Hired 2,000 Technicians Using AI & Automation With Paul Sanneman

Welcome back to the show. I'm your host, Phil Risher. And on today's episode, we're going to be discussing how to hire and recruit top talent for your home service business with Paul Sandeman. Thanks so much for joining us today, Paul.

Thank you for having me. I appreciate it.

Absolutely. Yeah. So Paul is the owner of contracting staffing Source. He's actually been in the trades for 50 years.

Oh, and that makes me sound so old when you say that, Phil. It's true, but I hate to admit it, you know.

I know, I know. I was on Paul's podcast and then we were talking and I was like, hey, what do you, what exactly do you do? And I'm like, this is a huge issue that every single person has. And I'm like, come on my show and talk about your process. So how did you get into the trades and contractors in general?

Well, I, many, many years ago, you know, I mean, I, I, I'm so old, Phil, that when I started, contractors were still using pagers, okay.

Dot matrix printers and stuff like that.

They went from pagers. I remember trying to get them to cell phones and they went, cell phones are going to distribute my. Disturb my peace of mind in the truck.

Yeah.

And then I drug them through email, which was a fad. Websites, which are waste of time. Then I went through the last. My part was pro, like project management software, having that kind of stuff. They went out.

Yeah.

My latest one is AI. It's the same problem, you know.

Yeah.

No offense, but contractors tend to be a little bit of Luddites when it comes to adopting new technology.

Yes. So were you a consultant or how are you working with the trades? Like, what exactly are you doing?

A coach.

A coach.

Okay, coach. And I, I was really good at getting people, I mean like a plumbing company over from like, you know, 2 to 20 million. I was really good at that. I did that for years and years.

Okay.

But the problem I had about, about five years ago, it occurred to me I could get a company from 2 to 10 million, but it doesn't do any good if you can't find the people.

Yeah, exactly.

And then, so what happened? I said, well, my first idea, Phil, was what I'm going to do is I'm going to do some research, find all the best software, applicant tracking systems, you know, reassessments, all the best practices for recruiting, and give it to my clients.

Yeah.

And they totally screwed it up.

Yeah. Like, oh, do a disc assessment. And they're like trying to do random things and put things together.

Back to 300 people in real time. I don't think so.

Yes.

So it. It. I said, fine, they didn't do it. So then I went to. I put a guy in my garage, literally, and said, okay, I want you to. To perform this. Help my clients recruit. All right. Yeah, that was four or five years ago. Now. Today I have, like, I think 35 people. Last thought, on the team, we go through three or 4,000 resumes a week. We have hired like 2,000 people in the last year or so. 95% of them worked out. I usually post four or 500 job ads a day. So I've learned how to do this very effectively.

Yeah.

So go ahead.

Yeah, no, that's great. So you have a great process of how to do this in 2020. Everyone was facing, hey, I have all this work. I don't have any people to do it, so I can't scale my business. That whole thing. I think one of the biggest problems that people have is there's so much job opportunities. There's just not enough people to do the jobs. And a lot of times people are spending thousands of dollars on indeed. And they have no idea what they're doing and they're frustrated. So one of the big things that I wanted to hit with you is like, what are the best recruiting steps that you've uncovered that through this entire process that you found, like starting from creating a great job ad, it sounds like it's where it starts.

Let me, you know, I'm going to review these really quickly with you, and I'll sort of go through them with AI Okay. So the first is you have to write a great job ad. Keep in mind, this is an ad. It is not a job description. And the purpose of the ad is to get somebody reading this ad to quit the job they're working for and come to work for you. If they're not working, you don't want them. So.

Yeah, I completely agree. So, so in there, you would talk about maybe like signing bonus or reason why they would switch that kind of.

You got. It's an app. It's like you're trying to attract a client. You're trying to track the same thing. When you're trying to attract a. You know, if you're advertising a plumbing company, you just don't say, this is what plumbing is. You see why you're a great plumbing company.

Yeah.

When you're tracking somebody ad, you write an ad that's going to get them to quit who they're working for and come to work for you.

Great point.

You never have to post this ad everywhere. And that's in just not. Indeed. There's we posted on 100 job boards plus LinkedIn plus we post it in like 200 places. Okay.

Yeah. So what are some of those other ones like Career Builder or like are they home service specific ones?

You can, when I'll ask. I have some service specific ones. But there's Monster, there's, you know. Indeed, indeed connects to a lot of those. There's ZipRecruiter, there's a bunch of different.

So that's a good point. You could ask ChatGPT. Hey, what are the top job boards for plumbers?

Fact. I'll demonstrate that. Okay, so hang on people listening to this because I'm going to knock your socks off with AI. Here we go. My favorite thing.

Okay.

And then the, the hardest part about recruiting is we respond to 3,000 people a week in real time. And, and we have to go through the last 2,000 people we hired. We went through 500,000 resumes.

So are you driving them to a careers page on the website? They fill out a form.

Applicant Tracking system System.

Okay.

An applicant tracking system is a way of automating this whole process. So when you put it in the ats, it goes out to all these job boards and then the minute they respond, we respond in real time. Hopefully the real person. So the minute the person clicks, I'm interested. Thank you for showing interest in this job. It's sort of like in your business, Phil, you know, time to lead. I mean, when somebody says I need my roof or I need my plumbing fixed, I've done some statistics. You should be back to them in like less than a minute.

Exactly.

And it drops off. I listed a guy the other day and he says, you know, after like 30 seconds it drops off 50 after a minute drops off 50. After three minutes, you're down to like 10 probability.

Right, exactly. And you talk about having a great ad. Well, the person fills out the ad, they're so excited, and then you don't get back to them for a week and they're not excited anymore. And you did lost the luster minutes here. Yeah, exactly.

And that's hard to do unless you've got somebody working with like up with you. I mean, that's what you should do. So the minute they, the minute they say I'm interested, you should respond to them like in 10 seconds.

Yeah. So you have to have some type of automation or something in there.

Automation. Or a whole bunch of people like we do. I Mean, that's, that's where a lot of people. That's why they hire us, because they just can't do that.

Exactly.

I mean, we have to go through 300 people to find one person on the average. Yeah, I'm sure you're going to put out there for CSRs. You're going to have, you know, 200 people apply and you're going to back to them in real time. It's not going to happen unless you have somebody help you. It's just not.

Yeah, I got you.

Back to real time. And then once you get back to them, you need to do a detailed skills and behavioral assessment. We've got 50 of those. We use. I'll know more about than your mom. You take this thing. It's. We would disc profile. We do a lot of psychological testing. Integrity. I'll know all about them if they do our assessment. Now the problem is how do you get them to take the assessment? Right.

Yeah. Okay.

Yeah, we have somebody else to call them and bug them to do it. Now, if you're looking for a project manager, it's not too tough, but you're looking for a CSR or a sales guy or, you know, a plumber, electrician, roofer, they're not too hot about filling out.

Yeah, of course.

So we have people that do that, but they, you need to do behavioral assessment because you don't know about them.

Okay, so. So hang on one sec. So they fill out the. They fill out the form. Someone contacts them and says, hey, a part of our hiring process. We need you to fill out this disc assessment or something like that. They. Then when they fill it out, they're kind of moving through the hiring process.

Right.

Okay.

Later, if you want to, I can show one of those looks like. But it is, it is very detailed. We have what's called a predictive disc profile. We've given literally a hundred thousand of these. And we know exactly what the personality needs to be to succeed.

Okay.

You know, and then we match. We do a profile about, we know, successful CSRs or roofers or whatever, and we match their psychological profile with that profile and see if they've got the right makeup. So by the assessment, we can tell do they have the right personality?

Yeah.

Do they have the right intelligence? Because we can measure their intelligence and how smart they are, and the most important can measure their integrity. Are they honest? Do they tell the truth? Now I'm going to ask you an interesting question. This is one of our truth questions, Phil. Okay, so here's the question Your, your boss tells you to tell the client the product will be here in two weeks, right?

Yeah.

You know it's four weeks. Boss knows it's four weeks.

Yeah.

So what are you going to do? You're going to support your boss and say two weeks and lie? Are you going to tell the truth and say four weeks? What would you do, Phil?

Yeah. I mean, of course you're going to do the right thing in that situation, but it can blur the lines because it could go either way, and there's not a exact right or wrong answer.

Unfortunately, if you, if you lie, that's a bad thing.

Yeah.

That means your, your truth telling is conditional.

Yep.

So by asking those kind of questions, we can find out how honest this guy is.

Yeah.

And if he's gonna lie about that, he's gonna lie about other things. It's gonna be a problem. And unfortunately, when you're screening people, you can't tell that stuff in an interview. Right?

Yeah. No, yeah, you're completely right. You're completely right.

I, I assessment to find out, you know, their integrity skills. So by the time we finish the assessment, we know that they have the right intelligence, the hot and high enough integrity and the right personality to succeed. Now, the next part is you need to do a video interview.

Okay.

We have that connected to our, our ats. So we do video interviews. Everybody are.

Yeah. Are you. So y' all are the ones that are pulling up the video interviewing them via video.

What happens is they can take the video on their phone or a computer, assign in real time.

Okay. And then do you pair them with the company or is your team that's video interviewing them?

Our team, what happens is we send. We have different questions for every job in every company, and those are on the video interview. So they click on the video on their phone. They'll say, why do you want this job? How much money you're asking for, what kind of experience you have? And they do a video interview.

I got you.

And tell stuff in a video interview. Can't find assessment. How old they are, what they look like, what their appearance is, how's their English, Exactly.

How do they speak, the cadence, the.

Inflection that in an assessment.

And you can't tell that on a resume just by looking at someone's skills.

But the thing is, if you're doing a video interview, you have to do real time. Then you don't have to have an appointment, just send them the link and they do the video interview.

Exactly.

So next you do the via interview. And then after that you do an in person interview. If they qualify through all those, then you conduct a background check, which is crucial.

Yeah. So I saw you did background check and reference checks, from what I heard. So, so, so how does that. How does that work? They give you references. You just call them, like the typical thing.

Well, we have a lot of that. Automated. Okay, so what happens is we can do the reference checks, we send them to give us the people we call, we do the reference checks. As far as the background checks or services, it can pass anywhere.

Yeah.

20 bucks to 100 bucks to a background check.

Yeah.

Then we call the references, and then we make a competitive job offer. And then you have to ensure some kind of successful onboarding. So that's the whole process.

Yeah, that sounds great.

What happens is most construction companies fight. Don't do that.

Yeah, of course. I know. I know firsthand. They go to. Indeed. They post something.

Indeed. They're desperate. You know, they hire the first run body that shows up and half the time they don't work out.

Yep.

Now, before I get to the exciting AI part, I want to do a couple things that get in the way. Okay. Can I do that?

Yeah. Yeah, go for it.

So there's a couple beliefs that a lot of your people listening to this have. One is only recruit. When you need somebody, they look at recruiting like a project. Right. And unfortunately, they think, I need a csr, I need a roofer, I need whatever. I'll put an ad, it'll find the guy, and I'm done. Yeah, it's not a project. It is a process. You never stop recruiting, just like you never stop marketing.

Right, Exactly. I just found this out, actually. We were hiring another consultant for our company and I had two great candidates, but we could only hire one, so. But I told the other one, like, hey, in six months we're going to be hiring another one. So just hold your horses and like, come work with us.

You should have a bench in a perfect world.

Exactly. That's what.

Because if you have a bench, if somebody blackmails you, like, you know, give me a raise or I quit, you say bye and hire the new guy. Right, Exactly. But you. The people you should recruit all the time. The next one I always go through is, they think employees are expensive. I can't afford that guy. Well, you can't afford not to hire that guy, because as far as I know, in this industry, you can't make money without other people.

Exactly. We. We had a. We had a va. And I don't know, it was like, maybe she wanted an additional 600 or something like that. She is so crucial to what we do. I'm like, whatever, it doesn't matter.

600 bucks, you know, it's crazy. So employees are not expensive. They're an investment.

Right, Exactly. It's expensive not to have them, Right? Yep.

Now, here's another one that I believe in. Me. I'm prejudice here. Oh, we can do this ourselves. How hard is it? Yeah, right.

It's the old who, not how mindset of what do you do?

Great. I'm assuming, Phil, you don't fix your own car these days, right?

Yeah. No.

You probably don't do your own accounting.

No.

If you're smart, you don't do your own marketing. You have help for that, right?

Exactly.

Why do people think they can do their own recruiting? They think, oh, how hard is this? I put an ad indeed and hire a guy. And the most important thing in any company is who you were. I mean, who your employees are and who your clients are. You've got great employees, you got a great team, and you've got great clients. It's an easy industry. Yep. I suck. And your team is marginal. It's really hard.

Yep. All those. You hit the nail on the head. I used to be in the trades, and I work with a lot of business owners, and, yep, those are all them.

So what you need to do is get. Hire us or somebody. But get somebody knows what the heck they're doing.

Yeah. I'll throw myth number four in there, is that you can hire people just by placing. Indeed. Ad. And it's just a transactional thing.

Like, you know, I mean, it's like getting married and then trading Tinder for, like. I mean, it. It has some advantages, I agree. Yeah.

Yeah.

But it's a process. You should always be recruiting. The next one that gets in the way for a lot of people is they've got to have experience in the industry. Not true. Who they are is way more important than what they know. You can't fix who they are. You can fix what they know. So a lot of people. Like, I use the example of wedding planner, you know, for like a. What do you call it? Selections coordinator or something? I mean, wedding planners, you think about it, they get a. Got a bunch of sort of flaky people deal the band, the venue. They. All those people together, the right place. It's pretty much like a remodel or everything with a constant customer. Right, Right. So they have the right talent just to have to be adjusted to in that industry. So just don't switch out the collection. What.

What do you say about, like the trades? Like, obviously H Vac tech versus electrical.

When you're screening H Vac techs.

Yeah.

It's more important who they are than what they know. So if you've got side that's got 10 years in the industry, but it' changed jobs three times, you're sort of a flake versus somebody has two years industry. Who's a great guy? Take the guy with two years experience.

I see. Makes sense.

So make sure you're hiring the right person because you can't fix who they are.

Right.

But you can fix what they know.

Yep.

So it's important that you fire the right person. Next one. This kills everybody. Higher, fast, fire slow.

Yeah. Don't keep. Don't keep warm bodies because. Because they can fog a mirror. It's not going to work.

What happens? The reason they hire faster aren't recruiting all the time, Right? Exactly. They hire fast and they get the world's worst employee. One's not bad enough to fire, good enough to keep. And they'll kill an organization because you spend a lot of time still building this company where you've got great people, high integrity, and then you're desperate. You need a new H Vac guy or project manager. Bring this person's flaky. Right. They show up late. Well, what are you telling the rest of your team? They lie occasionally.

Exactly.

Their integrity is not there. They, you know, aren't kind to the client. You don't treat people well. You just, you know, you screwed your whole company because everybody's gonna look at that person and go, oh, we don't need to be this kind of person anymore. We can be this kind of person. Still work here?

Yep. Yep.

And so that's why it's really bad to hire fast. And then, you know, people fire slow. Why do they fire slow? Because they can't find anybody else.

Yep.

They don't have a bench. They haven't been recruiting.

They don't have a plan.

And they've got that person. Now. This is key. This is what you can. Don't take anything with this podcast, but this bill. Anybody that you wouldn't rehire, you should fire.

Yep. I heard you say it before, and I read in a book, like, if. Would you hire this person again? Yes or no? No, I wouldn't hire them again. So why are they still on your team?

Right. Fire them. Right?

Yes.

They're still on your team because you haven't been recruiting and you're desperate and it makes life really hard. Right?

Exactly. And it's the same thing with customers. On the marketing side, would you work with this customer again? No. So don't work with them. Go find more customers that are quality, just like marketing.

So, you know, the truth is, you need to hire slow and fire fast.

Yep.

The minute you find somebody's not the right person, you need to let them go.

I think one big part about the firing fast, and I heard this on a podcast, but it was. It's. It's okay to fire fast, but you also need to have those KPIs or those checkpoints to figure out when you should fire someone or not. Like the basic fireball offenses, of course, you know, they always showing up late and all that stuff. But making sure that you have some set expectations is also very important.

Right. That's important to the employee. But, yeah, I mean, in your gut, you know that John or Mary, whatever. It needs to go.

Yeah, yeah, right. You're right.

You go, well, I can't fire because I might get sued. I might fire because it feels bad or whatever. And they drag on for a long time. You just kill your organization.

Yeah.

So that's key. The last myth is recruiting is a project, sort of like the first one. And unfortunately, most people in construction have project brains, Right?

Yes.

And they think, okay, everything is there has a beginning, a middle, and an end. They look at recruiting. They, you know, if you're. If you're. What is it? If you're a hammer, everything's a nail, right?

Yes.

So they take that mentality, they bring it to recruiting. Okay, I need a csr. I need a plumber. I need a roofer project. I'll put an ad. Indeed. Blah, blah, blah, Find the guy, and I'm done. It doesn't work that way exactly.

It's just like with marketing. People say, oh, I need leads. I want leads. And then. And then they go back to spinning the other plate. It's the plates. You're spinning this plate in this plate.

They go, well, I want leads. You know, I have one client. Really? I. It was a way to find clients. I had meet a bunch of architects. I had a system on how to find new clients, and they quit doing it. I go, why did you quit doing it? Because it works so well. I meant what?

Yeah.

And so, you know, you market all the time and you recruit all the time. Those are basics in any successful business. I don't care if it's two guys in a truck.

You're right. I agree.

You need to do Both of those, all the time. And that's what gets in the way. Now the good news is AI has made this easier. I mean, AI will not answer the phone. We try to use AI to respond. It's like. Nah. We try to use AI to screen resumes. It's Nana, great. You gotta have real people involved. But let me demonstrate to you if I can do that really quick.

Yeah, for sure. So, so we, we practiced this before. So Paul's an expert now at sharing on Riverside.

Right. So we'll see.

Okay.

Did it actually work? Okay, good. I'm sure everybody on this has heard about Chat GPT, right?

Yeah, yeah.

It's. It's like a given thing. So what I'm going to do here is I'm going to talk to Chat GPT because I cannot where I have to go to my. Hold my screen because that's what you're here. Okay. I'm going to go back to here. Go to here. Hold on. Okay, so I'm going to say now what would be a typical. You want an air conditioning guy? You want a roofer? What you would. What kind of business do you want to work with and where do you want it to be that would appeal to the most of your people? Do.

Yeah. Do an electrician in Orlando, Florida.

Okay, so. And what you are is an electrical service business, right?

Yeah.

So I would say. Here we go. I can't type so I have to talk. Okay. I'm an electrical service contractor in Orlando, Florida. I need to find an electrician. I need this electrician to quit their job and come to work for me. Can you please write a job ad that's going to be incredibly appealing? After you write the job ad, give me a job description, tell me all the places I should place this job ad and be very specific. And can you also give me KPIs for this position I want three behavioral KPIs as well as three practice KPIs performance KPIs. And you are the world's best HR person and you're really good marketing person. Also keep in mind I need a six week onboarding plan. And give me what to do week by week and be very specific. This is in real time, guys. I have no idea what's going to come up with. Okay, you ready?

This is great.

So it talks about the job ad, right?

Yeah. Why make the move is the first thing, which is gross. It goes back to your first thing. It's an ad about why they should.

Leave their job paid training about us. We're electric content out in family oriented professional team.

I just want to note this because I think there's something that's really important is that we know that it's very hard to find qualified people and it's not. It's very rare that you're going to find someone on the street who knows how to be an electrician.

Right.

So you need to create something that's going to attract people that are currently employed. That's the exact thing like you got.

To get them to quit their job. It says recruiting for a state licensed electrician through years experience ability to read blueprints experience residential commercial strong knowledge of local site what we offer competitive even tells you what you pay the guy 70, 90,000 a year signing bonus of 5,000 health benefits paid vacation holidays work and truck tools provided growth so it gives you all that it gives you the job description responsibilities install and maintain electrical systems blueprints gives you the responsibilities qualifications Florida state electrical license for years relevant experience strong problem solving skills gives you the salary. Here's the KPIs KPIs Teamwork Collaboration talks about how to do that customer satisfaction ability talks about that performance KPI's full time fixed rate can beat 90% of service calls project completion time completes assignments and schedule 80% of the time safety compliance where the place of job at? In Z ZipRecruiter, LinkedIn, Craigslist, local electrician.

Union boards and and you Paul, you could probably take this where to place the job ads and just ask for more places and it would give you more.

Well you could say here, let me get down to that. Okay, six week orientation plan. It talks about goal week one week two week three, week four. Okay and if you don't like this you can say o okay, I'll do this. Give me a second. It would put. Hold on, I'm trying to get my computer work or something.

Okay, that's fine.

Can you give me 10 more places to put the job ad and be very specific and make sure they're going to work and tell me where and how to place them.

10 more places to put the job. Yeah, that's good. And how to place it and and why it works. Yeah.

And it goes like Orlando Sentinel jobs Orlando Craigslist.

Yeah, because it knows the exact the.

Specific area builder trade schools.net right. Let them talk for them.

So your team would go in and place these jobs in these places?

Yeah, if we need to, we will.

Yeah.

So Angie's formerly Angie's List Pro Services you mentioned this. This is. Sorry Tool.

Yo, this is amazing. Like, the way that you put this together. I don't think people ever think to. To use it in this way. It's all, you know, write this email for me or whatever. What's this ATS thing that you mentioned before?

Okay, the Applicant Tracking System. I'm gonna. This is an experiment here, guys. I'm gonna show you our ats. Okay, Here we go. I'm gonna put. Let's see. Did that change the screen for you, or do I have to come up with a new screen?

Yeah, no, I see it.

Can you see the ats?

Yeah, I see it.

Okay, I'm gonna put our ATS contractor staffing source. Click on that. So this is an Applicant Tracking System. All right?

Okay. Oh, ats. Applicant Tracking System.

So if you see the Applicant Tracking System, all the jobs come in here, how long they've run, how many candidates we've got, and that kind of thing. So this is what everything comes into. And then we can take a sample. Now, I changed the sample. I think I have to change screens. My guess is it will not do it. Change the same screen.

Oh, yeah, it's still there.

Okay, cool. And then you go to. I'll show you a sample of one of the guys that we hired. Okay, If I click on the sample here, it goes to. This is Carl. Okay, So I click on Carl. Like this, it goes to. This is what the inside of the ATS looks like. ATS looks like, right? Ah, yeah. So it will. It will have his. Eventually will wrote, load his resume, all the correspondence, everything regarding Carl's in here. That makes sense.

Yeah. Yeah, makes sense.

And then you can go to. I'm going to go to assessments. All right, So I click on assessments. I'm going to go to his assessment. So I click on his assessment, and this is the kind of assessment you need to use. All right, you go to the assessment. It's a load the statement, take a minute to do this. And this is a very. We've had 20 years invested in this tool. We didn't spend the 20 years other people did to get one that works. So once this loads, which it talked about, personality, position, behavioral type, personality recognitive personality, attitude, competency. We use about 100 algorithms to get to this. And anything over 30 is good. He's 59, so he's a top performer. And then we go through things like, did he take the assessment properly? This is what it's called a disc profile fill. This is a regular disc profile which has analyzer. But the cool Part is we do a predictive disc profile, which we've done hundreds of thousands of these and we know in this position what his personality needs to look like. Does that make sense?

Yeah, it makes sense.

So organization, attention, detail, this doesn't matter for this specific position. Now obviously if you're a project manager, these gray Ryan's power, they need to between the gray lines and everything that matters, right?

Yes.

And then we go to assertive matters, competitive doesn't confront people. So empathy doesn't matter. Patience matters. Appreciation matters. Listening matters, cold calling, calling skills. So he scored well and everywhere he needs to score well in this assessment. Does that make sense?

Yeah, it makes sense.

He has the right personality to do this job.

So if I'm understanding you right, you, you build the, the job ad, you pay, you post a job ad where it needs to go. People are applying, they come into this system, then it's more of a manual process to kind of filter things down.

And, and reach out the assessment if it makes sense. Right?

Yeah.

And then go through the average of 300 resumes to get one person. That's the average.

Exactly. And then once you get all of the data into a dashboard like this, then you would turn over the candidates to the contract.

What happens next is in our, in our system, they get four people on a team. You get a pipeline scanner, an administrative assistant that makes sure the applicants do what they're supposed to do. They have an assistant and you get a specialist, which, like a part time HR person. So what happens if we look at his integrity and attitude? Critical, negative. Low is good, high is bad. So he did well in everything because he's low. If you click on any of these, like dishonesty, it'll tell you what it is, what is not. And that comes with a question he asked you earlier, like how important to support your body. And so by the time we finish this part, we have another personality and the integrity. And then also goes down to things like motivation, communication, analytical intelligence. Talks about overall, he did fine things like, you know, humility, confidence, fear. I mean, I'm more than your mom. You take this thing.

Yeah, yeah.

And we go logic. Traits like discernment draw conclusions, unusual logic. So by the time we're done with this, we pretty much know he has the right personality and the right intelligence and the right, you know, integrity, job. There's some things we can't tell. Right. So we go to. This is a video interview, right? This is what our. The video interview changes with every company and every candidate.

So, okay, so, hey, Paul, real quick. So is this something where you would. You would kind of build this with the business to say, hey, what matters to you? Or how does it change?

Well, what happens is they help us figure out what interview questions they want to ask. Obviously, interview questions for a sales guy or CSR are different from a roofer.

Plumber.

Right? Right.

Yeah.

So we change. We change the questions depending on each person, and they do the. I'll show you this guy's video interview just to give you an idea. The question was, you know, why would you work for us?

Yeah, we're probably not going to be able to hear it. So.

So the point is, you can see.

I get what you're saying.

You can see how they. What they talk like and all that kind of stuff, Right?

Exactly. Y.

Between the assessment, the video interview and all of that, you get a pretty good idea that he's the right guy for the job, right?

Definitely.

And clearly, 2,000 people we hired, 95% of them worked out.

That's right. And the thing that I really like about using this type of process is on, indeed, people are just hitting apply, apply, apply, apply. Then you're trying to chase them down. And are they serious? Are they not? After I've gone through this, they're pretty serious. If they did a video interview and did a disc assessment and all that stuff, like, they're serious about making a change.

Right. And you know who they are as a person. And I'll tell you, I've done this for years. Every time we go against the assessment, we're wrong.