October 18, 2022


In this episode, Chris discusses the benefits of using AI in the hiring process.  Prem Kumar the CEO and Co-founder of Humanly was the perfect guest!

Listen as Prem shares his expertise on topics such as:
candidate experience
measuring interview efficacy and equity and the impact to candidate outcomes
automation, ai, and tech in hiring- where it can fail and where it can help

About Prem
Prem currently is CEO and co-founder of Humanly, an AI platform that helps companies become more efficient and equitable in their conversations with job candidates. Previously to that, Prem led the product management and design teams at TINYpulse, an employee engagement company that empowers organizations to build world class cultures with real-time people data. Prior to TINYpulse, Prem spent 10 years at Microsoft working in a variety of product capacities including within Microsoft’s HR technology department.
In addition to his day job, Prem loves sharing his ideas through writing, as a member of the Forbes Business Council, representing the US as a Peter Drucker Essay Challenge winner in 2013, as well as receiving two “Best of ThinkWeek” awards for white papers aimed at breaking down cultural barriers at Microsoft. Prem has been recognized as a Top HR Influencer, INROADS 50/50 alumni and a Forbes 1000 entrepreneur.
Outside of work, Prem spends time with his two young kids and wife and enjoys travel and Seattle sports.


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 in talent management. I’m your host, Chris Nichols. And today we have the CEO and co founder of humanly Prem Kumar. Humanly is an AI platform that helps companies become more efficient and equitable in their conversations with candidates, and I am a huge fan. Prem, it’s great to have you on the show. We’ve been working on this for seemingly months now. And just in kind of the pre pre show talk, you’re in surprisingly good spirits for your mariners being down 2-0, so you know, how are you holding up? What’s the situation we’ve gotten to Seattle right now.
Well happy to be here, a big fan of the show situation in Seattle as we need to win tomorrow, it’s been 21 years since we’ve made it to the playoffs. So I’m happy we’re here. But I’m hoping we can extend this a lot. I’m
rooting for you, the Astros were long a foe for my Cardinals in the NL Central and now they’re you know, they’re in the Al West. And they’re cheaters. And so, you know, anybody that can knock them out, that’s a win for me. We’re gonna do our best to get a good shot. So, obviously, humanly AI tech, you know, there’s if anyone does know anything about you, I think that it’s interesting how you got here, because you don’t have the most traditional background to get into HR tech. And so I’d love to hear about and I think our listeners would be interested in hearing about where your career started. And maybe it’ll plant some seeds for how you got to where you are today.
Yeah, absolutely. So I grew up in the Seattle area, obviously, that’s why I’m a mariner fan. So I actually like when I went to University of Washington, entered my kind of first job search, you know, the time was, it was 2006, the, the tech market was pretty hot. Facebook just kind of entered the market a couple years back a lot, lots of jobs to apply to, and my degree was in informatics. So I started, you know, applying to jobs. And it was kind of just like a disenchanting process, like I spent a lot of time on my resume, never heard back. And then I had a colleague of mine, and her and I would go into the same exact interview loops, the companies would come on campus, and we compare notes. And we talked to the same interviewers for the same job. And it was really interesting, when we compare notes, they would ask us completely different set of interviews is very inconsistent, maybe some bias. So they would grill her maybe a little more on technical skills, which is kind of very odd that I would be having a different interview. So we realized, you know, there was just some inequity here, just in the ability to engage with candidates at scale. Again, I never heard back a lot of the time and it just was how the process worked. And then when you got to the interview was very inconsistent. So you know, as I evolved in my career and spent some time at Microsoft in product as in HR tech, as I went to Tiny Pulse, learn more about talent acquisition, I learned that it wasn’t that recruiters were necessarily intentionally doing things that weren’t great for candidates it was they didn’t have the tools and the, you know, some of these technologies to be able to engage consistently at scale with candidates. So that’s kind of my journey, spent some time in Microsoft really focused on product and data and HR tech, and then went to a company called Tiny pulse in the employee engagement space. Before we before we started, when you
were at Microsoft, you talked about product development. Were you working on an internal product development tools? Is that Is that where you’re working on?
Good question. So I actually started on internal. So I, when I first started, I was actually on the account management working with our enterprise clients. I did some operations work, but then I settled in within product and started with internal tools. So I was the pm for our global HR portal. So everything from what we’re doing from a career content standpoint to internal mobility, employee engagement, so all the technology that we use for our global workforce, Mike, my team would build and then we’d go out to customers externally and say, Hey, this is how you can build a portal on top of the Microsoft stack on top of, you know, as your SharePoint. But then Microsoft got into the business of HR tech. So when I eventually moved to the product teams, and when LinkedIn was acquired, One of the my roles and our team’s roles were kind of how do we bring this this data, these set of use cases into the Microsoft ecosystem. So started internal, and then Microsoft had a kind of bigger appetite to go external. And now, now they have Viva and all those sorts of investment. I
think that’s a cool piece, because I don’t I don’t think most people really think about the types of intrapreneurship that occurs, especially in an organization like Microsoft, right? Like, wait a second, you’re you’re building tools internally to improve processes, right. So was there anything that you were building internally while you were there that kind of sparked? Or maybe you know, some of your experiences that you built there you were trying to build to just solve problems for Microsoft? And can you speak to that a little bit?
Yeah, absolutely. So and I definitely feel there’s a lot of parallels between being an entrepreneur and an entrepreneur, when I pitched VCs for humanly and raise money, it was very similar to pitching VPs and raising money when we were at Microsoft. So very similar deal. So yeah, one of the projects, which was probably the one of the most exciting projects I worked at with Microsoft, and ended up getting deeply external, but a project called me at work. So it was kind of internal, almost enterprise social network to and this is before, like Facebook, workplace and some of the stuff that’s out now. But it was a way for us to connect with other employees to find out, hey, is this person in Israel at Microsoft working on this same NLP algorithm that I’m working on in Redmond, maybe we should collaborate because we’re building the same thing for two different parts of the organization. So me at work helped kind of bring people together, it was also eventually going to be used for internal mobility scenarios. So if you were enroll for three years, you’re a high performer, maybe we’ll start pushing you some internal Microsoft jobs, because we know you’re getting hit up externally. So that was, you know, we launched that kind of almost like a skunkworks, Microsoft makes this intrapreneurship they have a program called the garage project and others where employees can kind of build things that they think could be beneficial. me at work actually was sponsored by a VP. And we ended up getting it to about half the company internally, ended up getting kind of sucked into what they’re doing with Office 365, in general, but it was a fun, that was
super cool. And I think that, you know, it’s such a great story, because Because looking now at you as a co founder of an HR tech product, right? It gives you an insight, now likely into how large corporations think about how they solve some of the problems. Right, so I’m interested to get into some of that maybe, maybe later on in the episode here, but, you know, we look at your time at Tiny pulse and what you’re doing from employee engagement. How can you use that to where did the seed idea for humanly come from? Yeah.
Yeah, so we’re working at Tiny pulse with, you know, 1000s of these customers that we’re trying to solve problems, as you mentioned, around employee engagement around diversity, equity, inclusion and belonging? How do you kind of take a pulse of, of your organization and make it a place that people want are retained, that they want to work at that you’re, you know, not just, you know, that quiet, quitting is a big term right now. You know, back then it was more, you know, engagement. There’s a professor Dr. Brooke Holten, I think he was at Georgetown, he coined the phrase reluctant stay or so people that are staying reluctantly, but kind of quiet quitting. That was what we were really focused on avoiding. But I realized a lot of building a culture really starts with, you know, who maybe it’s obvious but who you’re bringing in in the first place. So are you bringing people if you’re trying to build a growing organization, building, bringing in more of the same types of folks will keep you stagnant? So how are you actually building and bringing in new types of folks that will help elevate you to that next level. So that’s kind of where we kind of started finding that a lot of our tiny pulse customers that were solving these problems, a lot of the problems started with hiring and who they’re bringing in. And then we also found they had lots of great tools for Applicant Tracking lots of great tools for sourcing. So maybe they had really diverse pipelines. But really that inclusion journey, the equity journey, the culture journey starts in your first interviews, and what and your first touch points with the candidates, even if it’s through a chatbot, even if it’s through automation. So how can we really and we didn’t see great solutions for those direct conversations you’re having with your job candidates. So there’s tracking tools, but not interacting tools. Whereas in this was, you know, about three and a half years ago, there’s a little more now. But we saw in sales and marketing, you’d have tools like drift to engage on a website with a prospect You’d have tools like Gong, once they’re in the sales conversation, how can we bring that conversational AI to the candidate experience and help hiring teams be more equitable and efficient. So that’s kind of, you know, some of the Genesis, I felt that a lot of our tiny pulse customers had that gap. And we wanted to go out and sell for that,
right. And I appreciate that so much, because when I look at the hiring process, we’ve already mentioned some things that are just kind of funny, you’re talking about your resume early on. And they, in some ways, a resume is like the most pointless activity that you do ever, right? Because it’s like, I do all of this paper, and then I put it into an applicant tracking system. And it just has to be good enough. But I probably invested hours into building a resume for it to be just good enough to have the chance to get to have a phone screen with someone. And maybe I passed a few of the screener questions, to maybe get to talk to the actual hiring manager. And so what we do is we disqualify so many candidates, and yet we have 1000s of open jobs across across our most of our businesses, right? If it’s any kind of scaled company, you look at the market right now, it’s October 14.2022. And while you see big headlines of layoffs, if you start really looking, there’s a ton of jobs that are that are still out there in the market, we have way more jobs, and we have people. And so what we what every company that we try to disqualify as many as we can, when in reality, we should be finding ways to optimize the recruiting process for candidates, right, like how we make it a better experience for us and for them. So I’d love to hear you tell the story of what you’re trying to do as an organization at humanly what what processes are you trying to create to make a more human touch? Through technology?
Yeah, so we believe if you know if hiring teams had unlimited time, money and resources, every application or every, you know, candidate, you would have a conversation with so you would be able to scale can we have that, you know, conversation with every one that applies, so you’re paying in time and money to attract them to your employer brand. And then you’re only engaging with a very small few of them. And like you said, using things like resumes and other shortcuts to see how you can quickly get to a smaller set, because you’re inundated with this volume. You know, I often say Tell my marketer, hey, if if I were to tell you do all this SEO, drive a bunch of eyeballs to our website, drive a million eyeballs to our website. But by the way, our sales team only has time to talk to 5% of people that want to buy our product, the rest, we don’t have time to demo. That’s kind of what’s happening on the talent acquisition side, you have a lot of interests. And I’m not saying every single candidate is a great fit. But a lot of them are or could be for a future job. Or perhaps they’re your customers. If you’re a b2c, sometimes candidates are actually your best customers. I know, you know, Disney, for example, the average job candidate that applies spends eight times as much money in Disney parks. So lots of reasons why you want to conversate with everyone, it’s just hard to do without the tool. So what we’re trying to do through the, you know, as we think about these direct conversations with candidates, we use automation to help you engage with everyone. So if you’re like one of our customers, Moss Adams, you might have 4000 University applicants that apply in a three month period. Can the next step be an automated chat that goes out to them within 24 hours and says, Hey, thanks for applying, let’s move you to the next step. Let’s get to know you better, let’s not just screen you. But let’s educate you about what we’re doing at Moss Adams and why you should be here. So the reason why a two way conversation, even if it’s automated is better than you know, just a resume job descriptions, stuff like that, as this is a process where you want to educate, you want to give value back and you want to get to know them better. And I own I feel that can only happen through a two way conversation. And then you know, once you have that automated chat with everyone that applies, the ones that are a good fit, get scheduled in our tool sit in on the human part of it, taking notes, giving feedback to the hiring team. But that’s kind of how we see that process working, talk to everyone and then have your human time focused on kind of those conversations that you feel could lead to a hire
job outcome is an 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.
You know, whenever I speak at a lot of conferences, HR conferences and so you know, one of the presentations that I do is called are you who you say you are and companies spend so much time talking about a This is who we are, these are our core values, we care, we’re empathetic excetera, except for when it comes to the hiring process, and then there’s a whole lot less gearing and a whole lot less empathy, right. And one of the first slides that I have is, you know, love at first click, because the reality is, you’re either gonna fall in love with a company or fall in disgust, I guess, with a company, based upon your experiences. So everyone knows who Disney is, right? But the fact is, there’s 1000s of companies out there that are not consumer brands. And so I’m not going to have that same name recognition of them, I’m not going to go to Google and find them by putting in their name, I’m probably going to be searching for that type of job. And so if I were to compare, you know, two jobs, and I go to one, and I have immediate feedback, and I’m talking to even if it is a bot, right, if I’m talking to something, technically, versus, you know, just W my resume, and I’m gonna say, Wow, that was at least an experience. That was different. It was it was more innovative. And I know they have more information about me, because I was able to share it. So I love that that part of humanly and what you all bring to the market, maybe share, I’d love to hear more about the bias aspect Prem and what you know how that plays into the system? Like, what are we doing so wrong, that we need conversational AI to help us? Like? What are the kinds of things that it can help with?
Yeah, so I think it’s, there’s a couple of things. One is, you know, just being able to scale the interaction. So if you have 1000s of people applying, it’s unlikely that a recruiter is going to be able to call up every single effort for these high volume jobs, call up everyone. So it helps you kind of expand your touch. There at the other pieces, it helps you be more consistent. So you can have kind of the same conversation at the at the top of the funnel, not introduce things that might be unfair, biased approach, particularly, we see that coming into play after the point of application. There are some things that happened in the application process, of course, but once you get into the interview, and for the jobs that were our customers are hiring for generally, the next step is a virtual interview. So zoom call and Microsoft Teams call. But we’re seeing a lot of very interesting things happening there. And some of them are very simple. So you brought up the Seattle Mariners. So one of the pieces of data we’re seeing is if it’s a Seattle recruiter, or hiring manager interviewing a Seattle candidate, they’re more likely to spend I think about a minute more on Small Talk at the beginning, maybe they’re talking about the mariners losing to the Astros yesterday, or maybe they’re talking about something else. But it seems, you know, kind of small to small talk, but but what’s actually happening there is they’re those candidates are given almost an unfair chance. By the time the questions start, we can measure that the interviewer already interviewer already has a higher rapport and sentiment with the candidate. And they have less time to actually ask questions. So in extreme cases, maybe you spend the first like, five minutes just kind of talking about that. And nothing wrong with rapport building at all, I think it’s a good thing, and good recruiters are great at it. But giving every candidate a fair shot to have that kind of rapport building is important. So some of the biases we find have to do with inconsistencies in interview format, not being as structured, or I’ll end with this, but just treating people differently. Sadly, one of our customers, they were having a hard time. With their IT department, it was mainly men, it was about 73% men. The candidate pipeline was very diverse, but women were dropping off and taking jobs elsewhere at a much higher rate. What we found in their interviews is women were getting 12 minutes less even talk so we can measure. interruptions are interviewers showing up on time. So I feel to, you know, to create that diverse workforce. really paying attention to what’s happening inside those interviews and treating everyone the same is surprisingly not happening all the time. But
there’s so many opportunities for bias and we don’t even think about the ones that we think about and the ones that are in the news or the ones that you can see the color of our skin. Right. Or maybe that you can hear accents, things of that nature. You know, the the common one of my favorite quotes, my movie is from Sweet Home Alabama. You’ve probably not seen it. But the male lead character says do you think just because I talked slow that I’m stupid, right? And there are those are biases that we have, you know, regionally in race and everything and the reality is there’s so much more than that. I mean, you mentioned that you went to the University of Washington, but if I’m a Washington State rad I’d like, you know, he’s probably, you know, some wealthy kid from the suburbs. And you know, he’s not going to want to work hard, etc, because we all have these preconceived notions because of our own experiences in life. And so I love that the things that you’ve talked about, around how we help to eliminate some of those things. You know, what about like big, dreamy things around this? Is there anything that you all maybe aren’t doing just yet that you’re you’re working towards? Like, where are you? Where do you see more ways to eliminate bias from the recruitment process?
Yeah, I know, it’s a great question. So I think, you know, we’re start starting with the basics. So I think on the, on the chat side, we’re keeping things standardized, we’re not using like gendered language or ageist language, the words you use matter. So that’s where we’re starting. And then on the interview side, I mentioned some of the standardization pieces. But I think one of the things that where we’re trying to take this is can we help people what whatever conversation they’re having with a candidate, and then maybe, maybe even post higher as well? Can we measure things like empathy, which we actually are measuring empathy right now through active listening through leaving time for questions, things like patience, but really where where it moves the needle, for me is not just the fact that we can measure this a lot of this is now measurable, we can even measure like, are the interviewers looking at their phone a lot? Are they really engaging with the candidate? And again, the goal is not to get people in trouble. But organizationally, can we just show up better, and represent our employer brand better, but But to me, where this really adds value is not just having the data but tying it to outcome? So can we actually say, by doing these things, you are driving a higher offer acceptance rates. By doing these things, you’re driving a higher sentiment, and then I think beyond that is going back to my roots at Tiny pulse and working post hire, can we plug into these post hire systems and learn about performance, learn about tenure, learn about engagement, and say, Hey, that cohorts of candidates, you’re hiring the end up having the highest impact as employees, here’s what you’re doing in the interview. And that’s kind of that whole model is what we’re looking at. So being a little more holistic, but I think being predictive and really tied in to outcomes. One small example we had a customer that was struggling with with engineer hires and getting them to accept an offer, not so much a high volume scenario, but but it was actually turned out to be quite simple. The only part of their employer brand value prop that was a correlated to engineers accepting the offer was remote work. And it might seem obvious, but they were talking about how great their CEO was, or their benefits. But by just talking about remote work at the beginning of the call the middle and asking at the end, do you have any questions about our remote work policy, they noticed an 8% increase in engineers converting and accepting jobs. So sometimes it’s just simple stuff. It doesn’t have to be always kind of some deep, deep learning thing.
But you know, that brings up a good point, data is all powerful, right? Like Information is power, you need information, build and make informed decisions. And for years, I mean, the interview process is such a subjective process in most organizations, right? Like, oh, we have this list of 30 questions in our question bank? Well, I might use these four questions all the time. But there’s other recruiter that recruits for the same role might use these 10 questions. And, and so but nobody tracks anything like that. Right? Nobody tracking how often they bring up remote work, because you have to be persistent. And you have to be organized in your leadership approach. And just historically, most organizations have not had that kind of sense of, of objectivity within their ta process. So I, it’s amazing, you start measuring something, and you realize that’s not what we were trying to figure out. But it gave us a solution to this. And any thoughts around that or any more experiences that you’ve had?
Yeah, the measurement is huge. And sometimes it’s the simplest things, right? So like if folks asked me, So let’s say we tell someone, hey, being more empathetic, or being more consistent can help drive up candidate sentiment, it can drive up conversions. So it’s kind of sounds vague, how do I become more structured or empathetic? I might say it’s as simple as showing up on time to all your interviews, and in many cases, we see like interviews that are you know, one of them might start three minutes late into it just throws throws everything off. So sometimes it’s the simplest things that people just aren’t aware of until they show that we show them the data saying that hey, if it’s a junior candidate, you’re more likely to show up late, you’re actually showing up late a lot to these interviews. So sometimes my thoughts will be just look at the basics, try and get them right. And then you can start a kind of unpeeling the onion a little bit and getting a little deeper. But yeah, I mean, measurement is key, and you can’t change what you don’t measure. And now you can measure pretty much anything as it relates to how you’re interviewing and how you’re showing up, at least when it’s done. You
can’t, you don’t know why something is happening until you start measuring it, and then you are able to start asking questions about it. And so I think, what what we often miss out on is just just taking taking note of the fact that we can measure different items. And it’s not just about time to hire, or, you know, cost per hire, like let’s get let’s get into the weeds a bit more, let’s, let’s get tactical, right, like it’s okay to be tactical sometimes. And so we, I do want to go in kind of a negative direction here now. So I’m gonna put the pressure on you. We’ve heard lots of talk from, you know, there was the Amazon outcry a few years ago with, you know, AI in their recruitment process. And you know, it was causing challenges with hiring the same type of person over and over again, how do we look at how to come? How can companies trust AI and HR to be the function that it needs to be it needs to make, obviously removing bias, but how do we make sure that we’re not teaching it the wrong thing? Right? Because it’s all tied to machine learning? Well, how do we overcome that? And how do companies by HR tech to know that it’s right?
Yeah, great question. And you kind of were asking me earlier about my learnings at Microsoft and implementing internal tooling. And yeah, even internally, when we’re launching a product like me at work, and at the time, it didn’t have a lot of AI. But there were certainly, you know, people looked at HR as are their kind of Big Brother elements, are we adding bias by adding these elements? So there’s a lot one can do. So Well, oftentimes, I you know, when people are evaluating a new tool, I recommend that they write a job description for it. So just like you’re hiring an employee, what are the roles and responsibilities you want? For this particular piece of technology that you’re going to hire into your organization? What skills do you want it to have? What background do you want it to have? What education do you want it to have? So I have people kind of write it out like that. And, and I think that there’s a lot of things that go into so in our case, we’re not actually assessing candidates on using a lot of AI, it’s more so on the interviewer themselves. But it’s it’s one of those garbage in garbage out scenarios. So it’s very important to understand what data is, are your is your AI being trained on? Is a company coming in and saying the AI is just going to learn about your company? And it’s going to base it on that? Or is it coming with a lot of lot of data across multiple companies across multiple types of regions and candidates? So I think how you actually train the AI is very important. And it can be a little abstract, but you can ask questions around like, how does it make decisions? What is it basing it on? I think anytime vendors get very vague, and it’s almost like the Wizard of Oz hiding in some corner and some magic happens. Magic is not necessarily always good. I think explainability is good, I think when they’re able to say this is why it does this. So definitely press on those questions. Not not over, you know, making sure you’re very clear in what problem you want the AI to solve. Oftentimes, a lot of vendors make a lot of promises, and they act like the technology is going to solve every last problem, you bring it in. And all of a sudden, it’s it’s not doing that in the way you want it to be. But But I think as far as bias, there’s also, you know, there’s a lot of ethical AI practices, you can ask vendors, what is your model for ethical AI are? What are the kind of checks and balances in place? So we base a lot of our models on Microsoft has an ethical AI framework. There’s third parties that can audit tools. So you can ask them, you know, not only do you have a data security, like a sock audit, but are you audited from an AI ethics standpoint? So there’s the legal pieces, but there’s also the ethical pieces. So there are beginning to be more bodies that will help companies assess vendors on the quality of the AI and elimination of bias. But But yeah, those are some of the things I think about not boiling the ocean too soon and asking a lot of the right questions upfront to make sure that they’re really doing what they say that’s helpful.
I mean, you share some things there that I didn’t even know so we’re getting near the end of our time here and I don’t mind letting it be a bit of an advertisement for you Prem, but what I would leave it as though for you you mentioned earlier getting the right candidates into your into your funnel. That the same Same thing goes for if I’m buying HR tech, right, and I need to have the right tools, what kind of position? Would my company need to be in in order to be ready to buy a tool like humanly? Like? What’s the ideal customer that needs a toollike humanly?
Great questions. So thanks, Chris. So, yeah, right, right now, you know, the core way we land with companies is around time savings. So can we help you save time and processing candidates read that as they come to your website, or as they apply through indeed, so that kind of screening taking the big list and making it smaller for use scheduling them. So if you’re having a problem with processing large amounts of candidates, scheduling them, getting them into interviews, we can definitely help with that. As well as like reengaging, the ones that were maybe silver medalist, so if you’re getting lots of applicants can’t engage with all of them. That’s the big one. And then the other piece of what we’re doing, you know, in the actual virtual interview, so things like taking notes from a zoom call, putting it into your applicant tracking system, again, time savings. So really we land with how can we save you time up front? And then how do we save you time in the virtual interviews, note taking getting into ATS. And then the next piece is around quality. So time savings, and then quality is more so you know, can you reduce bias? Can you you know, attract those candidates that are going to have the highest impact at your company. But yeah, generally targeting companies that are hiring support ops, sales roles, health care, so high volume in? And yeah, we can usually save you quite a bit
high volume, similar time and your skill sets, etc. Probably worked very well. Yeah. Well, yeah. That’s great. And, um, and, you know, I’ve been through the way that just for transparency sake, for listeners, I, we were looking for tools that would help us automate and speed up our processes. Whenever I was at endevis, obviously, jobs.com acquired endevis. And so I was introduced to humanly by a mutual connection and never heard of them. And, you know, that was two years ago, we’ve used humanly on multiple projects now. And we have we we definitely see the cost savings, the time savings from being able to even hire fewer recruiters, right? And so many of our recruiters to do the type of things that they enjoy doing more, right, like it’s nobody wants to do 100 phone screens a day. And if there were 100 phone screens a week, right, like, that’s just that is that is mentally exhausting. But if I can go through and I can review things and kind of engage it in a more functional way, that creates a better experience for the recruiter, which is more likely to create a better experience for the candidate still yet. So I love it. I think it’s a great tool. That’s That’s my personal recommendation. Good people at their organization. And really, thank you for coming on. Now. If I was a prospect, where would I find you? How would I get a hold of you Prem?
Yeah, so you can check out our website humanly.io You can find me on LinkedIn Prem and my last name was Kumar, Twitter at Premkumar tweets and you can email me so Prem@humanly.ai,
but not tomorrow, October 15 Because he will be at the Seattle Mariners playoff game.
Go mariners, Go mariners. Hopefully we live to fight another day.
Thank you so much for coming on on the podcast. This has been a great conversation. Looking forward to getting feedback from all the guests. You will be able to find it on on on YouTube, Spotify, and any place that you get your podcasts. That’s a wrap on another episode of the Talent Tide podcast. And remember, success is on the other side of fear. Go get them folks

Steve O’Brien: 

Yeah, I prefer it not being in mail because it’ll probably get the


same. If I get one more message about becoming a franchise owner. I’m probably just going to deactivate my LinkedIn account at this point. Hey, Steve, yeah, I’ve

Steve O’Brien: 

gotten very interested in the options I have


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!