Social Media Screening For Safer Hiring Decisions with Ben Mones

A candidate can look perfect on paper and still become the person who damages your culture, erodes trust, or puts your employer brand at risk with a single post.

In this episode of the HRchat Podcast, host Bill Banham speaks with Ben Mones, founder and CEO of Fama, about how “people risk” has evolved in a world where work and behaviour increasingly play out online.

With up to six generations now sharing the workforce and hybrid work pushing more interaction into platforms like LinkedIn, Reddit, and Discord — the line between “online” and “at work” is disappearing. HR leaders must now rethink how they identify, assess, and manage risk in a way that is ethical, compliant, and fair.

Ben explains why regulators are starting to treat online behaviour as workplace conduct, how public posts can amplify organisational risk, and what HR teams can do to stay ahead — without turning hiring into surveillance.

What You’ll Learn:

•  Why people risk is increasingly visible in digital spaces 
•  How online behaviour can impact culture, trust, and employer brand 
•  The growing role of regulation in workplace conduct beyond the office 
•  Why intent and patterns matter more than one-off mistakes 
•  How to build a meaningful, modern code of conduct 
•  Ethical AI in hiring: moving beyond black-box decision-making 
•  The importance of consent, transparency, and public-only data 
•  Why AI should support — not replace — human hiring decisions 
•  A future-facing take: why employers may soon encourage candidates to use AI 

Key Takeaway:
The risks aren’t new — but where and how they show up has changed. HR leaders who adapt their approach to people risk in digital environments will be better positioned to protect culture, trust, and brand.

About the Guest:
Ben Mones is the Founder and CEO of Fama, an AI-powered platform that helps organisations identify job-relevant insights from candidates’ public online presence while flagging potential misconduct risks. His work focuses on ethical AI, workplace safety, and the future of hiring.

Call to Action:
If you care about ethical AI, safer hiring, and protecting workplace culture, follow HRchat, share this episode with a colleague, and leave a review to help others discover the show.

Transcript

Welcome And Guest Introduction

SPEAKER_03 0:02

Welcome to the HR Chat Show, one of the world's most downloaded and shared podcasts designed for HR pros, talent execs, tech enthusiasts, and business leaders. For hundreds more episodes and what's new in the world of work, subscribe to the show, follow us on social media, and visit hrgazette.com.

SPEAKER_01 0:26

As AI reshapes how organizations attract, assess, and hire talent, HR leaders are being asked to go beyond resumes and interviews to answer a tougher question. How will this person actually show up at work? Hey, this is your host today, Bill Bannham. And joining me on the show for the first time is Ben Monus, founder and CEO over at Pharma, an AI-powered platform used by thousands of organizations worldwide to surface insights from candidates' online presence, highlighting strengths like creativity and innovation, while also flagging potential risks such as harassment, fraud, or toxic behavior. Ben is a recognized voice on how technology is shaping workplace behavior and culture. And today we'll explore how HR and talent teams can navigate this new landscape responsibly, ethically, and effectively. I hope you enjoyed this conversation that I had with Ben. Ben, how are you doing? Welcome to the show today. Lovely to have you on the pod. Thank you, Bill. Pumped to be here.

SPEAKER_02 1:29

Yeah, very, very excited. I know in the pre-show we're talking a little bit about your love of the Jays, my love of the Dodgers. Let's not let that get in between us today. Let's talk about the fun stuff.

SPEAKER_01 1:40

Oh, I wasn't gonna bring it up. No, fair enough to you guys. I want to say fair and square. There is that stockball which would always be stuck in my own.

SPEAKER_02 1:49

I give you the stuck ball. And if you don't know what we're talking about, just Google Stockball, Dodgers, Blue Jays, and you'll see what we're talking about.

SPEAKER_01 1:57

But for today, today we're gonna focus not on baseball. Instead, Ben, let's let's let's start with uh the big picture. We now have up to six generations in the workforce. Many of them are digital native, some are not. How has this shift changed the nature of people risk and employee misconduct?

SPEAKER_02 2:18

Sure. Yeah, it's a it's a great way to kind of start the conversation. I think that data point is something that a lot of folks I engage with are surprised by, right? But you know, we we are living through this unique moment in our history where now you have Generation Alpha who's in the workforce. Those are uh, you know, folks that are born 2010 or later, people join their internships, maybe their first summer jobs, you know, their first jobs, you know, while they're uh heading into university. So um it does mean that for the very first time we have this six different generations all working together in the same place at the same time. And when I think about employee risk, when I think about misconduct in the workforce, it isn't about, you know, the types of risk are changing in the workplace. It isn't as if suddenly employers, because there's six generations in the workforce, are are changing the sorts of things that they care about, right? You mentioned at the top of the, you know, the session here for years, clients have been looking or customers of ours, clients, big corporations, you know, we tend to work with like companies, big and small. They're all looking at, you know, is this person, you know, going to show up in the way that we expect, kind of as you mentioned. And that's evaluating things like, is someone going to openly evangelize the use of illegal drugs, right? If someone shows up to a job interview and is like, oh man, like I'm pretty, I'm pretty high right now, but but let's let's keep this thing going. You know, you'd probably know as a recruiter or hiring manager what to do with that information, right? Same way, you know, people acting intolerant, threatening, harassing towards others, those are things that you try to judge through references, through background checks, through in-depth interview questions, you know, asking folks about their previous experience. But what the shift in the workforce has brought on, this sort of change in the demographics, is not necessarily an evolution of the types of risk that employers care about, but where that risk shows up, how that risk manifests itself, where it appears, and where you know work is happening today. I think post-COVID, we kind of have this sort of hybrid workforce sort of in and out of the office where folks are engaging just as much on like LinkedIn or Discord or Reddit as they might have been at the water cooler in 2015 or 2016, right? So this is like a rapid change where you see not just like where people engage with one another, but you mentioned it, like half of the workforce today are made up of digital natives, right? And we like to call the other portion digital immigrants, but you know, these are our people where half of the workforce today, they've had social media, myself included as a late-stage uh millennial, as I like to say. Uh, you know, you have a history of social media that's just as long as almost uh, you know, your your analog history, your professional self, right? And so um that shift of risk appearing and manifesting online is now only so prominent because so much of the workforce has, you know, uh uh these you know digital backgrounds and also at the same time uh engages in digital spaces more than in the analog.

SPEAKER_01 5:06

Okay, let's dive into what those risks look like a bit more, if you don't mind. At a basic level, are we talking about people who do dumb stuff online and say the wrong things and that that could affect badly on the on the company? You know, what types of workplace risks are becoming more common, are becoming more visible because of employees' online behaviors? Maybe you can paint that picture.

SPEAKER_02 5:28

Yeah, you know, in the it sort of ranges based on the industries that that we serve. But if you look over in the UK right now, uh the Financial Conduct Authority just announced legislation last December, rolling out in early September 2026, where uh, you know, bullying and harassment, any behaviors that could breach the regulatory environment that happen online, the FCA is now saying under the guise of non-financial misconduct, banks are responsible for managing those sorts of behaviors, right, that happen between employees. So some of these behaviors are now being regulated by certain bodies, you know, uh in the UK and certain industries, healthcare, financial services, education, something called the Keeping Children Safe and Education Act that regulates a similar uh sort of set of behaviors, but also, as you might imagine, an unhealthy affinity with children, you know, something like that, that somebody might be exposing those sorts of behaviors online. So again, they're largely tied to the industry themselves, you know, the sorts of behaviors that our clients care about, but you can think generally it's the basics, right? It's the intolerance, the the threats, the uh, you know, criminal behavior, the uh uh illegal drug references, et cetera, that employers care about. So the things that are already part of the kind of panopoly of what employers care about today, it's just those behaviors appearing online rather than offline. That's the big shift, is it's you know, these sorts of things that I think many people would be like, yeah, that's in our code of conduct. That's in our code of ethics. Of course, we enforce the screening for those sorts of behaviors. Well, now you can because it's on social media.

SPEAKER_00 6:57

Thanks for listening to this episode of the HR Chat Podcast. If you enjoy the audio content we produce, you'll love our articles on the HR Gazette. Learn more at hrgazette.com. And now back to the show.

SPEAKER_01 7:13

Okay, so imagine uh a company hires someone, uh, they they get through all of the processes, they hire this person, and then they're showing these undesirable behaviors. How does that potentially reflect on the employer brand?

SPEAKER_02 7:28

Look, I think up from an employer brand standpoint, the the more and more we're seeing the role of the individual employee out in the field being tied to the the broader set of uh employers, brand, and company, right? Somebody who's representing a brand. And even if you put on your you know social media, my voice, my you know, views do not reflect those of my employer. Sure, you know, your political views, of course, or you know, maybe you're your favorite sports team, right? You know, uh, but at the end of the day, like if you were saying things that are violent or intolerant or threatening or harassing towards other people, you know, customers of companies are are humans too, you know, and they react to those sorts of behaviors the same way, you know, if they met somebody in a store and someone treated them like that, right? You'd see that kind of brand damaging behavior come out. But I think it's not just at the brand level as much as it's you know the sort of misconduct multiplication in an organization, right? Where people start to see observed behavior that might be happening from someone more senior than them, then they might be like, look, you know what, if John can act misogynistic in a meeting, like or say something misogynistic in a you know Twitter post, try tagging one of my you know fellow colleagues, right? Maybe that's okay at this company. And then those behaviors lead to the most negative outcomes, the worst possible outcomes that we can all imagine, the sort of harassment, the negative events that happen in the workplace, right? But again, you know, you you don't have to be like a you know a neurosurgeon to know that if somebody you know at a company is acting hateful, violent, or threatening towards other people, espousing these views in a public fashion. I'm not talking about what's in private, but that that can have you know a negative brand damage, brand effect on the company uh itself. And you see plenty of examples of this over the years. If you just Google like social media fire, you'll see what we're talking about.

SPEAKER_01 9:14

We like to offer practical takeaways on this show. We like to leave our listeners with things that they can actually action. Well, what are some practical steps that HR leaders can take today to protect against viral misconduct incidents?

Patterns Matter More Than One-Offs

SPEAKER_02 9:29

I think the the first question you have to ask yourself is like, is there a shared frame of reference in our organization about the ethics that guide our company? Do we have a code of conduct that we believe is meaningful that guides interactions between our employees, but also guides interactions between our employees and the world of customers and investors and partners and vendors, all the stakeholders that surround an organization. I think that's got to be the first question for an employer. And I think many of them that we engage with that we talk to say, yeah, there are certain things that we aim to enforce in the hiring process, right? In our hiring practice. And I think the question then becomes you know, technology has evolved the art of the possible, right? You know, 10 years ago, it wasn't possible to do what I'm talking about, to pick out that one racist tweet that somebody posted or the TikTok video where somebody says something anti-Semitic, right? Technology wouldn't enable you to be able to do that. Now we're at a point where employers have access and saying, hey, look, like we can look at you know publicly available content in a person's web history when the camera wasn't on, when they weren't in the interview process, and see how they're going to act when the interview is over, right? Based on the sorts of behaviors that they have normalized. So the question for a lot of employers, I think, has to start with A, do you have a shared point of view? Do you have a shared frame of reference on what that sort of ethical behavior might look like inside of an organization? And then two, you know, is there the will within your organization to enforce that? And if the answer is yes, we are looking at how can we add teeth to our code of conduct? How can we protect our employees from the sorts of behaviors that we know are damaging? Then the question becomes, you know, what are the tools and technologies you're going to do to be able to do that? There's a lot of different tech out there. Social media screening is just one way to go about it. But um, you know, we do think it's one of the most objective, you know, non-score-based, you know, types of uh, you know, screening you can do because you're seeing what people normalize, the sorts of behaviors that, you know, they act out in public. You know, it's not, and I'll I'll call out too, like it's not just like somebody who makes a joke, you know, a tongue-in-cheek joke one time, right? To say, oh, well, I made this one joke seven years ago, and employers aren't, you know, firing people because of that. It's the you know, the sort of same approach they take to other types of behavior in a company, like one comment inside of a company, you're probably not gonna get fired because of it. But if you evidence a pattern of acting harassing or threatening towards other people, and you do that frequently, employers take notice. It's the same sort of thing on social media, right? They're gonna treat somebody who made one comment one time very differently than somebody who is, you know, evangelizing uh, you know, the sorts of rhetoric that you know we're we're referencing here on a frequent ongoing basis. So people who review this information also know what they're doing.

SPEAKER_01 12:27

I mean, that's a great point. You you you're a leader of an organization. If if someone in your organization says something inappropriate once, okay, it's not it's not it's not a series of saying the wrong things. How do you deal with that? Do you deal with that? Is it do you just let that go?

Post-COVID Norms And Gen Z

SPEAKER_02 12:46

What do you think is look, I I think to answer the question directly, of course we we deal with that. Of course we address it. And a lot of times you find in those one-off moments, it's a bit of a nudge of pushing somebody right into the right lane. You know, it's not about saying, because we always talk about in companies, you're not gonna change somebody's personality. You're not gonna change who they are at their core. But what you can change is is you know how a person, you know, uh understands where the lines on the field are, so to speak. What are the the rules of engagement in our company? What are the sorts of you know, uh sacred ground from a cultural perspective that we want to preserve, right? So in our organization, you know, we we do, because we deal in this world of employee misconduct, we got to be really rigorous internally about how we address it. And it starts with, you know, early intervention, direct intervention, but also, you know, I say intervention for a reason. Intervention doesn't mean that you're firing someone, but it's simply that course correcting. We always say set expectations. Don't act and expect that experts' expectations are clear. We are living in a very different market right now where we call them uh, you know, the the you know, Gen Z, but you know, we we also call that like Gen Zoom in a way, right? Too, right? Where a lot of people who are coming up in the workforce like maybe didn't have an opportunity to you know get that talking to or have that kind of assimilation into the cultural norms of the modern workplace. Um, and you have to assume that somebody doesn't know. So I think once you set the expectations around what good looks like with somebody at your company, and then you know, they continue to uh evidence the sorts of behaviors that are contrary to the expectations that you've set, then you might have a platform or a program to you know begin a you know a different sort of type of engagement with that employee. But I don't think any of us like want to fire anybody. Nobody wants to fire people because of what they say and what they do. But you know, at the end of the day, does that need to happen sometimes? Sure, but we prefer having all our cards up on the table and giving teams the method and the ability to intervene in their own way. It's better to know than to not. You know, that that's our perspective on it.

SPEAKER_01 14:58

Okay, you just raised something else there that I'd love to tease for me because that was super interesting. Um, that the the pandemic meant that we all had to stay at home. It put a lot of young people behind a little bit uh in one way getting into a job, you know, starting their career. Um from the from the research, the conversations that you have with clients and so on. Uh do they often find this that there's been a bit more of a learning curve for Gen Z entering the workplace just because uh they they they missed a few years of terms of understanding what the ethos of a company is, but well, understanding how to navigate politics within an office. Well, what what are the conversations that you're having around that?

SPEAKER_02 15:35

Exactly that. I mean, you know, it it there are these things that happen through osmosis in the workforce, right? You know, when you're hanging out after work for a little bit and you you overhear a conversation, for example, between two executives, right? Uh, you know, you you just decide to drop into a meeting for a different department or a team. Like you get that in a remote environment, what we hear from our clients that things are highly transactional, and that communication happens based on need and based on a sort of project or outcome basis is when communication occurs. Where very rarely, I think, does a manager, and and some do, and these are, I think, are some of the best, but managers who carve out specific time to do that expectation setting. And I don't think it's just with younger employees. I I think you know, we we we call them uh you know, zillennials, right? You know, the same thing, right? Because there are people who are in the millennial generation, and if you look now, we're on year six of the you know, post-COVID, you know, uh uh uh kind of way of working, which I think is so under talked about in our industry, like just how much COVID has changed how we engage with one another in the workforce and where some of these building blocks that I talked to a lot of my you know, more uh senior executives at the company, I don't just mean in age, but in their um, you know, their their role within the business and the executives I engage with outside of Fama. And it is saying, like, is management today in a more remote work environment active expectation setting? Is that a more thorough part of how we manage because we can't expect people to do things that we just think that they're gonna do because they've observed that behavior? So, yes, it is something for the generations that are coming up in the workforce who didn't get to see the observed behavior in the physical workspace, but I also think it's something that has deteriorated to a degree as well with other generations because they're used to this more transactional type of communication. And it the walls between home and work have disintegrated. Um, so it's it's been an interesting phenomenon and one I think that we are living through it right now. Like we are in the late stages of the post-COVID hybrid work environment where a lot of people are going back to the office now, but uh there is a huge portion of companies that are still doing hybrid or you know, fully, you know, fully remote, less so. We're a fully remote company, but uh, you know, I I think the the change has just evolved the expectation and norm setting in companies that has found its way into active management, you know, on a monthly or even bi-weekly or even weekly basis uh between managers and employees.

SPEAKER_01 18:25

Let's now talk about the balance uh when it comes to ethical AI use in terms of privacy, particularly. You know, I'm sure there are uh some folks who would um um have objections around what pharma does because of privacy concerns and and maybe day point of fairness and avoiding bias and hiring decisions and so on.

SPEAKER_02 18:47

What would you say to those folks who say, you know what, this is delving into areas of my life where it shouldn't be going into a fundamentally valid concern, one that's been, you know, part of our product and and part of how we engage with the market around us since the beginning. Because, you know, the reason that people have that natural reaction is we've seen a litany of examples of the abuse of personal data, of personal information that ranges from everything of like selling people's data to rig elections to you know selling people's data to foreign actors to you know uh spying on employees, right? Or spying on citizens of countries using personal data. And so, you know, you have to as a service provider in this industry, and this is something that you know we strive to do. I think we're good, I don't think we're we're perfect, but it is something that is an active part of how we engage again with our customers and broader stakeholder universe. But you know, the general idea here is like there are a few things that you really got to try to avoid. One is is black box scoring. Um, you know, you see a lot of companies that have gotten into, and we won't name names, but there's a lot of companies that are now getting burned a little bit because the way that they you know might have scored employees or you know, scored candidates for a role, and they can't explain how they came up with that score, right? There's something called the Uniform Guidelines for Employment Selection Procedures that was a sort of precursor to many of the AI acts that we're seeing in New York and California, but of course the EU AI Act as well. Um so one is this focus on like how can you deliver data and insight to a customer in an objective way? Back to our baseball analogy, not using uh, you know, a score on an individual, but calling balls and strikes. You said you wanted to know about a person's uh acting threatening or harassing. Here are the threating things that they said, right? And so part of this is recognizing that people know what to do. Users know what to do with information when you present it to them. It might be a new muscle that they have to work out, but people know how to look at a racist tweet and adjudicate that within the broader context of their employ of that person's employment at the company itself. Um, so that's one piece is an avoidance of scoring. Two is obviously just being compliant with everything from the FCRA to the GDPR to the CCPA in California, all the different acronyms, EU AI that have come out, um, you know, the way that you process personal data, the types of personal data that you intake, how you secure it, how you lock it down. And, you know, we're very explicit too. Like we'll never try to friend someone or you know, go behind a privacy wall. What we're really looking at are publicly available things that people are saying and doing that can either highlight uh you know, normalization of aberrant behavior or the sorts of things that a customer can see or an employee can see that are going to route that to HR to the C suite and say, how'd you put this person into the organization when you know they're saying all these misogynistic and homophobic things about people on the internet? Like it's it really is that simple. I think a lot of people, I'll get a little philosophical with you. I'm probably running over on my answer to this question, but my philosophical Answer here is like as consumers of social media, the algorithm puts you in a position where you see the most controversial and salacious content, right? You see the political content, you see the religious content, you see the stuff about Israel and Gaza, you see the stuff about the war in Ukraine, you see the stuff of Trump posting this photo of himself as the Pope, right? Like our brains are tuned to think that social media in general are these like highly controversial edge cases on both sides, you know, extreme on both ends of the spectrum types of content. But what our customers use us for is everything in the middle, right? The stuff that isn't about politics, isn't about religion. We don't flag for political behavior, we don't flag for things like self-harm. We don't flag for anything that could be viewed as a protected class of information. Um, and those are the guardrails that we've put in place as a company. So, you know, you you have to recognize that people are gonna come to a company like Fama and say, like, look, like, I see this on social media, I don't want to see that for the people that I'm screening because their religion, their politics don't matter to me. But unfortunately, like that's all the stuff we see on social media on our phones. And so that's where our brains kind of go as business users of like, oh, well, you know, I'm gonna see all this stuff I don't care about. I don't want to see when the reality is you don't.

Consent Reports And The Psychology Of Deletion

SPEAKER_01 23:24

I guess ultimately pharma can only do what he can do, right? There are still ways that people can game the system in the sense that they could go back through their Facebook feeds. I'll show you my age now, their Facebook feed and go, oh, you know what, I'm applying for that job. I better delete this one and this one and this one or the TikTok or whatever it is. Uh but the reality is we're everywhere. You know, you can't delete every Reddit feed you've ever been part of, or whatever. That there's probably still some information you guys can find, even on those folks who are better at gaming the system.

SPEAKER_02 23:56

And honestly, you know, yes, but it's not really about that. It's not really about like gaming the system and trying to like catch people out when they've tried to delete all the posts and the one that they forgot to delete, we find it. What we found over the years, because you know, we're we're a consent-based product, you know, candidates sign a consent form before they run a check. And if an employer wants to use that in a hiring decision in the United States, they have to share a copy of the report and the tweets and the posts that they found with the candidate and say, this is what we found about you, right? And when I started Fama, uh, you know, I I was uh a software guy, you know, I wasn't in uh HR Tech and I didn't know about this whole world of you know consent and the FCRA and the GDPR and all that have rolled out, you know, since starting the business. Um and you know, we we we find ourselves in a spot now where when I started, I was like, are people really gonna, isn't everyone just gonna like delete their stuff when they sign a consent form? Like before signing the consent, once you just go in, like you just described, and delete all the salacious and crazy things you've said. And the reality is that the people that are truly problematic, that have normalized this aberrant behavior, don't think there's anything wrong with the things that they've said and done. And that is exactly the problem that we are trying to solve for, right? And so that's the big difference here is it's sort of like a weird blend of moral psychology. This guy, Jonathan Hay, who is now famous for writing this book about like taking social media away from teenagers, and he started this field of moral psychology and he wrote this great book about why good people believe bad things or do bad things, and probably butchering the title, but it talks a lot about like how your brain works around like normalizing certain types of behaviors that others you know might reject to. So yeah, it's a weird psychology thing, but yeah, people who are truly problematic aren't going in and being like, oh, I said that racist thing, I'm gonna go delete it. They said that racist thing because they don't think it's racist, as that's what they think, you know, like that's a story.

SPEAKER_01 25:56

I'm glad I asked that question because that was a fantastic answer. It's uh the the people who maybe do try and game, they think they do delete things, maybe they realize they made a mistake. But those people who haven't changed anything, that's just follow their mind frame, right?

SPEAKER_02 26:09

And when they join the company, guess what? They're not gonna treat people like that. And guess what? They're not gonna drag their company into the muck because of some crazy stuff that they said on the internet, right? And so, you know, that's to me working as designed. Like that's what we're we're here to help employers like build great brands and and and help ensure that their ethics and their code of conduct come alive in a meaningful way in their companies. And exactly to your point, great. If you deleted that stuff, perfect. Now that was your nudge, that was your checkpoint, like we talked about.

SPEAKER_01 26:43

I've got three more questions I want to ask of you before we do wrap up for today. So I'm gonna challenge you for the next two questions to answer in 60 seconds or less. Well, Bill, don't do this to me. I've got too much to say. Um, so the first of the next two questions is looking ahead, uh, how do you see AI continuing to reshape hiring decisions and the way organizations assess fit beyond the resume in 60 seconds or less go?

SPEAKER_02 27:09

Yes. Right now we are in the mode as an industry of take away all the AI, screen record someone, AI checker, make sure that they're not using AI to answer the question, right? We want these AI candidates gone. I'm gonna give you a totally controversial opinion. Flip that thing on its head, tell every single person that's hot that you're hiring, use as much AI as you want and beat the AI that we're using internally. Beat Claude, beat Gemini, beat ChatGPT, use whatever tool you want. That's what I think is gonna change in the next few years is that next few years, next few months. I I will bet that by early 2027, every candidate is being encouraged to use as much AI as they can, and the employer is gonna say, beat our use of AI. Show us how you can use AI better than us and find your way into our organization. That's my big, my big shift on how things are gonna change.

SPEAKER_01 28:02

Okay, uh, penultimate question for HR leaders who are listening to this episode today. Then what's one mindset shift or media action that they should take to better manage people risk in this new era?

SPEAKER_02 28:17

Don't trust scores that have been generated by some team of Y Combinator or whatever new startupy person that comes in and tells they got a new score on how they want to rate candidates. You know how to use information, you know, leverage your expertise, leverage your decades of experience. Like you are smarter than the AI itself. Use the AI to be able to advance your own understanding, not replace the work that you are doing. Reject tools that give you scores, find tools that bring you closer to making a decision using variables that you already consider today as part of your process.

Tools Advice And How To Connect

SPEAKER_01 28:56

All right, love it. Finally, for today, sir. How can a listener's connect with you? So is that LinkedIn? Uh let's find out what social media you're on. Uh is that LinkedIn? Are you all over TikToks and Instagram? Yeah, yeah.

SPEAKER_02 29:09

I'm on socials for sure. My my uh professional social, I would say, is LinkedIn. So just yeah, check me out, Ben Monas, M-O-N-E-S on LinkedIn, uh Fama, you know, check out our website, fama.io. Um, you know, chat with us about your AI agent. Ask ask them all the questions about us if you'd like, uh, that works too. And and maybe your AR, the AI will tell you how to find us. But website, Fama.io, LinkedIn, Fama, me, Ben Monas, the CEO.

SPEAKER_01 29:39

Okay, and that just leaves me to say for today, Ben, you're all right for a Dodgers fan. Thank you very much for being my guest today.

SPEAKER_02 29:48

I appreciate you, Bill. Next time we'll do a baseball podcast, and thanks a lot for having me on. Super fun, great conversation.

SPEAKER_01 29:53

And listeners, as always, until next time. Happy working.

SPEAKER_03 29:59

Thanks for listening to the HR Chat Show. If you enjoyed this episode, why not subscribe and listen to some of the hundreds of episodes published by HR Gazette? And remember, for what's new in the world of work, subscribe to the show, follow us on social media, and visit hrgazette.com.