Episode 92: Storytelling in Interviews: How to Make Your Experiences Shine
Christy Harper
Christy Harper is an accomplished Talent Acquisition Director with over 15 years of experience in the field. Her expertise is in identifying top talent, streamlining recruitment processes, enhancing candidate experiences and aligning talent acquisition with business strategy. She holds a BA in Political Science from Brown University, Master’s Level courses in Enterprise Architecture from Penn State University, and professional certifications in HR and Leadership Coaching. Christy’s career journey began in product marketing and marketing research for Fortune 100 CPG companies in the US and Canada, which informs her approach to Talent Acquisition to this day. She has worked across diverse industries, honing her skills in talent assessment, recruitment marketing, and HR technology. Christy’s North American role at Konica Minolta involves developing an exceptional TA team, optimizing HR Technology to enable success, partnering with the business to co-create solutions, and creating a best-in-class candidate experience. By creating an inviting candidate and on-boarding experience, she ensures that Konica Minolta attracts and retains top talent.
[Sara] Christy Harper is an accomplished talent acquisition director with over 15 years of experience in the field. Her expertise is in identifying top talent, streamlining recruitment processes, enhancing candidate experiences, and aligning talent acquisition with business strategy. She holds a BA in Political Science from Brown University, master's level courses in Enterprise Architecture from Penn State University, and professional certifications in HR and leadership coaching.
Christy's career journey began in product marketing and marketing research for Fortune 100 CPG companies, which informs her approach to talent acquisition to this day. She's worked across diverse industries, honing her skills in talent assessment, recruitment, marketing, and HR technology. Christy's North American role at Konica Minolta involves developing an exceptional talent acquisition team, optimizing HR technology to enable success, partnering with the business and co-creating solutions, and creating a best-in-class candidate experience.
By creating an inviting candidate and onboarding experience, she ensures that Konica Minolta attracts and retains top talent. And these are some of the topics we're going to be discussing in today's interview. We are so lucky to have her on Prospecting on Purpose. Christy, welcome to the show.
[Christy] Sara, thank you so much for having me here. I'm really looking forward to our discussion.
I'm so excited too. My first question is usually asking about your background and sort of your career journey. And I appreciated that your bio gave us like a snippet of it, but I'd love to learn a little bit more about how you found yourself in HR and how you stayed there. And what do you like about it? So give us some of those HR goodies right out of the gate.
Great. Well, you know, I was in product marketing, like my bio said, and I was in a smaller company and we didn't really have a big HR department. So a lot of the line leaders, so I was a director of marketing at the time, got these special projects.
And mine was, how do we make sure that the direction that the senior team and senior leaders want the company to go is aligned with what the employees understand? And so, I worked on this project for a year and a half with consultants and we did training, we implemented new communication channels, we trained all the senior leaders on how to communicate vision more effectively. And really, at the end of the day, the consultant said to me, you know, you're really good at this and you seem really interested, you know, this is organizational design. And I'm like, no, I have no idea what you're talking about. And so I started teasing it out a little more and then really realized that–
1. I love solving problems and 2. Knowing where the demographics were going in the world, well, in North America, especially, with baby boomers retiring, and smaller generations coming behind them, I saw that what was going to differentiate companies was not necessarily their products and services as much as their people because there were not going to be enough people.
And so, I started just kind of putting out feelers and talking to people in HR at a strategic level. And then eventually a recruiter called me and asked me if I was interested in taking a role at Lutron Electronics for early career talent. And they were looking for somebody that was a marketing person because they wanted to build a brand on campus and I was looking to make a transition in HR and it seemed like the perfect way to make that transition.
My gosh, there were so many interesting takeaways. I love that you started in marketing. Someone outside made a comment that you seem to have a passion for organizational design. I loved what you said about what differentiates a company is the people. I don't think we hear that enough. So I really appreciate it.
So true, there's just not enough people. There really isn't. I know it doesn't feel that way in today's job market. Part of this is just part of the cycle. It's a painful and awful part of the cycle, but it is part of the cycle. But in the macro, there's just not going to be enough people.
Right, especially with new technologies. I also appreciated that it seems like your background has a lot of forward-thinking technologies too. And the people aren't going to be obsolete. We're going to have to find other ways to use the technology. I also really think it's cool, Christy, that you pivoted your expertise too. And the way that you did that by putting out feelers and by switching companies and taking on a role at Lutron, that is very cool. And let me ask you this question because I feel like we can't talk about HR without addressing the bias that comes with it, or like maybe the elephant in the room. But there's that whole principal's office vibe when you think about HR. So I would love to hear from you a little bit more details on what is HR's role within the organization as a whole?
Yeah, so our role as our function, what our function is for, is to maximize the investment that a company makes in its people. That has many, many different legs to it. Just like an operations team, right? Take supply chain, there are so many areas of specificity. There's import-export, there's logistics, there's inventory management.
Those are all different specialties within supply chain management that make the whole system work. HR is very similar in that you have lots of specialty areas within HR that make the whole function work to maximize the investment return that a company spends on its people.
Maximizing investment return on its people. I've never heard it positioned like that.
Yeah. And that's why you have, you have employee relations, right? That's what people think of when they think of the principal's office is that employees’ relations piece, but that's only one small part of HR. And even employee relations in many ways, people don't understand what employee relations is.
So when you call an ethics hotline, right? That's employee relations. When you say, you know what, I really don't like the dress code. That's employee relations, right? And all those changes that are driven by the employee experience often come through the employee relations function.
Talent acquisition, that's my area. HR operations, those are all very similar functions within HR that make the whole thing work. So HR operations is usually, I have a benefits change I need to make, that's usually the HR operations team that deals with that and makes that happen. You have a mini IT organization because HR information is so sensitive, generally a company will have a mini IT team within HR that can access the systems that are required because you don't want anybody else to be able to access them. You've got DEI, you've got compensation, you've got benefits. So, there are all these different specialties within HR and they all work together in order to maximize that investment that the company makes in its people.
Like a mini business within the overall business. And just like any other kind of vertical or channel at a company. And when we were prepping for this interview, you said something to me that was like a lightning bolt. You had talked about, especially in like the talent acquisition world that you're in, corporate branding and your recruiting and communications is a sales channel. Can we talk about that a little bit more? Like what you mean by that?
So within the HR team, talent acquisition has the most interaction with the outside world. And what is our goal? Our goal is to attract, engage, evaluate, and hire the best talent for the organization.
So, what does that mean? Attracting? That's advertising, it's networking, it is going out and building relationships with, relationships with schools and other areas of Interest that have the kind of talent that we want. So it could be professional organizations. It could be going to trade conferences. All of those things are the exact same thing that salespeople do to sell products and services because ultimately all we're doing is selling opportunities to people.
That is so interesting. And, that's why I wanted you on the show because we have a sales lens, but it's so interesting to think of HR as a sales function. It makes so much sense when you lay it out that way.
Yeah. And you know, it's very interesting how the skills that make a successful salesperson are very closely aligned to what makes a really successful recruiter.
Recruiters have to have excellent interpersonal skills, great communication skills, they have to be able to adapt and move within a conversation based on what they hear because hiring managers and candidates aren't always on the same page and we're often the moderator of the hire of the entire hiring process.
So we're talking to candidates and making sure they understand the employee experience here, that they understand what value they're going to be able to bring to the organization, what the role is, what impact the role will have that they take. So we want to make sure that we are creating genuine relationships.
Lots of the recruiters have candidates that they talk to more than once. Because you'll talk to them for a role and maybe it won't be the right fit. But that doesn't mean that they're not a future customer of recruiting when the right role does come up. So, maintaining that pipeline of talent for the organization, when you find somebody who would be a really good fit for the organization, you keep that talent warm, you keep a relationship going.
Again, all those same skills that salespeople use in order to maintain customers and build their pipeline of sales.
Well, and I love that framework of it, Christy, because I feel like then if you're looking at the people are the scarcity, the people are the differentiator. This is going to go attract them. Now, I feel like the organization has more of a priority on the HR function and the talent acquisition function. So I would love to learn from you if people are listening to this, if you're a leader at a company or you're in a role where you have this type of input, like what should companies and leaders be prioritizing when they're attempting to attract top talent?
Again, I'm going to do another comparison. So I'm going to talk about marketing now. So similar to when you do a marketing campaign. The more time you put up front, to understanding what you want, what message you want, who your audience is, and how much that audience cares about what you have to say. And you have a really good understanding of that before you ever start the project, the faster and higher quality output you're going to have. It's exactly the same thing with recruiting and HR in general, especially recruiting, but HR in general. So the more you think about who I am trying to attract to the organization, what's important to them, how do I make sure that the culture of my company and what I'm going to be asking of them is aligned with what's important to them, if that's the talent I want, how do I make sure that I am reinforcing that message and I'm not sending contradictory messages out through my marketing channels, out through my social media posts, things like that. And the more time you put into that and really identify what is the talent I want, why do I want it, what value will they add if they come in and they're successful and what kind of experience do I want them to have before you ever start recruiting for a role. You're going to find the right talent faster, engage them, and be more successful with them saying yes to your offer.
I love that. I mean, it's literally like sitting down and thinking who your ideal client is and then what are their problems and where do we align values? So I just, feel kind of silly that I've never put these pieces together, but it really is like a sales and marketing function to attract talent. And I would love to learn from you too. So let's start to kind of pivot into like the hiring process and the interview process, what are some behind-the-scenes insights into how hiring decisions are made?
Well, I think the first thing to acknowledge is that hiring is really personal. That is, I think, one of the biggest differences between sales and recruiting is that sales, you're selling products and services, but as a salesperson, you're not personally offended if somebody says, I don't want your product.
Right? Right. But on recruiting, either you're talking about personal on the side of the candidate because if they get rejected, they feel rejected. Right? There's a reason why that word's there. And on the hiring manager side, you make an offer to somebody and they decline it, it's super personal interest.
And so, you know, making sure that everybody acknowledges that this is a personal process and that it has personal implications, I think is really important. The other piece is, I think that everyone needs to come to the table in the hiring process. As genuinely and authentically as possible. This is very much like, yes, both parties, if you expect, if you're hiring manager and you expect somebody to answer your phone calls at 10 o'clock on a Friday night, you should tell them that. If you as a candidate think that, you know, you're missing one part of the job, but you think that that's a great way to grow and you have an idea of how you can grow and develop in that area and get up to speed quickly, admit it and tell us what your plan is. Don't over-embellish or try and gloss over it.
The more it's like a relationship, right? When you go out on a first date, everybody has their makeup on and their hair done and they're wearing their best shirt that's not stained. And right. And, and the faster when you're building a relationship, right? The faster you can get to the time when, you know, you're willing to wear your PJs out in public, you know, you get to the heart of the relationship and whether the relationship will be good. It's the same thing with recruiting. The faster all parties can get to authentic and genuine, the faster you're going to understand whether there's a match.
Okay. Those are both very helpful. It is personal because it is personal. And then the faster you can be genuine and authentic and be open with expectations on both sides. I think that's really helpful.
And then those mismatches, they've missed opportunities on both sides. And quite honestly, they can have huge financial implications, on both sides.
And I think that's something to keep in mind. I also know that in this down cycle, right? The recruiting process, companies are definitely kind of seen as callous, in many situations. But I think that it's important for people to realize that recruiting is not a cheap endeavor. Companies want to get it right.
And they always want to get it right because it's very costly and trying to get that right fit is, is the be-all and end-all. I don't know a company that doesn't want to hire people so they can be successful within their company.
And it's the same with sales. You don't want to onboard a client who's immediately going to be a mismatch or a product, like nobody wants that.
Because that's expensive on both sides too. Yeah. Okay. Okay.
That's really helpful. And then from, let's talk a little bit from the candidate side of it too, because I get all your insights from the organization, but if someone's listening and they're in job transition or they're searching for a job, What are ways the candidates can differentiate themselves both in the application process and then in the interview process?
So, let's talk about an interview first. You know, when do candidates nail the interview? I think a few things. One, it tends to be more of a free-flowing conversation. It's not a question, answer, question, answer, question, answer, question, answer. It's not a quiz. Right? It's an interview, which is really just a way of having a conversation.
So, that free-flowing conversation. I want to hear about how you tackle problems, how you identify they were problems in the first place, how you measure your success, how you found solutions and worked with others. Storytelling is a very important skill when it comes to interviewing, and I think it's one that not many people talk about. When I see in my LinkedIn feed, that there's a lot of interview prep consultants out there, they're all talking about here are the top 10 questions and that's not really helpful because then you're too worried about trying to guess what the interviewer is going to ask you. If you approach it, what you want them to hear exactly and then as a practice interviewer That's super easy to spot.
Yeah, somebody's trying to tell me what I want to hear that's really easy to see.
Interesting. Well, I love the reframing of just an interview as a conversation. Like, we are in an interview right now, but it's not, I hope it's not like an interrogation. You know, so I love the reframe of just reframing it as a free-flowing conversation.
Interesting. I want to, I want to dive into a little bit more about what you mentioned. It's easy to spot when people are answering in a way you think they want to hear. And also a little bit more about the storytelling. Can we talk a little bit about what you mean by storytelling?
So, when I help people get ready for interviewing, I tell them not to worry about guessing what interviewers are going to ask you. The most important thing you can do to prepare for an interview is to understand your own story and practice telling your own story and tell it to anyone who will listen, for practice. Find the three, four, or five big inflection points in your career that define who you are and how you operate. Practice telling people those stories. Again, think about it as what was the problem or challenge, how did I know that it was a problem or challenge, how did I identify potential solutions or actions for that situation, how did I implement them, how did I evaluate whether they were successful or not. That's how you want to build your story, around four or five different inflection points in your career.
If you do that, you will be able to answer any question that an interviewer asks you. You don't have to practice the answer to specific questions. You have to be able to tell a story that really represents you and how you want to be seen by the interviewer. And then pull from those stories to answer any question that you're asked.
That is brilliant. It's because then you're only prepping five things that you can just pivot and pull from and maneuver as needed.
Yeah, I will say one thing. You want to make sure at least one of those was not successful.
Oh, that's a good tip. Okay.
Yep. You want at least one of those things not to be successful. Because, again, as an interviewer, when I ask you, tell me about a challenge, or sometimes I'm even more blunt and I'll say, tell me a time you failed. And if you're only prepared to tell the good stuff, You're gonna fall on those questions. So you want to have at least one story where you can talk about, you know what I would have done differently if I could redo it again, but you know what I can't. And so here's what I did to move forward to move us forward instead.
That is so helpful. Okay. So think of 3 to 5 inflection points in your career. 1 of them should be where you fell. Yeah, I think that's awesome. Because if you're not making mistakes, you're not working.
So you're not pushing yourself. You're not you're not you're not, growing yourself or the company. Because you want to take educated risks, right?
Right. Oh, I love that. And for, I love the question of just tell me about a time when you failed. Do you see some common themes where people just really struggle in the interview? I know we've been talking about them, but tell us.
Yeah, so places where people struggle. I think the number one is trying to guess what I want to hear. And then you do the follow-up question and they've got nothing, right? Or again, if you have this story idea in your head and somebody asks a follow-up question, you can easily answer the follow-up question because it's just your story.
You're just giving more detail about your story. So that's one. I think the other piece is confidence. There are a lot of times that people feel like, “I don't have everything that they want.” Of course, you don't because we're humans and none of us are perfect, including your interviewer and your potential manager.
And so you want to come in with a real understanding of what you do well, what don't you do welll, what have you grown in. Give examples of, again, your story. Give examples of when you've had to learn something new. How did you go about that? Do you read a lot? Everyone has different learning styles. Some people are going to reach out to all the people that they know in that area or who are good at that and ask them how they do it.
Some people are going to go pick, go to their library, or go to the bookstore and pick up all kinds of business books about that topic because they're going to read. That's how they learn and those are all okay. But knowing that you identified, I have this area where I need to be better. I need to know more and then saying I know my learning style.
I know how I can overcome that and fill in those gaps. That's really important. And there's some people who will say, you know what? I'm really good at identifying other people who are good at these things and bringing them into my team.
Well, you know, what's interesting about that to me, Christy, is everything you're talking about is just self-awareness. Like if the candidate has self-awareness. Yes, you know, self-awareness leads to confidence. So understanding how you make decisions, and how you solve problems. Like, I think a lot of people sit down and think, how do I solve a problem? Like, I know I, I don't like I'm in my room and as we're talking, cause I've never, I can do it, but it's different.
I'm not going to the library, but I'm calling in my network. So I put that together. So I think that's really helpful. So confidence, saying what you think people want you to hear as the interviewer, that's a good tip.
And then I will tell you the third one is, not having a chance or not being able to talk about how you failed. Interesting. Because, let's face it, if you're leading other people, you've failed at some point, right? Your message didn't land the way you wanted it to, somebody misinterpreted your intentions, you let a situation maybe that you should have handled last too long, that, you know, hurt the rest of your team, all of us have to have, you know, if you're dealing with people, I guarantee you, you failed at some point.
Yeah. And I like the idea of not being afraid of it and just making, looking at it as something that makes you a stronger candidate because you're embracing it and you're learning from it. That is cool.
I read something the other day that said you never lose if you learn.
Oh, I love that. You never lose if you learn.
Yeah, I can't take credit. I think I saw it probably on a mug or something on Etsy, but you know, it did resonate.
Totally my thank-you gift to you from the podcast. You're going to act surprised. So, I love that. That was very helpful. And then I would like to learn from you from, okay, so now let's say you find the person, they do a great job on the interview.
You're onboarding them. How, like, how can that be maximized for success on both ends? Like how does the interview and the onboarding set the candidate up for success with their tenure with the company and or their overall career?
Yeah. So I think my number one recommendation is gonna be antithesis to what everybody out there says they want, which is interviewing with more people when you go into a company and you have the opportunity to start building relationships before day one. Take it. you know, I hear this all the time again on my feed because my feed is so focused on recruiting and hiring on both sides, the candidate side, as well as the company side.
I hear it all the time. I can't believe they made me do four interviews. I can't believe they can't make a decision. I will tell you that in every role I've interviewed for, I've actually asked to talk to more people.
Ooh, that's cool.
As I've progressed in my career, I actually ask, who is going to be the biggest obstacle for me to be successful in this role? And then when they tell me, I say, I would like to interview that person.
The reasoning for me is one, I want to understand who my biggest obstacle is going to be before I ever get the job. So that way I understand their point of view, and, it allows me to start differently if I get the job. And two, if they voted to hire me, then I'm one step ahead in being able to solve the problem.
I think that's brilliant. And, I worked for an organization once. I've always been in sales roles. And when you're in a sales role, when you start new at a company, you almost have to prove yourself to your fellow salespeople. You know, there's competition, but it's sort of like you have to prove yourself internally and externally. And I interviewed and accepted a role at a company where I did interview with many, many people, you know, more than my 10 fingers. And I loved it because when I started, there was no proving myself internally.
No, because everyone already had a vote, right? They already voted for you. They're all already vested in your success!
And I and I lean on people because they vote for her. So now I have a whole little, it was like the first day. It was so nice because I recognized it, I love that. Can you give me a couple more scripts, if people are actively interviewing and they want to interview more people, what are other ways they could ask that question?
You know, one of the ways is who will I be working with closely in this role? I'd really like an opportunity to meet them, right? So maybe you don't phrase it as an interview. I want to interview with them, right? But you're saying, I'd really like an opportunity to meet them that–
it shows your interest. Yeah, right. It shows that you're understanding that your role is bigger than just your job, right? Because you're already making connections that this job has influence and impact outside of the function.
Very good. And I think what's kind of a nice, like, point on that too, Christy, is that it's a two-way street. This employer has this job and I want it, the candidate is interviewing the company just as much.
Absolutely. Absolutely. You know, speaking of that, you want to come with questions, you want to come with questions beyond, why do you work here, how do you like working here right? You want to come in and showcase the research of the company that you've done, but also peel back the layers of the onion you want to get as deep into the organization so that you know the decision you're making as much as possible. So you want to put your, I always call it my curiosity hat. I usually warn people because I am a professional interviewer and so when I put my curiosity hat on it can feel rather intense so I usually warn people I'm putting my curiosity hat on. But you want to go into these with that mindset of I just want to understand. I'm not gonna judge. I'm not gonna I'm not gonna make judgments in the conversation.
I think that one of the important things for both interviewers and candidates to understand is that you can have a conversation that you're not actually making judgments within the conversation. You have plenty of time to do that after the conversation, but if you just approach it as curiosity, just for the pure intention of being curious, it opens up so many more pathways to the conversation because you're not cutting yourself off from avenues because you're like, Oh, that's not worth it. Right? Right. And so you want to ask about the values of the company. How are those showing up in the culture? So you have these values. They're probably on their website.
Tell me, what does that translate to in your day-to-day work experience? And then dig into that. What does that mean?
Okay, so then that's a great question for a potential candidate to ask the interviewer. Yeah, how do the values show up in real practice? I think that's brilliant. What are some other questions that people can ask without making it seem like they're just checking a box because somewhere they read ask questions in your interview?
Exactly. So one of the other ones is to ask the manager, what's going to be different in the group if this role is filled successfully in the next 12 months? So, 12 months from now, this role is filled successfully, 12 months from now, what's different in this group from today? And that will give you some really great insight into, whether is the manager thinking that far ahead.
Right. No, I was like, that might put someone on their heels and be like, wait a second, I don't have an answer for that. That's brilliant.
Right. And then, you know, if they don't have a great answer for it, then you say, okay, well, if in an ideal world, what would be different in this group and how, if I'm in that role, can I help you achieve that?
So now you've moved from one opposite side of the table to the same side of the table. Again, very much like what you try to do in sales, right? You don't want to be across the table from your customer. You want to be on the same side of the table.
Well, the curiosity hat is so valuable in sales too. Like, tell me about your business model. Where are you heading? So I can cater my comments instead of here's my product facts. Here are my interview facts. I did X, Y, and Z numbers. Like I love reframe Christy. This is so helpful for people. Before we wrap up, are there any other major AHAs that we need to know while we have your expertise and we have access to your brain? Like what are other things that people need to know?
I think, are there any podcasts today that don't mention AI at least once in every podcast?
We didn't get it, but I like that we're here. Thank you for bringing it up.
So again, in my LinkedIn feed, everyone– AI. Oh, AI is making the hiring decisions. You know, are recruiting teams using AI? Yes, but how do they use them? To draft messages to you faster. To identify passive candidates for hard-to-fill roles, right? Identify people who we can reach out to. But I don't know a single company that's using AI to make hiring decisions. Hiring decisions are made by hiring managers and their business leaders.
I mean, that's, it's still very personal on both sides. AI is a tool that, you know, we use in order to, you know, for instance, we'll use job descriptions. We'll use an AI tool to make sure that we de-gender them, right? Make sure that, you know, we're, we're putting a job description out there that's as appealing, as appealing as possible to our entire audience.
But that's the kind of tool usage within talent acquisition that AI is in. It's not, it's helping us communicate better, and faster. And engage and also take away what I always call nonvalue-added work within talent acquisition. So, moving the candidate forward in the, in the ATS type of thing so that we can track and measure.
But instead, use that time. To actually spend more time with our candidates and our hiring managers and get to know them better, continue to moderate that relationship building between the candidate and the hiring manager. That's what we want to maximize our time doing. Not the more mundane, task-oriented activities.
Just like every other organization and every other vertical panel in, in a company. Okay. That's really helpful too. Do you, I mean, you know, the whole “AI is taking my job”. How do you respond to that? When you see that?
I would say, AI is going to change your job. But in the end, there's going to be more jobs. Because AI is going to create more opportunities for people to grow the world, to grow business, to have new ideas because it's going to take away the mundane task-oriented activities that drive us all nuts, right? Like who wants to spend a lot of time processing an invoice or managing a P.O.?
Nobody, right? Right. The finance team doesn't want to do it. The people who submit the invoices don't want to do it. Our vendors don't want to do it like, well,
And I appreciate that. I feel like this comes back to what you said at the beginning of our interview, the beginning of this conversation of just the authenticity and the genuineness.I think AI is going to have to expose our more humanness. Like, I think it's going to maybe give us more opportunity to be human with each other and get, you know, over our fear of it, but also kind of embrace it for what it is, the human.
And I will tell you, so we subscribed to Gartner, and they do this thing called a hype cycle. And AI is like right at the peak of the hype cycle right now. So everyone thinks it's going to be able to do everything. The fact is, it's just starting to come down where people are starting to realize like, Okay, it doesn't do that, like, it doesn't do that well. You know, like, a lot of people don't understand that AI is awful at math.
Awful at math. Like, it can't handle, like, some really simple math problems. There are things, just like people, that AI is really good at, generating first drafts of content. Yeah, but I wouldn't publish that content the way they give it to me, because it doesn't have the human touch. It doesn't have the creativity.
I think there's a risk with generative AI that you're going to get a lot of sameness. For sure. Over time. So it's going to mean that that creativity and the uniqueness of how people think is going to actually become more valuable.
That's going to shine through, especially if you're interviewing like you're going to be able to use it as a differentiator. Like this person just had to be T to send this email. Or is this person's brain to fix it a little?
But I mean, for candidates, I would say don't spend a lot of time trying to beat the AI in the vast majority of organizations. I can tell you it's still humans that look at your resume. It's not, it's not AI.
Okay. Now I will tell you that in a lot of organizations, there are not enough recruiters, especially in a cycle like this to even look at every single resume. There's just not enough eyeballs and enough hours. I can tell you that my peers in the industry, they want people to have a great candidate experience.
That's the goal. We don't, you know, I'll, I'll be open and authentic to, we don't always succeed and sometimes we fail, um, but we try and get better every day.
Just like in sales, just like any other part of sales, you learn, it's not a loss if you learn. Was there a phrase again? I already forgot.
You never lose if you learn.
Never lose if you learn, guys. Never lose if you learn, team. well, Christy, I appreciate you so much. I learned so much from our conversation. I feel like I have a different perception of HR now because of our conversation and because of knowing you. So I just want to thank you for your expertise. Where can people find you if they want to learn more, learn more or connect with you?
Well, you can always connect with me on LinkedIn. I pretty much live on LinkedIn. It is my social media outlet.
It's really nice too. I feel like there's so many ways you can. Use LinkedIn to build your network, but use it in a way that helps you, your organization. So I, I think that's really how we got more connected and friendly with each other through the platform.
So I am grateful to you. I'm happy to have you in my network and I want to thank you for being on prospecting on purpose.
Thank you so much for having me here, Sara. I really appreciate it.
