On-Demand Webinar: Master Skills-Based Interviewing - Simple Methods to Improve Decisions by 3-5x

In today’s competitive talent landscape teams are moving beyond traditional qualifications such as education background and job experience to find the right candidates.

Skills-based hiring, which focuses on core competencies, widens talent pools, reduces bias, and better predicts job performance.

Watch this webinar recording as we explore how the best teams are leaning into skills-based hiring to raise the bar for their organizations.

Key Takeaways:

Structured Interviews: Learn how to design a process that evaluates candidates on skills using behavioral questions to gauge past experiences
Skills-Based Assessments: Discover how to use skills-based questions to objectively measure abilities and provide data to support hiring decisions
Pass-Through Rates: Analyze candidate progression through the hiring stages to identify bottlenecks and optimize your process
Candidate Experience: Explore ways to run a fair, equitable hiring process that enhances the candidate experience
Decision Debrief: Tips on refining post-interview evaluations to ensure the best hiring outcomes

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Why Watch:

Save Time & Resources: Streamline your hiring process with expert advice to reduce time-to-hire and minimize costly mistakes
Improve Outcomes: Gain insights to boost employee performance and reduce turnover
Stay Competitive: Learn how structured, skills-based interviews can attract top talent and position your company as an employer of choice

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Ready to transform your hiring practice with skills-based hiring? Book a free demo with us and see how we can help you hire better!

Joshua Jones: Hey, everybody. Thanks for tuning in to today's webinar, Mastering Skills Based Interviewing. Today, we're joined by an incredible group of humans. We've got Scott Parrish, Lorna Erickson, and Jordan Burton. Please notice the chat feature located at the right hand side of your screen. This is a great place for engaging with content, engaging with each other, engaging with the speakers. However, if you have questions today, please use the q and a tab so that we can find them quickly. Today's webinar is being recorded as always, and by the end of the day today, you will receive an email from us with a link to the playback. Before we get started, I want to extend a heartfelt thanks to Hire Guide for making today's presentation possible. And another thank you to Scott Parrish for being here to handle the moderation of this discussion. I'm gonna turn off my camera and my mic. I'll be watching from the audience side. If anyone needs anything at all, just holler.
Scott Parish: That's great. Thank you. Well, welcome, everybody. I'm Scott. I am the founder and CEO of Hire Guide. My whole career has been in talent acquisition. I have a master's in I have a psychology. I worked for LinkedIn for years launching, talent acquisition products, and I'm currently the the founder and CEO of Hire Guide. Just quickly, I'll explain what Hire Guide is, and we'll jump in because we got amazing conversation, today. What HireGuide is all about is that in order to hire, you have to source candidates, and then you need to select them. And, what we see is that there's a lot of technology that's built up over the last ten years around sourcing. But the very next step in that process is a billion interviews happening every year. And those interviews are Yeah. Slow, poorly predictive of performance, don't treat candidates with the respect that they need. They're just right for innovation. So what we're building at Hire Guide is specifically an interview decision system that's built for the whole hiring team. We really make an effort to support hiring managers with everything that they need, to be successful in interviewing. And, ultimately, this transfers interview waste into interview wins, whether that's saving a ton of time using AI, to save thousands of hours for the organization on workflows, Whether it's wasted data, we take the unstructured data that you have and automatically turn that into better hiring decisions. And, ultimately, wasted hires, mistakes are too common, but better methods of skills based structured interviewing have been shown to increase hiring outcomes by three to five times. So that's enough from me. We're gonna unpack the specifics, of how to do that, and I'm joined today by Jordan and Lorna who are two experts, in this particular area. And I'll invite Lorna just to introduce herself first, and then we'll jump in.
Lorna Erickson: Hi. Thank you so much, Scott. I'm Lorna Erickson. I'm the cofounder of Expert Interviewers. I love interviewing, and I love teaching about interviewing. I think that it's a space that oftentimes companies and interviewer overlook. You just assume you're supposed to just have these skills, assume that you just are given them at birth, and that's not necessarily the case. I had an opportunity to work, for a company, and I've done over five thousand interviews myself, but I got a chance to create a case study over a seven year period to study different interviewing techniques. And I had a chance to identify which ones help to yield the best results for interview process management and then, of course, ideally, hiring the hiring the right person the first time. What I will say is I wish that there was a Scott around ten or twelve years ago because I was doing that via Excel. And I can say that there's much better ways to do that now, and I'm really happy that people have the tools and resources, that Scott and Hire Guide created.
Scott Parish: Thanks. Jordan, I'm gonna let you introduce yourself.
Jordan Burton: Sure. Jordan Burton, cofounder of Talgo. Quick background on me. About seventeen years ago, I took a big left turn in my career and became an executive assessor with a firm called GH Smart. Executive assessment, fancy term for I became a professional interviewer, and I essentially interviewed CEOs and other c level execs on behalf of largely on behalf of private equity funds. Had a great run there. And then about ten years ago, I decided to, start my own practice teaching sort of the art and science of great interviewing and great hiring. That firm is now called Talgo. We worked with, you know, we train high growth companies and the investors that back them on how to build excellence in hiring and interviewing. And we've we've trained thousands of investors, founders, management teams, recruiters, interviewers, hiring managers, and it's my passion, and I'm excited to be here today.
Scott Parish: Amazing. Okay. Well, let's jump in. First, to just situate everyone in the conversation here today. You can barely turn a corner in HR without hearing about skills based hiring, and the benefits what is skills based interviewing? And in your own words, you know, what is structured skills based interviewing? Why does it matter? What are some of the benefits? And yeah. Jordan, maybe you can kick us off.
Jordan Burton: Sure. There was two words there. One was structured and one was skills based. Uh-huh. Structured, I would say, I think of that as essentially, you have a plan. You have an interview guide and you stick to it. You use it consistently from one candidate to the next. All kinds of research suggesting that that is the best way to structure a process, especially around removing bias. But the skills based part, I would say there isn't as much of a clean definition. It means different things to different audiences. But I would say generally, like, a useful definition would be asking questions that are designed to to draw out information that's relevant to skills or competencies that are needed in a given role. And I for me, I feel like absolutely wonderful as long as it's not a certain category of questions, which are like hypothetical questions. I'm happy to explain more why those are kind of out, but asking people things about their past that they've actually done or problem solving experiences that are relevant to skills or competencies absolutely grounded in what you're looking for.
Scott Parish: Mhmm. Cool.
Lorna Erickson: I love that you're talking about that kind of cloud of terms that people use in interviewing right now. So whether it's skill based hiring or behavioral interviewing or whatever it is that that people are talking about, I think the most important component is that it's intentional hiring. Right? You're actually setting up processes that are consistent and structured to evaluate talent, and this allows you to check will double check your assumptions. The people that walk into interviews saying, I'm just gonna have this be conversational, and I'll know the right candidate when I see it. Those are where the processes really break down and waste a lot of time and money and really impact the candidate experience. So as long as you're having an intentional interview process where you're assessing the job related skills, of a candidate, so one, can they do the job? And then two, are they gonna wanna do the job?
Scott Parish: Yeah. Absolutely. We find a set hire guide all the time. We're we're often competing against this this kind of status quo that says that, you know, that sort of ringing interviews is okay when absolutely there's a huge benefit to not doing that and to bringing in some, some some structure. And, you know, what what we've seen too is, you know, when it comes to skills based interviewing, organizing the interview around skills gives you an opportunity to have a decision criteria by which to to ladder things back to. And, actually, what the research shows is that organizing the interview around skills rather than just the resume, where that doesn't necessarily give you a framework to share perspectives and talk together as a team. You know, McKinsey found, for example, that organizing that way can be three to five times more, you know, effective. So it's it's pretty powerful stuff. But we are super privileged that you you have both done hundreds, if not thousands of, you know, thousands of interviews I think you've both said. So having, you know, all of that experience, let's just get some right through it. The the TLDR for for everyone on the on the call. What's one tip that you would give if you're a talent acquisition leader to improve your process? And what's one tip that you would give an interviewer in the room, some different different altitude, different audience on on on great interview. No pressure. Yep. Jordan, you
Lorna Erickson: wanna start over the process?
Jordan Burton: Well, my real answer, what I would say to a head of of talent acquisition at a company, I I honestly think that this is the most impactful thing that I think you can do. Get a meeting with your CEO. If you need to have there's if there's a couple layers in between you, invite you those people as well, and just ask a question of this person. Ask them how important is talent quality? How important is it that we hire exceptional talent into this organization? And when they inevitably, I think in most situations, they will say it's critically important. Enroll them in being your partner in building a culture where interviewing is important, where it is esteemed, where it is a badge of honor. Ask them to kick off your trainings. Ask them to join your trainings. Ask them to find opportunities to send that message. The biggest challenge I see talent acquisition leaders have is that people are off doing everything. It's herding cats. No one's wants to do this. This feels like an extra thing and they have a day job. When you have leadership at the company saying this is not optional. This is the core of what we do. It'll make your job a whole lot easier. On the interviewer side, one simple thing. In every interaction you have with the candidate, be fascinated. Be curious. Be interested. Be engaged. Show your enthusiasm to to learn about them and their story. They're gonna have a better experience, and you're gonna get way better information.
Lorna Erickson: Mhmm. Those are great. I love the buy in that you're talking about from the very top. If you don't have that, it's gonna make everything harder. From from a process standpoint, the piece of advice that that I give is, investing time before you meet any candidate into defining your own right answers. There is, a person named Mark Murphy who wrote a book, and I read this little snippet, and it was just so valuable to me, and it put things in perspective. If you get a bunch of people in a room and you ask them to to, write down a height that's tall, everyone sits there and takes time to write down this height, and you have everyone share their answers, and it's like six feet, six five, seven feet, giraffe, Empire State Building. And you're like, wait a second. We're all using the same word here, but we all have very different perspectives and and life experiences, and that changes our answers. Now imagine that in an interview process. If somebody says we need somebody who's, you know, hardworking and can deal with ambiguity, we're all gonna have different definitions for what that means. So investing the time at the front end of the interview process to define your own right answers will help the rest of the process go smoothly. The second part was, like, what to do in an interview. The top advice that I give is learning how to open and close an interview. Opening an interview sets the tone for that professionalism to say we're gonna be exploring your professional background, and we're here because it's a mutual we're we're trying to decide if we're a mutual fit for each other. I want you interviewing me as much as I'm interviewing you. Does that sound okay? You get a great like, you get a yes from the candidate, and it off you're going. The very end of it, the interview, there's one question you should always ask. And it's after you say, you have any questions for me about the position or company, you give them everything until they have no questions left. And then you simply ask them, is there anything that we didn't talk about in the interview that you wanted to? Let's take time to do that now. That allows the candidate to leave everything on the table, and they're gonna leave the interview feeling like they were properly evaluated. Scott, what are your thoughts on that? On those two pieces?
Scott Parish: I I I totally agree with this idea. Sometimes it's a bit extreme or facetious, but sometimes they questions are are cheap. It's actually what does a good answer look like that's far more important. And people who have experienced with interviewing, you've probably had this experience yourself of asking a question that you thought was really clever. Yeah. And suddenly, you're hearing the answers. They're all over the place. You're not really sure if that's a high signal or low signal, and that that can be really, that can be really difficult. So it's actually what you're looking for, in an answer that's that's really critical. And we're we're, you know, at Hire Guide, we're bringing a lot of technology, to there to be able to help automatically, lay that out for you in in guides. Quick plug. There you go. Love it. No. It's so and
Lorna Erickson: it's nice that you're helping hiring managers do that. That's really valuable.
Scott Parish: So, Lorna, I have a direct question for you. We've already got some comments in the chat here, saying that they let people love your content as do I. I mean, everyone needs a good, laugh in today's in today's world. But you do you create a lot of content poking fun at how sort of unstructured and loose hiring managers are. Yeah. In your opinion, you know, what why is this happening? Why why, you know, why is this the case? And then what is your been experience what is your experience on how to get them to change to actually Yeah. Take interviews from the treadmill?
Lorna Erickson: It what's interesting is that, like I said before, like, interviewing isn't often a trained skill. It's an assumed skill. And I think what I do in my videos and so often, I have to say that this is not a script. Like, it's sat it's satire. It's not a script. But part of the reason why is I wanna show how outdated many traditional interviewing techniques are. And when you're able to see it in a in a joking fashion, it might make some people stop and pause and be like, wait a second. I don't have to intimidate this candidate in order to get the information out of them? And at least allows people to reflect on where did you get these interviewing techniques. And oftentimes, they're either hand me downs from traditional managers or you're just recycling and repeating and kind of regurgitating things that happen to you as a candidate. And those aren't the best way to do it best ways to do it. So I like to use humor and satire and these skits to show these are outdated practices, and there is a better way to do it. In terms of how do we change people's thought processes, I data is one thing, to be able to talk them through and say, if you're tracking the data, if you're using Hire Guide, that's a much easier way to do it than Excel spreadsheet. But if you're tracking that data, you can say, look at our interview process management here. We're wasting a ton of time interviewing all of our candidates to the very last step of five steps of an interview when we should be eliminating some of these candidates throughout the process. So I think data is a really important piece and then always recognizing that sometimes some people are not gonna jump on board. And I've wasted a lot of breath with people who won't. They have to be willing as well.
Jordan Burton: Yeah. I would just say a plus one on learning how to part ways diplomatically and lovingly with candidates that are not a fit upfront. The process leverage, it's great for the candidate too because they don't waste eight hours interviewing with you only to get rejected. Plus one to that.
Lorna Erickson: Yeah.
Scott Parish: That's great. I know we have a lot of talent leaders on the call today too. Yeah. Well, I won't be able to track with the conversation, but if you wanna add into the notes your perspectives, I think just just as a community, we'd love to learn from from all of you and specifically around this issue of, you know, tips to help, you know, hiring managers take this more seriously. I mean, I can't tell you the amount of times we hear from people that it's just using all of my social capital to get them to put their notes in the in the in the in the ATS. And, you know, that's that's really hard for me. Our perspective at at Hire Guide, though, is that, you know, a lot of applicant tracking systems are applicant tracking systems, and they're not interview decision systems. And ATSs are often built for recruiters, but haven't really done a lot for those hiring managers. So when you're chasing them down to say, hey. Why don't you put your notes in the, you know, in the in the ATS? What does that do for a manager? Is that just a place where my notes go to die, or am I actually you know, are you helping me with my jobs to be to be done? And so I think there's a big opportunity also to meet managers in the middle on this change and, and to offer them more value about the things that they like, what questions should I ask? How do I bring the team together? How do I make a really good decision? Because guess what? I'm holding the bag on this is probably strategic decision I'm gonna make. You know, how can you help me take notes? How can you, you know, etcetera. So, it's an interest interesting topic. We'd love to hear your all your comments. Mhmm. And okay. Switching gears a little bit, Jordan, you mentioned you have a lot of experience with executive recruitment. One of the things I hear a lot is, you know, can you do structured interviewing or skills based interview with senior people? I hear a lot of leaders say, hey. That sounds like an interesting, you know, method for junior roles, but with senior roles, we we can't do this. So what's you what's different about interviewing and senior roles, and what's your perspective on that?
Jordan Burton: Sure. Well, I will say structured interviewing is what most executive assessors do. Truly the same principles do apply. And I would say it's execs in any leadership role within an organization, it's we're all human beings, and it's about building a connection with a person, asking the right kind of questions to elicit information, verifiable information, accurate, reliable information, and then map that against some kind of a role definition that we've established at the outset. The tweaks that I would make when we're talking about leadership and certainly senior executive hires, you need of I would say, generally speaking, you need to be a little bit less leading with your questions. When you say something like, how have you used data to drive an important strategic decision?
Scott Parish: Mhmm.
Jordan Burton: You've broadcast what you're looking for and you're likely these are media trained people. There's they've had these conversations many times. They're more likely to sort of manipulate or move their story to kinda fit what you want. So we we call it side door questions where you take them to relevant stories about decisions, but without broadcasting what you're looking for. I think you also generally need to steer clear of hype like like, I referenced this before with hypotheticals. A lot of execs get questions like, what would you do in your first ninety days here? How would you think about this thing? How would you handle you know, you have conflicts between blah blah blah. How would you manage conflicts? Well, a conflict avoidant person is gonna give you a great answer.
Lorna Erickson: Yeah.
Jordan Burton: Hypotheticals are a little bit cheap talk. Somebody can paint a fictitious picture of themselves. So with with leadership level hires in particular, we want to ground that in actual stories, actual things that happened in their past where there was other people there. There were witnesses there to see it happen. We just get a lot more accurate and reliable information. And these people have longer careers. There's more data to get. So spend time to learn about where they've been and what they've done. But generally speaking, they're human like everyone else. Get in there. Ask great questions. Show your enthusiasm.
Scott Parish: Mhmm. Yeah. That's great. I think you got a question, Lauren. I know you don't work with that group, but if you have anything there.
Lorna Erickson: Well, it's interesting because we we work with many different levels of interviewers, that are interviewing for lots of different levels. And I I joke with them that whether it's a director or VP level or if it's an ice cream scooper, I'm still going to have a similar set of good interview questions, that format, I should say, that I'm gonna use for each side. Like, so it doesn't really matter. As long as you know your right answers, then you can reverse engineer that into into great question.
Scott Parish: Yeah. I yeah. I I I love that. I think going in with some sort of plan or structure with what you're doing is really important. I do see too often sometimes, you know, senior folks say, hey. I wanna, you know, rely on you know, I've done this before, and I can just kinda go in, and I have a sense of people. Yeah. I really don't I don't think that that's the case. And I also looked at what you're saying about probing questions. You know, I think a big thing with interviewing questions is not just, like, one lava, but actually, like, even deeper. And the cool thing is that technology can really support that now. So, again, like, that's another thing that we're doing with technology is being able to say, like, here's a great question. Here's what a good answer looks like. Here's some ideas of where you might, you know, push deeper on that. Mhmm. Being able to support those people, and that can really increase the the high signal, that you can get from these responses.
Jordan Burton: Absolute. I would just echo the thing around follow-up questions. Yeah. If we treat interviews like I'm gonna give you a magic question and you're gonna give me this nice little pitch in response, you're pretty much guaranteeing that you're gonna get the surface level prepped canned answers
Scott Parish: Right.
Jordan Burton: That a candidate's gonna have. We want we see interview questions as the initiation of a dialogue. Let's get to a relevant story and let's explore it together collaboratively. So and I think that there's, you know, tools, AI in particular, can play a big role in helping interviewers learn how to manage those dialogues as opposed to just waiting for the candidate to perform after I ask my question.
Scott Parish: Mhmm. Totally. Lona, you mentioned it earlier, this idea of, you know, everybody going through the whole interview process. So I'd like to hear from you both. What do you recommend and see in terms of candidate progression rates through the stages? I mean, how should talent leaders sort of think about those benchmarks in moving through? Where do you see particular bottleneck bottlenecks, in that process?
Lorna Erickson: To to me, it it the bottlenecks are gonna depend on the relationships between each of the hiring managers and their TA or recruiting partners. So if you have a really, good relationship with your TA partners or your recruiters where they're actually a part of the screening process rather than, like, throwing a hundred candidates at you and just being like, you sorted out. Right? That's gonna impact that interview to interview ratio depending on how each person has prepared through that interview process. A simple quick number that I typically give is that if somebody makes it to the last and final step of your interview process, you should be eighty percent sure that you're gonna offer the person that job. That's a quick one that I jump on. There are ways to break it down prior to then, but that to me is more client hiring manager specific, that we usually work with them on. But eighty percent sure you're gonna hire that person at the end is a pretty good benchmark for me. What do you guys think?
Jordan Burton: I would certainly echo the point on, it's different for every company. When we go in at the outset with a client and learn about what pain they're feeling, it's different for different companies. But in terms of process and bottlenecks, two come to mind. We reference screening before. Can't overstate that one enough. Like, having a process where you actually do make data driven decisions on whether we're gonna spend a lot of time with this person or not. Anytime your screening process is superficial and do they check certain boxes and, well, I can't find anything we don't like. So I guess we should we're looking for signs of a great fit of greatness of of something that's gonna be compelling. If we can cut more earlier, we can spend more time with people and go deeper and not overburden all of our interviewers. Number two is I'll call it, the Amy problem. Amy is our top engineer and also happens to be our top interviewer. And nobody gets hired at our company unless Amy's met them because she has some amazing special sauce that always make sure we get a great candidate. That's not very scalable and it's not a great service to Amy. Right? We need to have a way to train up, to scale up interviewing as we grow so that we have capacity and we're not reliant on a few just ace interviewers in our organization. So there's a kind of a capacity management problem that can come from a kind of default to a few key people.
Scott Parish: And I do have
Lorna Erickson: a question for you, because I'm kinda curious. So most companies either
Scott Parish: Come on. I like it.
Lorna Erickson: So what I've noticed and and a lot of companies are are have never taken the time to actually peek behind the curtain and say, like, pause and just say, what is actually going on right now? Maybe in that second step of the interview process, a hundred percent of the candidates are getting through. Very valuable step in the interview process. Right? So I'm curious to know how, like, you and Hire Guide view that process and how you help hiring managers to recognize those bottlenecks.
Scott Parish: Yeah. Good. No. So so it's a great question. I I I love what you said, Jordan, too about there is a conceptual difference between the two steps in selection, which is screening and then interviewing. And, you know, screening, as you pointed out, is very much about sort of rooting out people who, can't can't do the job or not aren't necessary fit. And then interviewing is much more about a positive sort of selection where you need to go deep. And the more that you can kind of screen out, effectively, then the more time in Canvas you have to go to go deeper. So very much agree with that. We, I'm also very much a fan of behavioral science. I think, like, BS aside, what does it take to make a better hiring decision? And there's sixty years of science on this, and it's not a magic bullet. It's too different whether you're hiring for, you know, Best Buy versus investment banker. But the thing that's common to both of those is, a good process. Like, a structured interviewing process will significantly improve those those outcomes. And one of the tenants of of structured interviewing that's very helpful is scoring. So we are we are a fan at Hire Guide of putting a numeric value on some of those opinions because, otherwise, it's in people's heads. It's very hard to sort of bring together a perspective in that way. Now let me just say on scoring. I do not believe that four point two one is better than, you know, one eight. And, our PhD in hiring science, Alicia, would disagree with me, and she would say, hire the four point one. You know? I don't think it's it's not that much of a science. You get the majority of the benefit from reflecting and actually having to justify a particular opinion. But the nice side effects of this is when you're thinking about the candidate's flows is that now you have a read early on, and you can kinda see who's dropping below the pack and make those decisions as you go so that you're spending more of your time on the people who are more likely to get hired. And the other major benefit is when you pull things together in that way and you score and you use these more structured methods, you also have a better way to communicate feedback to candidates. We'll talk about that in a second, but I think that's a big thing. It's already organized for you. You're not calling some hiring manager and being like, can you send me a picture of your chicken scratch beside the desk? And then I can you know? It's it's there. So we're a big fan of scoring. That's what we see. We see that a lot of organizations, when they start using HireGard, actually start reducing the rounds, that they have. They're typically starting in a four to five range. And, actually, if you're being good with your Canvas, you can get that down, to the sort of three three impactful conversations to make a decision.
Lorna Erickson: That's awesome.
Scott Parish: Yeah. Great. Okay. Let's talk. What do we wanna talk about next? Let's talk about that. Mhmm. I mean, LaLorna, I'll I'll point to you because I think, like, you feel you've also had some great content on how poorly committed are treated in the average interview process. Like, this is a fascinating cultural phenomenon for me. What have you seen as, like, a good experience? You know, what do you think the biggest thing that candidates aren't getting? What's your whole perspective about this sort of candidate experience?
Lorna Erickson: Yeah. Every time I start, like, a live course with people, I ask them, write down a memorable interviewing experience. And probably more than ninety percent of those are negative. Like, those are the those are the interviews that stick out in your mind and last the longest. It might have been a very short period of time, but you're gonna hold on to that and remember that for a very, very long time. I think some of the common, negative interviewing processes that or practices that come up are being asked questions that aren't related to the job. So these are questions that relate to protected characteristics, just personal questions. The blanket statement is they're just simply not job related. That throws candidates off. They're there to talk about their professional background and, when instead they're asked about, you know, where they're from or what kind of car they have. Like, who knows what? If they have kids, that that definitely throws them off and makes for a negative interviewing experience. The second biggest one that comes up the most is, a ridiculously long interviewing process. Having to come back for three, four, five interviews and then being asked repeat questions throughout those additional interviews where no new information is being uncovered, it shows a lot of disorganization within a company. And, you know, candidates have first impressions too. Right? So, it doesn't necessarily set the first impression. So from a candidate experience standpoint, those are the top two things that I've heard the most that come up. Yep.
Jordan Burton: Yeah. If I could add a couple to it My own. Would echo all of those. One of them is just poor communication, not letting them know where they are in the process and letting there be big delays without anything happening. Also, people tend to move pretty fast to set especially high performers. Let's keep a tight loop and, again, make this a priority. Make it a privilege to be an interviewer. Block your calendar. This is the most important stuff we do. The other I would say is, especially post pandemic every all the video interviewing, the person's backlit, they're ten feet behind the camera, they're staring at their second screen, they're looking bored and tired, they're slack beeping. It's miserable. We need to show that this is the most exciting thing happening. This person is in this vulnerable place of sharing who they are and there's a job on the line. Let's make this a rich, focused, engaging, warm interaction
Lorna Erickson: Yeah.
Jordan Burton: And have this person come away feeling like, you know, whether or not they get the job. Those people cared about me. They cared to learn about who I am and what I what I what I'm all about.
Scott Parish: Mhmm. That's great. So we do we just actually did some research on this at at Hire Guide. We really believe in this idea of of higher kind, which is candidates are just not treated with the respect that that that like you said, you you Jordan, you mentioned vulnerability. That's exactly how I feel. You're so vulnerable when you're showing up to an interview. You've done all this preparation. You know? You're coming you're coming there to do it. And the average experience that people get is is really not is is is not great. And, so we did some research on this. We asked candidates, like, hey. What would be some of the more most important things for you? And give some options all the way from, hey. Hey. Just, like, feedback on what I'm doing. So I could do, like, AI coaching, because, actually, you know, nowadays, interviews can be recorded and transcribed. You could coach the, coach the candidate. We said, you know, would you would you like more be able to ask more private questions about the company, you know, etcetera etcetera. There was a, we use a methodology called max diff for all you, nerds out there. There's a very clear one that came out on top, and that was feedback. It's just candidates want feedback more than, you know, more than anything. They want a respectful process and they want and they want information about how it went and how that decision was, was made. So I think that's pretty pretty powerful and almost impossible to pull off today with modern methodologies because if if you don't have those structured processes that you're talking about, there's no way to organize the feedback, and there's no way to sort of communicate to candidates how you made that choice because you don't know how you made that choice because everybody just roughed up and. That's
Lorna Erickson: so well said.
Scott Parish: Yeah, you know that's I think that's a sort of fascinating fascinating topic. I really hope this changes in in five years. We sort of look back at this as like wow. Like, how do they get away from this for ten years?
Lorna Erickson: Yeah. Yeah. Like, I think
Scott Parish: Hundred years.
Lorna Erickson: The way that we interview, and the information that we're sharing with interviewers, it does help to balance out, like, the unnecessarily unbalanced power dynamics of interviewing. I think that traditionally, the interviewer has the power, and I will show up when I show up, whether it's late on time or next week, whatever it is, or I will ask intimidating questions or, like, whatever it might be. Like, those are so outdated now. And so if we can focus on hiring kind and making it a a process that, it's for us a term for a mutual fit, it's gonna make it so much better for everyone involved.
Jordan Burton: Yeah. A a different way to phrase that, Imagine that you have a process that is interrogative, where you're aggressive with candidates, where you're trying to throw them off and see how they react
Lorna Erickson: Yeah.
Jordan Burton: Where, hey. I'm the person who's making the decision and you're lucky to, you know, maybe you'll make it through my process. What kind of people are gonna say yes to an offer when they went through a process like that? Yeah. It's probably people who don't have a lot of alternatives. If you want to go if you want to differentially attract high performers, you're talking about people with alternatives.
Lorna Erickson: Yeah.
Jordan Burton: They're gonna go to the place where they had a great human connection. We pretend that these decisions are all rational and data driven in the candidate's mind. The more important the decision, the more it becomes fundamentally emotional. We need to build that connectivity. We need to hire with our hearts as well as our heads and and show these people that this is an environment you wanna be in because you have options. Right.
Scott Parish: Actually, that's a great point. So let's talk about that for a second. I you know, part of interviewing is to assess and part is to impress or, you know, you're it's about selecting and then it's about selling at some point. How do you talk to your clients and what kind of best practices? How do you talk about can be the impress side of interviewing and the sales side of interviewing and, like, when and how to do that effectively? Mhmm.
Lorna Erickson: Go ahead, Jordan.
Scott Parish: Do you
Lorna Erickson: wanna start?
Jordan Burton: Sure. I'm cure I'm really eager to hear your perspective as well on this. I'll say, like, a couple of guiding principles on this. Every conversation, every meaningful interaction with a candidate should involve two way flow of information. They have questions. This is a two way get to know you. Our guiding principle on that is I would do the assessment part first and leave the q and a for the end. Mhmm. Make sure you leave plenty of time. Like, I wouldn't underserve that. But generally speaking, it's uncoordinated and unstructured and a little weird to have a dynamic where I'm kind of interviewing you and I'm kind of selling you. It's like the selling sounds like the offer is kind of already there, but then I go back to seeing whether you're up for it, like, you're the right person or not. So we do like to separate those in the context of an interview. Yeah. But every conversation needs to have that two way street. Second guiding principle I would say is you're gathering information about this person. Yeah. You're learning about who they are, where they've been, what they've done, what they have loved in their professional past, what they've not. Stop having this one size fits all answer as to why, you know, they should join the company based upon why you join. Most people just project. Oh, everyone's gonna be interested in the comp side of it. Everyone's gonna be interested in the fun side of it. It's different for every person. Decode what is it for this person. It may be about autonomy. It may be about learning and growth. Yeah. Find out what it is that's made them choose roles and choose opportunities in their past. Use that with them. Obviously, of of course, to to the degree that your company offers it, but tailor your message to what you've learned about the candidate along the way.
Lorna Erickson: Well said. Before you started talking, I wrote down a customized sales approach.
Jordan Burton: Well, I I figured.
Lorna Erickson: So I, as I mentioned at the very start, there's two things you wanna find out about a candidate. Can they do the job, and do they want to do the job? Do they want to do the job should be half of your interview. Understanding what did you like most in your last position? What was something that if you could have avoided, it would have made the job better? Like, no job is perfect. Let's understand preferences about job responsibilities, management, how they were compensated, how they were, rated in their job, however it is. I wanna hear the good and bad for all of those things. And then at the end of the interview process, it's so easy to say, we we wanna offer you this job because we know you can do the job because of the examples that you gave here, here, and here. And we also wanna offer you this job because we know you're going to love this job because it aligns with your motivations and hear, hear, hear. So, I mean, if you get that kind of offer as a candidate, you're gonna feel so good knowing that you're so well evaluated tech lens to to to this is, like, those signals what drives me crazy is, like, how much information lost
Scott Parish: there is in interviewing today because people don't take very good notes. Yeah. You don't have a record of that. It's it's been hard to go back to it. And when somebody tells you point blank, you know, what they care about and why they wanna join your organization, That should be a back to your point, Jordan, about, like, fascination and cure like Mhmm. You better get that point. Because later on, when you're going to close that candidate, being able to understand the pattern of things that are important to them and being able to sort of frame things in in what's important to them is really, really important. So I'm I'm just excited about how technology can help with that. Take unstructured data today and and structure that. Start to organize it, capture more of the signal. Yep. That ninety nine percent is being dropped with, you know, a little bit of chicken scratch in the ATS.
Jordan Burton: I would I would love to tackle on one other bit of this data puzzle that
Joshua Jones: I I know
Jordan Burton: you guys can help with with interviews. When we've worked with clients and we looked at the ones that got away, these candidates that they really wanted to hire and some other better opportunity pulled them away. We've all experienced these especially when we're aiming high. What's interesting is we looked at the artifacts of the process, the interview notes. Right? This is the the data repository that you can get. And usually, the reason why they ended up saying no was encoded in a question that they asked along the way. They asked a question, something about the way the company is, about the competition, or about the product, or about something. And the reason they ended up not taking the offer was something that they asked in the form of a question. We don't think about it, but from a candidate's perspective, they're probably not gonna tell you. Here's what I'm concerned about. Here's why I might turn this down because they they don't wanna not get the offer. Yeah. They will often share that information in the form of a question asked. So Yeah. Capture candidate questions. Capture their questions.
Scott Parish: That's that's that's really interesting. Okay. Switching gears a little bit, Jordan, I'd love to just talk about, what is a good decision debrief looks like look like. You know, we're bringing together interviewing is not a solo sport. It's a team sport. You've now got opinions across a bunch of, you know, loud voices and, you know, aggressive personalities. What are some of the do's and don'ts around bringing the hiring team together?
Jordan Burton: Yeah. It's interesting. At Talgo, we are nothing if not opinionated about interviewing, and there's things, like, we're really rigid about. But this is one of those where I'd say there's not one perfect way to run it. A lot of it depends on the role, depends on the culture, the organization. So there are different ways to do it, but there are certainly some guiding principles that we'd recommend. I'll throw three out that I think are really important. Blinding the data. So as interviewers are providing their feedback to some centralized person, I would avoid having all of that be exposed to downstream interviewers. What you can have happen is, hey. I had my interview with the candidate. I there were some serious concerns in my areas of focus. I uncovered some things that are concerning, but this senior persuasive person seemed to be very positive for their areas. It might taint my willingness or comfort in sharing my my opinion. So just get all the data together and then let's look at it, you know, on a combined basis as a team. Another one I'd say if you're moderating these discussions, if it's a live discussion with the with the hiring team, I would just make sure that that moderator knows to look out for signs of gut impressions of things that are not really facts about the candidate becoming dominant in the conversation. So if you hear things around, like, I can just really see them working out there. We just really hit it off. I love the way that they exhibited some behavior in the let's really keep it focused on the facts that we get. It's a great way to help mitigate bias. Finally, Scott, is one that you referenced. I love having a rating system, and that rating system needs to mean something. We don't wanna end up in a situation where Lorna's, three is the same as my two. Let's be clear on what a three or what a two means. Have a rubric that we can all evaluate. But anchoring it to something like a rating system to say where we are versus a threshold on a given competency or skill, is an important part of managing that meeting in a more data driven way.
Lorna Erickson: Mhmm. That's good. That's good. And, Jordan, did I and I I mean, I obviously was familiarizing myself with everyone here, and I listened to one of your podcasts elsewhere. Talk about the time that you, want people to give that feedback. Like Sharing
Jordan Burton: the feedback with the candidate?
Lorna Erickson: Sharing the feedback with, like, each other.
Jordan Burton: Oh, with each other. Oh, okay. Yeah. So and I think that there's this is where it can be different for different organizations. Yeah. If I took, like if I did kind of a a map of all the clients that we worked with, probably the majority or at least plurality
Scott Parish: Yeah.
Jordan Burton: There is they kinda thin slice their process to some degree to enable decision points along the way. But there tends to be one set of interviews where each of us are playing specialist roles. We send our information to a central aggregator.
Scott Parish: Yeah.
Jordan Burton: And then before the actual decision meeting, if we have a candidate roundtable, that combined set of information is sent to all parties.
Scott Parish: Mhmm.
Joshua Jones: They
Jordan Burton: have a chance to review everyone's ratings and data points across the items that we care about.
Lorna Erickson: Yeah.
Jordan Burton: So I'm completely empowered to have an informed opinion on this candidate, but we're we're really this is one area that we're pretty dogmatic about is, please don't ask interviewers, do you wanna hire this person based on your one interview?
Lorna Erickson: I see. Sure.
Jordan Burton: That's a recipe to try to cover everything. Everyone's gonna be an inch deep in a mile wide. You you're Lorna, your comment around redundant questions totally agree. And a lot of that comes from, well, I have to cover everything because you're asking me whether or not I wanna hire them. Yeah. Let everyone see everyone's data.
Scott Parish: Right.
Jordan Burton: And then we can make a decision based on the full the full fact base.
Lorna Erickson: That's great. It's an interview process for a reason. And if you're asking a person, do you wanna hire this person after their second interview, it's like, wait a second. We still have another interview to go. So that's, that's a really great point. I love the way that you that you line that out. You know, I think, a couple things in terms of rating and scorecards, for me is that the moment the interview gets over, if you're if you're not using AI to take notes for you, which you should be if you're not, you should be. If somehow you're not, you need to sit down and fill in all the blanks while it's still fresh in your brain. So you take fifteen or twenty minutes afterwards to fill in the blanks because if you're interviewing three or four people for one job, that's gonna be a lot of information that's gonna mold into each other, and it's not gonna make sense. Right? And you're not gonna be able to give that valuable feedback that candidates want so much. When it comes to how to score, if it's you or multiple people that are involved with that, if you did a good job on the front end to define your own right answers like we talked about earlier, it should be as simple as how does this person's actions and their behaviors and difficult similar situations compare to our right answers. How do those compare? And it should be a pretty easy conversation where it's black or white. There's no gray area in there. Yes. This person could jump into the job and run at the same pace as everyone else from this competency standpoint. And then, also, if you did a good job with the motivator sides of things, this person is okay with twenty percent travel. They'll enjoy the travel. Yes. They enjoy working on commission. Yes. Like, if those motivators align, it should be a pretty easy discussion on yes, yes, yes, and scorecard's done. And it should make giving feedback a lot of fun if you've done it the right way at the beginning.
Scott Parish: Yeah. Is it it's interesting from a technology perspective because these these methods are really important, and that's where we when I will talk about AI in a second, but that's where we use AI is pointing towards making best practices easy to adopt. Because it can feel like a lot to, you know, choose a skill and write good interview content and think about the answer and have probing questions for that. And, Jordan, you mentioned this idea of, a consistent scoring rubric, which is sometimes referred to as a behaviorally, anchored rating scale or bars. And so being able to come up with those kinds of things. I'm so excited. Obviously, naturally, it's what I do with my day. But for for technology to be able to, like, bring a lot of those processes to speed that up, and the more that those processes become easy, the more they're used. And the more they're used, the more the fairer, the faster, the better, you know, all all this is. So I'm I'm I'm pumped I'm pumped for that. But, last question, and then I I wanna take questions from the audience. We got so many super smart, people in here, and we will we'll chat about that. But let's, let's just finish with, we have to say it, AI AI AI AI. You can't have a webinar today without, saying that ten times. But what what's so what's your you know, on a let let's do it this way. On a scale of one to ten, ten being ecstatic about AI's ability to improve interviewing in the next twelve months. Let's put a little curtail on it. You know? And one being, like, not excited. Where are you guys? Jordan, go for it.
Jordan Burton: Oh, sure. One to ten. Eight. Okay. I am I am very, very I mean, this is where it's going. Interview AI is gonna change everything, but it's certainly going to affect interviewing massively, and I think in wonderful ways. So I'm very enthusiastic about it. There's so many parts of the process that that can add value, make for a better candidate experience, make for more data driven decisions, improve efficiency, and make this a better part of our lives as professionals. The reason it's not a ten, I think with anything, there's a risk of it making us lazy and forgetting that this is fundamentally a human process. This needs to be a partnership. There are things that AI does incredibly well. And there are things about an interviewing process that are fundamentally human. And we need to make sure that we don't lose sight of that if we end up just forgetting to prep for an interview Because, hey, AI is on top of it. Those are the kind of things that I'm like, we're gonna get there. We're gonna bridge that gap, and I will be a ten. Right now, I'm an eight. Lorna, where are you, Lorna? I'm so curious.
Lorna Erickson: I would say that I'm at, like, a six maybe. And the whole six is because of the note taking, the understanding the data that you can get from that that's just gonna be at a lightning speed. And that that to me is just so valuable. And I think that the reason for the extra four points not being there is I wanna make sure that, it's being used for good, and not being used to make decision on candidates, but rather to enhance the interviewer's ability to like, to gather the data they need to make good decisions. So that's where I'm at. I think it's so valuable and so exciting, and I look forward to not having to teach how to take notes in my courses. Instead, I'd rather just say, please use AI, and then we'll capture all the data that we need to help you make better decisions moving forward. Scott, what's your number?
Scott Parish: I think, you know, running an an AI company in this I'm gonna say, we'll put my number probably around seven. And and it's it's not you know, it's it's not a ten for a lot of the reasons that you talked about. I think you have to be very careful about how to deploy AI in the context of hiring and unfortunately, I don't see, that high ethical bar, and level of consciousness around this out in the market in general. I think some people are are using AI in ways that is that is really risks harming, harming candidates. And I think one of the big differentiators, at least that we that we think about internally, is the difference between, AI evaluating candidates and pulling the AI at the candidates, and we're not excited about that. Screening might be a little different. As I mentioned, screening is different than interviewing. But when it comes to interviewing, we don't believe in in in pointing it that way. It's it's potentially illegal. And you have to be really careful because if you can just give somebody a transcript from AI, Jordan, and you said, like, enable bad behaviors, and they can just ask any question that they want to that to that question, then they can start to solicit opinions. And suddenly, you have three human interviewers in the mix and a black box LLM now Yeah. Being and influencing this decision. And so there has to be very careful guardrails. What I think the the good place for AI is and where we point the AI isn't at the candidate and that and and those kinds of things. It's at the process. We believe that, ultimately, like, interview notes and stuff is interesting. It can get Kate some efficiencies, but the bigger picture here is good decisions that result from good process. And AI has a huge role, I think, to actually improving the process and helping people do the right things, coach hiring managers. So we're actually pointing it more at the interviewer rather than at the at at the at the candidate. And I very much believe in the idea that AI plus humans together are are sort of a better thing. But I'm worried as you are, Jordan, that as AI technology, advances, that it's like donuts in the cafeteria room. You put donuts in the cafeteria room, people are gonna eat it. If
Jordan Burton: you, you
Scott Parish: know, if you just make AI able to populate your scorecard, for you, why do you have an interviewer there in the first? So never ever allow the AI to, you know, inform information. Those ratings and scorings, that's a human decision. You know? We can help arrange the blow by blow. But I'm a little bit worried about people taking shortcuts and then organizations finding out what happens when a black box LLM hires their Oh, yeah.
Jordan Burton: Yeah. Massive risks for sure. Yeah.
Scott Parish: So we there but there's responsible uses of it now, and I and I and I can I it's it's amazing to see the sort of pickup and the quality, of what's going on in this space? So I think in balance, it's gonna be much more good, hence the, you know, some but I think we gotta be really careful and talk about this more. Like, when is it good and when is it not? Okay. We've we've shared a lot today, but I know there's a lot of questions from the audience. We were gonna do some quick polls, I think, just to share with you just to get to get the sort of feedback from the group in there. We wanna do that just in maybe one minute, but hopefully fast so we can open it up. Like, I love all these comments about
Lorna Erickson: Yeah. Me too.
Scott Parish: Yeah. If quickly, you can respond to this, piece, and we'll share this information out with the team. Great.
Lorna Erickson: Not bumped up fast. That's awesome.
Scott Parish: Yeah. That's great. You know, training training training interviewers. I don't know if we can go to the next question right away or whether that rushes some folks along. Yeah. It's really interesting this sort of journey that organizations are on. I'll just quickly say on this. You know, skills based hiring often starts in performance management and then moves into, you know, screening. And then but skills based interviewing is a sort of unique thing, that we're seeing a lot more. Last question, and then we'll open it up.
Lorna Erickson: You know where my vote is on this one. I have to document notes. I don't mean to skew. Sorry about that.
Scott Parish: By talk about bio sample for, you know, submit your feedback before everybody else.
Lorna Erickson: I'm sorry.
Scott Parish: I'm just getting into it. I know. It's it's this is this is really just to sort of share some feedback from amongst the, the, the community. Okay. Let's great. Let let's open it up. We'll share this in the recording afterwards and, the email. But, yeah, what any questions for the team?
Lorna Erickson: There was one question I saw in there that I'd like to ask both of you, that somebody wrote in there is, what are your thoughts on giving candidates the, interview questions prior to the interview?
Jordan Burton: The way that we ask questions, it doesn't concern me at all. I don't know that I would do that as a standard practice because you're then you just have to get through the canned answer and get to a real dialogue. But I think there's the whole notion of there being magic questions, As soon as there's a magic question, it's up on Glassdoor and everyone's prepped their magic answer. Right? So I think ideal interview questions should be relatively straightforward, simple things that point to something that's a verifiable story from their past and we unpack it in a dialogue. There's no rocket science there. I'm happy to let people know that's what we're here to do.
Lorna Erickson: Scott, what are your
Scott Parish: thoughts?
Joshua Jones: Great job moderating, and there are a ton of questions in the q and a area. So maybe if you wanna I can I can go through there if you wanna kinda look as well and pick and choose? Is that all We'll
Scott Parish: try and do rapid we'll try a new rapid fire so we can get a few, a few of them in there. So I'll pause. I think Jordan answered that.
Lorna Erickson: I see.
Scott Parish: Well Yeah.
Lorna Erickson: That's great.
Scott Parish: And, yeah, if you could help us out, I haven't seen, I I was too engaged in the conversation, and I have not read the chat. Mhmm.
Joshua Jones: Josie asked, what are your thoughts on scoring matrix matrixes
Jordan Burton: Laura, you wanna take it?
Lorna Erickson: Yeah. Scoring matrix. I I kinda said earlier, my main goal is to determine whether or not this person's skills align with with our top performers. I'm a straight one to five kinda gal. Three means that they would jump on board and run at the same pace as everyone else with that skill set. If it's a five, they're likely overqualified, for that particular role and might get bored. So it just depends for me, but that's kinda how I throw in numbers for scoring.
Joshua Jones: Here's an interesting question. Interviewer interviewee not having an example to an interview question, but that doesn't mean that they're not qualified.
Jordan Burton: K. I'm happy to share a thought on this one. Yeah. I I would need to hear what the question was. If the question was something like this, tell me about a time when you worked on a cross functional team under a tight deadline and you had a colleague that you were frustrated with and you needed to get something done. Right? There's, like, a Venn diagram of, like, it has to be a story about cross functional and working with difficult colleague and tight deadline. No one has recall at that level. Your question's too complex. If you're consistently finding the candidates struggle to come up with interesting stories to explore, your question's probably overly direct overly directive and has too many filters.
Scott Parish: Jordan, I love your that you're opinionated about this, and it and it's good. The the what we see is that there's, some customers like to use, behavioral questions. You know, tell me about a time. Some customers like to use situational questions. You know, what would you do in a sit or knowledge questions, like explain to me the various, steps. Behavioral science has said that, you know, all three are are are scientifically valid. I'm not saying that you're but there's a preference for one in different kinds of organizations. So my perspective on that is, you know, a a kinda mix. And, also, you should be able to define that for your company. If you're the type of organization that wants to lean in one way, you should be able to do it like that. You wanna lean in the other way, you should be able to do that. You wanna use bars, you should be able to do that. Yeah. Okay.
Joshua Jones: Would you recommend recruiters collaborate with hiring managers to create an interview script, and does this help eliminate bias?
Scott Parish: I I have to. I'm sorry. My my I know what you guys are guessing about. This one is too close.
Jordan Burton: Go for it.
Scott Parish: I do not so I do not believe in in in scripts. I I think that that's too that's too rigid. I mean, for the exactly the reasons that Jordan has talked about. There there it's a pendulum. You swing it all the way to the rigid side where you're reading a script. I think that's that can get that can get problematic. It doesn't leave you the opportunity to probe, to be curious, to sort of unpack the uniqueness of the responses. But then, of course, you you don't swing the pendulum all the way to the other side where you're having totally different conversations with each candidate. There is a sensible, medium, but we don't use the word script, in the in the interview. We use the word guide. We're hired guides. I think it should be thought of more as a I sound like yeah. And What was that? Yeah. K. Thanks. I'm gonna I'm gonna do, like,
Joshua Jones: kind of one answer each so that we can rapid fire because I I can see y'all are leaning in and and people wanna add some flavor. But how do you guys deal with a hiring manager who asked for individual interviews? Five interviewers for one candidate, no panel option, forty five minutes each. Any suggestions, hashtag nuts.
Lorna Erickson: Well, I'll jump in real quick. I think that buy in is a huge component when it comes to hiring. Everyone is gonna some people a lot of people wanna say in who's gonna be hired. Instead of having each one of those people in on an interview, instead having those people in on defining those right answers prior to meeting any candidates, you can build and establish that trust among hiring managers so everyone doesn't have to be there wasting time, delaying projects. But instead, they can be working and trusting their peers and partners hiring on what was discussed.
Jordan Burton: Absolutely. And another reason to do great like, AI note taking can can be hugely valuable. Nothing builds trust more than me being able to see your notes. I can almost I can almost reproduce the interview. I was there. Right?
Joshua Jones: One person asked, do you have an example of an interview scorecard?
Scott Parish: Yes. So, the ultimate guide to great hires and how to raise the bar on talent will have some examples in there. Mhmm. I also think that you should go, onto onto Hire Guide. We have a, you know, fourteen day, trial. You can kinda get get in there, but you can really create guides for for anything. We also have a tab, with templates, and there's lots of guides and scorecards, available on the on the website. And, the one thing I would say about scorecards, just very quickly, not twenty five things. Job descriptions are a wish list of, you know, everything under the sun. You will not be able to evaluate all of that effectively in a process. We're looking for, you know, five to eight kind of factors that really matter. So the scorecard should not be bloated. Mhmm. Yeah.
Joshua Jones: Great. And there's a few questions related to AI and note taking. One person asked, how do you use AI to take interview notes for you? And then another person kinda piggybacked. Is there a solution for phone interviews? If you're doing a phone interview, is there an AI solution?
Scott Parish: I'll I'll take this. Yes. So you should how do you do it? You can you can use Hire Guide, to do this. So we, you know, fully soft two compliant GDPR. We reach the highest standards in the world for this. We record. We get candidates' consent, all of that good stuff. Afterwards, within seconds, you get a full transcript. You have the the a video record, of the interview. We use natural language processing to divide that into the questions and answers. And, yes, you can support phone. Recruiters find this super quickly super helpful to also have interview notes templates so you can just do your screening calls and actually have, you know, some of the blow by blow extracted for you, like comp expectations, work authorization, you know, etcetera already organized for you. And I think this is an exciting, piece of of interviewing, but II think interviewing notes is like one component of what a bigger, picture is around the the quality of hiring decisions. And but we yeah. Our guide does that very well.
Lorna Erickson: So awesome.
Joshua Jones: And we are we are at time. I think we could go for another hour. Maybe we should plan on a part two at some point. But Jordan, Scott, Lorna, thank you so much for for being here. Huge thanks to the team over at Hire Guide for making today's presentation possible. Scott, I hate to put you on the spot, but I'm gonna give closing thoughts to you. But thank you everyone for tuning in.
Scott Parish: Okay. All I would say is, you know, this space a billion interviews are happening every year. This place this space is just rife for innovation. There's a huge ROI on even a little bit of attention. You don't have to adopt every single best practice. Most organizations can get huge wins, and there's low hanging fruit on this side of the equation, on the selection side of the equation. So it's an exciting time to reinvent this for better for the business, for better hiring decisions for candidates, for hiring kind, for your hiring managers to finally get some support in the process. And I'm just, yeah, really excited to to innovate with you all over the next five to ten years. It was it's really it really cracked this thing.
Joshua Jones: Thank you, everyone.
Scott Parish: Thank you.
Jordan Burton: Thanks, everyone.

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