High-Volume Recruiting Strategies: Secrets to Hiring at Scale

In this episode of the Hire Calling Podcast, learn how to scale your hiring efforts without sacrificing the human touch. Ricky and Pete dive into the fast-paced world of high-volume recruiting, whether it's building the perfect call center team or ramping up for the season.

They discuss setting clear objectives, leveraging milestones, and balancing efficiency with a candidate experience that feels personal rather than automated. Pete and Ricky share how forward-thinking workforce managers use historical data to predict and adapt to their needs in real-time, ensuring you're always well-prepared. They also discuss the controversial yet effective practice of overhiring, its relevance across various industries, and why it could be the secret ingredient for your organization's success.

Lastly, they explore the wonders of AI in recruitment while emphasizing the pivotal stages where the human touch remains indispensable. If you're ready to fine-tune your recruitment process to be both lightning-fast and irresistibly appealing, this conversation is your ideal starting point.

High-Volume Recruiting Strategies:

• Create a Clear Hiring Plan: Develop a comprehensive hiring plan that outlines the roles, skills, and number of hires needed. 
• Utilize Recruitment Marketing: Invest in recruitment marketing to build a strong employer brand. Use social media, job boards, and targeted advertising to reach a wider audience.
• Leverage Employee Referrals: Encourage current employees to refer suitable candidates. Employee referral programs can be highly effective in high-volume hiring.
• Implement an Applicant Tracking System: An ATS streamlines the application process, helps manage candidate pipelines, and organizes applicant data for easy access.
• Pre-screening and Filtering: Use pre-screening questions or assessments to filter out unqualified candidates early in the process, saving time and resources.
• Recruitment Process Outsourcing (RPO): Consider partnering with RPO providers who specialize in high-volume hiring to handle certain aspects of the recruitment process.
• Continuous Talent Pools: Build and maintain a database of potential candidates for future openings, reducing the need to start from scratch each time you have a vacancy.
• Use AI and Automation: Implement artificial intelligence and automation tools for tasks like resume screening, scheduling interviews, and sending follow-up emails.
• Use Temporary Staffing Agencies: Partner with staffing agencies to provide contract workers during peak hiring periods.
• Analytics and Metrics: Use data to track the effectiveness of your high-volume recruitment efforts. Adjust your strategies based on performance metrics.

Additional Resources:

• Mass Recruitment: The Complete Guide
• How to Accelerate Your Recruitment Process
• AI Recruiting Techniques

🧠 WANT TO LEARN MORE? Be sure to subscribe and check out 4 Corner Resources at https://www.4cornerresources.com/

👋 FOLLOW PETE NEWSOME ONLINE:
Linkedin: https://www.linkedin.com/in/petenewsome/
Youtube: https://www.youtube.com/@PeteNewsome

👋 FOLLOW RICKY BAEZ ONLINE:
Linkedin: https://www.linkedin.com/in/efrainrickybaez/
Blog Articles: https://www.baezco.com/baezco-blog

Transcript

Pete Newsome: 0:00

You're listening to the Hire Calling podcast, where today we are talking about the secrets of high volume recruiting. Ricky, how are you today?

Ricky Baez: 0:08

I am doing great Pete. This is a secret about high volume recruiting. There's a secret out there.

Pete Newsome: 0:12

Well, it's not going to be after we're finished talking about it today, but maybe for some that is Right. We don't think it's that mysterious, but that's because we've been through it a lot. You and I individually, have had a lot of experience with high volume recruiting and my perspective on it we're going to find out what yours is as we talk through the show today is that it's very different from when you're recruiting one position to fill one position at a time.

Ricky Baez: 0:38

Absolutely Well, pete. From my perspective, the strategy is radically different. The goal is the same. You want to hire a specific talent that your organization needs, that they're willing to pay for. That's what recruiting is. But for me high volume recruiting I have to go back to my days when I was recruiting for a call center. And then we have marketing data that says we need X amount of people and X amount of seats in this timeframe and we can't just say I'm going to go out and hire one call center agent. We have to hire 300 by the end of the quarter, right. And that's not one-on-one interviews, that's a whole entire business. That's an entire rationale that you have to put together in order to do that effectively.

Pete Newsome: 1:23

And that's the key point. In order to do it effectively, you have to have the right strategy, and for years I've said there's almost two types of recruiting. Now, this is a broad, general statement, but the approach and effort you put forth when recruiting for one position at a time is vastly different than the approach you take when you're recruiting for a class of 10 or 20 or, to your point, to hire 300 people in a quarter. It's a very different approach and to me, it all starts with the end in mind. That is something I'm a big believer in that if you have that goal and let's just use that one for argument's sake I have to hire 300 people in a three-month period. Now, that's a lot. Under any circumstance, you want to start with that goal and then work backwards to determine what your plan should be and what your strategy needs to be in order to be effective and hit your goal. Have you recruited that way, or is that a bit of a different angle for you? I?

Ricky Baez: 2:18

don't know. We have actually I think we talked about this last time when we were talking about pipeline how to build that pipeline. And this is to me, this is what I was talking about last time, because in order for me to know how many applicants we yield one hire, you do have to work backwards and you do have to put together some milestones and some I don't want to say obstacles, but some indicators to say, if I had 500 applicants and I'm pulling this out of the air if I had 500 applicants, that tells me I'm going to get I don't know 200 hires out of that and early on, if I put those indicators in place, I'm able to see early on if I need to make a left or a right to make sure I'm going to hit my goal by the end of the quarter.

Pete Newsome: 3:02

Well, it makes sense to probably put this on the table early in the conversation. When you're recruiting for that kind of volume, you're not hiring 300 CEOs, you're not hiring 300 people who have a very unique skill set. That would be a very difficult thing to do. I'm sure it happens on occasion, but generally speaking, we're talking about a broad candidate pool when we're discussing volume-based hiring, and with that comes A higher dropout rate than what you'd experience if you were working with one candidate at a time. Among the reasons are the simple fact that the individual recruiter cannot spend as much time with an individual candidate, and so you have to do certain things to accommodate the scale involved, and that means, again, not investing the depth of effort into each individual candidate.

Ricky Baez: 4:00

And that's the one thing when you're comparing just high-volume recruiting to just regular recruiting. From my perspective, the part that I have to focus on more is the personalization of the process. The bigger the scale, the smaller the personal service you're able to give as a recruiter. We've talked about this on the show, where we've talked about— that's a hard way to phrase it. Yeah, we want to be able to create the most personal experience possible, whether they get the job or not, and it's harder to do at volume. But then again, you know who you're looking for, you know the profile that you're looking for. You just got to build the right machine to make it happen for you.

Pete Newsome: 4:38

Well, and this is a bit of a crude comment, but it becomes a numbers game because of that Unfortunately, yeah.

Pete Newsome: 4:43

You know that if you can't invest as much time upfront in any individual candidate, you're going to have higher fall-off. You're going to have background issues, you're going to have drug test issues. Potentially You're going to have candidates who just weren't fully bought into the opening because odds are you didn't have as much time upfront to invest in that part of the conversation. And I am someone who strongly believes that bad news early is good news. I say it often when we're recording and even more when we're not Because I want to rule out candidates as quickly as possible.

Pete Newsome: 5:19

So when we're talking about high volume recruiting, you don't have the opportunity to do that as well as if you're recruiting for an individual role. So you end up having a lot of fall-out along the way, and that's why there's a need for volume. So if you mentioned 500 to end up with 300 hires, I think that's about right.

Ricky Baez: 5:42

You know you can make a case, I'll just pull it out of the air.

Pete Newsome: 5:45

But you have to know how attractive your job is, how big the candidate pool is right, what the market conditions are. You have to take all of those things into consideration. Work backwards from the timeframe you need those people to be in place, right Hired in place. You know if there is a drug in the background. You need time to go through that and then start figuring out how many candidates you need. I mean to me that's always the first step in a high volume recruiting process is put your strategy in place by working from the end and going backwards.

Ricky Baez: 6:15

And from an HR point of view, if I was to take a step back again, the higher, the bigger the scale, the better your training needs to be. Right? If I hire one person, just one person, obviously you're not going to dedicate an entire training department for one person, right? You put a one-on-one with who they're going to work with a senior person in the organization. That way you know they have someone to go to through their onboarding process, which normally takes about 90 days, right? But if you have a class of 50 people, that, starting on Monday, your training has to be top notch. It really does, folks. And here's why I say that there's a lot of money invested in putting together a really good marketing campaign, a really good recruiting strategy, and it would be a shame to lose maybe 15% of those folks that you work so hard to bring on just because training is not on point, right.

Ricky Baez: 7:05

So, I know this is not a training conversation, but I don't want people to forget that it's an aspect right, because there's a lot of other moving parts. Look, if you go fishing and you catch a little tiny fish, you don't need that many resources after the effective process. And if you catch a whale, you're going to need a big boat, you're going to need a big crew.

Pete Newsome: 7:23

How about if you pull in 300 fish at once, right? Oh well, so you need a plan to deal with that, and that's what we're talking about. And that's one of the biggest challenges when you're comparing individual recruiting to volume-based recruiting, right, right, right, if you, for those who've been through it, you've learned these lessons quickly. The reason why I call them secrets at the beginning, because this podcast is really for people who haven't yet done it but will need to at some point. And so, with that in mind, ricky, let's talk a little bit about the industries and positions that where this typically comes up.

Pete Newsome: 7:57

You mentioned call center. That's at the top of my list too. It's all. It's very regular that occurrence for call center representatives to be hired in a class where you can train them at once, and even the call centers themselves know that they're going to have some degree of fall off at people who aren't going to make it through training. So I would say I'd take it even one step further than what we've already talked about and say that if they're hiring 300, how many did you? Well, I'll ask, right, how many did you expect to end up with at the end of the project or at the end of that need?

Ricky Baez: 8:30

So we we have such an amazing system, pete, and I really do miss the system. We had a workforce manager who was awesome and she was able to to let us know look, our goal. Let's just pull out. You know it's January 15th. A class starts on that day. We're going to over hire by 5% because historically, in January 15th, we have 5%, maybe 6% of fall off. Right, we did what the airline industry does, and you know, with the formula that they used to oversell tickets. Right, they oversell tickets with the understanding there's going to be some fall off. Man, pete, let me tell you the the it was spot on. So we definitely over hired with the understanding we were going to have a 20% drop off, just because that's how it was every single January.

Pete Newsome: 9:16

And that's low, that's a good number. If only 5%. A lot of call centers have significantly higher numbers than that. So call center positions, customer service, those are big. Some sales rolls. Well, we'll hire for volume at certain times. What other positions or industries?

Ricky Baez: 9:33

Well, I mean so, yeah, call centers, more specific timeshare industries, it's even HR, right HR and benefits. We would hire for a large volume of people, because what happens at the end of the very year in the human resources industry? We have open enrollment, so we got to get ready for that in early summer. We got to start hiring people, so we got those. Actually, here's a good one the firefighters. Firefighters sometimes they have big classes that they have to start, so that's high, high, violent recruiting. I don't know now that I said that, I don't know if that's part of this conversation, because you do need people with Specific set of skills and certifications to be a firefighter.

Pete Newsome: 10:14

Right, well, and that that's okay. Right there, you can have high volume recruiting based on Very broad requirements generic, if you will, or specific requirements. One of the areas that I was going to mention so I'll do it now is it we've had this had some high volume experience in the IT space. You don't typically think of that by default, but in terms of field technicians, via people who are doing a project, you may need 10, 20, 30 people and wants to cover a lot of ground quickly, and Believe me when I say in that space, saying you need the specific background and experience as well. So it's definitely not one-size-fits-all when it comes to the type of positions, but each one has to be considered differently and, as I mentioned earlier, the candidate pool gets a whole lot smaller as the requirements become more intense.

Ricky Baez: 11:10

It does and and and. That's why, as a Mrs Leader, you have to decide what you want to do right. If you get your requirements a really small niche of Requirements it's gonna take longer to hire, but the people you do hire are gonna stick around longer. But again, and volume recruiting to Volume recruiting sense that you have to be okay with some fall out and you have to be okay with a specific Percentage of fall, and that's why it's important to have a meeting at the beginning of the process and have multiple meetings as the process goes on. I asked, the process goes on. You do have to have multiple meetings to make sure you're on the right track.

Pete Newsome: 11:48

Now I remember.

Pete Newsome: 11:49

I remember, like it was yesterday, the first time I was asked to fill a class of 30 and I almost rejected the opportunity to do it because because it was so different than everything that at the time I'd come to believe in recruiting, which is, if you have one opening, we want to fill it with one candidate.

Pete Newsome: 12:09

That's how I view our value to our clients is to allow them to hire With the fewest number of candidates and interviews possible, and ideally that's one, and so that's how I initially Approached high volume recruiting. Now, the good news of that is it allowed us to separate ourselves from the competition Because our quality was so much better. The bad news is we realized to find 30 individuals who are all going to show up for their interview, accept the job, pass a drug and background, show up on the first day Is it almost an impossible task. So we then had to adjust a little bit and realize okay, maybe we can't do a one-to-one match in this scenario, maybe we need to do one to one and a half, and that's served us really well. So you do have to take a different approach, even even when it goes against your, your nature.

Ricky Baez: 13:03

I mean it does you know and and and again back back when it's so all, all, all, all, all. See all of the experiences that I've that I'm talking about what's with Sears? Here's some improvement. But we had to fill that call center year after year after year. And what made these worse, pete? We were in a, in a, in the middle of a file, my radius, with five other call centers that recruited for the same thing. Right, so we were competing. So it was. It was really difficult, it really was difficult.

Ricky Baez: 13:31

So what are some of the things that you have to watch out for? You know, well, it's as a leader, as a business leader, as a recruiter. You have to be okay with falloff right. Again, the bigger the number, the bigger the amount of falloff, and you have to be okay with that. What you have to do is manage it. How to manage that falloff right.

Ricky Baez: 13:50

You have to have a really good workforce management person in place that's able to tell you that you give them the historical data for unemployment rates. You give it to that person. They're able to give you, based on historical data, what percentage that is. And if you go over that percentage, what are you going to do about it? What's going to happen? Chances are, if you have a high-volunt recruiting environment, you've got multiple training classes starting consecutively, right. So if somebody falls up here because their grandma died for the ninth time this year, all right, pull them in the next class. And I say that because normally the number one reason people give us if they can't start somebody died right, and I'm sorry, just my grandma died. I'm like isn't this shit? Didn't that happen last year too, brian? All right, come on, start this class.

Pete Newsome: 14:39

Yeah, I mean, that is something that's not uncommon to hear.

Ricky Baez: 14:42

Right, and it's always the grandma who happens.

Pete Newsome: 14:44

This is poor grandmother's out there.

Pete Newsome: 14:45

I know, but I think that there's a couple of things you have to overcome. One is you have to be organized. It all starts with organization, and so we've talked about the need to have a plan in place. Well then you have to track it along the way and make sure that you're keeping up with the candidates, the schedule, the internal people involved in the interview process. You need to have a system for all of this and then metrics, which is what you were just talking about. You have to make sure that you are paying attention and then adjust accordingly.

Pete Newsome: 15:20

Or do we expect one number and we're getting another? Why Investigate that? Discuss it, don't sit on that information. So that's a big piece of it. And the next one that I'll say is getting internal buy-in, and that becomes a challenge. At least as a third-party recruiter, I found that to be a challenge at times when there's people who need to be involved in the interview process and they don't realize, if they haven't been through it before, the level of effort and involvement of hiring that many people, and so they have to be available to the interview process, and so that internal communication and buy-in is a critical component.

Ricky Baez: 16:00

So that is a really good point, pete, because I've been in a lot of situations where at the beginning of the process, because we're looking to make money right we are a for-profit organization At the beginning of the process we have all the buying in the world, from the middle managers to the executive leadership, but when it comes time to interview, nobody's around right. So this is why that buy-in doesn't have to be only at the beginning. The buy-in has to be at the beginning, in the middle, at the end and even three months after the person starts.

Ricky Baez: 16:28

Right that leader needs to be involved, right. So the buy-in cannot be just in theory. It's got to be an application as well.

Pete Newsome: 16:35

Yeah, it can't be in words only right. You have to actually put forth the commitment, so we have the buy-in we have the plan, we have our schedule. Let's talk about the interview process itself.

Ricky Baez: 16:48

Okay.

Pete Newsome: 16:49

Because there are some differences that I'm sure we agree on. Having been through it, I can't imagine anyone who's been through this would think differently. But it makes sense to schedule your interviews and blocks in groups, Because it's very difficult to do one interview today at 9 am and then another one at 11 and then another one at 3 o'clock in the afternoon. If you're hiring a volume and so you want these interviews back-to-back as much as possible, maybe a little break in between to share notes to make sure you're documenting the conversations, because that's important you can get lost. If you're interviewing 30 people in a two-day period, it's really hard to remember one from the other. It's just human nature. Our memories aren't that good, so you need to have time to document after each interview. But that's one of my critical success factors. Ricky is interviewing in groups.

Ricky Baez: 17:43

Here's what I used to do, pete, because the whole theory versus application thing for buying was a thing, right? So I was good friends with the VP of operations. So I would tell her I'm like hey, do me a favor, on Tuesdays and Thursdays, don't put your teams on meetings, do not, right, because I'm going to have them interview. More importantly, on Tuesdays and Thursdays, if your direct report sends you a meeting request, decline it, decline it. And in the reply she'd say ask yourself these three questions Is this meeting more important than recruiting? Yes or no? That's it. And then the next one is this more important than recruiting? Is this? At the end of the day, recruiting is important, and want to know why? Because we knew that we lost $1,000 for every empty seat per hour. Folks, get yourself some numbers that can display that you can speak to in case you don't hit your goals. The lacking numbers to drop in productivity, to drop in revenue it's an insane motivator to get people in your corner, and that is how you get everybody together.

Ricky Baez: 18:52

Now, 10 years ago, I would have needed a team of five to make this happen. Today, there's AI you can use to help you, right? Because what we used to do back then and I don't know about you, pete. You tell me we used to come up If we ask them. We had to put together knockout questions at first, right.

Ricky Baez: 19:11

And if we ask them, are you a people person, like I know? We don't want to we ain't talking to you. We're not. I don't care if you have a degree from Harvard. If you tell me you're not a people person, this is not the job for you. So you have to put together a profile on the person or the employee you want as a success story in your organization and ask questions that has to do with that success. And if they say no to any of it, don't put them through the process. Don't waste your time. Don't waste your time. Just come up with a criteria and ask these questions. That way you can knock people out of the process early on, and now you have AI that can do that for you.

Pete Newsome: 19:50

So are you suggesting automating that initial exchange to ask the candidates to almost self-select whether they're a good fit for the role, or you're suggesting you do that with a person, or potentially both, or either.

Ricky Baez: 20:05

I will like at a high volume process, high volume, I would just have AI do it. I would have AI because I would need my human folks to, you know, handle other things right that need human attention. As AI as possible, as automated as possible at the beginning. That way you have human eyes towards the end of the process, when you're dealing with the real people who are going to stick around with you.

Pete Newsome: 20:30

Well, I'll tell you what I suggest in the scenario and I really like, and this is created by the one click apply process, the easy apply, if you will that now exists.

Pete Newsome: 20:40

Your candidates just blindly apply to jobs and you know they treat it like a numbers game. The more jobs they apply to, the greater their odds of getting an interview request Now as recruiters. Well, I have a recruiter I know would say that just junks up the system and it's not something we would support. I understand the candidates motivation for doing it. There's an opportunity on most job boards to put some questions in. You know, only apply to this job if you have this specific experience. Only apply this job if you're a people person. To use your example, are you willing to sit on the phone, you know, for eight hours a day? These are questions that anyone who's considering a call center job since that's the example we're using should consider, and they won't want that job if they don't. If they're not a people person, they don't want to be on the phone all day, but they're still applying for it, for the job, making it difficult for everyone. We know that.

Pete Newsome: 21:36

So what I like to do is take that quick apply application and, in return, send qualifying questions that the individual then has to answer separately at a different point. Send it to their email. If they're genuinely interested in the job, only ask them. You know, only take 20, 30 seconds to do it. Make the questions very simple and easy to understand. I'm not at all about giving hard tasks to candidates and applicants far from it. What I am a fan of is having people take just another couple of seconds to consider whether it's a job they're interested in and then move forward. So in a perfect world, I would have an automated reply to the one click applications. Ask the candidate just confirm a couple of things for us and then we move on to scheduling an interview.

Ricky Baez: 22:24

There you go and as time progresses, there's going to be more apps and there's going to be more technology. And Pete, I'm not going to lie, I'm afraid of it. I love AI, I love where this is going, I love how it helps recruiting. But at what point? Because right now I shared with you before that I had a conversation who I thought was a recruiter and it was a damn bot. I'm like well, this thing has a personality. It laughed at my joke, but it was easy.

Pete Newsome: 22:51

Someone has to. I guess that, ricky, that's how you knew it was a bot. Probably right you?

Ricky Baez: 22:59

know what. That's a good point. It laughed at my joke. I already know your line. I already know you're a robot.

Pete Newsome: 23:07

But you're right. I mean, ai is here to stay. We know that it's not going away. We talk about it all the time, so take advantage of it. Use the tools and technologies that are available to create efficiencies, but don't do it at the risk of human interaction. Because that's the next phase of the interview process. Do the screening as best you can to rule out candidates who are clearly not a good fit, and then let your people, your actual recruiters, make those determination, make the next determination of does this person have the right soft skills? Are we hiring someone who wants this job as much as we want them in it? And that, to me, is the important part of a high volume interview is to say look, we may hire you for this job, you may be qualified for it, but if it's not a job you want and it's not a good fit, nobody wins. So let's try to get to that part of the discussion as quickly as possible in the interview process and let that candidate have another opportunity to select out.

Pete Newsome: 24:07

For a lack of a better way to put it.

Ricky Baez: 24:09

So here's what I'm hearing, pete. I'm hearing that again, the larger the recruiting initiative, the more strategic you have to be in it, which obviously that's an obvious one. That's a theory. How do we apply it? How do we make sure that the business leaders out there are actually doing that? Because the first thing that I tell everybody, all my clients, to do when they decide to do something like this again and I said it earlier is to attach a number to it. Attach a number to it If you are needing a high-volume recruiting initiative, either A a lot of people left you, which that's not necessarily the case or, b your organization has a huge sales initiative that they're getting ready for.

Ricky Baez: 24:54

If that's the case, you have to figure out how missing those marks is going to affect that initiative, especially getting everybody else's buy-in. Because, yes, you're brought in as the HR person, your leadership is brought in as the HR person, who may not be 100% sold as middle management, who is going to be doing the interviews, because this is what they see. I got a busy day and now I'm going to interview 15 people today and if they go in with that attitude, you're probably going to get two people out of that interview, so you got to get them in and apply.

Pete Newsome: 25:27

That's true, and it's hard to do if you are just doing it as a one-time thing. A lot of volume-based hiring happens seasonally, so companies have an opportunity to improve and learn each year as they go on, and that's really how you can create a system that's highly effective and efficient. If you're just doing it once and you may never do it again, you really don't have anything to take away from that or plan. In those cases, and in almost every case, I'm a big proponent I know this may surprise you, but I'm a big proponent of using a third-party staffing firm who specializes in high-volume recruiting, who has the expertise. Just think about the drain that it is on an internal organization's resources.

Pete Newsome: 26:14

As a company, you don't want to have to hire to accommodate that. It may only last a couple of weeks. If it's not going to be in definite volume-based hiring, you should absolutely leverage a third-party staffing company for that. This is what we do and I would argue we're the best. We're even as good as we are at hiring one person at a time. We're even more valuable for volume-based hiring because we have the resources already in place. We have the systems already in place and believe me when I say we're motivated to provide the right quality in the fastest amount of time possible, and so that, to me, is what high-volume recruiting is really about is how can I do it efficiently and at high quality. Where I can combine those two things, that's where everyone wins.

Ricky Baez: 27:01

So it's look, if you're working for an organization and now this landed on your show and you want something, just bring in the expert. Now, bring that expert in. But, pete, you know what else I did, which was awesome. So I share with you that we were in a five-mile radius with five other call centers. So what I decided to do? I made friends with the other recruiting managers and we went to lunch once a month and it took us three months to do this, but we actually did it. The person that's two miles away, the recruiting manager that's two miles away. Chances are they don't need the same people you do, and vice versa. But if you share your job description and you share what you're looking for and the other person does that, and you come through an accord. You're like, look, if you're saying no to somebody, but they meet this criteria and they're not a serial killer or a drug dealer, send them our way, send them our way and we did the same thing.

Ricky Baez: 27:58

Now, apparently, that stopped after I left, but it worked. Right, but that takes work. You're right where you're saying look, if you just want to take a step back and you know what, let the expert handle and get a third-party staffing agency, let them come in, let them do. It's like you getting an electrician right, you can watch all the do-it-yourself stuff on YouTube, right, but you don't want to die. Not that this is going to kill you, but the point I'm saying is sometimes it's way better to just let the people who do this on a daily basis do it for you, and then you'll have your team free to do the things at the same time.

Pete Newsome: 28:32

Absolutely, it's a great way to put it. And so let's end with that, because I think we've shared the necessary tips. For someone who hasn't experienced this before, let's recap them real quickly. So here are my main takeaways for high volume recruiting, and I guess they're not secrets anymore. But to be effective at high volume recruiting, first start with the strategic plan. Start with the end in mind. Work backwards from the number that you need to be in the seat on day one and then decide how many candidates and applicants you need through the process. Make sure you have the internal buy-in. That's huge. That's huge Commitment of time, commitment of effort. Without it, the whole thing is going to collapse very quickly.

Pete Newsome: 29:17

Take advantage of technology. There's a lot of tools and resources in your applicant tracking system. The data matters here, so leverage it, use it for efficiency and then use it to learn from after the fact and measure your success as you go. Find out what works, do more of that, find out what doesn't and consider how to eliminate those steps in the process. And the last thing I'll say is use a third party, use an expert, if you don't have that in-house expertise. Most companies don't. When it comes to high volume seasonal hiring or one-off hiring. Leverage an organization who just has blinders on and recruits all day, every day. That'll save you a lot of time and effort as well.

Ricky Baez: 29:57

Anything else After a bonus one in there. Folks, the bigger the event, the bigger the organization, the more strategic you have to be. And here's the most important part Communicate, communicate, communicate, communicate with everybody involved what to expect and trying to figure out what can possibly go wrong at each stage in the process, and communicate that as well. People respond better to things that go wrong if they're respected rather than it not being expected. So if you're able to communicate what can possibly happen, you're going to have a really well-oiled machine, to the point that the people who get hired on because remember, when they get hired on, you really should ask them how was the process to get their perspective, and you want them to tell you either I love it or I hate it, and you use that information to just make the whole process better. I just I love it.

Pete Newsome: 30:46

You elongated that sorry, no, but it's necessary and important, so I'm glad you added it. Thank you, as always. Thanks for listening today. Secrets of high volume recruiting. I think we covered the bases right.

Ricky Baez: 31:00

I think it was beat the death. Yes, sir.

Pete Newsome: 31:02

And we beat the horse.

Ricky Baez: 31:03

All right, have to do it.

Pete Newsome: 31:04

Awesome, ricky thanks, as always. Everyone. Have a great rest of your day.

Ricky Baez: 31:07

Have a good one, all right.