Video Transcript

Yeah, absolutely. I think it comes down to two main points. Number one, we actually we love to understand their business. Number two, we love listening. And I think here at Eastridge, my teams, everyone, we do a couple of things very well. Number one, we do intake calls with our hiring managers to ensure that we get the research right the first time. We like the deep dive. We do quarterly business review meetings. I just did one a couple days ago. It really helps us understand the company's initiatives every quarter and then obviously the next few years so that we can pair them with talent and they can help them reach those goals. And we stay on top of industry trends and market reports, right? We look at the data and then obviously deep dive to make sure that the talent is aligning with the expectations of our partners. And then I think one of the things that excites me most and that we're very good at doing is creating custom pipelines for our clients to be able to predict when they have a need. We have a person of quality already there because I think a lot of the times people hiring is very reactive instead of proactive. It helps us reduce the time to fill ratios and really truly find the talent quickly. And it gives us more time to find that diamond in the rough. Because while the times were not under the stress of deadlines, if you're looking and just pipeline and candidates. So those are just a few ways that can top of mind for me. Yeah. So one we consistently we reach out I do quality checks and I periodically just call our clients and one that came to mind actually just came in last week was for a gaming client, very big one. They've been working with us for years and they really sent out a couple of great notes mentioning that the talent that it has supplied over the years has really helped them drive their business, especially with one specific example that they over the last quarter, they met or exceeded their expected tickets, the quota, they reduced the time that they're outstanding. And because of the temporary contractors that we had on assignment, which is great to hear. This happens very often. And then what's amazing for me to hear is that we're matching the company culture very well. They say they often forget that these people aren't actually employees of their organization because they get along so well. So I think for me, that understands that means that we're understanding their business and we understand who they are as people. Right? The deep dives, the quarterly business reviews, they're working because it's one thing to find it on a resume, technical skills. There's another thing to be able to align with the culture of the company, the soft skills, and that takes time and relationship building. So that that's what I was happy to hear, that my recruiters and us, we are really, really looking for driving not only technical skills but soft skills. That was one that came specifically recently and I'm proud of that. And we have a lot more examples as well. Adrian. Sorry your muted. That's okay. Yeah. Yeah. And I think the most important thing is to understand and get the search right the first time. If you can, you have to ask great question. Open ended questions, hopefully with the hiring manager and the multiple stakeholders in the decision making process. Questions such as? Like how do you measure success or what do you expect in the person to achieve within the first 30, 60, 90 days and years afterwards? Then you have to understand what initially one initiatives are going to have currently in and years forward. Because if this person hasn't done it before, if they haven't helped their old company make Saber chiefs, then similar what they're trying to accomplish and there's a low probability that they're going to help them do it here, this new company. So those questions and getting quantitative metrics across how they measure success helps us to apply and find people that have done similar things across your accomplishments. And I think that's a great way to identify it just by asking great, open ended questions. Yeah. You know what? It's funny. I read this quote and I'm not in sales, but I guess we were kind of in the business of selling people, selling talent to make sure that companies are prepared well. But it's great of a really good salesperson is to be able to say no. Right. So if a candidate truly doesn't align and that's not where they want to go in the future, it's okay to say no, like this isn't the right role for you. And the same to our clients. We do it all the time. We want to make sure that it's a partnership. It's a two way street. Right. Especially today in this talent market. It's a war for talent. People want to be driven by mission. As much as I just want to show up to working and paycheck. We see this in some of the webinars and conventions that I've attended with Gen Z Millennials. They want to be part of a larger purpose. So if their purpose doesn't align with the company's values, mission and purpose, it's going to be really, really difficult to have someone go make an impact and stay long term. So we have to ask great questions not only to our partners, but to our candidates. When there's no urgency, there's no deadline. Understand what they're looking for. And then we have to make sure that that does align to a certain extent as much as possible with a partner. We have to be able to say no if it doesn't. Our job is to keep looking, right? It may not be the first person. It rarely is. We're going to just keep going and going. And that's why we have so many recruiters that just continually source and add 15, 20, 30 new candidates to their bench every week to make sure that we have that funnel people where their their goals align with their partners, values, missions, initiatives, etc.. Mm hmm. Yeah, absolutely. This is what I get a lot, I think being adaptable and then being proactive and hiring. Right. If you're under the stress of deadline, there's a high chance you're going to make a poor decision. So with that being said, consistently, pipeline and meet people, stay in tune with the market and be flexible. There's so many amazing people out there, especially today, through this war on talent time that we've been able to place because they have transferable s verbal skills. They have the skills needed to be successful. They have that the giddy up, the get up they want to do well. So giving someone a chance I think helps you find someone in the rough. So being a little bit more flexible and open ended and realizing that it's a partnership, right. It's got to make sense for both parties. And if you keep someone engaged, if you show that there's a potential opportunity, if they do well, if they help drive the business, then I think that really, really helps people stay and be extremely happy at companies. Communication is key transparency and then be proactive. Yeah, I think one fer for us that comes to mind. It depends on the type of position, but maybe education. I mean, we hear especially recently with a lot of the obviously hot topic in the news is student loans. There's a lot of people that might not have the educational credentials to do the job, but they might have done it before. Take a look at two of those candidates. Right. It doesn't always mean that they don't have the skills for, but at least maybe a five, ten, 15 minute interview. A consideration could help you find someone. I think being flexible in regards to maybe the work styles to help people potentially come in and get the work done. We've seen a lot of companies obviously, that most of us were fully remote, but go hybrid. That could be the future of work. We don't know. We're tracking data. A lot of companies are going back and forth. Collaboration is extremely essential, but there's other ways to collaborate today with the tools that we have. So just being open to the talent that you have, there's no one size fits all solution. Knowing that, understanding it and trying to be a bit more customized to your talent I think is key. No worries. You know, it truly is a different type of skill set. Getting someone on a direct hire basis permanent. It takes a lot of questions. A large commitment on the front end, right. Temporary candidates. You can make a quicker decision. But overall, I think it's very similar in that you have to test and make sure that this is the person for you. You're going to find out in a week or two. Right. It's going to take three or four or five months for you to be able to determine like this person has the skills to be successful. They can drive our business. It can really, really, truly add value. So I think it's there's a lot of similarities, but there are some slight differences in that depending on how you what you need to achieve in the business. Awesome. There. Okay, so I'm going to click Lever. Do not quickly. But just leave the tab. Open the browser. Okay. It was good. All right, Adrian, thank you.

Chris Diaz, Associate Director of Professional Staffing, Eastridge, shares strategies for aligning talent searches with short and long term business goals.