November 8, 2022
Description
In this episode, Chris discusses how leaders can better their TA System by just being human with Gary Benedik.
Gary is an old-school head-hunter evolving into a digital transformation geek, which made him the perfect guest for this week’s show. He is efficiency-obsessed, truly believe that talent is the key to success, and take a consultative approach to solving problems within today’s World of Work.
Topics from the episode include:
1. The ever-changing landscape in recruiting
2. Leveraging tech (i.e. a recruitment marketplace) to hire talent (at scale)
3. How do differentiate yourself as a head hunter
Transcript
Chris:
Hello, and welcome to the talent tide podcast presented by job.com. This is the show that ensures you have the information you need to adapt and evolve your workplace culture as you ride the wave of change and Talent Management. I’m your host, Chris Nichols. And today we have the CEO and co founder of arch advisory group, and Unghosted. Gary Benedik, Gary is a self described old school Headhunter that has gone through the evolution to becoming a digital transformation geek. Gary, it’s great to have you on the show. We’ve been working for quite some time now it seems like to make this episode happen. So so thank you for coming on.
Gary Benedik:
Of course, Chris. I feel like this is a big step in our in our digital relationship, right?
Chris:
That’s true, because we haven’t met in person yet. But obviously pre show. We were talking next. I’m in Chicago, we got to get together. So I’m looking forward. Exactly. Well, why don’t you give our listeners kind of why don’t you tell our listeners about that old school background and kind of guide us through how you kind of went through this transformation yourself?
Gary Benedik:
Yeah, I mean, so out of college. I was at a birthday party and somebody said, I can help you get a job.
Chris:
And pause right there. This is the most prototypical I became a recruiter story of all time, so so go ahead.
Gary Benedik:
I appreciate it is it comes Chris. So I wanted to this headhunting firm, and I have an undergrad in engineering. And they’re like, you know, you can actually socialize with people. I think we, we might want to hire you internally. I was like, you know, what sounds good. What’s the what’s the pay? And they’re like, well, it is 100% commission. But this is what people are making, right? So at the time, I had a car payment and student loans. I was like, You know what, screw it. Let’s try it while I still look for a full time job. And I never looked back. So it was a boutique headhunting firm in the Chicagoland area, specializes in hunting engineering talent. And so I spent five years there, it was a great experience. It was, you know, pre LinkedIn days, where you would smile and dial in in cold calls, candidate market. I then moved into corporate talent acquisition where I wanted to start buying what I was selling. And I ultimately ended up leading a large group in big box retail, where we were hiring over 10,000 people a year and touching millions of candidates. At this point, Chris, this is where I started to gain, you know, a lot of curiosity around leveraging technology to scale and automate and make things easier for my teams. So unfortunately, the the big box retail group that I was working at, that ship was sinking. So I decided to do some consulting in the marketplace space. So this is 2012, when I joined a progressive startup called shift gig. So they were one of the pioneers in matching talent to gigs on demand. So I started building some marketplaces for a couple of startups in the city. It was awesome experience. I like I was bought it, right. And then I actually made an interesting career move went over to the manpower group spent a couple of years there. So then I started to understand the MSP world work through programs, high volume, low margin stuff. And you know, unfortunately, the pace just wasn’t what I was used to. And I was actually asked to come back into the startup world for recruitment SAS marketplace called Scott exchange, where we grew that thing to have 520 employers talking to you about 3500 staffing and recruiting firms. So as you can see, my my career has gone from smiling and dialing, manually matching candidates to jobs to leveraging technology to match candidates to jobs intelligently, and injecting artificial intelligence so we can start to predict where we should focus and where we might need help. Over the last two and a half years, I’ve been running my own shop. And the majority of my time has been focused on really two things, Chris, it’s, it’s helping companies go to market, try to build or buy some type of digital online marketplace, as well as head hunt it. I just, it just can’t leave my blood. Right. So I’ve been building this network for 20 years. And I love introducing folks. So that’s, that’s where I am today.
Chris:
That’s it’s a nice side gig everybody’s side gig right next to their, to their their day job. Right. And so, that is kind of the cool thing about recruiting, right? If you’re good at networking and meeting people, and your genuinely interested in what other people have going on. It becomes quite easy to start introducing people and being like, Hey, I know the perfect person for for you or I know people that can do what you’re looking for. And so kudos to you for having such a great network. and being somebody that people can trust for so long.
Gary Benedik:
Thanks, likewise.
Chris:
So you have a great background, I don’t know that I knew that it was, you’ve been able to kind of go through each phase of recruiting. I like listening to you explain it to me, you’ve kind of seen it all. So when you look back at the last decade, and then you say, Okay, what what has worked? And then you think about the next decade? Where are we going? Like, what is what is the recruiting landscape look like in 2032? Versus what it looks like now in your mind?
Gary Benedik:
Well, I mean, let’s, let’s, let’s talk about the facts here. I mean, recruiting has been around for over 100 years. Right? I mean, it’s, it’s the last 10 years, obviously, as time and technology are injected into our lives, it moves quicker, faster, right. But people have been recruiting folks for over 100 years military, for example. Right. So, um, you know, as I mentioned earlier, when I was in this, when I started this, it was, it was aggressive, you had to be heard, you had to be, you know, touch points had to be there to get an answer from a hiring manager on a candidate you’re trying to place. Obviously, digital has entered our our lives. And, you know, we’re all leveraging 1000s, if not 10s, of 1000s of tools to try to make recruiting better now, in my opinion, you know, digitizing the experience for both hiring managers and candidates and personas Evolve is important. But I am one for not letting this industry be completely dehumanized. I think there needs to be a human element within the recruitment process for as long as recruiting is going to be around. So with that being said, you know, in obviously, we all came across a pretty life changing event a few years ago called COVID. Right, and I think that really exposed recruiting, right. So as a recruiter, and or as a candidate or hiring manager, you now had access to a lot more previous to COVID, you are looking for a job as a job candidate or job seeker within 30 to 45 minutes of your home. On the flip side, organizations were hyper focused on recruiting local talent for jobs that just exploded. Now you have folks in Vermont, working for companies in California and all across the globe. So when you think about the desired outcome of companies, what they’re trying to achieve, hiring a full time employee isn’t necessarily a full time local employee isn’t necessarily the right option. Right, so now you’re starting to think about Freelancer marketplaces, you’re starting to think about the gig economy, you’re starting to think about leveraging skills and expertise on a moonlighting or gig basis to solve the same problems companies are trying to have been trying to solve for. So when I’m running my business here, as a recruiter, I’m really trying to figure out what my clients are trying to solve for, and then reverse engineer and find the right talent. That might be a six month consultant, it might be a group of project engineers. But it’s no longer I will focus on finding you somebody that is okay with the commute. That is within your salary range. Right. So, you know, to make a long story long here, Chris, you really have to focus on what the desired outcome is of the organizations that are hiring this talent, and then reverse engineer and find the right resources, tools, or people and or people
Chris:
that’s a great way to look at it. And I think that companies now have access to talent that they maybe not, maybe they didn’t know existed. And I think having consultant like you by their side that helps them understand, hey, maybe I don’t need a vice president of XYZ, maybe I need a consultant to come in alongside and help us take what we have to the next level. But I don’t need that person long term. Or maybe there’s not a reason to have this forever. It just get us up and going. It’s funny, like VPs of sales. So it’s kind of like a running joke on LinkedIn, like the VP of sales, like average tenure is like 18 months, right? Because the hope is that by hiring a new VP of sales, you’re always going now expedite the the selling process, when the reality is most companies would benefit from evaluating why they’re not selling instead of just trying to find a new leader to come in and fix the problems, right. And so it sounds like that kind of consultative approach is something that you’re looking at. So if a company calls you up, like how do you how do you approach that conversation for them, Gary? Like, what are you asking them to understand? If they’re like, Gary, I need a chief revenue officer. Do you say are you sure? Or do you say, Okay, let’s talk about that. What does that conversation look like?
Gary Benedik:
Yeah, it’s it’s more discovery. Now, Chris. It’s not like just take the job board and go find an individual with a title of a chief revenue officer, right? I really want to understand what that chief revenue officer is going to come in and solve for. Right, because it builds credibility for myself and my teams in the market when we’re talking to talent. You know, in addition, I’m always trying to coach my clients on empathy. Right? When you’re talking about working remote or the opportunity to work remote or hybrid workforce, you really you have to ask why, well, why there’s things like fuel costs, there’s things like childcare, which is like a real issue, right? So when an organization wants a Chief Revenue Officer, I really want to understand why not necessarily or not only why, or what they’re going to be doing, but also, how are you like, why would this person want to come here, right. And then when one of the clients come back to me and say, we’re not able to fill out jobs, I have some real raw black and white data points to talk about, right. Whereas I can show them maybe competitive landscape of other organizations like them that are able to find a chief revenue officer that are able to budge on some of the things that are non negotiables for them. Right, so to answer your question, Chris, it’s more so sure you need a chief revenue officer? Well, what is this chief revenue officer going to do? What impact are they gonna make? What are they solving for?
Chris:
Love it. I love it. It’s a great question to start with in any situation, especially with hiring leadership, very expensive leadership, right. And I think that we get a preconceived notion of what something is in our mind and think we have to go hunt it down. So I love the way that you think about that, I think that’s going to be extremely valuable for for any leader listening. So I’d like to pivot that we were talking very specifically about hiring, you know, maybe high level talent. You did mention your background in high margin, or sorry, high volume, low margin work. You talked about recruitment marketplaces, which I think are maybe a little bit misunderstood. In the market. I think a lot of maybe even CHROS or executive team members would be like, What is your recruitment marketplace? So would you mind kind of giving us a giving the listeners a bird’s eye view of what a recruitment marketplace even is, before we can get into the dirty details of it? Yeah,
Gary Benedik:
well, I mean, I want to I want to disclaim this real quick, the term recruitment marketplace is totally subjective, right? However, what’s behind the scenes is, you know, conceptually, it’s it’s a, it’s an ecosystem with multiple inputs, that those inputs are actually driving talent into a pod of a virtual pod. And then that pod of talent has been matched to the jobs. Right. So that’s conceptually, in my opinion, what a marketplace is. Now we have two sided marketplaces, we have three mall tie, etc, etc. The organization that I referenced earlier in my career path, we built a marketplace that was matching talent directly to employers. But it wasn’t spiffy specifically tailored to job matching. And let me tell you why. We all know job descriptions are archaic. Unfortunately, there is a behavior to cut and paste old job descriptions for a new job that needs to be filled. We all know that, right? That’s a whole separate conversation, then we have talents, that might inflate their experience on paper to get recognized for that job description that’s been cut and paste. So if you think about the match, the match actually works. The candidates skills on paper, and the job description on paper is matched. But the actual output is not as pure as you would want it to be. Because the job is not actually what they’re gonna be doing, based on the job description shown in that candidate might not have as deep or broad of skills that they’ve mentioned on that resume. Right. So what we did is we actually injected a layer of experts and that layer of experts is those was the 3500, recruiting and staffing firms. Right, so we relied on those experts that might have a niche in financial engineering in New York. And we were able to introduce them to jobs or organizations in our marketplace where we knew 90% of their placements were within financial engineering in New York. So that’s kind of a little bit of a deeper explanation of a marketplace. But the marketplace should should be able to shift and throttle jobs and match them to experts, or talent. But again, the marketplace that I built and some of the customers that we have now are trying to be a little bit more strategic around just talented job matching. So, good point, and
Chris:
I’ll be honest, I thought the way that your previous firm did try to match some specific recruiters to help organizations with with problems that they had and whether it was existing markets or talent pipelines was was a really great idea. And it really helped firms help organizations find the talent that needed. So when you’re consulting around, you know, recruitment, say ta processes, or the general question of we can’t find people. Gary, can you help us? How do you? What are the kind of questions that you’re asking a chro, or VP of recruiting or talent acquisition, to kind of get down to the dirty, and help them understand where they need to find resolution? So what are they searching for? How do you help someone down that path of understanding what their real problems are?
Gary Benedik:
Yeah, I mean, it comes to discovery, and I want to see some like, you know, month over month, quarter over quarter year over year, historical data, you know, maybe it’s a retailer in seasonality is evicting. Maybe it’s manufacturing and the product you’re making just isn’t in demand. Right? So I think it’s a very loaded question, because some of the solutions or options that I would provide to my client depends on the client, right? But so for example, I can give you today, I have a client that’s in manufacturing, American made appliances that we all see and touch as a consumer every day. Right? Awesome, brand, debt free, and they’re growing like, like crazy. They need engineering and technical talent. But they might have a trouble finding this talent based on the demand they have where these folks need to be placed. Where they need to physically live, right, nothing to do with a great relocation package, and a really lucrative compensation package, it’s where they need to physically move right, then you’re thinking about empathy. Are these families? Do they have children? Do they need to know about the schools the crime? And what’s important to them? Do they want to be on the beach? Or they didn’t want to be in the desert? For example? Right? So these are questions that I’m asking so that before I commit to working on a project or job, I can actually, you know, I can, you know, I can put a value to the probability of getting the job or jobs filled. So for example, if they’re like, well, this job has been open for eight months, that’s a red flag. Or these jobs are open because we’re growing or we acquired a company and or, you know, these are incrementing, that new new jobs. But we do have to be outside advisors in the market. Because these clients they eat, sleep and drink their brand, their mission, their service, their products. But we need to come in as outside advisors to help them understand the why.
Arran Stewart:
Job.com is a HR technology company dedicated to providing the best digital recruitment platform and talent solutions on the market. Our mission at Job is to remove the friction from the hiring process by delivering technology that creates more effective talent placement, better fit career moves and a more human hiring process.
Chris:
Absolutely. So you’ve mentioned empathy a couple times. It seems like that is a buzzword around you that you’re taking into conversations, which I think is is amazing, because so many companies. It’s amazing how many leaders I’ve talked to in the last 12 months who believe that the reason that they aren’t hiring people at a higher clip is because of stipends or unemployment checks and things of that nature, when in reality, I think that word empathy probably could be used more likely as the cause for why they can’t hire individuals, either leaders or at a high volume. So would you would you mind describing what empathy in the recruitment process or in a company means to you? Because I think it’s I think, maybe it’s better to set the stage there, like what is empathy?
Gary Benedik:
I mean, I can geek out about this all day, Chris, I’d say from a high level, for the sake of time, or I think empathy is the hiring manager or the recruiter or whoever the hiring persona is, is to put themselves in the candidate shoes. How would you feel if your interview process or initial reach out was through a bot that’s very robotic? How would you feel if you made an offer to a candidate, that’s a 20% decrease in pay? How would you feel as a candidate, if you get to the final stage of the interview, you spend 10, 12, 15, 20 hours prepping throughout all the stages of that candidate lifecycle, and then you hear nothing? That’s the definition of of self awareness in being empathetic for the candidate population. Right so I always try to put my you know, For example, that Chief Revenue Officer example that you mentioned, I try to get my clients to think like they’re gonna be the candidate in the process. And why would they want to take that job? Why would they want to move their family? Why would they want to make a life changing job change, especially in this crazy chaotic world we live in, right? Today, it’s an interesting time to be alive. So that’s, that’s how I feel about it. But that’s what I think empathy is.
Chris:
I love about it, you described it. And I think it’s so accurate, because as candidates, we have more options than ever before. We also know our value, I think more than ever before. And I do a presentation when I go to conferences, and I speak, one of them is titled, are you who you say you are? And I always talk to firms about organizations about going on the candidate experience journey. You know, I talked to them about, you know, go open up a private browser or an incognito browser and just search, whatever the job is that you have a hard time filling, right? Manufacturing jobs in Des Moines, Iowa, right? If that’s where you’re trying to hire manufacturing workers, like, what’s it look like? What does that experience look like as a candidate? For me? It is, is it a whole page full of indeed ads on that very first page? Probably, right? Like, what can you do to combat that? Or if they do come to your website? Whether it’s through a job board or not, what’s the application process like, you want to, you want to realize why you’re not getting applicants? Well, it takes 30 minutes for me to apply to a job that pays me $14 an hour, I’m sorry, I probably am not going to spend my time doing that, because I got a job that pays me $13.85 Right now, and I don’t really have time to spend 45 minutes trying to manually input this data on my phone. So what what advice do you have for companies right now who maybe aren’t doing or aren’t being empathetic? Like how do we get companies to think differently? Gary, where do we go from here?
Gary Benedik:
Well, I think it’s all about optimization. Right? I mean, you know, we’re I mean, things like a career page, make it engaging, make it inclusive, make people want to be there.
Chris:
You mean, not like one that looks like every other career page? Correct?
Gary Benedik:
Once I hit the career page, optimizer job postings, you’re absolutely right. You know, when I was a job seeker, you would have to log into Twilio, or workday or iCIMS, based on the job that you’re applying to you. Right? It was, it was a halt. Right. And then the odds of you getting response were very poor, so you were just kind of like disinterested from the beginning. Right? And then you’re talking about, like, you know, leveraging social media to attach to your careers page and your inclusiveness and your optimization of the experience just to apply, then we’re talking about like, you know, employer branding, and then we’re talking about, like, let’s get out into the market, maybe we do some events for the demographic of candidates that don’t have the opportunity to apply online. Right. So you have to kind of think broadly, and then obviously, when you’re talking about like internal recruitment and steward stewardship around sourcing versus full lifecycle recruiting, are you focused on the candidate as an internal recruiter? Or are you focused on filling the job? Right. And then, you know, from there, I think extends into like building talent communities. I don’t want to just talk to Chris when I need him to fill it to fill a job that I have. I want Chris to know about us, I want him to be part of our community.
Chris:
How do you make that’s a good point? How do you make Chris care about you? When I already have a job in that instance? Because Because I, on the surface, I agree with you, Gary, right of like, I want people to, to want to come work with us because they know who we are. They know what we’re all about, etcetera. But I’m busy. What does being a talent community mean for me? My I know, I’ve got a good job. And I’m happy, like, what does that experience like for me? Like, how do you attract me to you in a talent community?
Gary Benedik:
Well, so a couple of ways. One is, if we’re, pushing you content, Chris, and you say unsubscribe, we get it. We’re gonna not do this, right? I mean, then we also could see like, what you’re clicking on, we could see what you do like, and then we can shift the content and maybe the cadence of the content, to cater towards what you like and how often you want to see it. Right. So it’s more it’s more of a digital, it’s more of a machine driven.
Chris:
It’s a marketing driven experience, right?
Gary Benedik:
It’s the same as a candidate. So like, when we’re building digital pods of talent, and we’re just throwing stuff out there, for example, you’re in the construction management space, we’re going to tell you about the 45 high rises that went up in Illinois in 2021. And if you’re clicking on things, you’re probably gonna be a little bit more interested about seeing the next article or piece of content versus folks that are unsubscribing or trashing it.
Chris:
It’s, it’s a commitment to being proactive in the recruitment space, versus what I would say historically has been a very reactive business segment. Yeah, agree. Disagree.
Gary Benedik:
I agree. Yeah. And you know, the last piece I want to, I want to tag on to that Chris is like, you have to respond when candidates have questions or talent has questions or when they reach out to you. Like, it’s just it’s bi directional. It’s not just Hey, Gary sending stuff to Chris and a bunch of Chris’s. There might be Chris that has a question for for the organization, or you know, our response to something and you have to be ready to respond to stuff.
Chris:
It’s, it’s truly taking the idea that you don’t want to take any opportunity for granted. And I think salespeople are notorious for like, over communicating, right? Like, I’ve showed a sliver of interest in buying your product or buying your service. Now I am bombarded with messaging forever. Whereas in recruiting, sometimes people apply for jobs. And we automatically reject them because we saw their resume and it didn’t, it didn’t fit that job. And then we never talked to them ever again. Never again, did that person who willingly gave us their information who expressed an interest in working with us? I mean, think about that. If you put on your sales hat, somebody that came to your website and said, I want to buy something, please call me, then you never call them. But across the TA industry that happens on a regular basis every single day. Am I wrong? Oh,
Gary Benedik:
no, you’re not.
Chris:
How do we how do we solve that? Like, what’s got to change? Because I think so many people know this occurs. But why is it occurring still?
Gary Benedik:
If I could solve that, Chris, I’d be on my own island right now.
Chris:
You getting the work about all the problems that we’ve got that I you know, I haven’t had a chance to get worked up about them in a while, Gary.
Gary Benedik:
Yeah. I mean, I wish I was an expert at it answering that question. But my responses are going to be more subjective. And based on my opinion, in my experiences,
Chris:
it’s okay it’s a podcast. We’re here for your opinion. Yeah. Well,
Gary Benedik:
I mean, like I said, it needs to be bi directional. I mean, and I just speak from experience is, the way that I’ve been able to build our advisory group is just being a human. Just not being a you know what? Yep. Like, there’s really like three things that I focus my business on its speed, transparency, and personalization. Right, those three things might change or throttle up or down based on the clients, or the assignments or the consulting project. But it’s speed, transparency, and personalization. Those are three things that I instill in my business everyday all day.
Chris:
How do we get executive leaders to view talent acquisition as a strategic business unit, rather than a cost center going forward?
Gary Benedik:
I think it’s changing. I do. I mean, you’ve
Chris:
got necessity or TA leaders, creating the change.
Gary Benedik:
I think ta leaders are creating change, I think, you know, there’s been several articles around like, the next CEO is actually the CHRO. Right? So like, if you think about, like, who has the biggest pulse on the business in order to be the big fish? It really is a chro. Right? Like, think about chro that go that are hyper involved in like m&a. Right, and they have to go back to their team or teams and say, Okay, we’re acquiring a company in a different part of the world, we need to make sure we have the right talent to continue the business. Right. So like, that’s a really valid question. But I think we are making progress where they’re no longer just the laughingstock or just a cost center. Right. And I also think, you know, COVID has impacted that as well, and not to bring up COVID Again, but internal ta functions and strategies and how departments are structure has kind of also blown up, right. And when we think about a year, year and a half ago, there was more job openings for recruiters, then there was software engineers. That’s wild. So now in today’s world, obviously, what the unfortunate impacts mostly in tech, these tech recruiters that were able to, to accelerate their their career and make a lot of money are probably in a spot where they’re looking for a job. So but the TA departments that need to actually continue to go forward. They’re probably thinking in order to solve these problems, you don’t necessarily need to hire or rehire full time recruiters, we could do flexible RPO, or we can work with folks like our advisory group. Right. So it’s a valid question, but I think there has been progress.
Chris:
I think I think there has to continue to be progress. We’ve got to get ta leaders that are thinking about the business, right? And about what their impact is on business, and be able to have a conversation with a CFO be able to have conversation with the COO. Because every I joke about this in my presentations a lot, but every CEO at some point says our most valuable asset is what? Our people, right? How do those people get there? They get there likely through your talent acquisition department, your recruitment marketing efforts. And so their first engagement with you unless you’re a big b2c brand, is through a recruiter more likely than not right? If you’re outside of the top 50, fortune 100. And you’re not a b2c brand. It’s probably a recruiter. And so what did that experience as like, is going to define the types of people that you hire is going to define their relationship with you as an employee? Do they have positive sentiment? And so that is, then in turn going to going to be a downstream effect on your overall business? Do they? Do they enjoy their work? are they passionate about what they’re doing? Do they care about your clients? Do they care about retaining customers? And so getting that mindset, right in organizations, I hope it’s coming. Because there’s so many bad experiences out there that, unfortunately, get posted all over the all over LinkedIn, and wherever else that talks about what what a terrible experience to have with a recruiter, you know, there’s so many people that love to knock the industry. But, you know, it’s, it’s, it’s harder than it seems, because it’s more constrained than it should be. When you think about how departments are funded, that, you know, a lot of ways, you know, I talked about how do we get them, they’ve been proactive. Unfortunately, a lot of times, their budget confines them to being reactive. They don’t have the ability to have a nice recruitment, marketing budget, they don’t have content creators that are focused on driving, you know, email marketing campaigns for engineers in California. And so it’s great chatting with you about this topic, Gary. And, you know, if for the listeners out there, if you’re looking for someone to just come in and talk to you about what you’ve got going on. I’ve spent plenty of time with Gary, he’s the type of person that you’d want on your side. And it’s going to help you ask the questions that you need to ask. So, Gary, how would our listeners be able to find you get in touch with you? Where can they locate you in that digital space?
Gary Benedik:
Well, I mean, I’m super active on LinkedIn, Chris, that’s probably the best spot to find me. I think I’m pretty searchable. And you’ll see in my subject line, it’s, you know, candidate experience enthusiast And go to market consultant, and I am, you know, pro candidate. So, if you see some stuff around, like, generating a better experience for the candidates, and I’m ghosted, and that’s me, but I just want to kind of close here, Chris is yeah, let’s be honest. Right. So there is such a low barrier to entry in this industry recruiting. There’s no Harvard, there’s no college classes, you don’t go to school to be a recruiter? No, you just show up to a birthday party. You just show up at a birthday party, right? There’s reasons why the overall perception of the industry is low. However, for any recruiters out there, my only piece of advice is flip that glass, let’s think about this half full, it’s very easy for you to differentiate yourself. It’s a very saturated industry for recruiters. But you can differentiate yourself in a very positive way. Very simply be human.
Chris:
I can be human, be authentic, be real. Be Be yourself. I think in a lot of ways is great advice for not just recruiters but any young employee, I think it’s okay to be who you are. Right. And I think too often we try to put up a put up a facade of of something that we think people want to see. When the reality is I think most people would get a lot further along just being human being themselves being being real with people.
Gary Benedik:
Yep. Speed, transparency and personalization. That’s it.
Chris:
I like it. I like it. Gary. Great having you on the talent side podcast today. listeners find Gary on LinkedIn. He is a great follow he posts regularly. He’s actually a good connection in that way. You’re gonna get some valuable free content out of the guy every once in a while too. But what about your email, Gary and arch advisory group or
Gary Benedik:
it’s gonna be gary or g-a-r-y at thinkag.com. So thinkarchadvisory.com. We’ll put
Chris:
it in the show notes, so that way you can find gearing and get an email over to him. Thanks again, Gary. That’s a wrap on another episode of The talent tide podcast. We’ll see you soon. And don’t forget to follow us on your favorite podcast listening platform. Thank you all
gotten very interested in the options I have
Chris:
Gelatto to Raleigh. As if it probably doesn’t already to bring exist there, Steve, thanks again for joining the talent tide podcast. Looking forward to sharing this with people. And remember, success is on the other side of fear, folks. So if you’re looking to improve, seek out individuals like Steve O’Brien don’t be afraid to ask hard questions, and we’ll see you next time on the Talent Tide. Thank you!