Join host Devyn Mikell and guest Nate Wylie of Infinate Talent, as they discuss the finer points of the candidate experience, the challenges of hiring managers, and the ever-evolving landscape of recruiting technology. Let Nate’s experience become your valuable insights that can transform your talent acquisition strategies and propel your career forward!
Nate Wylie is currently the Chief Recruiting Officer and founder of Infinate Talent. It's a full time consulting service offering talent acquisition consulting services primarily to startups and small to mid sized businesses.
Devyn Mikell [00:00:02]: Hey, this is Devyn Mikell with the Hire Quality podcast. Super excited to be interviewing you. So could you introduce yourself, your role in the company that you work at?
Nate Wylie [00:00:12]: My name is Nate Wylie, and I'm currently the chief recruiting officer and founder of Infinate Talent. It's a full time consulting service offering talent acquisition consulting services primarily to in startups and small to mid sized businesses.
Devyn Mikell [00:00:28]: What is top of mind for you as a talent leader at your organization?
Nate Wylie [00:00:32]: One is the impact that technology and AI is going to have on recruiting as a whole moving forward. And then also what does the future for a lot of talent acquisition professionals look like? Since I do not believe that companies are going to hire bad recruiters at the volume at which they did.
Devyn Mikell [00:00:51]: What's something unique about you as a talent leader at your organization that makes you a perfect fit for that job?
Nate Wylie [00:00:58]: I recruited for nearly every industry over my twelve years and so I do have experience working in the manufacturing space, distribution, marketing, sales, high volume engineering, tech. So I kind of get to bring all that together and sell myself as someone who can find great talent regardless of the industry.
Devyn Mikell [00:01:21]: We made it to the last question. What is the worst question you've ever been asked in an interview?
Nate Wylie [00:01:28]: We were talking about salary and what I was potentially looking for just to confirm what had been discussed earlier on in the conversations. And when I provided my range, the interviewer continuously kept asking me, is that the absolute lowest you could go? And no matter what my response was, she continued to drop it by 2000 thousand three.
Devyn Mikell [00:02:00]: What's up everyone? I am Devyn Mikell, the host here on the Hire Quality podcast for actually our first-ever episode. Super excited. I'm joined by Nate Wylie, Founder and Chief Recruiting Officer at Infinate Talent. Super excited to have you here, Nate. Appreciate your time.
Nate Wylie [00:02:17]: Appreciate it.
Devyn Mikell [00:02:17]: Devyn, we're going to unpack your journeys today, obviously, but we want to start with the interview that they just heard in the beginning of this call. There's one call I have that I want to get your opinion on right off the bat. So you in your interview with me, said that you don't believe that recruiters will be hired back in the same level that they were before. Do you remember that?
Nate Wylie [00:02:40]: Yeah, I remember he jumped right into that one.
Devyn Mikell [00:02:42]: Yeah, we're going to do the formal journey, but I like to just jump right in because it's right off of the bat right right off of the interview that they just heard. I want to make sure that they get color on it at least. It shocked me. I feel like that's kind of a hot take, so I wanted to kind of unpack that a little bit and see what you think about that.
Nate Wylie [00:03:00]: I do firmly believe that, but not in a way that I want anyone to be fearful. I just think, as with most things, we just have to figure out how do we pivot, how do we become more agile, how do we upskill and just increase our value as recruiters for whatever this next phase of work is going to be. But I have been doing a lot of just networking calls with different founders and different leaders that work with different recruiting technology. And I can say I'm impressed. I look at it and I sit in on demos or either they show me some screenshots or just walk me through what the platform does and yeah, we don't really need coordinators like we used to, or yeah, that's a source's job. And so I'm sitting here wheels turning like, yeah, that's going to really take some folks jobs in a way. But I do believe that recruiters have a place because it is still technology, it is still a machine, and it needs to learn from human behavior and who knows better than a recruiter? So I've been telling recruiters for quite some time that they should really look into customer success management and try to attach themselves to some of these platforms and be able to help companies set it up in a way that if they were to hire a team of recruiters or recruiting operations, then it's almost like having that person in house or assisting you with the actual set up because they've done it before and so they can actually configure it in a way that has more of a human touch to it.
Devyn Mikell [00:04:35]: You're in a space that I think a lot of recruiters, a lot of talent leaders probably want to be in, where you're getting to interface and stay in tune with the leading edge. So talk to us about who you are, what you do, I promise we'd come back to it. So who you are, what you do, add a little color to what Infinate talent is and kind of how you got there. Yeah.
Nate Wylie [00:04:55]: So, been in recruiting now coming up on twelve years, I need to just start saying twelve years. I don't know why I'm counting the days.
Devyn Mikell [00:05:02]: Yeah, I do that too.
Nate Wylie [00:05:04]: So I started off in staffing, and I like to tell the story because I hear from a lot of people that they kind of just fell into recruiting. My entry into recruiting was pretty intentional and it came from after I graduated from college. I was getting so frustrated with getting rejection emails and not getting callbacks and I just became very curious as to who's on the other side of this thing, what is going on? I'm hitting submit, I get an email saying your application is under review, but what does that really mean? And so that's where my initial interest came into recruiting. And from there I just tried to connect with different people, got into staffing. I think that's a great boot camp if you want to be a recruiter. It just really teaches you the process and how to be very diligent and how to persevere through those ups and downs. Moved in house with a small business, the only recruiter that they had. And so I was doing everything from posting a job through actual onboarding and doing like, first day orientation. It was a small company.
Devyn Mikell [00:06:11]: You were like the HR department.
Nate Wylie [00:06:13]: Yeah, I was HR department, essentially. But again, every role I've had, and I'll continue to walk you through it, is me taking an assessment of, okay, I like this, I don't like this, how do I my next step needs to be more of this, less of that. And so from there, I wanted to get with a larger company who had more technology, more systems, more process. And so I went to this global manufacturing company and got the team that I wanted, got a robust ATS system, and they had all the structure. And so I got that piece of it. Then my eyes got directed towards tech, and I was like, oh yeah, that's where I need to be. I saw recruiters having a lot of fun. I was like, wait a minute. My job is not that fun. And so that's where I started working hard towards trying to get into tech recruiting. Got with Lyft, spent four years at Lyft, was able to work my way up to management. I got to manage recruiting teams for both the business operations side fleet and data science, data engineering, machine learning. And so my goal at Lyft was like, okay, I'm going to absorb everything I can while I'm here. I want to touch every piece of this business and just really learn and make a lot of connections. My most recent role was a head of talent for a startup. And really what that position was, getting me ready for Infinate Talent. And so my ultimate goal over the last year and a half was to be a full time consultant. But I need to be able to sell myself and able to say, I've done these things, I have experience. And so I've been very intentional about the experience I was trying to get throughout my career. And now with Infinate Talent, I have a large network of people from Lyft primarily who've gone on to do all these great things and startup companies and work with now they're CEOs or Coos, VPs, all these different things. And so now I'm doing a lot of networking, and that's where a lot of that conversation is coming from. It's just me sort of reaching out and rebuilding those bridges in a sense, so that if they ever do need some sort of talent acquisition consulting, they'll keep me in mind. And my goal right now is to try to scale that business.
Devyn Mikell [00:08:21]: I have to jump back. You went over it, but I got to know, what are those jobs you did that were like, no, before you had to do a couple. What were those?
Nate Wylie [00:08:32]: So I got my degree in psychology, and so I tried to make it work in some way, shape or form. So my first job out of college was it was called a Residential Counselor two. And the only reason it was called a Residential Counselor two and not a one is because I had a degree, which just meant I made like fifty cents more an hour. But it was like a group home setting for, let's say, troubled youth. But the crazy part of the story that I like to tell people, the floor I worked on was the male floor, and it was ages, I want to say, like 16 to 21 was the oldest that they could be in this facility. Mind you, I'm fresh out of college. I'm like 22, 23. They're 21. And these are people with issues. So I was literally, like, fighting every day. It's crazy the things that now thinking back is like, I would never do that. But in the moment when I was working, that was my job. I came to work ready for whatever may go on. But I did that for about a year or so. And then I moved to this other company that offered intensive in home care. So it was essentially trying to catch children before they got to the point where they need to go to a residential facility. But again, I just started to learn, yeah, this isn't for me. It was literally just, you don't need to get so angry, you don't need to be so mad. And these kids just like to fight. It just is what it is. They were just angry. It got to a point, let me get out of the way.
Devyn Mikell [00:10:15]: You know what? I'm not stopping. Yeah, no, I feel that I don't have that story, but for me, I didn't fall into this world. But before this company, I was doing a food truck, like, completely other type of entrepreneurial endeavor. And I was like, yeah, I was cooking. I'm like the main cook, I was creating, doing all that. And I was like, I don't like coming home smelling like this every day. And we were up at like 02:00 A.m. Because we're a late night food truck, so we're up super late. I'm like, this can't be the one. So technology was always attractive, obviously.
Nate Wylie [00:10:53]: So you all were like, outside the club when they let out?
Devyn Mikell [00:10:57]: It's exactly what it was. Yeah, it was great. Okay, so went through that, started in staffing. How long were you in the staffing realm and how long did you want to be?
Nate Wylie [00:11:09]: I was in staffing from I got in late 2011, I want to say. And then I went in house maybe in 2014, I want to say, if I'm thinking right, so roughly around two and a half, going on three years. And I worked at two different staffing agencies. And it was cool, though, it was cool. I was making decent money. I was doing what I wanted to do. I was recruiting. I didn't like the sales aspect of it. It was all about just getting people in seats and honestly selling a dream. Every contract role, I reached out to someone about like, oh, it could go perm. I didn't know that. I don't know. But I wanted to increase my spread. So you're trying to get as many people on the books as possible. But I did enjoy it. I like the feel of it. And I think the biggest difference I can say going from staffing to going to in house was just how as a recruiter, I was valued in staffing because I was the money maker. We get the happy hours and lunches and trips and all that kind of stuff. Then you go in house, you're just a support service. And it's just kind of just do the job description, just read resumes, we don't need nothing else from you. And so I did feel that big difference. But I do enjoy the impact that being in house has and just building those relationships internally. You don't get that on the staffing side.
Devyn Mikell [00:12:49]: Right. You bring a good point, though, because one of the reasons we want to do this podcast is we want to bring shed more light on recruiting. I feel like it's one of those areas. Like you just mentioned, it's just a support service from the company lens. It's viewed as a cost center most of the time, but in reality it's like a lot of times the revenue stops or the company's operation stops if you don't have recruiters. So in your mind, how do you feel? Like recruiters can get more or we'll call it say recruiting leaders can get more of a seat at the table for the entire org's viewpoint on them. Have you ever thought about how you can be viewed in a different light than a support service? If that makes sense?
Nate Wylie [00:13:30]: Yeah, all the time. I think that's every recruiting leader's dream, right, is to be shoulder to shoulder with an operational leader or a finance leader. Those individuals automatically get to sort of walk around with their chest out and their chin up. I know what my impact is.
Devyn Mikell [00:13:53]: Right.
Nate Wylie [00:13:54]: I don't know why it's tough. Devin I want to be honest. It's a constant. It doesn't matter how successful the recruiting team is or the talent acquisition organization is, it always seems to fall back under that HR people umbrella of just like housekeeping item of something that just, we know we need it, we know it's required, but I don't know. Well, let me say this, I think it would make progress, the better we can tie, okay, we found these individuals that built out this team, that built this product, that brought in this revenue. Let's reverse engineer that back to how did those people get here? You all told us what you needed, we delivered, and now look where the company is. If we can start to just repeat that story so many times, I think leaders can start to really understand, okay, it really does start with who we're actually bringing into this organization, if we get that right. It's pretty hard to fail when you have the right people in the room, in the company, in the organization. That's what I've seen in my experience. And it got to a point in my career, hire, I just look at it all. I don't know, like I'm watching a game or something. It's funny to me. It's like, okay, this person has a lot of influence. This person is just kind of just here. They don't really say much in meetings. They don't have much input, but they've been here for so long, can't touch them. They're kind of like teflon, but they're not really adding the input. I size up people a lot in organizations, and it got fun to me in that regard. But it also helps when you're trying to navigate your own career, because you can be a lot more strategic, because you understand, okay, I can impress this person, and I'll probably get that promotion. That's something that I kind of got good at.
Devyn Mikell [00:15:56]: I feel like when we talk to I talk to Recruiters weekly, recruiting Leaders weekly. And one of the funniest things to me is I've always paralleled recruiting to sales. I think there's a lot of parallels there in a lot of senses, recruiting is sales. But anyways, we'll ask some very simple baseline questions. We'll get in the meeting, they're like, what's Qualifi? Tell them what Qualifi is. And then they're like, well, how does it the main thing we want to see this do is I want to see it speed up our process. I want to see some efficiency, blah, blah, blah, blah. And I'm like, okay, cool. What does that look like for you today? What's your time to hire? And it's like, I feel like that's an answer you should have off the bat, but it's not literally. I'd say 80% of our people we're talking to, they don't know their metrics, for starters, like baseline. I feel like recruiting as an industry is a bit behind on being data led, if that makes sense. And you probably have seen it less being in tech recruiting, but I wonder if your role before Lyft, I wonder if they were a little less tech forward and a little less data centric. What's been your experience with that?
Nate Wylie [00:17:11]: Now? We could include lift in that equation. I'm glad we're having this conversation because I love the ta space, because it's evolving. Because once upon a time, the data I'm not going to say it wasn't as important, but I still to this day know a lot of recruiters who are not anti data, but they don't care, right? It is what it is. I'll let another team focus on all that, but you can have success and progress in recruiting without knowing all those different metrics. Usually if things are going right and you just can't tell the story of why things are going right, but usually no one is asking the question if things are going right. You know what I'm saying? So as long as good hires are coming through the door, nobody's really caring about actually how many screens did you have or how many interviews did we do, and what was the diversity of the pipeline? If things are flowing the way they should, nothing doesn't look too lopsided at the end. It appears to be fair and equitable, okay, everybody's fine. It's when stuff hit the fan or things aren't going that well, and it's getting pointed back to recruiting, that's when they want to dig into each part of the process. Like, okay, you only spoke to X amount of people, and your pass through rates suck, and these people are falling out at the assessment. Like, how do they even get this far? And that's when you start getting all those tough questions that's kind of hard to answer unless you actually have the numbers and the data to back it up. But I think the data piece of it is not necessarily easier for recruiting, but there are a lot of tools and platforms out there that does a lot of that for you. I am not a data analyst by any means, but the last couple of years at Lyft, my peers were coming to me saying, hey, I like those dashboards you have set up. Can you show me how to do that? And it just got to a point where I was just sitting with the tools we had, and it was like, oh, okay, all I got to do is, okay, this is actually calculated automatically. Okay, I can just automate this report. And so now it looks like I'm this data guy, but really, I just spent a day or two setting it up. Right now. When a leader asks me, what does our pipeline look like? I'm just clicking a button. Boom. Hire, you go, this is exactly what it looks like.
Devyn Mikell [00:19:37]: That simple.
Nate Wylie [00:19:38]: Yeah, it worked. Yeah. That's why I really love technology, because it's an equalizer. Right. I couldn't give you a very detailed data report if you told me to build it out in Excel or something like that. Okay. It's going to take me a while. I need to figure some things out. But if we have a platform that has reporting built into it, I just need to take the time to move some widgets around, make sure the data is accurate, and we're going to get some good information from right.
Devyn Mikell [00:20:08]: First of all, I'm Team Lyft over Uber. I'll throw that out there publicly. But you had an experience there four years. Talk to me about some of the projects that you guys underwent while you were there maybe something that you led change that you like some shifts that you made happen there, and you cited, like, they weren't as data centric as you thought they or I thought they'd be. What are some of the projects that you guys were doing during your time there?
Nate Wylie [00:20:36]: We use data at lift. I was saying I couldn't see it from every individual in talent acquisition was got you making every decision based off the data. And if I'm being honest and people at Lyft can fight me on this one, I saw us stalling on making any decisions or progress because they were kind of using, where is the data?
As just kind of like a stalling technique. Whereas you're sitting in a room with a lot of TA knowledge. You want me to run and go spend some time to throw some numbers on a dot just to convince you when it's sort of we're bleeding out right now. We're telling you we're doctors. What do you want to do? Do you want me to go find my certificate or do you want me to just get the work to stop the bleeding?
It's kind of the way I would do it. But as far as projects, we did a lot of good work at Lyft, and I think I really enjoyed my time at Lyft because they were a company that would give someone who had the interest and or that drive to want to do more. They'll put you on a project, they'll let you co lead it. They'll attach you to something that's going to get a lot of visibility from leadership. And so it was a lot of opportunity there if you wanted to kind of progress pretty quickly and get your hands dirty in something other than recruiting. And so I know a colleague and I led a whole project on just recreating the candidate experience, and we mapped out all the parts and components that go into it and then also assign that to a user, essentially.
So what part does the recruiting coordinator play? What part does the recruiter play? What part does the hiring manager specifically play? The interview team, we was trying to tell the story that we all have responsibility around candidate experience. We can't just put it all on one person, right? And so we mapped all that out, presented it out. It was widely accepted.
My co partner on that project, she was good at Excel, and so she created this tool. It was called the art of rejection tool. And essentially we did a lot of crowdsourcing from other recruiters. But we just try to think about all the different scenarios that come around rejecting the candidate or declining the candidate at every stage of the process and made it very easy to where she just added drop down list like, okay, this candidate at this stage completed this many interviews. What is the best way to let them down? Like, should it be a phone call? Should it be an email? What should the email say? Should we offer the opportunity to follow up with someone? And so we really tried to be very thoughtful about that part because honestly, Devin, I think that's what it comes down to, right?
When people talk about the candidate experience, I didn't get the job, but how do I feel after getting the job? Because when people get the job, you don't usually hear them complain about much, right? It could have been a very prolonged, clunky type of interview process. But they got that offer letter, they're happy. I love everybody. You have to think about the people who don't get the job and how do they feel after? Do they feel like, strung along or do they feel like they even had a shot in the first place? A lot of that kind of goes into it, and that's what we thought through in that project got you. But to the point of projects, we also to be honest, there were a lot of and not just at Lyft.
I don't want to pick on Lyft. A lot of companies that either I work with or known people who've worked there, there are a lot of projects that just don't seem to go anywhere. It's a lot of interest and excitement in the beginning, and then it sort of just fizzles out and nobody knows what happened. Like, I thought we were supposed to be redoing all of our job screen. People just got busy doing certain things. But we did implement some good tools in my time there. It almost got a bit overwhelming at some point. And I think before I departed, there was trying to do some sort of like an audit of all of our different tools and usage, just because I think some of them was repetitive or kind of duplicated efforts. We don't need four or five different types of sourcing channels if they're all pulling from LinkedIn or they're all so let's let's simplify this a little bit. But I enjoy tools and technology, so I was never one to complain about it until they were kind of shoved down my throat and it's like, oh, you need to start using this. Okay, but I'm using this one. You all told me I had to use this one now. So it kind of got to a point of how efficient do you all want me to operate? I don't think you all want me to just spend a bunch of time putting information into multiple tools when that's not really going to get us results.
Devyn Mikell [00:26:03]: When you're doing the candidate experience auto, which I think is really cool. You were looking at coordinator, recruiter, hiring, manager. Who was holding this process back the most? I have a prediction, but I just want to see what you found.
Nate Wylie [00:26:18]: So I can almost answer that in two ways, if I'm being honest. I hate doing this. And so I'm not physically doing it just for the purposes of the podcast. If I had to point a finger, it's usually a hiring leader, right? Because that's not their full time job.
Devyn Mikell [00:26:37]: You mean data engineering manager? Got you.
Nate Wylie [00:26:43]: Yeah, right. So product manager, whoever needs to hire. Now, mind you, there are some hire managers who are very involved and want to be on top of it and almost too much so it's like, I got it a little bit, but usually the average one are going to be more so responsive to the recruiter and kind of reciprocate the recruiter's energy. And so that's why I said there's kind of two ways I can answer that. If I was to point a finger and say, who's the hold up? A lot of times it's trying to get the hiring manager aligned with what I need to do, or what needs to be done rather. But I can say, and I could point the finger at myself, it's usually up to a recruiter to project manage this. You have to be the facilitator. Even your coordinator is sort of a support person. So if you see a weak link, let's call it. It's up to you. Like, hey, it's taken three days to get these interviews scheduled. Is there anything I can help you with? Do you need more information from me? Would it help you if I go ahead and get availability while I'm on the phone? Would that help you speed up scheduling? It's up to the recruiter to kind of quarterback this whole thing and understand how do we make it most efficient. And then when you see something that isn't going as smoothly, you have to point it out and try to solve for it. So that's why I would say in mapping out that can experience, we always circled back to, yeah, the recruiter has to own this. There's just no way around that.
Devyn Mikell [00:28:19]: Yeah, I feel like setting the proper expectations up front. I mean, you could call it the intake call with the hiring manager, but really just generally setting that proper expectation with the hiring leader is so crucial. I feel like because you could do all the work, you could be the best recruiter in the world, do all the work, get them to the point where they're ready to have that next conversation. And then the hiring manager is like, okay, I'll handle it. And then you got to wait like a week and a half, and they still haven't scheduled with the person. That happens far too often. And that's I feel like another black. We talk a lot about the resume black hole, but there's also the black hole of like, I've made it past recruiter stage, but I'm still waiting on the hiring manager to make a choice. And that's like, I don't know, I feel like both of them cause drop off, but I feel like that's an untapped area that needs to be talked. About more within teams.
Nate Wylie [00:29:12]: I think what I try to tell, especially job seekers who haven't seen behind the curtain, I try to get them to understand and I don't even know how to fully articulate it. It's like there are so many different things that go on and I always try to tell them, you can't take any part of this process personally because no one is out to get you intentionally. But you have to understand, this is a business, and unless it's a staffing company, the company's business is usually not hiring people. It's pushing out this product or selling this service, whatever it is. But there have been cases where one particular hiring manager is holding up the process just because they haven't taken the time to review the candidates that were sent over, or they've already interviewed three or four people, but they're terrible at putting their scorecards in the system. They don't give the recruiter feedback. And then you got to think a talent acquisition team's clock and calendar runs entirely different than a candidate's calendar. A week for us is nothing. This week flew by. A week for a candidate waiting to hear back is forever. Right? They're literally on pins and needles. And so it's that not even disconnect, but just that misunderstanding of a week you just interviewed last Tuesday. Give us some time. And usually recruiters are working on multiple wrecks, right. They have to sort of prioritize their task as well. And that may have been in their outline for the week. Like, okay, I'm going to do this, and then the back half of the week I'm going to focus on this because I'm behind and I can't do both. And so I think it's important for recruiters to be a lot more transparent and just kind of share what all is going on. I used to be honest with myself, and I used to try to be as vague as possible about when I may follow up, just because I didn't want to put myself in a hole of saying, I'm going to have an answer for you by end of day Friday when I know I'm working with a team that I don't know. They don't even respond to my slacks, so I don't know. I want to tell you that, but as soon as possible sounds a lot better. I can hold myself to that because that's probably going to be the truth about it. But yeah, there are those black holes that you mentioned and they can just look different. Sometimes we may be on pause just because we don't know how an adjacent situation may play out. And that's going to impact this role and how much budget we may have for this position, or we may need an additional analyst. So let's not give any feedback because we may hire the best two and not just the best one. So it's a lot of different things that can go into it.
Devyn Mikell [00:32:09]: Yeah, I do, and I'm going to move into the next segment of the show, which is fun. You took the pre interview, right? So we all heard the Qualifi interview that you took. I'm actually going to give that experience to the audience as well. So I have like a question that I ask for every every episode. So I have a special question for the group and the way it'll work for those listening. You actually can get involved and answer this question. The link to answer it will be in the show notes here. But I want to give Nate the first pass at the question. So question is, what is the most important skill recruiters should be great at if they want to be relevant in the future of work? I feel like you have a unique view on this one, potentially.
Nate Wylie [00:32:55]: That's a great question. I feel like it's cliche with the world we're living in, but definitely that embracing. Not even embracing getting comfortable with the data and the technology piece, not just for your own value, but just to make you more efficient in what you do. I think just myself, like, going on this entrepreneurial journey I am right now, I'm able to do a lot of things myself because technology has made it easier, right. So I've gotten decent with Canva and I have different systems that handle scheduling for me and creating documents and all that kind of good stuff. So recruiters, they're usually very good at the people aspect of it, right? Like, we're very comfortable hopping on the phone. We even get good at delivering bad news or even putting spin on something that may not be that great for someone to hear, but it's one of those things where you almost have to recognize your competition, if that makes sense. And so the competition right now is technology. And leaders do want to understand more of the data behind how you're going about hiring versus just that blind trust. And that's something I had to learn. Not the hard way, but it took me a while. For a while, I just wanted to leaders to just believe me when I tell you it was just kind of like, I've been doing this for a while. I feel like it's a slap in the face for you to not think that I don't know what I'm doing right now. But I had to put myself in their shoes. They're running a business and usually it's where they have to present something to someone above them and they can't go to that meeting and just say, I trust Nate to get it done. They need to see my plan, my process, and have the data to back know why does this plan have a probability of being successful? And so the younger a recruiter is in their career where they can really start to hone those data analysis skills, I think they're going to be able to fly a lot farther, especially more than I did. Like I said, it took me a while to come around to it, but especially people younger than me now, they grew up with more technology sort of at hand. It just makes sense that they would kind of be a lot more accepting and embrace it a lot quicker than some of the older recruiting professionals, I would say.
Devyn Mikell [00:35:38]: That's a good answer. That's a real good answer. I appreciate you hopping on, Nate. How can everyone listening to this? How can they connect with you? What are some things you want them to know about you, kind of in closing and your time to plug your channels?
Nate Wylie [00:35:55]: I appreciate that. A little extra gift. I didn't know that was coming. Definitely everyone can connect with me on LinkedIn. That's probably my main playground. I'm there all day just being nosy, snooping around people's profiles and companies and things like that. But, yeah, if anyone wants to connect one on one, I do offer a career coaching consulting service. I'm trying to stay out of the tactical part of it, like actually writing your resume and typing up your LinkedIn profile. What I like to do is just help people think about their careers strategically and kind of take a step back and understand, all right, how long do you want to continue doing this? Is this what you really enjoy doing? And how can we map out a career pivot if that's what would make you happiest? I think what I found in speaking with a lot of job seekers in candidates is they don't even really like doing what it is they do. This is what I do. This is how I'll get money. I just need to find someone else to pay me money to do this. And again, going back to the technology piece, I think now we live in a world where you can gain those skills and combine it with your experience to actually make a move into a position or a company or industry or whatever it is that you want to do that you may find a little bit more fulfilling. So that's kind of like my we'll call it a passion project to be cheesy. That's kind of what I like to do. And then there's, of course, the consulting side to kind of pay the bills.
Devyn Mikell [00:37:29]: Awesome. Again, we appreciate it. If you're listening to this, definitely connect with Nate on LinkedIn. He's probably undersold the amount of things that he's capable of helping you with, and so definitely, definitely connect. So appreciate everyone listening. If you thought this was valuable, please subscribe follow us on social media so you don't miss a beat, and we'll see you on the next episode.