matthughes

Improving Speed to Hire at Gigster

Matt HughesDirector of People Ops

Matt Hughes makes his glorious return to TTTM! He walks us through his new HR/recruiting hybrid role, sourcing playbook, getting Gigster hooked on recruiting data, and his impressive progress cutting down speed to hire.

Episode Transcript

[music]

00:40 Rob Stevenson: Okay, hello podcast land. Welcome back. I’m Rob Stevenson, here at the helm of your favorite recruiting show and we are gathered once more to join hearts and hands as we continue on our never-ending mission to inch our way one millimeter closer to the recruiting gods. If you’ve never listened to the show before, here’s all you need to know. Every week I’ll be bringing in my favorite people in the recruitment space Directors of recruitment, Heads of talent, VPs of HR, Directors of People Ops, in this particular recording incident and they are all going to do primarily one thing, talk talent to me. And if you are a loyal follower, if you have listened to the back catalog the next voice you hear will be familiar. He was a recruiter at Shutterstock. He was the Head of Talent at Hired. He was a regular panelist on all manner of podcast episodes back in days of yore. Ancient podcast history to some, but not for me because this is my job.

[laughter]

01:43 RS: In addition to being that podcast panelist he is now the Director of People Ops here at Gigster, where I am situated at Gigster HQ, Matt Hughes. Matt, welcome back to the show. How are you?

01:52 Matt Hughes: I am so good. Hey, podcast land. It’s been incredibly too long of a time since me and Rob have been in a room hashing on things and super excited to chat today.

02:01 RS: Yeah, me too. I’m glad to be here at Gigster HQ. Awesome things you have here. I can see the… I can see Alcatraz, I can see all manner of stuff.

02:07 MH: Yeah, it’s amazing. It’s funny, we just moved here in June. It’s way too big for us, but we had to get out of where we were. We were in a tiny, tiny loft space. People were near sharing desks, everything was super cluttered and we moved into this space in June. And there was almost a, everybody felt like there was this weight lifted and like this was our chance to shine.

02:24 RS: Yeah.

02:25 MH: This is our change to grow into a company that everybody knows about. And we’ve really been using the space that we’re not using with bodies by having people in like events. We’ve had speakers in, a couple weeks ago we had Justin Kan from Atrium, which has had some huge news. He’s the founder of Twitch now he has another successful company. And we’re just doing a lot more thought leadership in the community and showing off his beautiful space. But yes, we can see 360 all of San Francisco and it’s pretty cool.

02:48 RS: I love it. It’s exciting to be here for me too. I’m taking this show on the road as it were. But I’m curious, office space aside, what are you working on? What’s all on mind for you right now Matt?

02:58 MH: We are working on so many things. So, I’m coming from a place of super honestly, this is my first real official HR role. I’ve always been on the top of the process of the employee experience and bringing in candidates, managing recruiting teams. And when I came in in January there was an open seat for HR and I graciously stepped up to that graciously, hesitantly…

03:18 RS: Hesitantly, yeah.

03:19 MH: Fearfully.

03:19 RS: Like any good leader you don’t seek leadership. You regrettably accept it when it’s thrust upon you.

03:24 MH: Exactly, yeah. I came in… I actually for the first couple of months of my time at Gigster I was Director of Recruiting. And I saw all these HR inefficiencies, not the fault of anybody, we just didn’t have an HR team. And so it was kind of an all hands on deck effort, very reactive and I kind of came in and started doing some things informally. Putting new programs in place, doing things around compensation and employee benefits and you name it, I was kind of exploring it. And so I thought if I was doing that, I might as well step up officially and take it on and have some ownership. But yeah, it has been quite the transition. I’m learning a lot every day is something completely new and I’ve got an amazing team to help me do it all.

04:00 RS: I love it.

04:01 MH: Yeah.

04:01 RS: So you cut your teeth as a recruiter for most of your career. Now you’re on the other side, the Dark Side as a friend of the show Jason Medley calls it.

04:11 MH: Yes, yes.

04:12 RS: Did you ever see yourself as an HR man?

04:16 MH: I truly didn’t and in fact, I spoke at a conference a while back and somebody asked me that question and I very confidently said, “Absolutely not. I will never move into HR,” Not because I don’t respect it. It’s obviously a very important piece of scaling a business, but I never really saw myself on that side of the equation. I’m much more of the cheerleader or the person that’s getting people excited and not really the kind of person at least at the time that was considering things like compliance and the things that have to find a place that are less visible, less fun. But for me, what I’m kind of realizing over these past few months of being in this role, is that it’s opened me up to a lot of blind spots that I had as a recruiter because now I’m able to see the full life cycle. So not just how we’re attracting the talent, but how we keep them engaged, how we make sure they have training resources, how we make sure their managers are taking care of them and ultimately making sure that they’re successful in I career. So a lot more empowerment I think and ownership of the full life cycle instead of just getting bodies in the door.

05:08 RS: Right, right, you rattled off a couple of those blind spots there. What was that process like in discovering, “Oh, I didn’t realize this when I was on the recruiting side of the business.”?

05:16 MH: I mean it was mostly failing at first. I didn’t realize they were blind spots until I tried to do them myself and then I’m like, “Oh wow. This is why HR is here, this is what it means.” And one of those things that was a really eye-opening experience for me was interestingly enough, the on-boarding experience. You would think because that’s closer to the top of the employee experience that recruiters have a lot of insight there, but I was lacking a lot and I didn’t realize how an on-boarding experience can really make or break somebody’s success. And so that was the first initiative we took on. Of course we went through the compliance things and everything that we needed to do to make sure we were keeping the lights on and not getting crazy fines, but the first real big program that the team took on was an onboarding refresh. So we basically evolved this program from what was a couple of hours in the room with an HR person talking about benefits and all the things that you legally have to tell people, to more of an experience that’s two days long. You’re learning about the company, you’re learning about your team, all of the people you’re working with cross-functionally and it’s just really the feedback has been amazing and it’s kind of opened up my eyes to the importance of having a really good onboarding experience.

06:19 RS: So now that you… Now that you have that appreciation for the other side, do you think you’ll ever go back? Do you still think of yourself as a recruiter or is this an important stop on a career path?

06:28 MH: Totally. No, this is absolutely… So, I have decided… Determined this is my career path. I’m absolutely loving it. I think it makes a lot more sense to own it all instead of just a small piece of a bigger picture. So I wouldn’t say I’ll never go back, but I think it’ll always be part of my job. I’ll never just be HR or just be recruiting, ideally. I think recruiting is still what gets me excited, it’s still who I am, it’s still what I cut my teeth on, as you say. At this point, it’s so early still that I’ve got to figure out my own career path and put a lot more thought into it, but I’m having a lot of fun and I’m really challenged and I’m learning a lot of new things.

07:03 RS: Great. End of episode.

07:05 MH: Yeah, great.

07:06 RS: That’s been our show.

07:07 MH: Is that helpful? Is that repetitive?

07:08 RS: No, no, it was good. It was good. It’s just, I’m thinking of… I’m trying to imagine just the career paths of our career. And from where I’m sitting, it’s like, “Okay, I was a sourcer” or “I was recruiting coordinator and then I was a recruiter and then recruiting manager, head of talent, Director of Recruitment, VP of Recruitment, CHRO.” Those are all the stops, but it’s not that simple, certainly. And ideally you would be able to use a lot of your different skills and meld a kid of bespoke role. Or maybe, in your case, by necessity, it was like, “We don’t have this, we need it. Hughes can do it. Let’s sign him up.” So I guess what’s your question Rob? I don’t know, I don’t really have one. I’m just trying to… Is this a normal recruiting career path? Is this what… Would you advise people who have been the recruiters for five, six years to start thinking about HR as rounding out their career in talent?

08:06 MH: Maybe. I would never… First of all, I don’t think there’s a normal career path. I think you kind of fall into what you follow into because you’re good at it, and I don’t think there’s any one way I could look at somebody and say, “Yeah that’s a recruiter that could do well in HR”. I think it’s about what you’re passionate about, because it is a completely different world. I went from selling people on an opportunity to selecting health benefits.

08:28 RS: Yeah.

08:28 MH: Like could not be in a more opposite end of the spectrum, and that’s not everybody’s jam. And it took me a while to even realize it was my jam. So while I don’t think it’s normal career path, I think that, especially in the startup space, if you’re interested in learning more about HR, you have the opportunity to do so. You can recognize if there’s an inefficiency somewhere and just say “Hey I don’t have experience in this realm but here is an idea I have”. And as you kind of bring those to the table people start giving you more and more, and then you can determine if it’s something you wanna take longer term.

08:54 RS: Got it.

08:54 MH: Yeah.

08:55 RS: So, what else is go on here at Gigster?

08:57 MH: What else is going on? We’ve done a lot around speaking of recruiting, I guess we should talk about that, being that this is a a talent podcast.

09:03 RS: Yeah, at some point.

09:03 MH: We’ve done a lot of on our recruitment brand. So we’ve done a fair amount of hiring, we’ve heard 30 people this year. Not super aggressive but also, kind of, it’s enough, right? We went from a 60 person company to almost 100 person company. And a lot of what we’re doing this year is gearing up for 2019, which is gonna be more of a hyper-growth year. So putting some infrastructure things in place around recruiting brand, how we partner with the marketing team, how we create a sourcing playbook as we bring on more sources, just things that you should be doing as you get ready for scale. So these past few quarters, I think the biggest project we’ve taken on has been recruitment brand. It’s such a competitive landscape out there, that’s not news to anybody. Everybody’s fighting for the same talent, salaries are on the rise, talent pools are getting smaller, people are getting more comfortable in their jobs, ultimately making it harder to recruit.

09:52 MH: And there’s also, I think, been in the startup space, a shift of the talent that’s even available. It’s a lot more of that millennial talent, that maybe these larger companies are like “Oh they’re so young, they’re so junior”. To me, I think we’re getting ahead of the curve and hiring the people that are gonna take this company to the next level, because they’re more innovative, they’re younger, they’re fresher, they’re more excited. You’ll have to edit that a bit, went off on a tangent. But the recruitment branding thing, we have kind of been thinking outside of the box a bit. “What channels are we not represented on today that we need to get in front of?” It was laughed at by a few people, but we spent a lot of time thinking about our Instagram strategy. Which seems so crazy, but I think when you look at the talent market there’s a lot of millennials out there you wanna hire. It’s a very visually driven generation.

10:35 RS: Yeah.

10:35 MH: And it just seemed under-utilized. So I tasked, of all people, a very early on in her career recruiter to take on building out our Instagram strategy. And we thought about everything from how we track our applicants coming from that to a employee highlights, right? Taking people from our network, we have a 1,000 person talent network here, and highlighting how great it is that we have a remote work culture. Or birthdays, anniversaries, anything you can think of that we want to normally include in our employment brand, we’re doing in a visual way on Instagram and tracking the data around it, what our demographics are within our audience, so we know who to target. So that’s been a huge undertaking, a lot of partnership with marketing. I’m no marketing expert by any means, but it’s been really fun. So go follow us on Instagram @gigster_official. It’s where you can find us.

11:22 RS: Plug, plug, plug, plus.

11:23 MH: Yeah, all the plugs.

11:24 RS: So are you doing Instagram advertising as well?

11:27 MH: We’re not doing advertising yet, so this is all completely… I wouldn’t say… Yeah, I guess I would say organic growth, right? Of just, “Let’s be thoughtful and proactive and strategic about what we put on there”. We’re not just thinking about this as an after thought, we’ve got a whole calendar of scheduled posts and things that we wanna put on our Instagram. And our follower base is growing, we’re seeing a applications coming from it. Candidates are referencing it more often when they come on site. And I’ve still had people in my network, I’m like, “Yeah my recruiters are working on our Instagram strategy,” and they think I’m crazy. But I think that it’s that kind of innovative thinking ahead of what the next generation is gonna wanna see, in terms of their employee experience, that really puts us ahead of the game.

12:07 RS: Yeah, it makes sense. And you have to look at the people you wanna hire, and you have to ask yourself, “Where do they hang out? Where do they spend their time? What has their attention right now ?” In a lot of cases, Instagram. It’s the same reason that you have… Like coming inside of university recruiters, they’re like “Oh we wanna hire a lot of young people. We need to go to these career fairs for better or worse.” It’s because we see all sorts of silly memes and dedicated puppy accounts… Do you wanna plug your dedicated puppy account while…

12:32 MH: We don’t have a puppy account, but I’ve got my own personal puppy account. Feel free to follow @mozzythepuppy on Instagram.

12:37 RS: Yeah that’s what I was… Yeah. But yeah, that’s where they live. So it makes sense to reach out there. Can you tell me more about that sourcing play book?

12:45 MH: Yes. We love the sourcing playbook. It’s kind of, at this point, a Frankenstein playbook of what I did at Shutterstock, what I did at Hired, and what we need to see happen here at Gigster. But essentially, it’s kind of like what I was talking about earlier, just being more thoughtful and proactive about the work we’re doing and not so reactive. What I mean by that is you get a job from a hiring manager and you immediately start sourcing. I wanna think ahead of that, right? What rules might we not be thinking about that aren’t on the hiring plan that we’re gonna eventually need and doing some passive sourcing. And the sourcing playbook includes everything under the sun related to candidate attraction; everything from email copy to how we set up drip campaigns, or how we represent ourselves and events to get people in, we consider that sourcing, social sourcing.

13:34 RS: There’s a lot of data in this as well, like how we use the data from our sourcing activity to predict what’s gonna happen to our pipelines in the future. Anybody who’s listened to this podcast before with Rob, we always somehow end up back at the sourcing data and the candidate experience data. And that’s still something that I highly leveraged today. So, yeah, it’s made my life easier because I don’t have to be as in the weeds with the sourcing. I know that we’ve got this really, really robust resource center that if any of my recruiters or sourcers have a question about sourcing, they know where to go and they can kind of run with their own book of business instead of having to come to me.

14:06 RS: Yes. And just, I think, as a leader, any time you can create that documentation and have those resources for your team, one, you are able to codify it, like this is how we do recruitment or whatever it is, whatever the process you’re trying to instill. This is how we do it here, and also you don’t have to take time to instruct people, right? And that can be really valuable to hold someone’s hand and show them, “This is how we do it”. But better off… Better to have a document that you can refer back to. And then as new people come on, it helps with onboarding. It just make sense.

14:39 MH: Yeah.

14:40 RS: Yeah and you can put the resources in there, you can put links to podcasts.

14:46 MH: Exactly.

14:47 RS: Or podcasts. All sorts of options for your sourcing playbook. Is that common? Do you think a lot of town leaders have that kind of thing?

14:56 MH: I think there’s lightweight versions at every company of some sort of sourcing playbook, but I don’t think that every company, especially at the 85-person size, Series B, super small company is really thinking about. My whole theme of my role here and how I’m kinda keeping myself saying is “Let’s think like a bigger company. What are we gonna wish was in place 500 hires down the road?”

15:19 RS: Yeah.

15:20 MH: And it is uncomfortable and we’re doing things that feel at times like we’re building something that’s too big and a little bit too far out, but it’s proven to be immensely helpful even in onboarding new talent to the team, because they can see that we’re thinking about everything under the sun, and that we’re not just being reactive? But on the sourcing piece too, I think the data… I wanna talk about this because I came in from a place at Hired, where they had amazing recruiting candidate data and it’s all super helpful and all of that. But here we had no data program related to people, at all. It was very, very light weight, we were maybe reporting on a offer acceptance, and how candidates were moving through the funnel, but we were really doing a lot of the sourcing level and weren’t really picking it apart. We were kind of reporting it and then just saying, “Okay, it is what it is. We think it’s close to industry average, so we’re not gonna worry about it”.

16:06 RS: Right.

16:06 MH: And one metric that we’ve really, really, really seen impacted, is our speed to hire. So when I joined, it was around 45 days, speed to hire. And speed to hire, how we define it here, is essentially from the time you talk to that candidate or the time they applied, or the time you close them, how many days are in between that? So not to be confused with the time to fill a metric, which is how long a job is open. 45 days for a candidate to be in process is incredibly too long.

16:32 RS: That’s a long time.

16:33 MH: They’re gonna get so many offers by the time they even make it to your offer. So we were… With being more proactive about our scheduling, having all the sourcing playbooks ironed out, talking about the programs we have around onboarding and the importance of learning and development, and just being more thoughtful about how we’re talking to candidates and more quick… Or more rapid as how we move them through the pipeline. We’ve reduced that stat from 45 days to, right now it’s at 29 days.

17:00 RS: That’s great, it’s progress.

17:01 MH: 10 months.

17:02 RS: Yeah.

17:02 MH: We’ve saved that much off of it. So I think data is still very much from center for me, it’s something that team is constantly talking about. And we’ve kinda built this culture within the team too, if you don’t understand any piece of the data don’t just, “I’m gonna look into that later”. Talk about it now, bring it up to me. We should all understand why we’re reporting this data, how we use it, and the importance of it. Which is nice because then you’ve got ownership across the board and you’re able to, together, move the metric instead of it feeling like one person’s burden to bear.

17:31 RS: Yeah, yeah, definitely. And it can be, especially at your stage, it can be difficult to drill in measure metrics or to build processes that you know are going to pay off way down the line, because it’s not way down the line right now, and you’re like, “I have goals to hit tomorrow. I have roles to fill. I have these jobs open, I need to spend my time recruiting, not writing about recruiting for the recruits we’re gonna hire in 2020.” You will avoid that technical debt down the line. What are some of those things? You said that you are able to zoom out and like, “What’s gonna be a problem for us when we have 500 people?” Can you think of anything where you’re like, “Let’s dedicate some time to this now,” even though the team might be thinking, “Wait, I gotta go source a candidate”.

18:14 MH: Yeah. I think the data program is actually a good thing to point to there, while we’re on that topic. Because, selfishly, because we had no data I wasn’t able to predict the business. And so when people ask me how long is gonna take to fill a director of sales engineering, I kinda just have to shrug my shoulders. I had nothing to point to. And so that was why I initially started the data program here, apart from being really passionate about candidate data. And that’s something that I think is really gonna set us up for success in 2019 because now when we go through the head count planning exercise, I can say, “Hey, here’s 12 months worth of data around how long it took and what sort of pipeline and efficiencies we saw for this type of role”.

18:49 RS: Yes.

18:49 MH: And that’s not something, at least any start-up I’ve been at, is thinking about at 85 people.

18:54 RS: No, definitely not. And that’s just such a smart way to look at it. Coming to the table with that argument when you’re dealing with hiring managers is like “This is your goal, great. But given how long it takes to fill this role, given how long it takes a candidate to be in process, it’s not gonna happen unless we kick it off now or six months ago”. And as opposed to being an order taker for my hiring manager which I think a lot of talent leaders, regrettably, can fall into that, and you’re able to push back and say”: This is what the numbers look like, if you want this, we have to start at this period”.

19:26 MH: Totally, yeah. And that’s the conversations that we’re already starting to have planning for 2019. And it’s almost like a light goes off with all of the stakeholders; they’re like, “Where is this data been my entire career here?” So that feels really fulfilling to me. Not only is it helpful but it makes me feel successful and accomplished. And it shows the rest of the group that these recruiters are not just here to be order takers or to source all day, like little sourcing monkeys, but that they’re actually thinking strategically about the work they’re doing. So yeah, I could talk about this data honestly, for hours. Another thing that we’ve been able to do with the data is look at it and pour over it so much that we’re now at a level of granularity where I can tell the team on a weekly basis, “You need to reach out to this many people to yield this many screens, to yield this many on sites, to get this many offers, to get this many hires.” There’s not a single point of the pipeline, where I don’t know how many people need to be there at any given time, which opens up more bandwidth for us. Our tiny, little, scrappy team with no HR resources, other than myself, to take on things are outside of our core scope of being a recruiter or being a recruiting coordinator.

20:30 RS: So what’s your hardest role to fill?

20:32 MH: Hardest role to fill here is oddly enough sales. The account executive roles here are incredibly hard to fill because Gigster without getting into too much detail, is part services, part product and it’s a really long sales cycle. And it can be a really complicated sell to a candidate who’s not coming from a services industry, somewhere where they’re not familiar with what it takes to build custom software and track milestones and how to price those things. So that’s been really hard for us. You have a very, very, very little amount of time to convince a candidate to take a call with you. You’ve got a few words in LinkedIn before that little box in the left hand corner turns red and tells you you’ve written too much. So at the beginning we really struggled and me… Myself included, I don’t come from a services industry. I’ve always had a really easily defined SaaS product that I’ve been supporting. So there was some challenges in getting sales people excited about, “Hey, you’re gonna come in and your sales cycle is gonna be six months long. You have to understand software development life cycle.” It’s just been a little bit challenging.

21:36 RS: So how many AEs do you have to reach out to before you get one?

21:39 MH: Oh, that’s a great question. You’re putting me on the spot. I don’t have my sheet in front of me. We probably reached out to in one quarter to get one hire, we probably reach out to somewhere around the tune of I think 300 AEs.

21:54 RS: 300 to one.

21:55 MH: Yeah, one to two.

21:56 RS: So all the way down the funnel though, right?

21:58 MH: Yeah, yeah, but again, that’s a very top to very bottom of the funnel. There’s a lot less activity happening in the middle. We’ve got really great metrics, its the conversions beyond that recruiter screen, but we just realized that because we are such a young company and we don’t really have our name out there yet as a reputable employer that we’re just gonna have to hit the masses, right? Really hit the ground running, reach out to as many people as we possibly can.

22:22 RS: Right, right. People say recruitment is like sales, recruitment is like marketing, which I think is not totally fair. But this is very… This is a sale-centric approach. This is like, if you’re looking at your sales people, your SDRs whose job it is to set meetings through AEs. It’s the same thing. It’s like, “Alright calls and emails turn into meetings, turn into appointments for your reps, turn into opportunities.” And so you can look at an SDR and be like, “Hey if you didn’t send 30, 60 emails today, you’re not gonna hit your numbers. Right? And we’re gonna be having a harder conversation in a month, when you didn’t hit the numbers ’cause you didn’t put it in the activity.” And on the one hand it’s not entirely fair to reduce that human interaction and the job conversation is a lot different than the buyer company conversation, but you can look at the activity levels and decide, are we gonna hit our numbers or not, right?

23:15 MH: Totally. But I do think that as a talent leader you have to be careful with those activity metrics, because you don’t wanna incentivize bad behavior, right? So I’m never gonna come down on my recruiters and say, “Your goal was to reach out to 30 data scientists this week and you reached out to 25. We’re never gonna hit our number.” That’s just incentivizing them to reach out to five extra people that may be shit.

23:34 RS: Right or with that messaging.

23:35 MH: Can we say shit on…

23:36 RS: Yeah. Yeah it’s fine.

23:37 MH: Yeah, I think towing that line is really important and knowing when to say, “Hey you’re not doing enough.” and when to really stick by that metric.

23:45 RS: It’s good to point that out, that you don’t incentivize bad behavior and that happens throughout the whole hiring cycle too, right?

23:50 RS: Totally, yeah. And I think another thing about those sourcing metrics or the sourcing goals that you’re setting for your team, and I think a lot of talent leaders fall into this trap. If you can’t concisely explain why that number is their target, it shouldn’t be their target. Don’t give them a target if you don’t know why that’s the amount of people they need to reach out to.

24:08 MH: Right.

24:09 MH: I can look at our sourcing work book in any week and say, “Brad, this is why you’re reaching out to 30 AEs in Atlanta this week, because of the metrics from last week. Here’s how I’m seeing the pipeline evolve. Here’s how we have to get in front of that.

24:20 RS: Yeah, Brad.

24:21 MH: Yeah, Brad. Maybe we shouldn’t use that part. I don’t wanna put Brad on blast.

24:24 RS: Is Brad a real person?

24:25 MH: He is our actual recruiter.

[laughter]

24:27 RS: You know what, let’s get him in here.

24:29 MH: But yeah, I think just in general… Especially I had to think about this often in coming into a team that I inherited and didn’t build from scratch. I don’t wanna come in with all this meaningless data or these meaningless goals that I can’t define as important.

24:46 RS: Numbers for the sake of numbers.

24:47 MH: Yeah, yeah, I don’t wanna be that leader. And so I think it not only helped me build credibility with the team, but it also made sure that there was joint ownership across the entire function. Everybody knows why we’re working towards what we’re working toward.

25:00 RS: I love it.

25:00 MH: Yeah, it’s pretty great.

25:01 RS: You sound like a great director.

25:02 MH: Not to toot my own horn but the team is in a really good spot.

25:04 RS: Toot.

25:05 MH: I will, if anybody on this podcast is gonna toot their own horn, it’s definitely me.

25:09 RS: Yeah well, I’m not gonna stop you from doing that.

25:11 MH: Great.

25:12 RS: Well, man, I know you said you could talk about data for hours, but we’ll have to do a part two then, because we’re creeping up on optimal podcast length. And I know that you have to get out of here, Matt hard stop Hughes is what we used to call you at Hired because you had this full calendar.

25:27 MH: I don’t think anybody called me that, but I don’t hate it.

25:30 RS: You were known by that in certain desks in the market pod.

25:33 MH: I thought I was known as Matt Five minutes late to every meeting Hughes.

25:36 RS: You know what, Matt sorry Hughes. Anyway, whatever you’re called. Here you’re called Matt Hughes, the Director of People Operations at Gigster. This has been a blast chatting with you.

25:45 MH: So much fun.

25:46 RS: We miss you. We need to do this more. Maybe you make some regular panel appearances back in the old pod, and we get in other guests and just like old times.

25:53 MH: I’d love that, I’d love that. Let’s get Aaron Wilson back in here with Jason Medley. Kept in touch with those guys.

25:58 RS: Yeah, good people, great podcasters.

26:00 MH: Great podcasters.

26:01 RS: Podcast dynamite whenever they come in the room. And you too. So that just about does it for us here at Talk Talents to Me. I’ve been Rob Stevenson. Matt Hughes has been Matt Hughes. And you’ve all been amazing, wonderful, talented, recruiting Panda bear communities. Have a spectacular week and happy hunting.

[music]

26:24 RS: Talk Talent to Me is brought to you by Hired. A double opt-in global market place connecting the best fit active talent to the most exciting recruiting organizations. If you would like to learn more about how we can help you find your next great hire, head to hired.com/employers and we will get started.