Welcome to another episode of Turning the Table.

This is episode 1 0 8.

Smart staffing strategies.

We're here with good friend Jim Taylor, Benchmark 60, sir.

Morning.

Morning.

Good afternoon, whatever.

I guess wherever you are, depending we talking, listening, or watching.

We have our good friend in the waiting room, Chris Bousquet,

who's a staffing expert who's gonna be joining us cuz he's got some

wisdom to impart to all of us.

Hey

Chris, how are.

Gentlemen, good morning.

How are you?

Hi, Chris.

. Great

to see you.

Sorry about the miscommunication, my friend, in regards to

how to get into the room.

None at all.

You know what they say, Hopefully late, but worth the wait.

Yeah, absolutely, my friend.

So we were having a conversation last week.

It kept coming up.

Course staffing is the big thing that everybody's talking about,

and so we thought it would be a great idea to bring you in because

this is actually your specialty.

So instead of.

Trying to talk about something perhaps that we know something about,

you're actually in the business of not only recruiting, but also

of, of career coaching for folks who are actually looking for work.

Correct.

Yeah.

Well, thank you so much for having me, Adam.

You know I gotta say that's, I've been tuning into the podcast and I

think I, I only miss one so far, but you know, I really appreciate.

Your you know, your effort, your time, your thought, your insight.

You know, I love the platform and I think that it's, it's getting a

lot of good, you know, conversation and communication out there.

So keep up the great work.

It's really, Thank you.

You know, it's seeing and greatly appreciated you know, in the industry.

So Fantastic.

I really appreciate that.

Yeah.

And Jim for, or Chris, for those perhaps who might not necessarily be as

familiar with you as they should, . You also have a deep deep experience in

the hospitality industry, so can you talk a little bit about your time

at Hillstone and some of that other stuff that you were doing before you

decided to make this particular shift?

Yeah,

absolute pleasure.

I've been in hospitality for 23 years.

The far majority of that was at Hillstone Restaurant Group.

I had the pleasure of working there for over 10 years, and

I worked nationwide with them.

I was in Napa, San Francisco, Denver, New York, New Jersey, Rockville, Orlando.

So close to coast in many different markets.

And, you know, I left that company as enamored on day 3,650 as I was on day one.

Wow.

The company teaches you more about consistency, quality attention

to detail and standards then.

Then I can imagine ever learning anywhere else, and there's other

companies doing amazing work.

Sure.

They do a great job of laying below the radar.

So, you know, they been in business almost 50 years and have almost 50 locations.

But you know, they make you feel like most locations are your own kind of

neighborhood restaurant when you go there.

Mm-hmm.

. And I just learned so much about myself and grew so much, you know,

over the course of the 10 years, really learned how to be an operator.

And the funny thing is, is that one thing that Houstons doesn't teach

you is how to not work at Houstons.

So when you first leave , you know, I remember I went elsewhere to an

amazing, huge company in New York.

And we'll get into it in a minute, but I don't want to make it sound like this

is disparaging, but you know, I remember the first p l was like six weeks late

and, and facilities were not as tight.

and it's just, you know, and then you kind of see that's more of the real world.

You know, I was in like a Fantasyland I was in Disneyland of restaurants.

And then, and this is more of the real world, real people

and real problems and real.

Real issues.

So you know, that was kind of a learning curve for me.

And I, I'll be honest, I came in real, really too hot and you know, a little

bit on fire because, you know, Houston teaches you to drop you into all these

different cities as if you own the place.

So walking, I'm like that.

What are you doing?

Like, this is a mess.

This is wrong.

That light bulbs out.

Like, come on, let's get it together.

And I, you know I didn't get buy-in, I didn.

Didn't get to know anybody.

I didn't get them to let them know me, and it had a real adverse effect and

it took a little while to come out of.

Luckily you know, I lead by example, so I'm like, Hey, this, this needs to be

painted, and then I grab a paint brush.

So I think they, you know, they saw a little bit that I wasn't

just being a jerk about it.

But you know, I really learned from that experience.

Anyway, to answer your question more thorough directly.

I worked at at Houston's.

Then after that I worked for a company called BR Guest in Manhattan.

At that point was already you know, Steve Hanson had sold the

company, but also a great experience.

I thought I was gonna retire from hospitality.

I went to work for Apple at the world's flagship location in

Manhattan for a couple years.

And, you know, that was another level.

So that taught me so much about teamwork and development, you

know, in a busy restaurant.

A manager who doesn't delegate, you know, they shouldn't do everything, but

they kind of, they, they kind of can, you know, they shouldn't, but they can.

In a store like that, with, that's 24 hours of 800 employees doing 600

million in sales, you actually cannot.

So, you know, I learned to depend on other people and develop, and I always thought

if I could have brought some of those skills back to hospitality, how much,

even more successful I would've been.

So that's exactly what I did.

I left after about two years, and then I went to work for Starbucks, opened

their flagship location in Manhattan, one of six worldwide Roastary location.

And really never look back ultimately getting out of operations

and opening a recruiting firm.

You know, as much as I enjoyed working in operations, even at the great

locations, I, I was telling you about, you know, you meet and you work with 50

people, a hundred people, and there was a great experience now as a coach and

as a recruiter, that gets exponential because now I work with operators and they

have their own 50 and a hundred people.

So now, you know, the dozens become hundreds, the hundreds become thousands,

and I really think that's how you kind of grow and, and create a legacy.

And, and I'm, I'm have the absolute pleasure of helping more people now

than I ever have been able to before.

Great.

That's amazing.

Do you miss being, In the grind, in the, in the heat of the moment

and in the hospitality industry.

Every sec, every second of every day.

So one, you know, I really, I miss that, like that, the energy

and the controlled chaos too.

As you guys know, you gotta turn your brain off.

I can't even go to a restaurant with my fiance without sound hate saying,

I wonder what they pay for rent here.

And you know that that server is good or that hostess is quoting way too high.

You gotta turn your brain off else.

You'll never be able to enjoy yourself.

I miss it.

And, and I almost get roped back in like nearly daily, if not weekly.

And you know, if there were more hours in the day or I could figure

out how to not sleep, I think that I would, I think I would.

Fantastic.

I completely agree.

I, yeah.

My wife and I are in here, a hotel in Canada and you know, going up to

the roof bar to have a bite to eat.

It feels like instantaneous just started looking around,

but, you know, where's the exit?

Where are the service stations?

It's just Right.

It's almost like a conscious moment of having it shit it off.

Yeah.

Even when we try to leave the industry, we just can't fully leave.

Right?

Happens, happens, all happens.

All happens.

All

the.

And I just wanted to shout out to a couple folks who have been following us.

First off, I wanna say hey to Stephanie Husky.

So she's been a great supporter of not only the work that we've been

doing on the show, but Benchmark 60 and also Michelle Moreno who's working

with us to sharpen her skills.

And so we say welcome to her as well.

And Jim, I know that we were talking before the show about,

we were gonna try to split this up into kind of two different.

Portions and I know that wanna be respectful of everybody's

time cuz we only have 30 minutes.

But you know, you were, you brought up the point that, you know, most recruiters are

not necessarily career coaches as well.

Some recruiters are just, you know, focused on their job.

But once you ask Chris about kind of what we were talking about and.

You know, best to make use of those type of services, I guess.

Sure.

Well,

yeah, and you know, when I, when Chris and I first got connected,

and Chris, I don't even know if I've ever told you this, but one of the things

that I actually found really interesting about the work that you do is, for one,

you're obviously doing some incredible work recruiting, and you know, if

anybody's listening needs a recruiter, they should definitely call Chris.

But the other side of it that I thought was really interesting was

the career coaching and, and stuff that you do and helping people

position themselves properly in order.

Be successful.

And there's, I mean, maybe you can tell the story better than I

can, cuz I'd probably butcher it.

But there was one example you were telling me and I think our first

conversation about how you just went to the restaurant just to help and,

you know, nobody was paying you or anything, you just went to like, help

the operation, help mentor some people, help, you know, that kind of thing.

And so can you tell us a little bit about your, your sort of stance on coaching

and how you help the industry just kind of move forward and the people that.

Yeah, pleasure.

You know, the way that I feel is and it's changing a little bit, but if

you think about it really, how many times have you had to, you know,

rewrite your resume in your life?

Mm-hmm.

, you know, five, 10, you know, a dozen maybe.

It's almost to the point where it's not really fair that that's what candidates

are judged upon when you don't.

It's not something we do enough to get really skilled at.

Mm-hmm.

. So if I can, you know, if I see a dozen resumes a day, it's an absolute

pleasure to help somebody extract the information that they know that they

know, but maybe they don't know how to present it either on their resume.

So that's the first step.

So, you know, I help people by really highlighting some of their

achievements and accomplishments over the course of their career.

Next, I think it's important to practice the interview process because again, you

know, 30 minutes, 60 minutes of somebody's time that you get in this day and age,

probably over an experience like this.

So possibly not face to face, and it's easy to either, you know, get

nervous or not really comprehend.

Questions should be answered.

Mm-hmm.

. So I think if we can practice that a little bit, that also helps.

And again, you know, this isn't to give anybody necessarily an unfair advantage.

Sometimes that's the result.

But really it's just to extract the answers that I know.

If they had 24 hours to think about that, they would say.

And if you've ever been in a position where you think back and regret and

think about what you could have said or would've said, as we all do every

day interviewing or not, you know, we really want, I really want candidates to.

Get, or to be honest, you know, get or not get a job based on their

real experience and knowledge, not based on their interaction or their

nerves or any of those things.

So, mm-hmm.

, I never tell people what to say.

I never put words in people's mouths, but, you know, I just ask common

questions or questions that I would ask if I was still in operations.

And we kind of practice that a little bit.

And it goes from the beginning of the interview to the.

You know, people don't even realize at the beginning of an interview if

somebody says, How's your day going?

Or How is your commute here?

You know, if you start off negatives and say, Well, you know, I'm having a

rough day, or The commute was rough.

These are all reports of the interview.

So, you know, not necessarily needs to be fake, but I'm having a great day.

The commute was great because if it was rough to get here for an interview, how

am I gonna get to work every single day?

Anyway, I think you get the point right through the end of the interview.

The interviewer asks if they have any questions.

I commonly see people you know, either get an anxious or maybe they haven't

thought through, and they say, No, I think you've answered all the questions.

It's not possible.

They can't read your mind and you haven't asked any questions.

So I always give people at least three or four ideas of some.

Typically good questions that I would want to know.

And then at the very least, that hopefully either gives them some material, but

more often than that actually sparks other ideas that they can have.

So, and then I even offer to the end some tips on salary negotiation.

Again, it's been so one sided for the employer that.

You know, there's, there's some culture and even some legislation catching

up for pay trans transparency.

But I still think that there's six techniques that you can learn and be

skilled at and be confident at, so that you're not just getting a number

that makes sense to the employer that you're actually getting paid for, you

know, what the market value for that position and your experience are.

So, Adam, if it's cool if I ask another, there's just

something that's, he needs to go right ahead from me right now.

There's.

, all of this discussion about how, you know, you hear people saying all the

time right now, you know, the, the workforce has changed or the expectation

of the generation has changed, or, you know, people don't wanna work, or

whatever that kind of thing might be.

Plus the fact that some of the labor shortages that are happening

right now are definitely making it more of an employee market.

You know, an employee driven market.

It's, you know, if you're a job searcher, you're in the driver's

seat to a degree, at least it seems.

So, are you finding that people are coming to you more to say, How do I pick

the right employer as opposed to the employer picking the right candidate?

You know, I was talking to a guy the other day who had an applicant that

had gone to seven interviews that day.

He had six offers in front of him and was basically gonna say, who's

got the best offer, kind of thing.

Right.

Are you finding that people are asking for advice on how to

negotiate that type of stuff?

You know I wouldn't say necessarily in

that direction that comes to me.

What I'm finding more is people looking for hybrid and or remote roles.

And while that certainly is becoming more popular, it's difficult

in retail and or hospitality.

Right?

Right.

You can't sell a tangible product from.

The luxury of your own home, right?

You just can't.

There's some admin roles that are possible.

There's some HR roles and maybe marketing, but you know, day to day

operations is not necessarily the case.

There are some great groups out there one that I used to work with called Need,

Hospitality and Design that is really trying to figure that out even on a, a

management level and they're offering.

It's a beta program, so I don't think they have IT nation companywide yet, but they

have a program where their managers can work at least their fifth day from home

during their admin because we always, you know, we used to either try and work

it in between lunch and dinner, right?

Or go in early or stay late.

But you know, if you're smart and you figure about 20% of your time

as that meant anyway, you just bank it all and do it all in one day.

So whatever that looks like, coding, invoices, doing schedules,

whatever it may be, and they're do also doing some other great work.

I get a, a handful of people that are looking to change industry and on the

surface that, that does sound great, but I generally have to walk them

through what that really looks like.

You know, are you willing to start over?

It's a really humble place to come from.

You might have to go down a couple.

You know, ban bans in salary.

And for those that are willing to, it's a hundred percent my

pleasure to help them do so.

But it's, you know, when you talk through all that and, and benefits and things

that come along with tenure, I would say a good, you know, 60, 60, 70% of the time

we just go back to getting something.

Not necessarily in their comfort zone, but something that, you know, will

continue their career or, you know, yeah.

You know, maybe a little bit of a deviation, but it's really hard to go from

a totally different industry, I think.

Right.

Chris, let me ask you a quick question about gatekeepers.

So, you know, most, a lot of the beginning of the application process

is done remotely and it used to be, You know, there was a person that

was actually scanning your resume.

So I know that you, earlier you were talking about that you are

actively coaching along with the resume process, but more and more it

seems like there are computers or AI that are actually scanning these in

order to look for certain keywords.

And if those keywords aren't present, then it automatically kicks you out.

And so I'm curious to know if you have any advice for the folks who

are maybe polishing up their resume.

Right.

Like the best way to avoid being, you know, thrown out a pile even before they

get a chance to take part in an interview.

Yeah.

Thanks for asking.

I'll be honest, I, I don't mind the ATS applicant tracking systems and

I'll tell you why computers behave more consistent than people do.

Right.

So previously when hiring managers were getting dozens to hundreds

of applications, there's some biases that come into play, whether

they're conscious or subconscious.

There are time constraints, right?

So if I have a five minutes to read a hundred resumes, it's

just not gonna happen, right?

Right.

And then, you know, there's disparity, whether it be ageism, right.

People that put.

Whatever their experience years or even their high school graduation or grad

college graduation date on there, we're recommending against to avoid that.

So the computer doesn't discriminate, but it does have strict parameters.

The advice that, that I have to give is one, while there's plenty

of new ways to design a resume newer than you know, where mm-hmm.

accustomed to the, you know, the old templates keep it

relatively simple because if you.

Put a lot of pictures or if you design it and then import as

graphics, those aren't being read.

So it is skipping that whole portion of the resume.

Right?

Right.

So if you put in the top left colors and you put in, you know, your

competencies generally that, that box of, of, of picture not text, is

not written, not read at all two you have to have clearly defined sections.

So you know, you wanna.

Work experience.

Literally the words work experience, cuz work and experience get picked up by the

ets, Education gets picked up by the ets.

So for, and I listen, I, I understand and I implore people to, to wanna

express themselves and this is the type of expression, but if, if we're

doing something that we think is very modern and we're calling work experience

something else, I don't, I don't even know, you know, life or whatever you,

what I've seen on millions of resumes, computer doesn't understand that and.

It's not programed to pick that up.

So it's, it's skipping over that.

So if you have something random or you don't even put experience in there, it

just sees dates and positions and it's probably not giving you credit because

it, it takes all that information and then exports it into a different type of file.

So you know, you're not getting the work experience that you think you're getting.

And then lastly you know, I really want to implore people to avoid

redundancy because if you put the word inventory and your resume.

More than 3, 4, 5 times, you're losing the ability to get credit or tracked

for other, other types of work.

Right.

So, you know, I'm not saying, I guess my point is to either use different synonyms

for, you know, similar roles or, you know, it's, it's a little bit redundant

even to the human eye to read you.

Inventory, blah, blah, blah, at job one and the inventory, blah, blah, blah.

Same exact thing, job two, and then inventory, blah, blah, blah.

Same exact thing, job three.

So maybe you put, you know, inventory tracking in, in the first job,

and then the second one variance exploration or something like that.

And then the third one, you put, you know, value whatever value estimation,

something along those lines.

So you're mm-hmm.

, you're, you're giving the computer the, the opportunity to, you know, to

recognize different skill sets that you.

Can you, for those people who may not even be aware that the system

exists out there can you talk a, just give kind of brief overview about what ATS

and how it's being deployed in this space?

Yeah,

absolutely.

So any applicant tracking system Is and, and you can kind of tell that

you're going to one, if you've ever gone to a career site and immediately

a bot pops up and says, You know how, Thanks so much for your interest.

How can I help you with the application ? It's more than likely

going to then be going onto an ats.

So the ATS.

Again, scans the resume in milliseconds and picks up some of

these things that we're talking about.

So the experience and, and some of it is just obvious, you know,

the city that you live in mm-hmm.

Mm-hmm.

, the jobs that you've had, the experience, the education, and

then it filters these into the, the output for the, for the client.

And this could be either a rating system, you know, of one to a

hundred of how likely they are to be successful at this job.

And I, I, it's evolving every day.

I'm even seeing.

Applicant tracking systems that tell an employer how likely this

person is to leave their job.

And you know, the, that go into that are another level that you're thinking.

And that's based on the years they've had in the industry, but

also the years, the time that they've had at their current job.

And I guess there's a philosophy that people are staying X amount

of time at a job, so 37 months later, they're more, whatever.

I'm not saying 37 X amount of months later, they're more likely

to leave than if they're still in the honeymoon phase of their new.

And that time was probably shrinking

and that time was just going down.

I read a study the other day.

Yeah.

That globally, 40% and, and coincidentally America, United States was also 40%.

So it matched to global average of current people in the workforce

are look, will be leaving their job in the next three to six months.

Which is, which is insane.

Which is unreal.

And you know, As with any ai, you know, it's gonna get smarter

and faster and you know, this system is not gonna go away . So it behooves

everybody who's listening and watching to make sure that their resumes are

compliant with that system and their websites that you can go, that they do

an initial scan and give you feedback.

Of course, for a, for a fee.

Love,

love lover, or hate it.

It's in, it's in place and getting more popular, so you might as

well use it to your advantage.

Right?

Yeah.

It's not going anywhere.

Chris, if we could pivot to industry or for a second one of my pet

peeves is the way some companies write their their ads for mm-hmm.

for staff.

And I know that it's really important for today's applicants or job seekers.

Find companies in which their values can actually resonate or mesh.

And it seems like there are some companies that just don't seem

to have gotten that message yet because they're starting off with.

They're starting off with their posts, you know, just kind

of the way that always has.

I saw one the other day that the first line above the fold was for an executive

chef, must, must maintain a clean uniform.

Right.

. So, so you get an opportunity to coach your applicants.

Do you also get an opportunity to coach your client, your, your company

clients, insofar as what are the things that they can be doing to

better attract the right talent?

Yeah.

Listen, that's a great question.

. I would say that, you know, any type of consulting is interesting cuz you're

managing without direct influence, right?

All of my clients, I can only make suggestions based on the

years of my experience and hopefully they value that enough.

But at the end of the day, you know, I, I don't, you know, we don't

work directly at, at those clients.

So I think the best partners are the ones that are open to feedback.

Take that critic, that constructive help and put it into place.

I will say that I think my success is.

do in part, to putting a, a, a spin on, oh, an already existing ad and

then repurposing it and placing my own ad to make it, to make it enticing.

And I think that's where I get a lot of my applicants and candidates.

And it's also, you know, sometimes you have a company that the, the ship

is a little too big to steer, so you.

Not that I have, you know, some of my previous employers as as

clients like Starbucks and whether they would or wouldn't, and

they do a great job on culture.

So I'm not really using them as an example, but you know, you

try and steer that ship and tell them how they should place their.

It's, you know, it's not likely to go anywhere, and if it does, it's

gotta go too far up the chain.

So but I think you're absolutely right.

I think that motivations have shifted and workers are re really

rethinking where they wanna work.

I think that a good ad starts with a little bit of history about the company.

I think that adding things like mission and values and culture are, are

really important to today's workforce.

I think that it's been.

Not necessarily any longer just about career advancement opportunities and or

wages and or benefits, which all help.

But whereas those used to be differentiators, now they're

almost like tickets to entry.

And that that's really just what should be getting you candidates in the first place.

Yeah.

What do you see we've talked about this a lot, the whole,

you know, coming from a retention.

Perspective.

We talk about potential a lot, obviously.

What's, What are you seeing some of these companies do that are really

cool in terms of added benefits?

You know, like you were just saying, wage and time off and that kind of

thing is like, just take it to entry.

What do you, what are some of the cool things that you're seeing

that companies are doing to say, you know, you gotta work for

us?

Yeah.

You know, I think that It used to be that wages could have the potential

to be enough, but I think if you, you know, live and die by the dollar,

you're gonna also live and die.

You're gonna die by the dollar, right?

People will leave as soon as they get increases elsewhere.

So I think that there's, there's a lot of intangibles that people.

And clients need to take advantage of.

And I think that a lot of it really has to do with reinvesting in the candidates.

So you'd be surprised how far things like, you know, mental

health and appreciation go.

You know, a lot of these bigger companies are investing in you know,

tools company wide, whether that be meditation and or wellness apps.

A lot of companies are paying or offering gym memberships.

. And then I think on the job, you know, continued education and learning

and development is really important because it shows the investment and

it gives the candidate the opportunity to, to, you know, to have a long

term career with that company.

And you know, it, it's obviously additional investment.

And every once in a while I see candidates that say, Hey, rather than investing,

you know, 20 grand in wisetail or learning development program, why don't

you just pay everybody a little more?

And again, that's, that's really you know, that's the, the paradox.

That's, that's the, you know, it's, it's, it's the fine line to walk, you know?

But I think that there's some really great programs out there.

Jim, you know, you've told Adam and I about Clients that you have that are

you know, offering home clean services and or, you know, laundry services.

Yeah.

I think that, you know, no idea is a bad idea and clients are getting

more and more creative in their offerings and candidates are getting

more and more creative in their

asks.

Yeah.

And really cool.

And just on that note that we were having some discussion about the other

day in some of the urban markets where, The pandemic forced people to either

move out of the downtown cores or at least explore out of the downtown cores.

But so many people who live in some of these buildings and, you know, apartment

towers and stuff, don't have a vehicle.

Right.

There was, there's a, actually a restaurant group in Vancouver where I

live that is buying, if you, if you get hired on as a manager, they buy you a.

. Wow.

If you don't own one so that you can have flexibility on your time off to,

you know, go and explore and do things.

And I was talking to one of the guys, he goes, Yeah, you'll never believe it.

On my first day they gave me a laptop and a the keys to my new truck

and they basically calculated it.

It was, you know, pay $5 more an hour or $10 more an hour, or, you

know, lease a vehicle for somebody.

You know, that kind of thing.

But it's, yeah, just outside the box stuff.

It's cool to see what's going on.

Yeah.

Unreal.

Yeah.

Yeah.

You know, we're getting, we're

getting too close.

I know.

Yeah, I know.

We are.

And we're getting close to our time.

And so, Chris, again, if you had three things, if you had a company client

that was actually open to some coaching and you would wanted to give them kind

of three bullet points that you think are most important based upon your

interaction with the applicants that.

Working with right now, what would be the top three things that a

company could do or present that would probably most effectively

attract the right candidate for them?

Yeah, thanks for asking.

I think that, you know, as we alluded to earlier, really considering how

remote or hybrid scenarios could possibly play into the role regardless.

And I know it's really hard with operations, but there's, you know,

there's ways to think about it and I'm sure that the the payoff would, would

be worth the return on investment.

I think that again, Re, you know, thinking through, if one doesn't

already have, or rethinking if they do, again, the, the mission and values and.

You know, stating that and having that be abundantly apparent and available so that

people can have an idea of the type of company that they're getting involved in.

And then possibly, you know, I'm trying not to rank these, but possibly the

biggest impact would be to consider how these clients can reduce the

interview timeline or steps to hire good candidates are being hired.

Quickly and a, you know, a long drawn out process only exacerbates that.

And when they get another interview process that's quicker and a

quicker offer, they are, you know, they're, they're signing up and,

and kudos to them for doing so.

So, Take advantage of technology, maybe have the first interview,

you know, like this you know, maybe have a second interview right

away, or, or in person, you know, if, if necessary, and if possible.

And then three you know, again, I know that we're all busy and things are,

make it tough, but maybe have a a, a work it into one's calendar, you know?

A certain time of day, every day, the week.

That's just your interview time.

Mm-hmm.

, because when these things are getting pushed, we're losing strong candidates.

Chris, thanks very much.

I think all three of those are really, really powerful, especially the last

one, because to be honest, I didn't really consider that, you know that.

Mm-hmm.

, you know, if you give somebody enough time, that very often there might be

another opportunity that comes their way.

If somebody's looking for you and they wanna work with

you, Chris, how do they do?

You know, I think the best and most available is connecting

on LinkedIn, which is as or more powerful than it ever has been before.

Sure.

On there, you can have access to my calendar and book a direct

call with me to connect and explore how we can work together.

And, you know, traditional email and phone and everything, I'm, I'm always available,

but I think that that makes it easiest for, for the other, I, it's irrelevant.

For me, I'm, I'm open, so I think finding on LinkedIn makes it

easiest for the person that's.

Thank

you.

Appreciate that.

Appreciate you coming on.

And Jim, any final words for the show?

Well,

it's just, I, I think Chris had some awesome insight, right?

The, the world of hiring is, is different now than it was a couple years ago.

So I, you know, I'm fascinated by the, the applicant tracking stuff.

I didn't even know some of that stuff, so, mm-hmm.

you know, that's, that's really interesting and, and I agree with you

the speed of the interview process, I.

I remember when I was still in operation, sometimes it took us like

three weeks to hire somebody and it just surprised they still talk to us

at the, you know, through that process.

So yeah.

I think you've got some great insight.

So thanks again Chris.

Thank you guys.

Always pleasure talking to you.

Thank you.

Thank you everybody.

We appreciate you listening to another episode of Turning the Table with

myself, Adam Lamb and Jim Taylor.

And our guest for this episode was Chris Bousquet and we will catch you next week.

Thanks everyone.

Thank

you.