps the employees to

be on the same page with the organization

597

as they begin their employment.

598

ensure that they've got all the

information they need on day one,

599

they also know where to go to get

answers, after that, and they pop up.

600

Thomas Kunjappu: While I still

have you, Jason, just, one question

601

maybe on the more personal side

as you've been, helming, the HR

602

function there at Bad Boy Mowers.

603

How have you personally been, future

proofing yourself as you've seen the

604

technologies and, the board pressure, the

different kind of dynamics happening, new

605

products being released while there's,

change management that you need to like,

606

deal with the entire, like employee base.

607

we just talked about how.

608

I, in some ways, this is one big

change management exercise in terms

609

of enabling the entire organization,

starting with the HR function,

610

and then starting with yourself.

611

So what have you been doing to over the

last few years to, get to this level of

612

fluency and, confidence in your approach?

613

Jason: If I think back on my career, a

lot of long days before ai, maybe you

614

didn't have a big enough department

or an experienced team that could do

615

all the functions that were necessary.

616

With ai, I've taken, try to take a

lot of time daily actually to just

617

stay up to date on changes and what

new innovations are coming into

618

the marketplace, what seems like it

would be a good fit for us, and then

619

doing deeper dives into those topics.

620

I think those items that allow us

to provide faster service are key,

621

better insights, cleaner execution,

are all things that we need to

622

be embracing and even myself.

623

I don't have the luxury of being young

and growing up with cell phones and

624

computers and all that technology

that we take for granted today.

625

So at times it feels like I'm playing

catch up to some of my younger

626

counterparts, but it's important to

stay engaged and continue to learn.

627

I think I always tell my team, we

all need to be lifelong learners.

628

even though we may know things

today, the world changes so,

629

so dramatically and quickly.

630

That if we're not staying up

to date, it's gonna pass us by.

631

Thomas Kunjappu: I love that.

632

that's a great a note

as any to end on, but.

633

I have to just follow up on this one,

like tidbit that you put in there,

634

which is, when you think about, earlier

in your career, you spent a lot of

635

time like pulling long hours and doing

things that are manual and whatever.

636

They're like stuffing, On our documents,

printing things or just, moving,

637

things from one system to another.

638

There's all types of just,

tedious work that you're done.

639

But then you said like maybe, now

and certainly into the future with AI

640

and technology, that's not gonna be a

part of Young folks day to day, right?

641

A lot of that stuff is is going out

and some people bemoan that in the

642

sense that teaches you grit as well

as there's some like explicit skillset

643

building that like comes to that.

644

Your mind went to that

early in your career.

645

Like those very character building,

646

Jason: Yeah.

647

Yeah,

648

Thomas Kunjappu: so what do you

think that looks like for the next

649

generation right of folks when

that's just not there to be done?

650

Jason: yeah.

651

I think there needs to

be a balance though.

652

is great and we need to embrace

it, but I think there's an element

653

that we have to understand.

654

What are the points behind AI so that

we understand where we need to be, what

655

data or information we need to capture

to allow us to make good decisions.

656

AI isn't gonna replace hr.

657

It can upgrade us significantly.

658

And I think that's the approach.

659

we want to gather data so that we make

smart decisions based on those facts.

660

but you still need to know how do

you go out and get that information.

661

if somebody just sends you an email

with data, how do you know it's correct?

662

You've gotta look at it yourself and

say, that doesn't seem to add up.

663

So I don't think we ever

wanna lose that ability to,

664

Thomas Kunjappu: have in the context for.

665

Jason: yeah.

666

Thomas Kunjappu: whatever

employee engagement data to be

667

able to say that doesn't add up.

668

And then that you gotta

go deeper into the topic.

669

and I guess my point was in, in

previous years, the just dealing with

670

all that data, manually munging it

together in Excel, that's what gets

671

you that expertise and fluency that

gets you the confidence to be able

672

to ask the question or, to actually

have the insight that doesn't add up.

673

and we need to still

provide that right for

674

Jason: Absolutely.

675

Yeah.

676

Thomas Kunjappu: generation in some form

for the next generation of, HR leaders.

677

Jason: Yeah, you've got to be able

to translate data into actionable

678

items, and then AI spitting it

out, does that align with really.

679

the problem is and does that provide us

with a workable solution, or do we need to

680

go back and have further conversations and

maybe even dig into the data deeper and

681

say, okay, is this right before we start?

682

I think it's important to,

always lead with data and let

683

data drive your decisions.

684

but I say that not let

AI drive your decisions.

685

Thomas Kunjappu: Think for yourself.

686

Jason: Yeah,

687

Thomas Kunjappu: thank you

for this conversation, Jason.

688

I assume folks can connect with you on

LinkedIn if they wanna, keep up with you.

689

Jason: absolutely.

690

Thomas, the LinkedIn is a great way

to connect with me is Jason Carson.

691

Bad boy.

692

Mowers.

693

Happy to connect with anybody.

694

Love hearing what other HR professionals

are doing in this space and, it's a great

695

opportunity to learn and grow together.

696

Thomas Kunjappu: Absolutely.

697

And, thank you.

698

I'm sure a lot of folks who are looking

at future proof, their own HR departments

699

and their own organizations have,

taken away a bunch of insight just

700

like I have from this, Conversation.

701

So thank you once again, Jason

Carson with Bad Boy Mowers.

702

And for everyone out there listening

in, keep doing what you do and

703

we'll see you on the next one.

704

Thanks for joining us on this

episode of Future Proof HR.

705

If you like the discussion, make

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706

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707

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708

See you next time as we keep our pulse on

how we can all thrive in the age of AI.