What Recruiters Look for | JobSearchTV.com

By Jeff Altman, The Big Game Hunter
What do recruiters look for when they evaluate talent? David AuClair was an accountant who transitioned into agency recruiting and corporate recruiting and talks about what he looks for when recruiting.

A Few of The Things Recruiters Forget to Mention

Jeff Altman [00:00:02] So my guest today is David AuClair. I want to sing his name. Hey, David, AuClair. What will you say. Anyway David has a talent acquisition firm called Measured Results in California, worked in recruiting before that for Robert Half, and then himself was an accounta-, I am sorry, an accounting associate with CliftonLarsonAllen. And in fact, he’s worked for a large accounting firm. Now with a smaller firm and in the middle, we have a sandwich that has a recruiting firm. David, how are you? Thanks for making time tonight.

David AuClair [00:00:45] Thanks for having me. I’m doing good. We have a heat warning with 110 degree weather on the way, so I’m a little apprehensive about that. But the A.C. is going and I’m good otherwise.

Jeff Altman [00:00:55] And in California, I hope there’s no outages.

David AuClair [00:00:58] Not yet.

Jeff Altman [00:01:01] Amen. So you worked in a large firm. What was it like during a typical day working for a fairly large accounting firm?

David AuClair [00:01:09] So for me, a typical day is you wake up. I woke up at four thirty a.m. I’d be at the gym from five to six. I’d give myself a little time to stuff down a quick breakfast, get dressed, shower, firm by [7:00]. And I was typically at the office from about 7:00 a.m. to roughly somewhere between five and seven p.m. I’d go home, have some dinner and then get back on line for two to three hours. And that was your your typical day for a busy season. It really it wasn’t just CliftonLarson, any of the top 10, 20, maybe even the top 100 firms in the nation, you knowduring tax season. That’s just the nature of the beast. Those are the hours you’re going to be working.

Jeff Altman [00:01:51] In other words, you work like an animal.

David AuClair [00:01:53] Yeah. Yeah. The phrase, the phrase becomes quite literally true.

Jeff Altman [00:01:59] And when does it calm down? When does tax season officially end,

David AuClair [00:02:03] you know, for a tax associate, probably April 5th or sixth or seventh, because all of your work is being reviewed by the seniors, by the management, by the partners. And so really, it’s not April 15th. It’s going to be a few days before that. So we can get those returns signed, get them out the door and get them filed by by midnight on the fifteenth.

Jeff Altman [00:02:27] And I think for the last two years, I know you weren’t with CLA at that point, but the last two years, with the delays in filing, perhaps this extended further for folks. So I think last year, the last filing date was in July. This year, its in may. They’re trying to train us to get back to April. So I suspect it was two weeks before the final filing dates.

David AuClair [00:02:53] I would imagine so, yeah. Yeah. The last year and a half it felt like a year and a half long tax season, to be honest. It just it kept going and going. And I know the accountants felt like they didn’t really get a break because by having an extended season to July 15th, you know, then we had to start working on the returns we extended for the October 15th deadline and the September 15th deadline. And then you go into tax planning season. And then before you know it, you wake up. It’s January 1st and here we go, tax season twenty, twenty one. So, you know, for the accounting industry, for public accountants, covid didn’t really slow down anything. If anything, it just made us busier. We were figuring out what these ppp loans were and we just kept going and going and going. And then finally on May 16th, the accountants got to rest.

Jeff Altman [00:03:44] Amen, except for those who had to file extensions.

David AuClair [00:03:48] Yes.

Jeff Altman [00:03:50] Except for those folks, so you worked long days. What prompted you to leave at that time? Why don’t you move on? Was it voluntary or shall we say they made the decision for you?

David AuClair [00:04:05] You know, it was it was voluntary because when I started to recognize was when I worked in operations at a health club for 11 years, for seven of those 11 years, I was staffing my own firm. So sort of doing like, in an aspect of my job was internal recruiting. I did all the hiring, all the firing, all the training. And then when I graduated college and left that job to get my first accounting job, which was in line with my degree, I immediately joined the on campus recruitment team, which meant when it wasn’t tax season, I was going to four different local universities to different networking events, shaking hands and helping hire our interns and our staff accountants. So after three busy seasons, I just had this realization, you know, tax and audit work. It’s not what I thought it would be. I’m not that interested in it. I don’t really care about it. And it’s not not what I want to do. So I started soul searching and figuring out I have this degree. Do I stay in accounting, maybe go to a smaller firm like measured results where work life balance is offered and I don’t have to work a 70 plus hour week or am I at this point where I’m about to abandon my degree and go do something completely different? So I turned on my open door opportunities box on LinkedIn and a recruiter from Robert Half reached out, asked me what I was looking for and initially I said a smaller firm. But the more we work together and as I was going through this job search with Melissa, I asked her, what do you do? What’s happening on the back end at Robert half that that I don’t know about. What what what is this this company, Robert Half that I had never heard of. I actually thought they were a accounting firm like Clifton Larson, not a recruiting agency. So she told me a little bit about her job, what she spent her day doing, the money she made. And I said, this sounds fantastic. You’re getting paid to just talk to people all day. I could do that. So they didn’t have an opening. But she said, I want you to meet my manager, got set up a meeting. So I go in and I ended up spending four hours in the office. I met the entire accounting and finance team. I got to sit in the room and watch them do their jobs. I got to ask a bunch of questions. There is another staff accountant there who switched to recruiting at Robert Half. So they put us in a room together so I could pick her brain about the pros and cons. Just ask them some honest, maybe non interview type questions to figure out do I really want to leave Clifton to and leave the accounting industry to do recruiting? And at the end of the day, it just felt right. So I talked to my my coach at Clifton and I said, this is what I think I should do. So I’m turning in my two weeks and I’m moving on. And that’s that’s sort of what what the transition look like.

Jeff Altman [00:06:49] I’m going to come to half in a second. I just wanted to back up the Clifton for one second. What did you like about working in accounting? What didn’t you like about working in accounting rule?

David AuClair [00:07:01] What did I like about it? You know, I, I do nerd out over a set of financial statements. I really like to see, oh my goodness, this Almond Company is making millions. This is insane. And you know, what is the company spend on payroll? What are the margins? What are the the expenses and what could we allocate differently? And I liked the strategy piece of it. So if I had got a job where instead of plugging numbers into a tax return, I was maybe just partnering with business owners all day on how to make their revenues more efficient, how to increase their margins. Life may have steered me in a different direction, but, you know, just just punching numbers into a tax return, not really ever meeting the clients, because once I was done, the managing partner would get the return. They would have that meeting with the clients. I never met the clients. I just saw their data. So so, you know, analyzing the numbers was was a pro. The the people that I got to work with was a pro. We had twenty four partners in my office, which I described to potential candidates is it’s almost like we had twenty four business owners and all of them are just a wealth of knowledge. So if you like learning, if you like working with strategic people, this is the office in Sacramento that you want to be at. No questions asked. The cons were at the end of the day, it was the hours and it was just the nature of the work. Like I said, it was sort of almost like just data input. When you’re working on tax returns, you know, with the hours I, I tried to make it work, I took a an upstream approach to it. Have you ever heard of upstream issues.

Jeff Altman [00:08:49] For my audience, tell them what it is?

David AuClair [00:08:51] OK, beautiful. So to describe upstream issues. I’ll tell a little parable that I heard from someone named Dan Heath. So imagine that you and a friend are going to have a picnic next to the river and you get out to the river. You’re laying out your blanket, you’re unpacking your BB and J, and your iced tea. And all of a sudden you’re thrashing about in the river and you’re yelling and you turn around and there’s a child drowning in the river. So you run over, you jump in the water, you pull them out. And as you’re making sure that they’re OK, you hear more thrashing about in the water, more yelling, and there is another child drowning in the river. So you jump back in and you save this kid and then the process repeats itself again and again, child after child. So you look out of the river to your friend to yell at them to help you get these kids out of the water and they’re walking upstream and you say, hey, come back and they turn around and look at you and they say, I can’t. I’m going to go deal with the person that’s throwing all these kids in the river. So what that’s essentially saying is that if you have a system that’s giving some sort of output that you don’t like, you, you could do one of two things. You can either keep putting out fires or you can take an approach, look at the source and figure out what can I do to change the system.

David AuClair [00:10:02] So when I was trying to tackle tax season and 70 or 80 hour work weeks, I figured I could either do one of two things. I could be like my coworker Michael, who would get in the office at seven a.m. He’d work until about 1:00 a.m. He would go to a room that was technically meant for nursing moms that had this really comfy recliner, and he would sleep in there from one to five or six in the morning. And then he would get up and he would spend the night in the office and repeat this process. Monday, Tuesday, Wednesday, you would tell me Wednesday I’m going home to take a shower because I’m starting to smell. And I don’t want people to know that I’ve been here for seventy two hours straight. Or I could take the approach that I did, which was figured out OK, outside of work. What do I value. Seeing my family, seeing my friends, going to the gym, eating healthy, reading and getting eight hours of sleep every night. This is not going to happen anymore. What I can do instead is go from eight hours of sleep to six. I’m not going to read it all during tax season, unfortunately, I will save my pleasure reading for non busy season and I’m not going to see my friends. What I value the most is I’m going to keep seeing my family on Sundays, which is my day off. I’m going to keep going to the gym because I don’t want to lose my health and I want to keep eating healthy because again, I don’t want to lose my health. And I know that if I’m doing these three things that I will feel better, I will operate more efficiently. And during these long hours, I’ll be able to get through them productively because I’m figuring out what do I value, what do I not? And then like I said at the beginning, I set up that schedule of wake up gym work, work, work, work, work, really quick dinner, work, work, work, sleep. And so for me, by taking an upstream approach, I felt like I did beat busy season because every busy season I felt like I was coming out of it happier. I was not as tired, I was being more efficient. And so if I stayed, I really feel like, you know, each busy season would have kept getting easier and easier because I took this upstream approach to it. So that’s sort of what I forget your original question, because I pivoted upstream issues. I apologize, but that was how I tackled busy season and how I felt was an effective way to get through it.

Why Do Recruiters Ask My Thoughts About The Interview Before Giving Me Feedback?

Jeff Altman [00:12:13] We’re talking about what you liked and didn’t like and you explain how you coped with it. So now  you go to the recruiting firm, which I know from my personal experience, it’s not exactly a picnic from a work schedule. How did you find it working at that office of half?

David AuClair [00:12:32] You know, I loved it partly because you’re in a room with 50 people. You’re working at cubicles without walls. And so since you can hear everyone, there is just sort of this buzz of energy that I thrived off of. And I felt like I also contributed to it. I’m not a quiet person. I was very quickly branded as being the loudest person in the office when I think someone something is genuinely funny. I have a Santa Claus type laugh. And so, you know, every now and then there’d be a day where people would be on site visiting clients. And out of the 50 recruiters, only 12 of us would be there. I had a hard time working on those days. On those days, I almost needed to leave the office and just show up at a few client sites by surprise without invitation and say, hey, Jeff, did you happen to be available? I’m not trying to sell many candidates. I’m not trying to get job from them. I just want to say hi. So, you know, it was it was a fun office, but a team of about a dozen recruiters that we had that I worked with specifically, we had another staff accountant and we did a lot of the on campus recruiting the pipeline, future talent together. My superiors that had been there for four or five, six, seven years, they would come over to my desk every now and then and sit with me for an hour or two and just show me some things that they did and how they manipulated our our internal systems to either find candidates, to find potential clients. And I just learned so much in those 10 months. It was an incredible opportunity. The people that office, they were talented, they were kind, they were strategic. It was allowed.

Jeff Altman [00:14:14] that was nice

David AuClair [00:14:18] We had some strategic ones as well, that maybe maybe, you know, were there to fill some job orders. But the last thing I was just going to end with was that when we had a candidate internally for half, it was funny because we would walk them through the bullpen that we called it, just like they did with me. And one of two things happened. They either thrived off of it like I did, or their eyes would get really wide and their jaw would drop. And they no way, where they’d say, you know what, I’m late for another interview. I’m out of here. Deuces and they ran out the door. And that was hilarious to me. I got to witness that a couple of times

Jeff Altman [00:14:58] As I did as well. Question for you. So there you are working and half having a good time and now you wind up deciding to work back in corporate and in a accounting firm, no less. Why did you make that decision? And folks, what I’m trying to do is give you a sense of what it’s like to work in an accounting firm, what it’s like to work in a recruiting firm, what is going to be what it was like working with a large firm. And now we’re going to talk about what it’s like working for a smaller firm and how we evaluate people. Just to give you an idea of how I’m approaching this. So what prompted you to go back to industry and to a small firm like smaller than the bullpen, you were working in half, right?

David AuClair [00:15:43] Right. So did you did you hear of there’s an event last year called covid. Did you hear that? Yes. Yes. So, Robert Half went from our district was about one hundred and sixty eight people on the West Coast. And to my knowledge, by the time they were done with layoffs and also a few people quit, they shrunk to about somewhere between 15 and 20. So, you know, at first when covid started to become when we started to hear about it a lot in Sacramento,the leadership said, you know, we’re a healthy company. We’ve weathered storms before, Robert Half has been around since forty seven, I want to say. So we’ve seen crisis’s of all sorts and they said, we’re good. Fast forward about a month where we all thought we had job security and you know, I’ve never been fired. And it was hard not to take it personally when they made that Zoom call and said, we’re letting you go, even though it was due to Cvoid. I felt it was a mix of, if I’m being really honest, a little bit of anger and confusion and just this thing I had never experienced before. So I felt like I got fired when it was really just due to our revenues dropping by a third over night. And it’s a Fortune 500 company with stockholders to answer to. That’s why you know a hundred and thirty five of us were let go. So there’s been you mix in this pandemic, which as a young man, I had never experienced something like this before. So here I am in my apartment, my normal way of dealing with stress would be to go to the gym. Can’t do that my second fallback see friends. No one wanted to see each other because we were we didn’t know what to do. And so, you know, I would go to a parking garage that was near my house and I run upstairs for 30 minutes. So that was one of the things I’d try to do is pass some time and again.

[00:17:42] Soul Search. What do I do next? I saw that some agencies were hiring, but then I started thinking about when I was in college. And the whole reason I joined CliftonLarsonAllen in the first place was because I was a part of a group called The Accounting Society. And one day a recruiter from UCLA shows up and her name’s Naomi. And she gave this awesome 20 to 30 minute motivational slash recruiting speech on how to get your first job with the CPA firm. And I, I, I remembered her and just how she operated, how she did her job, how much I admired her. And I thought, I want to be Naomi. I can speak accounting, my degrees in accounting. I did it for three years. I got the experience with Robert half where I’m hiring for a dozen different clients at once I, I sort of want to just hire for one person. But not only that, at Half you know, you can look up the website for the company you’re recruiting for and see what their mission statement is. But do they really uphold that mission statement? Do they really care about it or is it just writing on a wall? And sometimes when I was sending candidate candidates to interviews, I felt my integrity was on the line a little bit because I wasn’t sure I really even like the company that much. So it was like, do I let them make that call? Should I not send them for an interview? Because I don’t really like these folks that much. What do I do? Whereas if I’m doing recruiting internally for a company, I get to speak on everything from culture to our mission statement, the pros, the cons. And I know that I’m being truthful, honest and transparent and everything that I say. So I started looking at every accounting firm in the nation, you know, the big four, the top ten, the little ones. And one day on indeed, I see this posting for this company I never heard of called measured results. They’re hiring for a recruiter. So I looked up a few people on LinkedIn and I could only find about sixteen people. And I thought, how could they need a recruiter? It was just crazy to me. Like they can just do this themselves. They don’t need to bring someone in, but what the heck, lets apply and see where it goes. And so I applied and that’s sort of how I came to answer your question of why measured results, why internally, why public accounting? It mainly was just remembering Naomi and her job and how much I admired her and knowing that I could knock it out of the park because I speak the accounting language and anything they want me to hire for, I could go and find for them.

Jeff Altman [00:20:16] Excellent. So now in the whirlwind, you’re running talent acquisition for measurable results, what do you look for in people when you’re evaluating? And I’m going to use the term screening or filtering people. I always think in terms of it’s like the old West and the gold rush days in California and you’re sitting by the river, you got a pan with a screen on top of it, and you put the pan in the water and you’re waiting for the gold of the sit on top of the screen. So what do you look for? How do you recognize the gold at measured results, which is probably different than what half might do, which is certainly different than what CLA might do as a larger firm.

David AuClair [00:21:02] Exactly. You know, when I got I’m going to tell you a secret, I hope that no one,

Jeff Altman [00:21:08] <Cross Talk>

David AuClair [00:21:10] Nobody. You have no listeners. So when I first got hired, they have a book that called Scaling Up that they used to build the business and to scale measured results. And it technically is required reading. I read the first chapter and it was very dry and I thought, I’m not going to read this, but I will read the two chapters on recruiting because that’s relevant to my job and that measure results. We’re very picky about who we hire and in line with the book and why bring that up is we try to only hire the A players or the gold. Like you just mentioned,.

Jeff Altman [00:21:48] No one has ever said to me, Jeff, we want to see your deeds bring in the deeds. That’s who we’re looking for.

David AuClair [00:21:56] They don’t, stop the madness Jeff.

Jeff Altman [00:21:59] 40 years in search, no one ever asked me for the rejects from the deloitte or all the people who washed out five times in the last two years, they always said, we want exceptional talent. All the A players, A, No one ever talks about rejects. So go go into specifics.

David AuClair [00:22:20] So so there’s a couple of things I looked at. And depending on the there’s a few things. First one is just things that are incredibly easy, like answering screening questions. Sometimes those are completely blank. I ran into this yesterday and then I’ll look at the resume. And that’s not really a fit for a job. That’s an easy reject, right, like this. No, I’m not I’m not going to bother calling this candidate when I have 50 others that are waiting to be reviewed. But then there’s other times where they don’t answer the screening questions. But the resume seems like it’s really, really good. And I’m always walking this line of like, do I want to call this person? Because if they’re being lazy with their job search to, do they really care that much. And then David starts to overanalyze the situation. Sometimes I reject them. Sometimes I call them when I do call. Sometimes in that screen, my answer is right on. They’ll pick up the phone and they’ll sound grumpy or mad. Or one time I introduce myself and the guy even dropped an expletive. What, are you deaf in one or something like that? And I said, Oh, well, sorry to disturb you. You seem like you’re having a rough day. You applied for one of our jobs. And so, you know, what I tell candidates is because they reach out to me for coaching purposes sometimes, as you know, if you’re going to pick up the phone like that and you’re conducting a job search, maybe just let them leave a message, because then all the power is in your court when they hear that voicemail. This is David from measured results, calling about the senior tax accountant position. You can go Google us real quick, pull up a job posting. What is this that I applied for? And then you can call me back. You can be happy and we can have an educated conversation on on this. So, you know, in the phone screen, I’m asking some questions, such as, what are you looking comp wise. Let’s just get that out of the way right away so we can figure out if we even want to dive into the interview process, if the position is maybe it has to be in person, I’ll tell them this isn’t one of our hybrid roles, the remote roles. It’s the front desk. We need you here greeting people. Is that OK with you? I’ll ask him any deal breaker questions.

[00:24:30] Typically, every role has something we need, whether it’s a CPA license being remote, like I just mentioned, or ask them why they left their last job. And sometimes as I’m going through these answers, the answer is don’t even matter. All of our roles are very, very client facing. And so we want happy, pleasant people that are easy to get along with. They can break down accounting terms in ways that our clients who are not accountants can understand. And so the answer to some questions could be almost anything. I’m more just looking at are you a cool human being that’s in line with our seven core values? One of our core values is awesomeness with a little bit of weirdness. So do you sort of fit in that bucket in your own unique way? And so in the phone screen, like I said, that’s what I’m looking for. And then in the interviews, same same thing. Some of the questions, the answers don’t matter what where do you want to go in life? What’s your career look like five, ten, fifteen years down the road? I don’t actually necessarily care what your career looks like. I more want to find out. Are you a goal set or are you thinking big picture or are you thinking small picture? I’ll ask him how the job search is going. I’ll ask him if you get

Should I Try to Bypass Recruiters and Apply for a Job Directly?

Jeff Altman [00:25:44] and when you are asking them, what are you trying to find out from them?

David AuClair [00:25:47] So I’m trying to find out if you’ve heard of the term emotional agility.

Jeff Altman [00:25:53] Emotional agility,vperhaps someone in my audience is not familiar.

David AuClair [00:25:57] They might not know. So emotional agility. I’m trying to find out, essentially, when we get stressed out, we oftentimes I’ve heard my sister one time, she was stressed out about a situation and she said, but you know what? I’m not I’m not going to I’m not going to complain about this. I’m not going to worry about this because people in Third World countries have a lot worse. Or I’ve heard people say about their jobs, this this environment is toxic. My boss yells at me, I’m crying. But you know what? Other people are unemployed, so I shouldn’t complain about it or another one might be.

Jeff Altman [00:26:37] Sucking up. In other words.

David AuClair [00:26:38] Sucking up. And what what you’re doing is you’re you’re not dealing with the stress. You’re you’re denying it. The fact is you are stressed out. It’s there. You’re experiencing the emotion. Even if someone else doesn’t have a job, even if someone is in a third world country, has it a lot worse, you’re still stressed out. And so emotional agility is realizing, OK, let’s define the stress a little better. If you’re bored. This could be a sign posting that you’re busy as heck. Your calendar is filled. Twenty four seven. You’re running from fire to fire, putting these out, but yet somehow you’re still bored. This could be signposting that you value growth, you value learning, you value being developed. And that that isn’t happening for you in your in your current role. Or if you’re let’s see if you’re lonely, that you value friendships, that you value community. So what are you doing to build that community? And emotional agility is figuring out that crucial, that crucial step of I’m anxious, I’m frustrated, I’m bored, I’m lonely, I’m angry. So have some compassion on yourself, experience that emotion and then figure out what’s a way that we can solve this.

[00:27:52] And so this takes a little bit to get into during an interview. So I always start out with with some super light questions of of how are you how’s your how’s your day going? I saw this on your resume. You’ve graduated from the school. What did you love? What did you hate, what’s a bucket list item when Covid is over what do you want to do. During covid what did you do. Do you pick up any new hobbies, any new habits? And then I’ll just ask a very direct question of are you familiar with emotional intelligence? The five different norms are self-regulation, self-awareness, empathy and so on and so forth. Which which are you strongest at? Which are you weakest step. And so then I will just all pepper in some behavioral questions. And even yesterday, someone someone brought up, you know, I do I did get anxious during covid. That’s a tough question to answer because I don’t know if I should give you the honest answer or not. I got lonely. I got depressed, I got anxious. March, April and May were three of the hardest months of my life. And so this whole concept of emotional agility comes from an individual named Susan David. And she has a 17 minute TED talk on YouTube about it. So while she was talking, I got the link, dropped it in the zoom chat, and I said, please, please, please watch this. When the interview is over, you’re going to love it. I think it could literally quite possibly change your life. And I think by by saying, you know, I got depressed, I got an anxious , I pulled from that is that this candidate is super honest, she’s transparent, and she allows herself to live in these moments and experience these emotions. And and I feel like she’s one of the most genuine people I met today. So that along with a great resume, a great skill set and overall great conversation, she definitely is moving on to a second interview. And I hope that she gets a spot with us.

Jeff Altman [00:29:39] So we don’t have a lot of time left. We’ve covered a lot of territory here. What haven’t we covered yet that we really should about what you look for in someone, what it’s like working for a smaller accounting firm versus a larger one. What should we cover in the final few minutes?

David AuClair [00:29:59] You know, let’s go with the size of the accounting firm. I would say the the biggest difference is going to be a few things at Clifton, like I said, pros. Twenty four partners to learn from con a hundred and fifty people. Some people had no idea who you were. Sometimes it didn’t feel very personable. Sometimes the hours were really, really long. At measured results and even some of the smaller firms, there’s just not as much business. So therefore there’s not as many hours you get to know your team a lot more.At Measured we we go out to lunch, the whole team does. Every time someone has a birthday, every time someone has an anniversary and we all are growing, I don’t know that that model is going to sustain. But, you know, when I’m working remote eighty percent of the time and for the twenty percent of the time I’m at the office, oftentimes I will literally just bounce from office to office to office for a good two three hours of my morning. Going to see everyone asking them how life is talking about business, clients recruiting or sometimes about our dogs or our kids or whatever it is, and I truly, you know, at CLA I learned from the team. Here, it feels, you know, I’m developing almost feels like friendships. I have a feeling that one day there’s a few individuals that when I leave or when they leave, that friendship will hopefully maintain because it’s not just about work anymore. You know, there’s there’s a bond there. So it’s sort of just depends what you value. My buddy Tyler still at CLA. He loves it. He’s going to be a lifer. He’s going to turn into the the the older guy who’s been there thirty five years, has a book of business, got one job after college, never left. And so for people like Tyler, he just thrives in that big firm, unlimited resources environment. Whereas me, I like the personal feel. I like the smaller team. I like our candidates. I like our recruiting process a little bit more. So they are going to

Jeff Altman [00:32:00] ask you a quirky question is my final question, folks, if you’re listening to this in podcast form, David has a healthy beard. Good way of putting it right. A healthy beard. Its substantial. Would you be able to have that at Clifton. he’s hesitating, you know,

David AuClair [00:32:22] I would say prie covid, probably not daring covid maybe.

Jeff Altman [00:32:27] No one cared at that point.

David AuClair [00:32:29] Nop.

Jeff Altman [00:32:30] So thank you that I appreciate the honesty of the answer. And folks, that’s one of the differences between large and small farms. Smaller firms allow us generally a certain amount of individuality in the staff, translated the beard, sometimes the wardrobe as well. It’s and he’s nodding, as I’m saying this the beard, the wardrobe, the shoes, flip flops at the office is the classic complaint that organizations probably not in measured results and the result winds up being smaller firms are more concerned with the individual than they are with the image. This has been fun. How can people find out more about how you and measure results? Get in touch with you to try and find a job with you, that sort of thing?

David AuClair [00:33:22] Yeah. So if you want to if you want to get in touch with me, you know, my last name is not easy to spell or say, which you nailed it either way. So thank you for that. But I think my nickname myself, Daredevil on LinkedIn and I’m the only person. So if you can’t remember David Auclair but you can remember Daredevil, just punch that into your search and LinkedIn and you’ll find me right away on the only result, if you want to find out about measured results, are actually our most popular platform is our CEO’s Instagram page. He has north of seven hundred and ten thousand followers, I think. And so that would be a great way to find out a little bit about our culture, about him, about the value we give to our clients and our community. Of course, there is our website and I’m active on LinkedIn 24/7. I’m a recruiter. Right. So if you want to talk to me directly, I would say just send a message, send a connection request and I’ll get back to you. Same day.

Jeff Altman [00:34:15] Thank you, David, and I’ll have the correct spelling of his name in the show notes and folks will be back soon with more. I’m Jeff from in the Big Game Hunter. I hope you enjoy this interview. If you’re watching on YouTube, click the like button, share the video, do something that lets people know it was worthwhile. Also, I encourage you to come over to my website, TheBigGameHunter.us . I’ve got a ton of the blog. Plus you can schedule time for free discovery call or schedule time for coaching. Check out my courses, check out my books about job search. I’ve got a lot that can help you connect with me on LinkedIn and LinkedIn.com/in/thebighunter, mention that you saw the interview. I like knowing I’m helping some folks and once we’re connected, you’ll get a ton of information delivered through LinkedIn or any place else you follow me. I hope you have a terrific day and most importantly, be great to hear.

Should I Always Answer When a Recruiter Contacts Me?


Jeff Altman, The Big Game Hunter is a coach who worked as a recruiter for what seems like one hundred years. He is hired to provide No BS Career Advice globally. That can involve job search, hiring staff, management, leadership, career transition and advice about resolving workplace issues. Schedule a discovery call at my website, www.TheBigGameHunter.us


He is the host of “No BS Job Search Advice Radio,” the #1 podcast in iTunes for job search with over 2500 episodes.


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