Emil Yeargin

Gusto VP of Talent Emil Yeargin

Emil YearginVP of Talent

Today we are joined by the VP of Talent at Gusto, Emil Yeargin. Emil has a tech background and an extensive career in talent and recruitment. We discuss Emil’s recruitment goals for Gusto and tap into how leaders respond to the feedback he gives. Emil also explains what makes recruitment successful before diving into his background and an overview of his career up to this point. Emil then dismisses stereotypes surrounding his role and explains why the new generation will be passionate about recruitment. We discuss the new generation’s relationship with technology and how it has evolved over the last few years. Finally, Emil gives advice to those who want to pursue recruitment as their career.

Episode Transcript


[0:00:06.1] RS: Welcome to Talk Talent to Me. A podcast featuring the most elite talent leaders on the frontline’s modern recruitment.

[0:00:12.8] FEMALE: We actually want to understand the themes of someone’s life, we want to understand how they make decisions. Where are they willing to take risks and what it looks like when they fail.

[0:00:22.7] RS: No holds barred, completely off the cuff interviews with directors of recruitment, VPs of global talent, CHROs and everyone in between.

[0:00:31.1] FEMALE: Once I went through the classes and the trainings got the certifications through diversity and inclusion, I still felt like something was missing.
[0:00:39.7] MALE: Talent acquisition, it’s a fantastic career, you are trusted by the organization, you get to work with the C-Suite and the security at the front desk and everybody in between and everybody knows you.
[0:00:53.0] RS: I’m your host, Rob Stevenson and you’re about to hear the best in the biz, Talk Talent to Me.


[0:00:59.9] RS: Here with me today on Talk Talent to Me is the VP of talent over at Gusto, Emil Yeargin. Emil, welcome to the podcast, how are you today?

[0:01:07.9] EY: I’m doing splendidly, Rob, it’s so good to be here, big fan of the show so definitely jump on the opportunity to chat about recruiting.

[0:01:14.4] RS: Yeah, I’m so pleased you’re here and just for the folks at home who can’t see you, you ever so effectively put on your glasses right as I introduced you as if you were to say like, “All right, now, let’s get serious, let’s get smart here.” There was some goofiness before we hit the button but I’m glad you’re taking this seriously now.

[0:01:31.8] EY: It’s game time, you know? I want to put on my game time attire to match the occasion.

[0:01:36.3] RS: Yeah, it definitely suits you, glad to have you here Emil, gosh, there’s so much we can go into. How have you been these last couple of weeks since we first chatted? How are the state of things over there at Gusto?

[0:01:45.9] EY: Things are well, we just wrapped up our fiscal year so we’re in the process of kicking of FY23 so I always find this time to be the most interesting because it feels as if you’re doing three jobs, right? You’re wrapping up the previous year, you’re trying to do your day job in the present and then you’re also trying to project what’s to come in the following or the upcoming year. So just a lot of wrap at work, a lot of thinking about what the future holds for us so communicating both internally and externally to really set the stage for what’s going to be a huge year for Gusto but this is where I find you can have the most fun, right?

This is where you can really take the ceilings off what’s possible and really put together a plan; whether it’s through capacity planning, whether it’s through looking at engagement scores and trying to find ways where you can bring your team closer together, whether it’s, “We don’t have any travel mandates right now so how can we think about connectivity and if we want to do some things in person?” or how do we think about what the structure of our engagement’s going to look like moving forward, right? It’s just limitless possibilities and that’s where I think this is such a very intriguing and interesting time for us.

[0:02:45.6] RS: How do you come to those meetings around the end of the year? You’re sort of equal parts looking back and then playing for the future. Like you say, you get to have – the world’s kind of your oyster, you can sort of report on what went well, ask for more budget, I don’t know, figure out how the team’s going to grow and change. How do you personally prepare for those meetings and strategize, so that your talent team can get what it needs out of the deal? 

[0:03:07.2] EY: Just for additional context, I’m coming up in my one year at Gusto. One of the things that I really like to do as we end the year is really, just reflect back on the objectives that we put in place to begin the year and how do we progress around those, right?

I think in a world in which we’ve gone through a lot in the last couple of years with COVID and not necessarily being able to resort to the old tricks of the trade in order to build community and continuity within the team, just building around objectives that we all have a stake in is a really, really good way to bring the team together despite them working on different things, despite them maybe having different routes and getting to that end point, really centering the work that you’re doing around shared and collective goals.

So really making it so that everything that we do always ties back to these couple of things and making sure that there’s active updates and progress checks so at the end of the year, it’s generally a celebration.

Gusto had a great year, we grew the company roughly 80 percent in terms of headcount. So that was a lot of work, a lot of engagements, a lot of interviewing, a lot of hiring that was spent throughout the year but the thing that I’m most proud of as I look back over the last nine to 12 months is, just how we’ve up level the team in so many different ways. We’ve hired a bunch of people internally, we’ve up leveled a lot of our processes and we’ve really reimagined what creating can be within the confines of the company, right?

So I’m thinking about how to approach these meetings and how they approach these years, I just come in with a lot of excitement because this is authentic. We’ve done so much and it’s been such a great year. How do we celebrate what happened, how do we also create excitement around what’s to come?

I think this is where you have an opportunity to really set the stage for what can be another great year of hiring but more importantly on the individual level, right? It’s, how are you going to be impactful in really driving this company to its optimal greatness? So that’s what I’m trying to do right now.

I’m trying to shake as many hands, kiss as many babies as possible, really advocate and evangelize on behalf of the team and make it so everyone knows that, “Hey, you know, this recruiting team just isn’t someone or in our group of people who put buts in seats, we’re a true strategic partner to the business.”

We’re helping fill the growth of this company. I mean, on the business objectives that we’ve been able to attain are as a result of our ability to hire people that can help us get there, right? So the more I think you can tie impact to business objectives, the better and that’s what I’m currently trying to do.

[0:05:19.7] RS: So, what is the ideal outcome for you, of all the handshaking baby kissing to sum it up? Are there specific things you want, specific goals, specific campaigns you’re hoping to get, executive sign on for, or when you’d say you’re trying to reinvent what recruiting means to the company, what does that look like for you?

[0:05:38.9] EY: Yeah, you know, I should said I said back and recognize like shaking hands and kissing babies in a world where we just experienced a pandemic may not be the right phrase to leverage anymore but I’ll keep it for now. I think like on this roadshow of sort, what I’m trying to do is just kind of really highlight some of the strategic investments that we made as a team.
I think that as a new leader, it’s a great opportunity hit the reset button and take a couple of swings at the plate, right? I think, when you’re brought into a new role, the ultimate outcome should be to bring your experience, bring your knowledge base and apply it to the company
that you go into and it’s not always going to fit with what’s being done before. It might be a little bit different, it might be starkly different.

As I’m having these roadshows, it’s about helping folks understand where we were versus where we are today, you know, based on some of the investments that we made and how do we double down on these certain areas?

I think with the company of Gusto’s size, you know, one of the conversations that we’ve recently engaged in is, “Is this the opportunity for us to start investing in strategic sourcing and really building out a team that can help improve top of funnel velocity versus we’ve been historically?” which is, just a team of full cycle recruiters, right? We did to marginal investment in it over the course of last year and we saw a lot of ROI on that.
As people are going into FY23, this is going to be another key area of investment for us as we look to really drive top of funnel velocity and then also thinking about some of the qualitative aspects that a sourcing team can bring from a representation standpoint, from a talent mapping standpoint, from just the general movement of people standpoint, right?

Really being able to be a little bit more strategic and how we approach some of these searches that we’re going to run, so that’s like one component of it. I think the other piece of it too is, I think this is a great opportunity to really sit down with leaders and figure out where they’re trying to go with their business. Again on the same vein that I look at this as an opportunity to hit the reset button and really reimagine what my team can do.
I know a lot of leaders are doing the same thing, right? It’s a very reflective time. So really getting in front of these leaders in addition to shaking their hands and kissing the babies, it’s really having those strategic conversations around, you know, what is next six, 12, 18, 24 months look like and how can recruiting play a pivotal part in helping you check those boxes. And I think over the course of time, what I’m hopeful for as I continue to collect my bearings at Gusto is, how do we really sit down and come out with a key set of metrics that are going to really help us understand or help in a whole different light, right?

How do we use those metrics to help better inform how we can make the right hires for the company? So, if I’m thinking about organization being top-heavy, it’s, how do we infuse these team with more innovation, right? More folks who might be a little bit more junior in their careers but can bring execution mindset this team needs. If it’s the inverse, it’s – how do we go out and to build some of the skill gaps around seniority that you’re experiencing so that as you’re thinking about the makeup of your team, it’s a little bit more balanced and you have career progression opportunities for the entirety of the team.

It’s, are we seeing high attrition rates on a specific teams or organizations? It’s how do we redefine our pitch to make it so that from cradle to grave or from soup to nuts, we’re really thinking about how we’re positioning the role and positioning the team and positioning the company in a way that is not going to mislead or not going to lend itself to any frustration I guess the point and what’s the interval.

So I just think that recruiting or invite as we’re professionally called within Gusto, can play such more of a major part in terms of strategic thinking, company building and really having a seat at the table when it comes to how this company wants to grow over the course of time and I’m just trying to do my best to advocate on behalf of my team and position us in a way where these leaders are comfortable in having these conversations with us.

[0:09:08.6] RS: You gave that example of a top-heavy organization, can we balance this out with more executors. That’s just one area I’m sure you’re giving feedback. It’s a little more strategic though than just meeting with the VP of whatever and being like, “What are your goals, where are the hires you want? Okay, here’s how many I can get you” blah-blah-blah. There’s more just general organizational thought being put into that feedback you’re giving. Do you find that other leaders in the org are generally receptive to that kind of feedback?

[0:09:36.9] EY: I do, right? But I also think it’s about presentation. These are very important topics to folks, these are very impactful topics to folks, right? I think it’s one thing to go into a meeting with an intuition and like, “Hey, I think we should be doing this based on this dream that I had last night” right?

Versus, you know, really, looking at the data and like I said earlier as we’re thinking about ways that we can be more strategic and partner at a higher level with the business, if we had these predefined talent maps with predefined skill gap deltas that we can help close through the hiring of these folks, right? I think we can go into these conversations with a little bit more ammunition, to really get the outcomes that we want to see.

In my earlier career, I would go into some of these meetings and thinking that, “Oh, I’m in the weeds, I’m in the trenches, I know exactly what to do, I know exactly what to say” and I’d go in there and say like, “Hey, I think you need to do this just based on what I know to be true” and they’re like, “Okay, like, where’s the data, where’s the map of the talent, where are they located and what company are they working at? What schools did they go to or what’s the average tenure at a company depending on the seniority level of these folks?” right?

I wouldn’t have that information, right? So you know, sometimes you got to learn a hard lesson and when it comes to having these conversations at a strategic level with these senior leaders, right? It’s not enough just to know it, you got to be able to articulate it in the way that’s really going to resonate with how they think and how they think about hiring the talent or the attraction of talent, right?

So really making it so that you have an understanding in these leaders, understanding where they want to go strategically and then using that as an opportunity to kind of structure the framing of a positioning of the information that you want to present, I think it’s something that all effective talent leaders have in their back pockets.

It’s meeting people where they are, right? understanding, what are the things and the key drivers are going to engage them at the highest of levels and then making it so that the information that you have to provide or the data that you want to present is going to be in alignment with that and you can get the outcomes that you’re looking for.

[0:11:26.6] RS: Not to reduce it, none of this, but it feels as straightforward as just knowing your org inside and out. I’m imagining you putting up an org chart for example, and just reflecting that back to the other leader and saying, “Is this accurate? Okay, this is what it looks like?”

What I’m seeing here is that it’s top-heavy to continue that example and you would only have that perspective if you’d studied this, you know? If you just kind of live and breathe, “Who are these people in our company and what are they all bringing uniquely to the table?” I feel like being able to be strategic to the business starts there, is that fair to say?

[0:12:01.1] EY: Yeah, that’s one component of it, right? Like in its most simplistic form, right? It’s just the org chart and what does this look like based on level of tenure that I can see in the system. I think where you can double click and get even below the surface level is when you start to understand not only what their titles are, ended up with seniorities that they bring to the table but what are the skillsets that these folks are bringing to the table, right?

Then how do you pair those things together, right? You have seniority in these areas but you don’t have maybe any coverage or you just don’t have any skillset in this area, right? So, how do we supplement and balance the team in a way where yes, you know, the years of experience is going to be a little bit more balanced but there’s also an opportunity for us to go out and find innovative skillset that can balance this more timid person on the team and create a balance in a way that it’s going to allow for your team to have the context to be successful but also going to have the skillset to innovate in a way that might create more efficiencies for the team, the org and the company.

When I think about understanding the org, right? I think it’s yeah, org chart is the first spot that you want to start but as you double click into the org, it’s really understanding what this org is trying to accomplish, whether or not they have the skillset to be able to get to where they want to be in an efficient way, right? Then presenting some opportunities or some view points on how we can help close that gap and create a situation where they can have that team that can truly maximize opportunity that’s in front of them.

[0:13:19.4] RS: That makes sense, this is all part of the process. Emil, we kind of jumped in at the deep end here. You’re on a roll, I didn’t want to cut you off. I want to make sure we get to know you a little bit because you’ve had such an interesting background. Would you mind sharing a little bit about how you kind of came to this current role, a little bit about the Emil of it all and just your journey through tech and to this point, in talent?

[0:13:38.8] EY: I grew up in San Francisco, born and raised. I did all my schooling in San Francisco which is really interesting because growing up, I never understood or never saw myself in tech. It’s jarring to say it out loud sometimes given that where I went to school is probably like a 10-minute bus ride from the Salesforce Tower in San Francisco where it’s located today but the education just wasn’t there.

It was still very much partitioned behind a big-big-big fence and position as just you know, you have to be a math or a science major in order to be able to get into some of these companies and you know, it wasn’t until in my mid-20s where like most folks, where I’ve heard on this podcast kind of just fell into it and fell in love with it and started off in an agency, really grinded my way up the ranks for a couple of years and hit a point where I just realized, there was more to recruiting than placing people at third-party things and financial institutions and tech companies, right?

I wanted to be a part of the company, I wanted to be a part of the talent strategy, I wanted to be a company builder, right? Not just someone who put butts in seats. So I took a swing and decided to go in-house and went for the Zenefits where I spent some time there where serendipitous giving that on my Gusto and it was pretty much a competitor at the time.

So this empathy that I have for small businesses has just been there since my first day as an in-house recruiting which I think has helped serve me well in my current role at Gusto but going back after Zenefits and with Okta, was there for a couple of year with tech recruiting and I had an amazing time there. I’ve got a chance to partner with some amazing leaders, really learned a lot.

I think that’s been really my formative stage when it comes to recruiting and really being in a position to work with the senior leadership to think about expansion strategies, going into different countries, and thinking a little bit more international about the processes that we wanted to leverage and from there, I took that to Lyft where again, I had the opportunity to partner with a lot of great leaders, a lot of great people, really learned a lot and I kind of hit this stage of reflection in the pandemic where I really wanted to be intentional with how I spent my time with how I spent my energy.

I really wanted to go to a place that would allow me to almost take a step back in terms of scale and really ensure as the company was going from A to B that we were implementing the right processes that recruiting had a proper seat at the table and can really hold the line when it came to things that are going to be detrimental to our long term success, when it came to engaging and tracking people.

Gusto came around at the right time and I remember wrapping up my phone call with them and just being so impressed and being so engaged with the value proposition that they have to offer, not only about the role but just more importantly about the impact that the company was looking to make and just the impact that it was driving with its existing customer base and it just felt like a match made in heaven.

So I decided to make the jump to Gusto and have been thrilled with the decision. We have been able to do some great work. We still have a long way to go and we’re going to shoot for the stars here and really trying to create a Nirvana state for recruiting, right? But I have always just enjoyed the process. I played sports growing up, really enjoyed the practice process and I think we’re in that stage right where every day is a new challenge.

Every day is a new set of opportunities that I think what we are trying to do now is just get our grasp on some of these challenges and some of the things that we can do to help improve the company and just really executing at the highest of levels.

[0:16:57.0] RS: You mentioned you have a somewhat similar origin story. I talked to a lot of folks who like you grounded out in the agency. When it became deliberate for you when you kind of decided, “I am going to pursue this because I really love it not just because it’s the skill I happen to have accumulated over the last few years in my career as the job I can get” what was the tipping point for you when you kind of realized that it was about more than just putting someone in the job? Where was that realization? What changed?

[0:17:22.0] EY: For me personally, it was just the realization, the opportunity that was being presented to me, right? Going back to my story about growing up in San Francisco and not realizing that tech was an option for me, it became clear that this could be not only just a profession but it could be a long-lasting career. One of the thing that truly excites me about recruiting is this in the proliferation of it or just the expansion of this ability into the role is the fact that I think the next generation unlike us are going to grow up wanting to be recruiters.

I think there are going to be nine-year-olds and there are third-grade classes saying, “Hey, I want to grow to be a recruiter because my mom or my uncle or my aunt or just someone else is a recruiter and it seemed like a really, really cool opportunity to be at the intersection of company building.” But then also helping people find that true alignment between purpose and values and the work that they want to do.

So as I think about my opportunity and why I continue to just love recruiting, I think it’s because A, it gave me an opportunity that I could have never imagined when I was growing up but then B, I recognize that a lot of us in this industry today are really setting the tone for a prosperous profession for the next generation and I am hopeful it continues to grow, that continuous to evolve and most importantly, it continuous to diversify and brings in new innovation.

Just new trains of thoughts and perspectives because again, I don’t want younger me to be in the same position in 20 years, right? I want younger me to have the opportunity to understand that, “Hey, you too can work at the biggest tech companies in the world” right? I think we’re on the precipice of that, which makes me really excited.

[0:19:00.0] RS: What is it about the job that you think will appeal to that generation who from a much earlier stage will say, “Yes, I want to do this deliberately” as opposed to the story that is all too common that I hear, which is, “Oh, I kind of feel into it by accident but now I like it” what’s going to be the change? Why do you think kids will raise their hand?

[0:19:17.4] EY: What we are discovering now and we see it in a lot of different respects, the role of talent acquisition has evolved immensely over the course of time. I think we are seeing chief recruiting officer type titles, chief talent officer type titles coming about because I think companies are realizing the value of people, right? It’s not just products driving revenues, it’s the people building the products, building the culture within these companies that are driving revenue.

So I think there is going to be a much bigger spotlight on the talent organization than there has ever been in the past and with that being said, I think I would have put my 12-year-old hat on, right? I would imagine that whatever I wanted to do, I wanted to drive impact. The new generation is so much tech savvy than we were growing up, these companies aren’t foreign to them, right? They interact with these companies and these brands every day in a way that we didn’t because I didn’t grow up with an iPad, right?

I didn’t grow up with 200 channels and YouTube to sift through, right? So as I am thinking about the interactions with these brands and with these companies and how they think they can make a difference or how they can drive more productive outcomes, one of the biggest ways you can do that is through hiring people, right? Hiring the right people and helping create lenses where you can have representation and this different backgrounds and non-traditional ways of getting from point A to point B, not the reason for not employing someone.

So I think the function of recruiting is really proving that it can implement wholesale change within a company and I think the more and more people get an opportunity to see that, the more and more our kids and just the younger generation will get a chance to see that, I think it’s going to be a more desirable job around it.

[0:20:52.9] RS: It is such a good point that the way children are interacting with technology at a younger age and there’s this dystopian view of it in a way but I kind of don’t go in on that like, “Oh, there’s this kid in a restaurant, he was on the iPad the whole time” and it’s like, “Yeah but what was he doing on the iPad” you know? Was he playing Bejeweled or was he on Roblox coding a new game, you know?

You don’t know, with the example of Roblox, the difference between consumer brand and employer brand has become far less deviated in the last ten plus years too, right? There was a time where liking Coke was not a hop, skip, and a jump from, “I should have worked for Coke.” Now, it’s deliberately that way like Coke is thinking, “How do we engage with people who love our product the most and try to get them to work here?”

In the same way, I spoke to someone from Comcast who they’re interviewing people for their company and they’re like, “Look, we have to be worried about our consumer brand because if they have a bad interview experience, then maybe they have a bad taste in their mouth and switch to Verizon, you know?” So there is this general conflation that’s happening and the people using these products will benefit from that. 

This ability to be able to pursue a career with a product that they have a lot of familiarity with based on the history of their education really starting at a young age. It is easy to cry foul at that, it is easy to say this is like the end of days and rise of the machines but it neglects all of the ways that kids can be upwardly mobile. A kid like you growing up in San Francisco, if you’d had a Roblox account, you may have been vacuumed into tech faster and you may have gotten to this point even sooner.

[0:22:23.5] EY: Yeah, I mean I just think general exposure is just much different than it was. I didn’t intend not to sound like a back in my day kind of person but it’s just different. The line between like you said, consumer and employer brand is relatively thin at this point and I have talked to folks who don’t necessary know what they want to do but they know where they want to work, right? Which I think speaks volumes to how the game is changing.

Where it’s I think folks are going to look for entry points to get into these companies any way that they can and I don’t think that was necessarily the mindset that I had growing up and maybe that was just isolated for me, maybe it was just isolated for the community that I was in but I just know that that mindset was very prevalent and I am hopeful that changes, right? Because I think there are so many different skillsets that these large companies look for, that these small companies look for that span the gamut from creative writing to artistry to coding, right?

I am hopeful that all the kids understand that, take a talent and monetize it because you can, right? Companies will hire you for it. It doesn’t need to necessarily be confined to just math and science as like it was when I was coming up.

[0:23:24.1] RS: It is such a common thing to hear the grizzled HR tech influencer veteran and there are a lot of them say things like, “Listen, all these new-fangled, new tech tools, it’s all doing the same thing. It is putting warm butts in cold seats” and I see what they’re getting at but I tend to side with you that it has changed a lot in the last however many years. Could you speak on that a little more, how you think the profession has evolved in the last ten or so years?

[0:23:52.5] EY: Yeah, I mean the profession has evolved because companies have evolved, right? So I mean, we kind of have to start there. It’s just all different and as I think about my role and what I tend for it to be is to be a strategic adviser. I think if you go in with the mindset that we are just putting warm butts in cold seats then that’s what you’ll get out there, right? You’ll get a perception of your team, of yourself that you just put warm butts in cold seats, right?

But I think for me, what it’s about even if it is not the case, right? It is trying to chart a new path where that’s not going to be the MO for the recruiting team, right? I want the MO for the recruiting team to be a strategic adviser that we want to loop into all conversations that pertains to growth, right? Not just hang kind of growth but revenue growth, cultural growth, any type of growth, right?

I want my team to be in that room being able to give their takes and their opinions on how we can do it most effectively. So I think again, if you go on with that mindset that is exactly what you’re going to get, right? But I also do think again, right? The importance of talent and the ways that companies are operating in order to make it most easy for talent to be attracted or to be retained is very obvious.

I mean, we can see it based on some of the work from home policies that you are seeing, based on the availability of remote opportunities for folks that weren’t available prior to the pandemic, the mindset of the populous has just shifted, right? I think companies are trying their best to keep up with it and it’s one of the reasons why I am so happy to work at Gusto where it’s a company that really puts the decision making into the employees hands, right?

It’s, “Hey, do you want to be someone who goes to the office every day? Hey, do you want to be someone who come in a couple of times a week? Hey, do you want to be remote?” as long as you can do your best work, we want to enable you to do that wherever that might be and I think the companies that are able to create those mutually beneficial arrangement with their employers are the companies that reap the benefits.

Not only getting the best work from their existing employees but attracting those employees who are looking for those situations. So again, it’s a much different world than it was and not to say that there are not still some concepts of that. I think at the end of the day, we are tasked with hiring people, right? I have a hard goal that I am striving towards and that I am pushing my team towards but the way that we get there, the methodology that we leverage to get there, the philosophy that we want to put forth in terms of getting there is much different from that.

I think it is going to make it for all the better because I want my people to be connected to their work. I want to be connected to my work, right? If I am not then that’s where I start to have wondering eyes. It’s a thing that all talent leaders are concerned about right now, so to me it’s drive impact, drive high-level philosophy and drive a culture where you can tie business objectives to your work, so that you feel attached to it.

[0:26:34.8] RS: That makes all the sense in the world to me. Emil, we are creeping up on optimal podcast length here but before I let you go, I want to put it on you to bring this episode home. For the folks listening to this who have kind of heard about your journey, grinding it out to the agency, now you’re elevated to running the show for a really awesome tech company, what advice would you give for people who want to replicate that sort of journey?

[0:26:56.0] EY: Yeah, I would say trust your gut. It’s been a hell of a ride I’ve enjoyed every step of the way and trust your gut and be intentional. The piece of advice that I give any and every one that I’ve talked to is don’t just think about the next shop, think about the job that you want two steps away, right? Use that as kind of your north star in terms of making a decision in between that step.

I have seen a lot of folks who will take an opportunity that’s in complete contrast to where they want to be ultimately because they think the grass is greener but I think we all have an obligation to ourselves to really be strategic in how we want to position our careers, right? Especially if you’re a recruiter, right? Recruiting is all about narrative. It’s all about being able to tell a holistic cohesive story.

As you are thinking about your career, think about it as a recruiting story, right? It’s how do I get from point A to point B and how do I get from point B to point C and how did point A and point B help input the great things that are going to help me be successful in point C and I think if folks are able to do that in an intentional way, I think they will see a lot better outcomes than get to where they want to go a lot quicker and the last thing, have fun.

I think recruiting is such a great profession. It’s opened up so many opportunities for me and my family and I am just immensely indebted to the profession in itself but don’t take it overly seriously. It is a fun profession where we get a chance to build companies with some of the best and the brightest, where we get to sit side by side with some of the most social best people on earth and really take it all in.

We’re at the precipice of a huge change in terms of how this profession is viewed and I’m truly excited for it.
[0:28:27.0] RS: Emil, that’s fantastic advice. Thank you so much for being with me today. I’ve loved chatting with you.

[0:28:31.9] EY: Same Rob, always a pleasure. Let me know if I can help you in any other way but thanks again for the opportunity. This is truly a pleasure.


[0:28:40.9] RS: Talk Talent to Me is brought to you by Hired. Hired empowers connections by matching the world’s most innovative companies with ambitious tech and sales candidates. With Hired, candidates and the companies have visibility into salary offers, competing opportunities and job details. Hired’s unique offering includes customized assessments and salary bias alerts to help remove unconscious bias when hiring. By combining technology and human touch, our goal is to provide transparency in the recruiting process and empower each of our partners to employ their potential and keep their talent pipeline full.

To learn more about how we can help you find your next great hire, head to hired.com/tt2m.