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“Fixing What is Broken” – Hear the Changing Role of Talent Acquisition

Bennett:

good morning good afternoon everyone this is again Bennett Sung head of marketing for AllyO we are an end-to-end we leverage conversational AI to drive both the recruiting and candidate experience wanted to take care of some housekeeping items before you officially get started with the live Q&A; with Jeanand Mary Beth Carter so just for everyone um knowledge this session is being fully recorded however you will you should all have an ability on your GoToWebinar panel on the right-hand side of your right hand side of your computer the ability to ask questions we will take some breaks throughout the interview to engage with those questions that have been asked from yourselves but we also reserved time at the end of the conversation for more thorough QA and just for everyone’s knowledge I really will be on mute but again want to encourage that QA questions to come through again AllyO uses AI to really drive em to an HR management we’re here to really make talent management more delightful and efficient for everyone and our broadsuite of portfolios services are you know AllyO started in 2015 really in the recruitment automation function really to drive improved delightfulness and candidate experience but also to accelerate your core KPIs and talent acquisition which I’m sure Mary Beth and gene will cover some of those conversational top tracks there are things that they they are looking to fix Intel acquisition just recently we have expanded our suite of utilizes I really to drive employee experience everything from the plight of summon is on board entity organization and is being enculturated and also want you want to get immediate feedback on how things are going on with new hires but also the ability for employees for your organization static feedback anytime throughout the employee employee worker lifecycle and then we also want to address and begin to think about while you know it’s sad to see employees go there feedback is critical important to speak to wrap back into the organization so the ability to support interviewing using the same conversational AI is really the platform for today’s today’s modern end-to-end HR management solution so let’s go how to get started again today’s conversation this is our episode number two of HR leadership webinar series by Ally fixing what’s broken hearing the changing world talent acquisition wanted to again introduce today’s guest stars I am again Bennett Sung the host of today’s webinar and the marketing lead here All but wanted to take the time to thank Jean the co-founder and CEO of the Devon group jeans you want to quickly do an introduction 

Jeanne:

My pleasure Bennett and thank you to all our attendees I’m delighted that you’ve joined us today in addition to my role as CEO of the Devon group I’m also the chair of the women in HR tech summit at the annual HR technology conference so I Suspect many of us have met along the way

Mary Beth:

I’m Mary Beth Carter and I am currently the Senior Director of  global talent acquisition for Owens and minor 

Bennett:

Great well I’m again very thankful for your everyone’s words of wisdom that are going to come out of today’s conversation but before we actually jump into today’s discussion that, Jeanne a will have let’s go ahead and take a look and get a pulse check from everyone about this question so let’s go ahead and launch the poll so the polls should reach the poll card polling question is what area of recruiting would you like to see the most improvement in this year I love to you you can go ahead and start voting 

Jeanne:

Oh Bennet I see some very interesting results coming in already in comparison to the reprieve use ones that we run um yeah ah it’s changing so dramatically first we here again now let’s retention now to tie this is abit of a kind of the horse race like aBreeders Cup okay I think we got the majority everyone to vote in so let’s go ahead and close the poll and share the results with everyone and also get some reaction you need just some commentary reaction from gene and very best about what your what you see here is there if there’s anything specifically that catches your eye Mary Beth I’d love your feedback on this because I see the traditional of the traditional time to hire and cost for hire just flatlining so that’s passive anything that doesn’t matter anymore does it it’s making sure that we get the best candidates and making sure that we keep them 

Mary Beth:

yeah I’m not surprised by that at all y

Bennett:

eah great awesome thanks again everyone has the attendees for contributing to you to the axial pulling experience so let’s go ahead and relaunch go back to the PowerPoint so I thought I’ll officially introduced on introduce again team and had a candid presentation and on the interview on back to Jeanne. 

Jeanne:

Thank you so much Bennett so so you know today we’re talking to Mary Beth Carter, senior director of global talent acquisition at Owens and minor and Mary Beth and I have had the opportunity to chat in the past her career has been fascinating and it’s taken her far and wide in terms of the roles she’s had in various organizations certainly the the depth of experience but also across a number of geographies so I think we’re going to learn from her today in terms of how recruiting has changed as well as where she sees it going so welcome MaryBeth thank you so much for joining us. You know one of the first things that jumped out at me when I reflected on our earlier conversation you were an English major in college so how does an English major select talent acquisition as their career path 

Mary Beth:

well I certainly didn’t she saw talent acquisition it chose me I Started my career in special events and why I should say when I got my degree in English I thought I was going to be a librarian of all things and people who know me know that that would be the worst possible choice I’m a people person and I like to talk I couldn’t I Couldn’t spend my life in hushed tones but I was in special events in Washington DC I moved to North Carolina and I became the director of volunteer services special events I thought that was going to be mostly a special event role but in fact it was a huge recruitment role Ifound that I had a real knack for it and when you think about recruitment for PBS every time there’s a pledge drive all those people in the back you know call call in to support PBS my job was to recruit them and in the first year I Grew them from about oh I don’t know one 1000 1500 volunteers up to 2,000 plus volunteers so I want a national award for the amount of recruitment that I was able to do in the level of recruitment and I realized that it was a natural fit and so it really started a catapult in my career into talent acquisition Ithink a lot of people think that talent acquisition is HR and while it sits in the HR function it’s really marketing and sales and that’s that’s what interests me the most and so I believe that successful recruitment takes great communication skills it’s all about asking questions and getting a degree in English start to on that road so you know when you think about intakes and interviews it’s about digging down and understanding the role and the team and the long term opportunity and for me it’s about having those conversations with the hiring manager not just how to fill the spot but what what do we need to do and who do we need to bring in to make the team better so that’s interesting for me and then when you’re thinking about candidates it’s seeing so much more than what’s on their resume so talking to them in probing and you know what are your skills and experience is the first part but you know what’s your motivation what’s your potential and interest to learn and to grow and you know what can you offer the team and one of my favorite questions to candidate is you know what does the company need todo to make you successful and when you ask those kind of questions and when you learn to dig in that’s when you’re really finding the right fit 

Jeanne:

I remember you mentioning that earlier work you did in events I believe Smithsonian and and Aspen Institute which are just getting you know incredibly impressive brands yeah it sounds like some of that marketing activity actually has helped you in your in your role as as a talent acquisition professional over the years 

Mary Beth:

definitely mark must you know recruitment is marketing recruitment is sales and so both of those jobs it was really getting people excited selling a product so you know the Smithsonian Iworked in the lecture seminars and films Department so getting people figuring out what were the best events that we could put together to attract people to come to the Smithsonian and then certainly at the Aspen Institute I was just a little cog in a very big wheel that’s a very prestigious organization and my job what I really learned in that job was how to make the sell so that you can get the best people to participate now yeah you know in your current capacity I’ve noticed that you really run the gamut in terms of the types of jobs you’re recruiting for us you’re recruiting globally for for technical jobs but you’re also recruiting for distribution center openings so what lessons have you learned about you know employer branding or recruitment marketing with the goal of keeping candidates engaged and of course we seethe from our polling results that candidate experience is so important to our attendees today definitely so it comes down to sell or the hook no time no two companies are the same sphere at Owens and minor we’re going through a lot of change and it’s to me it’s super exciting change so when we are thinking about what’s the hook for O&M it’s you know be part of the change be part of this you know with a 137 year old company and it’s be a part of the next the next phase of the company and so that’s currently why I am decided to join O&M I’m at my last role which was tough shed it was being part of a success story it was a company that started with one man and grew into the nation’s largest seller and manufacturer of storage building in my previous roles it’s dip you know what’s the culture in some places like PBS like BBC it’s really cool other places it’s about smallest small start-up where you can make your mark on other industries like O&M; worked in education as well it’s about being in a really important industry and you’re really making a difference to to the world 

Jeanne:

you know I’m Curious As I’m listening to you share this experience set with with our attendees you mentioned having worked at BBC and that was of course in the UK and you also work for a PBS station recruiting all those wonderful people who we see on this on our television screens who are all smiling and you know that that’s a really tough job how does talent acquisition differ let’s say in the UK versus the US or in media versus health care do you think there are some similarities and then some very sharp differences 

Mary Beth:

well there are definitely some similarities and some differences and again it goes back to the hook you know television is creative it’s fun even in the finance or the ITteam you get to spend time with cool people so those are those tend to be easier to fill jobs because there were lawyers of choice and certainly the BBC was an employer of choice and you know we had we had the opposite problem we had to turn people away and figure out how we could how it could make the recruitment process more difficult because we had so many people who wanted to work at the BBC conversely I worked in a place well I worked at Burger King for example and that was very different Burger King some people are interested in working for our QSR quick service restaurant we’re not allowed to say fast-food and sometimes people are s so it’s making sure that you’ve got that hook you know in healthcare for example it’s about doing something that’s important and being able to kind of show demonstrate every single day that you’re making the world better and so as the candidates are different the tone of recruitment has to be different so you need to think about that you need to think about what kind of people are going to fit although I hate culture fit I think culture ad what kind of people are going to make the culture better and then certainly just the nitty gritty when you think about health care and education compliance is more important and you can teach someone how to use an Excel spreadsheet but you can’t teach a surgeon or a specialist nurse so you have to make sure that in those roles that require high technical skills that you are bringing in the best people you know I love that you’ve mentioned culture ad versus culture fit it as an analogue you know it just reminds me of when companies automate something that in a way that they’ve done it for many many years rather than thinking more expansively we see so much focus nowadays on culture how do you feel that candidates can bring new skill sets and new thinking to an organization in an impactful way well it starts with the organization before the candidate so you you need um you need a company that and you know every every HR leader every recruiter needs to work on this you need to be able to think outside of the box and not just filling the hole and taking the box um every recruiter has had that that hiring manager that says I’m too busy I’m too busy to train so I need everybody to you know I need someone who ticks every single box and I don’t care if it takes me three months or six months to get there even though in those three months or six months you could have found someone with high potential and trained them up so you need to start with the business and make sure that they have the appetite to train and develop people and then once you have the appetite you have to weave in the right candidate who can make the team and then ultimately the company better so so you know this theme of kind of fixing what’s broken and driving change and and operating from a you know a strong foundation seem to be pervasive themes in in your talent acquisition journey what excites you about today is recruiting technology and what you’re seeing there well you know I think a couple of things and certainly you know AllyO is sponsoring this this webinar and AllyO’s fantastic and exciting tool and I’m just getting introduced to it and Owens and minor is just getting introduced to it I think it goes again it goes back to the hook in the cell when a company sees what candidate sees me sees that a company’s using cutting-edge technology it makes the company more interesting I also think with technology it’s about the cabinet experience and I say this my team’s probably hear it too much but if you treat candidates like they’re desperate then you just end up hiring desperate candidates so the entire candidate experience beginning at that very first connection that the application has to be easy quick clear and very honest and I think that if a company wants to be successful in the track to those top candidates it has to be easy fast and honest it’s a candidate has to spend 20 minutes you know uploading their resume and then filling in all the blanks with we’ve heard self before they’re just going to find someone else and some other company that won’t make them do that 

Jeanne:

yeah the data is very compelling as it relates to if you make it difficult for a candidate to apply if they’re gone they’re gone they move on especially if it is for a role where there’s a fair amount of options for them you know if it’s a part-time role or maybe a seasonal role other people can be so important to your organization and yet they really have a number of different options you mentioned working at Burger King and thank you for the QSR you know I forgot that acronym you’re absolutely right that fast food is not not in fashion when you’re working for like a BurgerKing and you’re competing against others sr category leaders what did you do differently that you felt helped you attract and retain talent 

Mary Beth:

sure well you know I should go back and think to myself I learned this lesson the hard way I had a headhunter call me and talked to me about a fantastic option or opportunity and she would not tell me the name of the company and she got me more and more excited as she told me about the job and tell me the job tell me the job and she she wouldn’t tell me and I remember sitting at my laptop and she finally sent the job description andI opened it up and it said Burger Kingand I laughed out loud I am not working for Burger King are you kidding me and then I met with the president of Mia andBarbara Him it was the VP of HR who was fantastic and they convinced me but Iwas that candidate Is The Canada’s who said there is no wayI’m working for that company or that industry and again it goes back to the hook and Burger King and all qsr are exciting fast companies there’s lots of marketing so there are lots of cool people when it comes to differentiating yourself it’s really it’s really what are the what is what are the kind of x-factor that you can provide with making sure that the Canada experience is fun but also staying there is fun and then understanding that for a lot of people it is the first first job so making sure that you’re your kind of frontline managers when it comes to the restaurants understand that there is going to be churn and to make those make those decisions the right way I think when it comes to the more senior roles like my own and the corporate the corporate roles it’s again selling the company and selling selling that you can be a part of something and when I joined when I joined Burger King and I was uh Iwas based in Switzerland and that was ahead of HR and talent acquisition forBurger King amia one of the things that I learned was about the importance of process and the importance of candidate experience and having to dive in and make sure that our processes were consistent and when I joined for example marketing manager in Germany and Spainand in the UK they had different job descriptions different processes for selected disc is a different career paths so one of the things I did there has worked with the leaders to make sure that we had the best practice the best policies the best practices the best job descriptions so that we are attracting people in the best way and in the most consistent way and  was a big win that I got when I worked there 

Jeanne:

well you know I’m I’m going back to your Burger King example and I’m thinking about the the brand loyalty that we see you know for certain brands and also what a wonderful opportunity you mentioned people in the early stages of their career what a wonderful opportunity to of course build a talent pipeline but I’m also too have to offer mentorship and and you know what do you when you when you have this success hiring diverse talent pool how do you actually retain that talent 

Mary Beth:

sure well again retention is a bigger piece it’s about working with the business and understanding what good looks like you cant you know unless the business knows what’s what kind of candidate or what kind of employee is successful we can’t continue to filter those candidates for them so being a business partner and that’s something that’s always been important for me in my career I mean some companies seek recruitment as an administrative

function and it’s not a surreal partnership and when you have a fully developed recruitment team that can strategize with leaders that can strategize with hiring managers to notjust fill this role but the next role in the next role that’s really what’s important and I’ve had several rules why I’ve joined I’m in a TA capacity and then been able to grow into into more of a talent management role when I was acting off shadow for five years that’s exactly what happened I started just filling the holes and then really talking about what good looks like making sure there were consistent processes to find you know the best GM’s who could then become the best regional sales managers and the beast regional directors and I ended up running the succession planning and the nine box discussions each year so that’s really how you going back to the retention it’s about that big picture and making sure that recruitment has a seat at the table so that were part of the full conversations and not just fill the whole conversations 

Jeanne:

Yeah I think that’s so important and creating that linkage between talent acquisition and retention is so important as well as we look across the enterprise you know to your point unfortunately a lot of time hiring managers come to talent at the talent acquisition team when there’s you know there’s a fire burning you know a key person has left you’ve got you’ve got to fill that slot right away and and it really isn’t that more strategic discussion about how everything work together and how the wheels mesh together what keeps you up at night with regard to your your talent acquisition challenges 

Mary Beth:

It’s the bits of pieces that I can’t control and so just going back to what Iwas saying before is that I’ve been institutions and we’ve all been in situations where the business is hemorrhaging for whatever reason and it ends up being you know it’s recruitment salty they can’t find the right people and if a business is losing more than they’re bringing in then it’s a you have to look at it holistically you know what is the challenge with recruitment are we able to attract the right candidates dowe have that brand do we have the right process that we’re getting the best in and where we’re making the selection quickly and we’re hiring quickly but also we need to look at look inside and what are we doing with the candidates that we are bringing in are we making sure the onboarding is correct or making sure they’re getting the training that they need in the right time and are we allowing themselves to be vocal you know sometimes it’s you know sit down and shut up when really we need to be able to listen to new hires and understand what their challenges are so it’s really again going back to figuring out what you know looking at looking holistically and figuring out what’s broken and then all working together to make sure that we’re resolving the problem 

Jeanne:

you know I Love that and and I’m going to insert a shameless plug for AllyO here because you know in those instances where maybea candidate or an employee isn’t comfortable having a face-to-face or in-person conversation with someone AllyO has done just a fabulous job engaging people checking in with them to make sure that they’re onboarding experiences positive and that they’re rowing the boat in the same direction as the rest of the organization and and you know we actually have evidence that people like they say thank you to AllyO this you know they’re they’re really comfortable with the technology which I just love 

Mary Beth:

it’s also the analytics so if you’re able to hang on to those check-ins you can say you abandoned you can talk more to this but 20% of the people said it was the training and 50%of the people said it was XYZ so if those analytics are just incredible 

Jeanne:

yeahI think you know as we look at our poll from earlier certainly analytics are registering on the pill and I know you know as we look across the trends in the topics analytics and evidence the ability make evidence-based decisions is just becoming so important you know I’m going to ask you a couple personal questions I hope that’s okay I want to ask you if you could share three lessons that you learn throughout your career what would they be 

Mary Beth:

well you know I ‘m The luckiest person alive I prefer my I Believe that and so I have had a lot of opportunities I’ve worked in you have worked in EuropeI spent a dozen years there I’ve worked with some great companies I’ve been able to work with and grow some great people and the only reason I’ve been able to do that is because I say yes if someone offers me an opportunity I let make sure that people know what I want and I say yes and I’m not luckier than anyone elseI just I’m not afraid to kind of dive in and say yeah so that’s always my first my first learning lesson if you get the opportunity do it don’t be afraid you can always learn it the second is really about mentorship and being a mentor the reason I got that first job at the Smithsonian was because a woman named Marco Delvecchio saw me as a tempI was in my 20s like my first real job answering the phoneI was called jolly hockey sticks I was one of those young people who was ready to grow and start my career and she sawMarybeth jolly hockey sticks out at the front and she gave me a job that I Didn’t really deserve I hadn’t earned it yet but she knew that I wanted it and she knew that I would put in the long hours and the long evenings and she was my mentor so I spent the rest of my career being that mentor and giving back and so for me it’s really about you know finding your assistants and making them coordinators finding your coordinators and making the managers and finding your managers and making them directors and you know additionally being willing to let go of those people as you grow because sometimes you can’t have that next right job for them but making sure you’re sending out that karma into the into the world and then finally it’s really about asking questions you know why are we doing this why can’t change this and people who just always say we’ve always done it that way you know they’re never going to take themselves or their careers or their companies very far so it’s always about never settling for status quo and I Believe that personally and professionally 

Jeanne:

just a few more question and then I see we do have some questions coming in from our attendees so I hope everyone will bear with me just for one moment Mary beth if you could have lunch with three people deceased or alive who would they be 

Mary Beth:

I love this question so for me the people who are most exciting to me are the people who have passion maybe not the prettiest or the most talented but the people who want something and really go for the people who have heart so you may not know some of the people I’m going to mention but the first one is is a writer and director and actor his name is SimonPegg and you made all may know a movie called Shaun of the Dead Simon Pegg is a goofy British actor who should not be a movie star he made one of the best movies ever he’s now of you know one of the best most most important movie makers and he’s moved on to king of the Star Trekfranchise and the mission impossible franchise he’s directing those big movies and he’s just a I say this in the best possible way he’s just a weirdo with a lot of passion and he’s been super successful from being who he is the other one is another weirdo and Ilike to think of myself as a weirdo too but a comedian named Ricky Gervais who’s also British and he had a Britishtelevision show called the office which has now been franchised in a million different countries including everyone knows the American version he’s the most successful comedian in in theUK and he’s again someone who’s a little bit weird speaks his mind has huge passion and that’s what he you know does what he wants to do because he wants to do it and as you and I were talking Iwas saying more about this and another person and one that everybody knows who kind of fills this bill is Amelia Earhart andshe’s one of I have a picture of her my oh yeah the Earhart is someone who is not the best pilot but she wanted itshe was the one who wanted to fly around the world and she was you know other people could have done it I mean she’s the name a name that we all know because simply of her passion and she’s she’s someone who her favorite little quote isI want to do it because I want to do it and that’s something I really believe

Jeanne:

Wow well that actually brings me very nicely to my last question for you but I see again we have questions coming in from our attendee so just a quick sidebar tour attendees please just type your questions into the questions section and we’ll be sure to get to them you mentioned Amelia Earhart you also mentioned earlier a reference librarian immediately thought I have to make this book recommendation to you ‘ve probably read it already and that’s a book called the fly girls which actually looks at the role of women in aviation early on and Amelia Earhart affordance very prominently so so in the interest of all of us on this call building outour our sadly soon to the end of summer reading list what are you reading now and and why 

Mary Beth:

well firstly this shouldn’t be on anyone’s reading summer reading list I I will say that I do have a degree in English and I love reading and so I’m currently rereading James Joyce’sUlysses but only because it was so wonderfully painful in college and I Came upon it on my bookshelf and and soI looked I’m in the chapter for the singing sirens right now do not read as a summer reading list it is it’s umit takes energy and pain and it’s painfully wonderful but I’m reading it because it’s hard and because I it’s been you know two decades since I looked at it and so I wanted to get back and see what I missed after all you know what I missed in kind of what nuances I could gather after all these years 

Jeanne:

well I think we’re all taking away from our conversation with you today Mary Beth that you are not one to shy away from a challenge so Ulysses I guess makes perfect sense for your reading list nowa couple of questions from our attendees and thank you again to our attendees for sharing your questions here’s our first question that’s come through what are some best practices for a recruiter whose company is scaling rapidly 

Mary Beth:

I’ve done this so I joined a company called Mercury health and we built hospitals so literally during my interview they said it’s Tx Theoretically if you had three months to staff a hospital from zero to 250 and three months how would you do it and I Gave a presentation and they all walked out and they came back in about 15minutes later and said you have the job and that wasn’t that wasn’t Ziya reticle you have to do it starting tomorrow so what you need to do is start with best practices you need to set practices you need to put the parameters aroundyou need to then be willing to flex to the business needs so make sure that you have you know what you need to do you need to do it you need to get the right best people in and then you need to scale up from there and be willing to be flexible but my biggest learning lesson when you talk about scaling anything is interviewers everybody is excited about a new project that may require a large-scale recruitment no one thinks about the number of hours of interview time that you’re going to have to that you go and have to put in and I can’t talk too much about what I’m doing soins a minor but I just had this conversation two days ago if you want to hire twenty people you’re going to need a team an hours of interviews interviewer time if you’re lucky you want to hire a hundred people it’s at least four hundred hours of manpower so make sure from the beginning you’re setting those expectations with the interviewers make sure the interviewers are the ones who can actually have the authority to make the offer so that you can roll up and meet those those tight deadlines that you need to 

Jeanne:

you know that’s really helpful counsel I’m curious um we have some other questions coming in related to diversity and inclusion initiatives how can tell an acquisition incorporate DNI initiatives when choosing the most qualified candidates that’s a really hot topic right now 

Mary Beth:

well the answer is choose the most qualified candidates and I think that you know people like to hire people who have their same background who have their same skills it’s they like to hire comfort so be willing to push your hiring managers out of the comfort zone and if you have hiring managers who are giving you push back then take them out of the initial shortlisting and screening process so that they’re getting the top candidates and I hate to be so militant but sometimes you have to do that I think ultimately you need to be a champion and you need the leadership team going and going down tobe champions of diversity be willing to ask the questions and again it’s always more than what’s on the resume and think about that step culture and what do we have what do we need do we need another person from this exact same University Probably not doing it another person who went to this very specific or who participated and worked in this very specific company probably not so be willing to push and stretch as recruiters again as I said before ask why why do we need that why do you need that skill set and then I think also just be willing as a recruiter to raise your hand and if you if you feel that a company’s not you know putting their money where their mouth is raise your hand and escalate because no company can be successful if everybody’s has the same experience 

Jeanne:

and the same thought good advice to our attendees and thank you very much Mary Beth this was a great conversation I appreciate you making time for us today I know we’re getting close to the end of our time together soI want to ask Bennett to please jump back into the discussion to help us wrap it up 

Bennett:

absolutely I’ve I was smiling the whole conversation such amazing advice great insight statistics especially around that interviewing manpower that you need to grow rapidly plus all the interesting insights around what it takes to be successful in talent acquisition so Marybeth thank you so much for participating Jeanne as always thank you for for being an amazing host you asked a very engaging Barbara Walters like questions so really driver but kind of you wrap things up for for the attendees who have listened and for those that are going to be listening in on demand so alio has a special relationship with the future workplace we have a whole circuit which is putting on a certification around AIfor not just talent acquisition but forHR we actually have three enrollments to give out as part of those who have listened in and we’ll email Bennett atAllyO calm so it is a course I’m a five week intensive course you get eit certification credits Marybeth if you’re interested in getting and enrolling your team let me know mate but nonetheless again it is a listening is an opportunity to not only listen to otherHR leaders about their approach to AI in various disciplines not again beyond talent acquisition but also performance learning and such there’s actually action plans part of this course and it’s instructor-led for a good portion of the initiative so it is active learning opportunity to really begin to look at AI across the HR function of your organization so again wanted to offer this to the attendees if you just email Bennett at AllyO let me know the next course starts October 21stand lastly the last wave this is one little you guys are looking if anybody is going to be around the comforts circuit we will also be there so we will be obviously having a big presence at the HR tech conference in Las Vegas on October 1st north come see us at our booths 2600 and get to see Ali a lot more in person and closer together and we’ll be doing a lot of thought leadership speak engagements one as unleash in Paris and it will also be back in NYC for college recruiting boot camp so again thank you again to Jean and very best for a great conversation and to the attendees who have listened in thank you so much for the past 45 minutes you spent with us and we look forward to we will be introducing our episode three with Matt from Anixter of incoming talent acquisition professional at a very exciting technology company so looking forward to that conversation in late September so look forward to that and again appreciate everybody’s time that you spent in of course Mary Beth and Jeans Your your time and your insights that you’ve delivered to you to the market thank you so much everyone have a great rest of your Wednesday.

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