TA Tech w/Peter Weddle

[00:00:00] Welcome to The Recruitment Flex with Serge and Shelley. I'm Serge. And I'm Shelley. And we

[00:00:11] talk all things recruitment starting right now.

[00:00:16] Bonjour, and welcome to The Recruitment Flex. Shelley, we have a legend of the talent acquisition

[00:00:25] technology side of it today. I'm really excited to have this get on.

[00:00:28] Mm-hmm, me too. That is absolutely the case. We are so pleased to have joining us. Peter

[00:00:36] Weddle, who is the CEO of The One and the only TA Tech. Peter, welcome to the show. Thank you,

[00:00:44] guys. It's really a pleasure to be here. So like the Wayne Greski of talent acquisition

[00:00:50] technology. You really are. You're leading it around the world. Like I'm so honored to be

[00:00:57] sitting across the screen from you. Peter, I'd like to kick things off with questions about you

[00:01:02] who is Peter and tell us a little bit about your journey into and maybe this story behind TA Tech.

[00:01:10] Well, I have always been fascinated by the intersection of people and technology. After I got out

[00:01:17] of school, my wife said I had to go find a job. So I went to work for an HR consulting firm called

[00:01:24] the Hay Group, which was in compensation and benefits. I opened up for them a practice in technology

[00:01:32] and became a partner in the Hay Group and stayed there until Sachi and Sachi bought us and then decided

[00:01:39] that the time was right for me to write off into the sunset. And then I ran a defense contractor

[00:01:45] in the States and did some other positions. But I bought a company in the late 90s that was called

[00:01:51] Job Bank USA. It was pre-web, but arguably one of the largest in the States to use computers to

[00:01:58] match people and jobs. And I sold that a couple years later to Svereon, the staffing firm.

[00:02:05] And I was looking around for something to do. And I stumbled into this opportunity to write a

[00:02:10] column, a weekly column for the Wall Street Journal about this new thing called the internet.

[00:02:17] Come on. Yeah. Absolutely. And in particular, the employment space. So I got to peer over the shoulder

[00:02:24] at all the early entrepreneurs, the folks that founded Monster and Career Builder and hit 100.net

[00:02:31] all that kind of stuff. And I did that until Murdoch bought Dow Jones. I mean it was a really

[00:02:36] fascinating ride. I had a lot of fun by 2007, 2008. It just seemed to me that the industry had

[00:02:43] matured to the point where it needed a trade organization. And that's what Tatek is. Trade

[00:02:49] organization for talent technology companies. So those of us that live in the industry were like,

[00:02:56] oh wow, okay. Of course we do. But maybe for those listening, can you just break down a little

[00:03:03] bit more about what is Tatek? Certainly, it sounds very logical that we needed a trade organization.

[00:03:09] Nobody was doing it. You filled the need. But break down a little bit more for us about Tatek.

[00:03:16] Well, what the trade organization does in many respects is it focuses on principles, best practices,

[00:03:26] standards. So the first thing we did when we launched Tatek had a different name back then because

[00:03:31] it was mostly job boards. But then we matured into all talent technologies. But the first thing

[00:03:37] we did was create a code of ethics. We wanted to make sure that we put in writing the kinds of

[00:03:45] behaviors we thought that employers and job seekers and the companies themselves deserve in order

[00:03:52] to treat each other with respect, treat each other responsibly and so forth. And that enabled us to

[00:03:59] create what we call the talent technology buyer's guide where these are solution providers that

[00:04:06] have very good products. But the differentiating aspect it seems to me of all of these companies

[00:04:13] in the association is that they have made an affirmative pledge to live by this code of ethics.

[00:04:19] If you do a survey of human resource and talent acquisition people, one of the first things

[00:04:23] they will say is they don't trust vendors and they worry about whether the vendors are going to

[00:04:29] play straight with them. So what we're trying to do is to set a standard that says here are the

[00:04:34] principles by which our members will operate, and you can trust that they will. So that was the first

[00:04:41] aspect of Tatek is to really focus on those kinds of best practices. The other thing that we've done

[00:04:48] through weekly newsletters and through books that we publish and proprietary research that we do

[00:04:55] is to really get past the notion that solution providers are just about products. They're not only

[00:05:03] about product, but they're also about thought leadership. And what we try to do is to share

[00:05:08] some of that thought leadership from the industry side with the customer base, the HR and talent

[00:05:15] acquisition professionals who are going to try to put this technology to work on the job.

[00:05:21] So that's largely what Tatek is all about. Thank you for the background, the history,

[00:05:28] and thank you for your commitment to our profession. We touch the lives of so many people

[00:05:35] by extension of what we do. I do appreciate what you've done to add credibility to the profession as well.

[00:05:42] So we have a little something coming up called Tatek North America. And Surgeon I are both

[00:05:49] grinning from ear to ear because we are given this magnificent opportunity to join you at the

[00:05:55] International Spy Museum in Washington, DC. Can you maybe give the audience straight from you?

[00:06:02] What can they expect in this two-day conference? Well, I'm like a little kid in a candy store.

[00:06:08] I am so excited to have you guys there. Oh, because you obviously come with a great reputation

[00:06:14] and you know this industry. So I think it's often important when you come to a conference to have

[00:06:20] somebody's interpret what they're hearing on stage, what its importance is, what its potential

[00:06:27] impact is, and we just couldn't be more thrilled to have the two of you playing that role for us

[00:06:34] at the conference. This is our first time ever doing a full two-day event. Typically,

[00:06:38] on conferences have been a day and a half. And there will be five segments to the conference.

[00:06:45] The first is the world job board forum. So the first morning of the conference were really

[00:06:50] focused on topics related to online recruitment advertising. So it's not just job boards,

[00:06:56] it's programmatic ad buying and so forth. And then the afternoon of that day we have what we call

[00:07:02] the investors and analysts summit. We created this last year for the first time and it really was

[00:07:10] a huge hit we were thrilled. And we did that because HR conferences, they're wonderful events.

[00:07:17] But to them, talent acquisition is sort of an adjunct or ancillary activity. And what we wanted

[00:07:24] to do was to give talent acquisition companies a place where they were the center of attention,

[00:07:31] both from industry analysts and potential investors. And that's what that segment is all about.

[00:07:36] And at the same time, we open up the TATEC deal center which is probably the defining attribute of our

[00:07:43] conferences. It's a venue specifically designed to enable companies to meet with one another to

[00:07:50] explore partnerships and alliances, product integration, marketing joint ventures. So for example,

[00:07:57] at our conference last year, TATEC North America which was only a day and a half, there were over

[00:08:01] 800 meetings held in the deal center. So it's like speed dating for company execs. So that's going

[00:08:09] on concurrent with the investors and analysts summit. And then after you get a good night's sleep,

[00:08:14] we open update to and we start all over again with the global talent technology forum where we're

[00:08:20] going to look at artificial intelligence, we're going to look at new assessment and interviewing

[00:08:25] technology, we're going to look at just the whole area of technology over and above online recruitment

[00:08:32] advertising. And then the afternoon of the second day has two parts. The first is a startup rally

[00:08:41] and pitch off for early stage companies. And this is a little different because in a lot of other

[00:08:48] startup competitions, the winners are selected by the conference organizers or they're selected

[00:08:54] by the fundants. And we thought that the best people to select the winners would be the industry

[00:09:00] peers that these companies have in the audience. So we're going to use polling technology and let

[00:09:05] the audience pick the winners. I love that. And then we'll close out with some moderated discussion

[00:09:11] tables. This is an audience, it's a wonderful audience of very smart people. God love them, everyone

[00:09:17] thinks that they're the smartest person in the room. So we want to give them a chance to participate.

[00:09:22] So we're going to have moderated discussion tables on key topics.

[00:09:27] That's a lot, Peter. That's a lot to put in two days. What are you most excited about? I know

[00:09:34] like it's kind of all your little children but is there a session or something that you are the

[00:09:38] most excited about? I'm actually most excited about this feature I mentioned for the startup rally

[00:09:45] but it's actually going to be through the whole conference and that is oftentimes, not oftentimes,

[00:09:50] most of the time you go to a conference and you sit there and you get talked at for one day or two

[00:09:55] days or three days. These are some really smart people in the audience, despite what I just said.

[00:10:00] What we're going to do is we're going to ask every presenter at the end of his or her presentation

[00:10:05] to pose a question to the audience that focuses on some key aspect of the content. And then we'll

[00:10:10] use the polling technology on the conference app to let the audience speak about what they think

[00:10:16] the correct answer is to that particular question and everybody will see the results in real time

[00:10:22] on their conference app. So I'm pretty excited that it's not going to be a passive event,

[00:10:27] it's going to be a very interactive event. You know, I got feedback from the last event where you

[00:10:32] had the deal center and everyone was raving about it. A couple of reasons people were raving about

[00:10:38] it. It's like a centralized place that you can do those meetings. Those meetings happen organically

[00:10:43] usually in conference, but having it designated and it makes you just plan better. It makes you

[00:10:49] execute better. But there is still tickets available not a lot. So if you're listening,

[00:10:54] you definitely should check it out tatek.org correct to get your tickets. That's correct.

[00:11:00] Yep. Perfect. Do you know what excites me about the deal center? Is we could and we will be witnessing

[00:11:08] the birth of what could be the next greatest breakthrough in the industry.

[00:11:13] And we were there because like you said, we've got the most brilliant minds

[00:11:19] in our space in one place at one time and having a place where meetings can be held.

[00:11:26] I may have only one part of a brilliant solution

[00:11:30] and meeting another organization that may have the other part that just makes this.

[00:11:35] It's almost like watching creation.

[00:11:39] Peter, I do have one request. One of the things that we tried to view is bring industry

[00:11:45] experience or knowledge, right? Like insider tips. So are you cool if we plant every table with a

[00:11:52] mic? Is that going to be against the rules? We'd have to do a lot of very careful editing

[00:12:02] or some of the language. But yeah, they've got to actually expect that if we're at the spy museum.

[00:12:06] No, no, no. Well, that's exactly right. Yeah. One of the exhibits at the spy museum,

[00:12:12] I mentioned this in one of the posts about the conference here a couple days ago,

[00:12:15] is they have a whole section on how business class air travel has been bugged so frequently

[00:12:21] by corporate spies. Interesting. Yeah. So be careful where you fly. I got to tell you if I may just

[00:12:28] walk on last thought. I think the best part of the deal center that's ever come out

[00:12:35] is we actually produced a love affair at our conference Tatek Europe in Lisbon

[00:12:41] in the deal center, a person who works for a talent technology company met a young recruiter

[00:12:49] from Ukraine who had come to the conference and two years later they got married.

[00:12:54] There you go. I love. Don't go there. I swear. My head was not going there. Don't worry, Shelley.

[00:13:02] It wasn't more. It was innocent. I don't know. They met at the deal center and then

[00:13:07] lost a year after. So Peter, a couple of things that I want to dig into if we're looking at the

[00:13:12] current landscape that's happening in our world. If we look at 2023, it was a very challenging year for

[00:13:20] many job sites, many TA vendors. What's your take on what's going on right now? And any advice

[00:13:28] for those companies that have just gone through a really bad year? I know there's exceptions but if

[00:13:32] you look at the majority, it wasn't a great year. It has been difficult but as you say it's been

[00:13:39] in pockets. But I think it is accurate to say that as we came out of the COVID pandemic,

[00:13:47] companies, particularly tech companies but almost all industries went on this huge

[00:13:54] hiring spree and business just fell off the trees. And I think the relationship building

[00:14:03] skills that are so important for sustained business kind of got a little underutilized.

[00:14:12] I think that going forward, we're going to have to reinvigorate our skill set in terms of

[00:14:18] building relationships not only with employers but also with job seekers.

[00:14:24] It seems to me that a key to doing that is differentiating oneself. If you read what's written

[00:14:32] by companies, particularly if they're using artificial intelligence, you'd be hard pressed

[00:14:36] to tell the difference between one company and another in many respects. I think it has to be

[00:14:41] authentic to be sure but at the end of the day companies really have to understand what is unique

[00:14:47] about their value proposition, same thing that an employer has to do and then really

[00:14:52] make that case to their customer set and do it in a way that's sustainable. That word is often

[00:14:59] overused but I think it is all about building relationships.

[00:15:02] Cutting through the noise has been one of the biggest challenges that we've seen in

[00:15:06] last couple of years especially when we look at vendors in this space. It's extremely challenging,

[00:15:12] there's a lot of solutions to come out. There's a lot of confusion. Everyone is AI or AI powered.

[00:15:18] A year ago it was everyone was diversity equity inclusion and their solution.

[00:15:23] We had someone on the show a couple of weeks ago and he mentioned it's like we're still not

[00:15:28] getting to the point that we're just trying to fix problems and get outcomes and not thinking

[00:15:34] about AI or how we get there. Are you feeling the same that there's a little bit of noise when it

[00:15:40] comes to just AI in general or is it something that's real? Well we're very much at the leading

[00:15:50] edge of the development of artificial intelligence. We've been active since World War II but what's

[00:15:56] changed now is the pace of development and it is fast approaching the point where we humans are

[00:16:03] going to have a hard time keeping up. A lot of people get into the talent acquisition talent

[00:16:08] technology space from a technical background so they come in to solve a technological challenge

[00:16:15] and as you were just saying the real goal is to solve a business problem two very different things

[00:16:22] and I think we're going to have more capabilities than we know how to put the work for a while.

[00:16:29] It is a transformative technology like the light bulb or electricity would be a better example

[00:16:35] and it's going to take a while to figure it out. So coming back before we go too far into

[00:16:40] technology and yes you need to have a problem first so in your experience and in your leadership

[00:16:47] of the TA tech space what is it that you're hearing that recruiters and talent acquisition

[00:16:54] professionals are facing and not just naturally concluding that technology solves everything

[00:17:00] but what is it that our industry is asking for? Ironically I don't think it has anything to do with

[00:17:05] technology or at least not primarily technology. I think that the biggest single challenge facing

[00:17:13] recruiting teams today is their ability to collect data, analyze it, rationalize it and present

[00:17:21] a business case to justify the acquisition of technology to be sure but also to protect

[00:17:28] their staff, their headcount budget. I mean look at what we're doing to recruiting teams. We're

[00:17:33] stripping recruiters out of companies just because recruiting is down a little bit for heaven's

[00:17:38] sakes. Haven't we learned this lesson? We've been doing this right over and over again since the

[00:17:43] 1950s. So making the business case I think is really a huge issue. Talent technology companies can

[00:17:50] help with that because they have the data, this notion of mistrust that I mentioned earlier

[00:17:56] we've got to get past that so that they work collaboratively, of course the term is partners

[00:18:01] to work as partners to build the business case so it can go up to the C suite and they can make

[00:18:07] a rational decision. That's one challenge. The other is implementing all this stuff so it works.

[00:18:15] You can buy this stuff but then getting it into your tech stack and getting recruiters trained on

[00:18:20] it, that's a huge challenge and in many cases there's a cultural change or at least a change in

[00:18:25] process and procedures. So I think it's really important to think more carefully about implementation

[00:18:33] for one very important reason. For any company of any size, in many cases the talent technology

[00:18:40] implementation has turned over to the IT department. The dirty little secret of the IT department is

[00:18:46] there's plenty of research that shows that 50% of all IT projects fail and 97% of the time the

[00:18:53] reason they fail is because of lousy implementation has nothing to do with the product itself. Helping

[00:19:01] talent technology teams, whether it's the VP of talent acquisition or the VP of HR not only by

[00:19:08] this stuff but actually fitted into the way the organization works into the culture and day-to-day

[00:19:14] behaviors of recruiters. It's just really a huge challenge. Well let's dig into this building trust

[00:19:20] because we have a lot of recruiters, we also have HR tech companies that listen to this podcast

[00:19:26] and recruiters are trying to trust and trying to figure out what they need to do to get the

[00:19:32] answers they need so they can bring this forward because it is a big risk for a TA leader bringing

[00:19:37] a new solution, a new tool and if it fails it falls on you. So trust is important. The other side is

[00:19:44] for practitioners, what can they do to keep building that trust? What's your take here Peter?

[00:19:52] Well I'm going to show bias because I'm in the business of supporting talent technology companies

[00:19:56] that's the mission of TA tech is to help them be successful. I think it's really a matter of

[00:20:04] interaction. We publish a newsletter every week for the HR and talent acquisition community worldwide

[00:20:14] and all we're trying to do is to help those readers get more comfortable with the thoughts ideas,

[00:20:24] biases and so forth of the talent technology community. The buzz term is familiarity reads contempt.

[00:20:31] I think familiarity actually builds trust and the extent to which we can improve the interaction

[00:20:37] and by the way with all due respect to all of my friends who run these big HR conferences and so

[00:20:44] forth I don't believe trust is built and exhibit booths in a conference hall. Trust is built

[00:20:50] typically in small group settings where you have a chance to really talk to someone about

[00:20:54] something important and deal with one another as human beings. Here here, I'll tell you we've been

[00:21:00] to a few conferences and I know in our debriefs we've often said that Peter that it feels like

[00:21:08] this is for the vendors only not a place where you go with a true business problem. It's actually

[00:21:16] the vendors checking out each other versus helping somebody build a relationship and solve a genuine

[00:21:23] business problem. I understand that feeling all too well in fairness it's the solution providers,

[00:21:31] they would rather not be called vendors but they pay the freight, they pay for all those exhibit

[00:21:37] booths and that's the primary profit line for conference organizers. I understand where they're

[00:21:44] coming from they believe they have made this investment and the return that they earn from that

[00:21:50] investment is the interaction they have with the people at the conference but it's so stupid,

[00:21:55] it's so artificial. That's why we put together the deal center because I think having one-on-one

[00:22:02] conversation with someone even if it's only 10 or 15 minutes long you can really decide whether

[00:22:07] this is a person with whom I want to have a continuing dialogue about whatever the issue is

[00:22:12] that they're trying to deal with. Peter, I actually want to jump on this vendor and solutions

[00:22:18] partner a little bit because here's my take, it's my opinion. I think most are vendors, not many

[00:22:27] are actually solutions provide. I'm not talking about your group, I'm talking about the industry in

[00:22:32] general, not a lot of them are partners and being a vendor and being a partner are two different

[00:22:38] things. For companies listening maybe startups that are like how do I become that solutions provider

[00:22:44] or that partner and not the vendor? I can't tell you how many calls I get from startups and

[00:22:54] early stage companies where the person on the other end of the phone says, I have just invented

[00:23:00] bread. They have not done their homework so they think what they have created is the first time

[00:23:10] the product has ever been produced and all too often the focus as we were saying earlier is on

[00:23:17] the technology and not on the problem. So when I say do your homework, I'm saying two things. One,

[00:23:24] make sure you understand that there's a need for this particular product and what exact problem it

[00:23:30] is going to solve. And two, make sure you know how people in the past because trust me they have

[00:23:36] tried to solve it and how are you doing it better. It's funny you say that Peter because we come

[00:23:43] across this all the time with someone not from the industry and well, did you do your research because

[00:23:49] there was this company in 2018, this one in 2014, this one in 2009. What is different? And they

[00:23:55] can't tell you they didn't even know about those five other business that tried to solve exactly

[00:24:00] the same problem in the same way as they did. Peter, let's jump a little bit into AI. AI and Gen AI

[00:24:06] have been hot topics of conversations. There's been many different opinions and views on this

[00:24:14] and we're still trying to figure out we're still very much in the early phase, right? Like 2023

[00:24:19] was when it became really mass market. If I am a talent acquisition practitioner leader and I'm

[00:24:27] looking at tools that are AI, what should I look for and how can I make sure that I am not creating

[00:24:35] basically bias at scale if it goes wrong? What's your advice for those practitioners and leaders?

[00:24:42] I am not by far an expert in AI governance and I think that is a growth field necessarily so

[00:24:49] in HR and talent acquisition. But first of all, every AI model is trained with data.

[00:24:57] We know when it's trained with historical data that by definition it will be biased

[00:25:03] because we are humans and we humans have historically been a biased species.

[00:25:09] In addition, there is the issues that still out there and unresolved in the courts. A lot of

[00:25:15] the data that's been used to train these models is copyrighted data. If something goes wrong

[00:25:20] and AI products are still creating hallucinations like crazy, whose fault is it the person or the

[00:25:29] company or the organization that generated the data? Is it the company that developed the

[00:25:33] algorithms that manipulated the data? Where does all this happen? First of all, I'm not sure the

[00:25:38] courts have the expertise right now to deal with that but they're going to have to step in and

[00:25:44] regulate. Maybe that's a bad word. Adjudicate how this stuff gets properly used.

[00:25:52] So first issue is the data. The second is keeping an eye on what comes out. I think that

[00:25:59] the recruiter's job is going to change from creating stuff like writing job ads, for example,

[00:26:06] to editing stuff. They will take the products created by AI and make sure that they are an

[00:26:13] accurate reflection of the company's culture, the company's values, etc., etc. Which the machine

[00:26:19] cannot do and probably will never be able to do. I think oversight is really important.

[00:26:27] Having said all that, to come back to the point we were all discussing earlier, these are

[00:26:31] incredibly powerful tools that can do a lot of good. We just have to make sure that we get

[00:26:37] implemented properly. We give recruiters the training they deserve to use them effectively.

[00:26:44] And then recruiting will be a much, much more productive function than it's ever been before.

[00:26:51] Can I add one thing to that? It's continuous monitoring of these AI tools. It's not a set it and

[00:26:59] forget it type of tool in my opinion. And that's complicated because there's a lot of turnover

[00:27:05] on recruiting teams these days. That's fair. You get the oversight in place and you're doing it

[00:27:11] and then half of the team rides off into the sunset and you've got to recreate that capability.

[00:27:17] It's complicated. Really good point, Peter. That is absolutely the truth. And we still struggle

[00:27:25] with this conversation of who owns it? Is it HR or is it talent acquisition? Where should AI

[00:27:32] governance reside in an organization? I'm a flame-flowing radical.

[00:27:37] I believe that human resources should report to TA, not the other way around.

[00:27:44] And the reason I believe that is that you can't manage the resources you do not have.

[00:27:48] The pacing function in an organization is talent acquisition. And if that is in fact

[00:27:54] the case then I believe AI governance should reside in a reconfigured talent acquisition

[00:28:02] department which looks totally unlike the recruiting teams that we have today. There will obviously

[00:28:08] still be recruiters but there will be these other very important functions like governance,

[00:28:15] like marketing. The kinds of things that most organizations have only been able to do with lip

[00:28:21] service. I like it actually. We're talking about this morning as far as I think we should take

[00:28:28] talent acquisition, talent intelligence, recruitment marketing and learning and development because

[00:28:34] upskilling and re-skilling are going to be absolutely critical. Intellent management and HR

[00:28:39] drives the admin just making sure people get paid all the compliance and everything falls in that

[00:28:44] place. So that's my vision of the next talent acquisition or I guess we call it talent management.

[00:28:50] Well if you look at the tasks there were a couple of Oxford University researchers that looked

[00:28:56] New York Fed data and this is dated a bit maybe 10 years ago but they predicted that by this point

[00:29:03] in time 47% of all tasks could be effectively automated. And the vast majority of them are process

[00:29:13] tasks which is what HR often is. On that note we've covered a lot. What else is going on at TA Tech

[00:29:22] right now? I know you have podcast, webinar series. There's a bunch of things. Can you give us some

[00:29:28] insights on that? Yes so we have a very active what we call a digital program it's called TA Tech Live

[00:29:35] every month we showcase a TA Tech member company and we want to focus on not just what they're doing

[00:29:42] for their customers but what they're doing for their communities as well. And we also have a webcast

[00:29:49] that we call Rec ads savvy which is all about best practices in recruitment advertising and

[00:29:55] recruitment marketing. We have a program called Growthcast where we take a look at early stage

[00:30:00] companies and what they're doing to scale up and grow up to be big boys and girls. And then we

[00:30:07] have what's called a round table where we get together four or five six people because as I said

[00:30:13] earlier I have great respect for the thought leadership of this community and we try to tackle a hard

[00:30:20] subject. For example recently the topic we covered was with all of the downsizing going on among

[00:30:26] recruiting teams what's the state of recruiting today? Are recruiters burned out? Are recruiters

[00:30:31] leaving the profession or are they hanging in there and quote doing more with less which is a

[00:30:36] term I hate? The other thing Peter is credit to you you have built a team of who's who in this

[00:30:43] space as well with Bill Fanning Steven O'Donnells and Dissonney. I'm sure there's a ton more but

[00:30:50] you have surrounded yourself with an extremely strong team of really knowledgeable folks in this

[00:30:56] industry and what it takes to be successful so for anyone listening you get to connect with all

[00:31:00] those folks at TA Tech because they know what they're talking about. Peter international spy museum

[00:31:08] in Washington DC June 4th to the 6th let's make sure we get it right TA Tech North America and

[00:31:15] the world job board forum. There is still tickets available TA Tech dot org follow Peter Weddle

[00:31:23] and all the TA Tech folks on LinkedIn and you'll get more information. Peter this was an honor and I

[00:31:30] look forward to meeting you in person in June and maybe before. Thank you very much for having me I

[00:31:37] really enjoyed our chat today so thank you thank you very much. Thank you very much and listeners

[00:31:42] thank you for listening. Thank you Arvois.

[00:31:45] Shelley let's face it. Taxing candidates is the easiest way to hire quicker today but your cell phone

[00:32:00] doesn't connect to your ATS you're sharing your personal number with strangers is pretty scary

[00:32:05] right Shelley and it's not even legally compliant. This is where our friends at rec text come in they've

[00:32:12] created simple yet powerful text recruiting software that works with your ATS plus it's designed

[00:32:19] by recruiters for recruiters so you know it works to learn more and book a demo visit www

[00:32:27] r-e-c-t-x-t dot com mention the recruitment flex and get 10% off annual plans.

[00:32:35] What was it like to be there for historical sports moments and unforgettable performances

[00:32:39] to be behind the scenes on press box access you'll hear from me Todd Jones and other sports writers

[00:32:45] about their experiences with the greatest athletes coaches and sports events at the past half

[00:32:50] century we'll share some stories behind the stories some big some small and some we've only told

[00:32:55] each other let us bow your round on press box access