1307: JLW Management Consulting: Job Interview Secrets Top Recruiters Won’t Tell You with Talent Acquisition and Hiring Strategist Jermaine Williamson

Robert Plank 0:01 Hey, we're here, and we're back with Mr. Jermaine Williamson, who specializes in recruitment, process outsourcing. It's called RPO. He's big on talent acquisition strategies, life and career coaching services, and Jermaine has a mission to bridge the gap between exceptional talent and organizational needs. He has a reputation for delivering innovative solutions to hiring challenges. So we are going to be talking about some of these amazing and fun ideas, right about talent acquisition, about Skill versus potential, and this tricky situation of dealing with people who have their own thoughts and needs and desires and emotions. People are unpredictable, but people are also great. So Jermaine is going to be here to help companies hire better and talk about, perhaps the hyper growth hiring framework. So Mr. Jermaine, glad to be speaking with you.

Jermaine Williamson 0:52 Likewise, I appreciate it. Robert, thanks for the invite. Glad to speak with you.

Robert Plank 0:58 Yeah, it's it's always good just to see what someone's about and see what their unique solution is. And, and someone out there is searching the podcast, searching the YouTube, the social media there, and saying, you know, I'm looking around for someone who provides exactly what Mr. Jermaine Williamson provides. And so, like, what is that? How does someone know if, if they say, Man, this is the exact podcast I should be listening to.

Jermaine Williamson 1:17 Yeah. I mean, anyone who's having any challenges with hiring, right? You know, be it not getting enough candidates in their pipeline, or simply, you know, not being able to hire as many people as they have open opportunities for. You know, we specialize in really bridging that gap and understanding what's happening in that process. You know, is it a front end process where candidates just aren't seeing the positions or the job descriptions, you know, aren't resonating with the external talent. We go in and do assessments and really help companies understand that it's not just about having an opportunity. It's really about the employer brand, right? So it's more, you know, making sure that their brand is resonating with the talent pool. So people feel comfortable with, you know, going out and searching for opportunities that may be in line with their career goals, as well as the job, kind of resonating with what they want to do currently, or their skills and experience, as well as what the next 235, years look like for them. So we really help them understand that, you know, it's really a art and a science to recruit, right? You know, the art of it is the physical going out and searching, but the science is really figuring out how to position your job description and make it stand out better than your competition, and making sure that it resonates with the talent pool.

Robert Plank 2:34 Very nice. So you're saying that maybe the jobs aren't being filled or not being filled with the right quality people, and some changes need to be made, right some tweaking. And I like how you broke it down into these sub problems. Instead of saying, Well, you know, we just can't hire the people, you're saying, Well, hey, like, at what point in all this process is it not working? And so is there anything particular as far as, like, an initial solution that you see a lot, like when you consult with these companies and they say, you know, we need to make the job offer more exciting, or get it out there more get the right people. Like, do you see like a number one mistake happening a lot?

Jermaine Williamson 3:12 Yeah. I mean, oftentimes the number one mistake is the job description, right? I always say the hiring process begins with the job description. And oftentimes, you know, some companies will take a job description verbatim, right? They'll copy it from, you know, maybe AI or, you know, any other type of manual where they get their labor categories from, and they'll just copy and paste, they put it in the job description format and put it out to the world. The problem with that is, especially, you know, when you're internal, the what you call a particular talent internally may not be the same in what is called externally. So you put a position description in the job title out in the market, and the talent doesn't know what that role really is. You know, I've had some really interesting creating title, creative titles that companies have put out like a distribution technician that's responsible for growth, like, what is that really about, right? And, you know, come to find out, I drilled in a little bit more. It was a growth officer. It was really a business development person, but the title wasn't really resonate with that market at all. So they weren't getting any candidates applying, and the recruiters were having a hard time because they didn't know really how to source for that particular person. So really getting them to understand that the job description just, you know, really defines everything that gets the process moving. So from the excitement piece of it, and then from the tactical piece of it to make sure that you're you're putting the right words and phrases and quotes and everything else in there, so that it catches someone's eye when they're looking for an opportunity and you want the talent that you know it will resonate with, opposed to people who have aspirations, right? Because that can clog up your hiring process as well. So the job description really starts the game off if you have a great job. Description. It really gives you a competitive advantage out there

Robert Plank 5:04 that's logical. You don't want the vagueness. You don't want someone that just has aspirations. You want someone who is a right fit for what this is. And I can see how this happens easily with AI being so easy, or, like you said, they just, they take that internal title and put it on the job posting. It they're in a rush, or they're in a hurry, or there's not a lot of attention to detail. And so when you look at this and you say, you know this job title and description, I'm not really sure like what it is, or like how to get it better dialed in. What's your approach to that? Is it like a judgment call? Do you do you look at other job posting for what it should be. Like, how do you get it from the vagueness to what it should be?

Jermaine Williamson 5:45 Yeah, I mean, you know, the advantage I have is I've been in the industry a very long time, right? You know, at over 30 years, I've seen 1000s of job descriptions, right? And working with my team, I have some really, really good recruiters and sources who, if I send that over to them, and straw for them, they'll come back to me and say, Germanus doesn't really make sense like this, the title and the responsibilities, you know, it may be two positions in one or, you know, it just wouldn't resonate. So I don't know how to even start my sourcing strategy. So what we do is really do a comparative, as you said, to see what's out there in the market already. Maybe a competitor has a similar skill set or a similar job description, that's out that we can kind of look at and say, hey, yeah, this resonates more. It's written better. But it really comes down to our ability to source and see if the job description in its current form will produce any client, any candidates, right? So we run our initial search, and we come back with, you know, 100,000 candidates, right? We know that it's not really resonating, right, because that's just too many candidates. But if we drill it down and really started taking, you know, some things out of it, or adding some words into it, to kind of scale our our pipeline in, and we see maybe, you know, 350 400 1000 candidates. Okay? Now we know we're in the ballpark. So really taking it from vagueness is really communication, you know, going back to them and saying, Hey, we've run our our initial strategy, and we've come back with the pipeline just too big, which means that this job description is too broad, right? So let's have a discussion and talk about, what are the discriminators, right? What are the things that this job description must have in order for a person to be able to do this job successfully? And we, you know, we talk to the hiring manager, and they'll tell us, Oh, they need to have eight years of experience in this particular tool. They have to have, you know, experience or this degree because, you know, they have to have computer science, or whatever the case may be. They'll drill it down for us. We'll take that back, incorporate it into the job description, rewrite it, and then go out and source. And what we find at that point is that now we really have a viable job description and a sourcing strategy that's going to give us the right level of talent. So it's all about communication, right? When you bring it from vague, it's really drilling down to what does this really mean besides words on the paper, and we want to make sure that we're getting the absolute best information from the hiring manager, because he or she has to interview this person, and we don't want to send anybody over. That just doesn't resonate even on paper, because we didn't do our due diligence with asking the right questions.

Robert Plank 8:20 That's great. And so, and I like what you said there about how there's what's written on the page, but like, what does it actually mean? What's the actual job description? And I think we've all been in one of these just, like, really, like, irritating problems such as this, of like, it's having a problem. Of like, Okay, I need to hire someone, and it's both too simple and too complex. And there's also all these unknowns. And it seems like the answer is just to kind of do a little bit of like back and forth and get more brains on the problem and tries to found and incorporate the art and the science, right? The art is cool. How do I phrase it? How do I approach that? And then the science is, you're saying, well, here the pipeline's too big. This is appealing to too many people. We kind of go back and forth and get everything close enough where it all works. And so that way, their end result is that when it comes time for a hiring manager to do that interview, they're not frustrated, because if you get these bad people who are just not a good fit, and you're doing your best to have like the best interview and ask these questions, it's just you're not having the people that you need to get in there. And so as far as, like, that stage in the process, how do we ensure success? Let's say that your team says, All right, we've got the job title and description accurate, and we've got some people flowing in, and they're coming in for that initial conversation. Like, is there any problem that you see there. Do you ever see like the job interview process being dysfunctional?

Jermaine Williamson 9:44 Yeah, that's often the challenge as well, because, believe it or not, a lot of companies do not provide interview training for its stakeholders in the hiring process, which means that, you know, they just assume that, hey, you've been working for 10 years. You probably interview people so you can go ahead and interview. Be more people? Well, that's a challenge, because you need someone that understands you know what the expectation is for new talent coming into the organization, right? What are you interviewing for, besides just the job? What other attributes or qualifications do you expect that person to have? You know, do they fit within your culture, or do they grow your culture as well, right? So those questions, be it behavioral or, you know, just tactical about around experience, have to be dialed in in your interview process. Or what's going to happen is you'll get people through the process and they end up being a bad hire. So what we want to make sure is, what is the tone of the interview. And the challenge happens is, because most people don't know how to interview, believe it or not, you know, they ask questions, but they really don't pose a question in a way to get the results so that they can form an opinion that this person will either add value to the organization through their experience and skills and who they are as an individual, or if they're just not a fit. So what happens is, it's like roulette, right? They're just spinning the dice. They're getting people through. They're getting them hired. But then attrition happens, because they really didn't do their due diligence in the interview process to weed out those who aren't a direct fit from all steps in the process, not just technically, but also culturally, work ethic, experience, goals, you know, all those things have to matter. So, yeah, the hiring process can, can really create habit in an organization if it's not followed well, and if individuals aren't trained to interview for, you know, skills, experience and cultural fit.

Robert Plank 11:35 Oh, okay. And I can see how this is a scary problem, because you might think that it's all, it all worked out, cool. We got that hire, got that person, and then they bring the team down, then they're not that good. Culture fit and and as you're describing this, there's like, the term job interview gets a bad reputation, doesn't it? Like, if you say you're on, like, a first date and it's like a job interview, you're like, Oh, they're just, they're going through the same boring questions. Versus your approach here, saying, well, their skills and qualifications in the culture, like, what's their fit? You can kind of, kind of dance around and play around with that and be more in the present and, like, adjust dynamically. And as far as this job interview and figuring out if the person is a good fit, do you ever see, like, a really obvious, common mistake happen in there? Is there ever something in the job interview process where you're like, Oh, I wish they would just stop doing this and do that instead?

Jermaine Williamson 12:30 Yeah, are you talking about from the client standpoint or from the candidate, or both?

Robert Plank 12:36 I mean, I think from from the employer standpoint, like having a candidate and and maybe, is there a problem that the that question asker is doing wrong?

Jermaine Williamson 12:46 Yeah, you know, asking you to close ended questions right? You know, get the one word answers and really not asking a question in a way that gets a person to elaborate right and really explain, especially when you're talking about, like, situational type questions right describe a time when right and really posting the question in a way that they can recall a time that may resonate with something, that you can take that information and compare it to what goes on in the day to day in the organization. That's very important, because if you're just asking simple questions, you know, what do you like to do? What are your hobbies? You know, what are your your you know, things you like to do better or get better at your challenges. Those things are good. But really, what's the meat of what you're trying to find in a candidate that's going to resonate with the organization to ensure that he or she, not only you know, will be a good fit from the company standpoint, but be a good fit from the candidate standpoint, right? Because you want the candidate to feel included and make sure that they feel there's an opportunity for advancement, opportunity for growth, some training and development certification that will make them stay for many years to come, opposed to getting them for six months and like, oh, this really is not a good fit. And then they're looking outside to, you know, to get another opportunity now you have an attrition problem. So, yeah, I think the biggest problems I've seen is really not having a process in place where the questions align with what the goals are for hiring. There has to be hiring goals, and not just numbers, right? Not number of hires, but, you know, quality within the hiring process, and I think a lot of companies miss that, because they feel like, Hey, we got a lot of openings, which mean we got a lot of opportunities, which mean people will be excited about it, yes, but if you just bring in a bunch of people and don't really have a strategy, not only just for the hiring piece of it, but for retention, then you're going to it's going to be a revolving Door. You're going to continue to lose people, and you'll always be recruiting the same talent over and over, and that just puts too much strain on the organization. And it's very expensive, because now in this duplication of effort for what you've already allowed time and resources, you know, from the managers that you have to take off of, you know, if they're working in a. Project environment, take them off work, to have them interview, and the recruiters, right? You have them going out and doing the same thing over, and you've already paid their salary. Now you got to get them to do it all over. So I think that piece is very critical, ensuring that you don't create your own bottleneck in the process by not being prepared and knowing what you want to go after from a talent and experience standpoint,

Robert Plank 15:22 that's huge. And it seems like if you're not careful, that's a recipe for repetition and always struggling. And now it has me curious about you yourself, Mr. Jermaine Williamson, as a person, I like your dogs in the background. It's a nice conversation starter, keeps it personal, keeps it light, but we, we're all on our own journeys, right? We're not if we're if we say, Oh, I don't need to do any more growth, it's like, that's a real problem, right? We're always working on something. And so what have you been struggles? Been like, have you yourself had any like, like, uh, personality, communication, career struggles in your own life? Are you working on anything like, what kind of conflicts have you been through?

Jermaine Williamson 16:03 Yeah, well, I think, you know, as far as struggles of I call them challenges, right? As a as a solopreneur, as a, you know, small business owner, right? It's always challenges, you know, it's challenges from every simple, you know, single aspect of it, from having to wear all the hats, right? I'm the accountant, I'm the marketer, you know, I'm, you know, the interviewer or interviewee, um, I gotta make sure that I'm, I'm present for my clients offer solutions, and I'm also working with candidates as well. So it's a lot of hats to juggle. So, you know, I would say the challenges are just really being able to manage that time, right? And then you also have something very important, a family, right? You know, I have children and the wife and I have to make sure that I buy my time in the way that I'm present for every situation that requires me to be that for them. So the challenge comes in is really being able to manage that, and how I do it is, you know, a couple different ways. You know, trying to stay in shape, eat better, you know, get a good night's sleep, try to keep my attitude positive, and all those things. But with anything you get moments of trepidation or something happens and you have to deal with it. But I always say, if you get an opportunity to see a new day, that's a huge blessing, right? And because everybody doesn't get that blessing every day. So I try to take the good with the bad, and don't let anything kind of get me too down. And I'll celebrate when things are going so well, because I understand that around the corner, things can change. But more importantly, I think just keeping that balance emotional palette, to be able to run a business, you know, and I've been at it for nearly eight years now, and it's had this time for I'm like, Man, I need to hold this thing up. It's too challenging, right? It's too much going on. I'm not making the money I used to make, and all these other things. But always look back at the blessing and the fact that I took the legal faith and that I'm proud of that, and that has been going as well as it can, you know, in any situation, but it all begins and ends with me. So I look at it as a positive. I don't really look at it as something that's challenging, or that makes me feel like I should give up, or anything like that. I just, you know, you have human moments that come into it, that you just have to manage through. That's what's anything. So I just take it with a grain of salt. I like it.

Robert Plank 18:15 You manage it, and you have gratitude, right, being appreciative for what there is. And then there's this idea of grace, of the things that are given to you, the blessings such as waking up you don't have any control over that, and taking care of yourself, basically. And I like your concept there of the emotional palette, because you think of like a palette when you're eating, like you make a sandwich, right? There's there's the bread and there's the lettuce and there's the meat and there's the the sauce, and there's the crunchy and there's like, all this blending. You don't want too much of something, right but, but you want a good mix, and not necessarily an evenly distributed mix, just the right combination that serves you and and it's really tricky, isn't it, with the time management and saying, like, God, now I have to do the accounting thing, and I have to figure out a way to get excited about it. And if I'm not excited, or I'm not, I'm not, it's not working, I have to take a break and figure out some other way through, because it's got to get done. And so it's a lot to handle on, a lot to figure out. And so in spirit of all that, I'm going to ask you, like, one of the most job interview questions that there might be, which is, what question Am I not asking you that I should be asking

Jermaine Williamson 19:25 Oh, That's a good one. Robert, feel free to steal it. Yeah, that's a great one. Actually, I think you know, asking me, you know, from a solution base, right? Because I support two sides. I support the candidates as well as the clients, right? And helping them define and design their hiring process. Maybe a question you asked me is, you know, how do you make the hiring process excited for the candidates? Because, you know, we talk about it often from the client standpoint, because they're the one with the with the purse, right? They're the one with the opportunity and the money. Associated with it and the benefits and things that nature. But you know, how would I, you know, help a candidate understand how to navigate a hiring process, even those that have challenges and that are broken or non existent? So that's something I would ask me, because that's a loaded question that has a lot of nuances in it, but there's a lot of strategy and solutions that I offer my clients on the coaching side to help them kind of navigate that, because it's emotional roller coaster as well when you're talking about hiring from a candidate.

Robert Plank 20:32 So how do we make it exciting for them?

Jermaine Williamson 20:34 Yeah, I think one of the things is being candid with them, right? You know, I tell them every time that you're competing in a market where there's, you know, 1000s of candidates that are looking for opportunities, especially in today's age, especially with what's going on with the government and people being displaced and now going to the private sector. And what do you do differently to really differentiate yourself and really make your resume stand out, make your personality stand out, and really get you in a situation. So when you apply for an opportunity, you're one that's, you know, called in for an interview, and nine times out of 10, it's really about how you show up. And that means, in every aspect, is your resume formatted well? Are there any grammatical errors in your resume? You know, does it really explain your skills and experience well enough for a hiring manager or recruiter to review it in seven to 10 seconds, because that's all they're going to give it. They're not reading a two page resume. They're going to read the objective, and they're going to look at your most current work and see how that resonates. And then, are you really prepared? Emotionally? You know, it's, it's very It's stressful, right? When you you've been looking for a job for a while and you haven't really gotten a fit, or haven't gotten an offer or even an interview, and you're required to do it all over again, so making sure, emotionally, you're in a space to really, you know, be prepared. You know, know what you have going on in regards to the company that you're interviewing with, and also not being nervous or anxious in regards to your presentation, understanding how to answer questions, right, clearly, succinctly, to give the interviewer what they're asking you for, not rambling on, not stuttering, not sweating. You know, really being on your game every time out is what it's going to require. And you know, so I tell each of my my individual clients, that you know, how you show up is really going to be the differentiator. Your attitude, if you're going in person, your smile when you shake someone's hand, your body language, your posture, all those things really matter. Because it's, as I said earlier, it's an art and a science, right? And there's psychology in there and all kinds of things that make sure from your voice inflection, do you sound nervous, right? Do you not sound Sure? If I'm an interviewer and I'm interviewing you, because one of the things that I do is a mock interview with all of my my clients, right? So they're preparing for an interview. We walk through an actual interview, I ask them questions and get their feedback, then I give them feedback on how it went, and I tell you they they're mind blown, where I'm like, Hey, your shoulders slumped when you said this, or your eyes darted to another place in the room when I asked you this question. Or you seem disinterested, or you never smiled the whole time. You seem tense, all those little things. So, you know, I really just try to be candid and honest and really offer the many years or decades of experience that I have with interviewing people and hiring a lot of people that will help them get an advantage as they're going to compete for the next opportunity for themselves.

Robert Plank 23:33 This is great, and these are skills that are definitely not built in right? Most of us are not born with it, and they're not taught in school. And I also imagine that there's this difficulty of some, I mean, a lot of what you listed, there someone that might not even be aware, right? If the eyes were darting, or if there was a slumping over, not smiling, and it's like, you can, you can be existing in your head all day long, but unless there's Mr. Jermaine Williams in here doing this mock interview saying, hey, like, here's just a couple of things to beef up. And I like how you use the phrase in there of being emotionally prepared, and I'm going to think about that for a long time, because that pays off a lot in many life situations, right? Many times we're in, like, a situation of, like, some kind of meaning, and you don't necessarily want to be there, but you want the result, right? You dread the job interview, what you want, what that will give you, you want the job. And so I like that being emotionally prepared and all that entails of being in practice and being on your game and thinking things through and being well spoken, but also succinct. It's a lot to navigate, and it seems almost impossible to navigate on our own, and that's why we need someone like you, Mr. Jermaine Williamson, who can refine your talent acquisition HR, strategy and recruiting operations. And so if someone was really impressed by what you had to say here, Mr. Jermaine, and they said, I need to go and look into what he has to offer. How does someone know if they're the right candidate? This, and if they are, how do they find out more? Take some steps.

Jermaine Williamson 25:03 Yeah, so, from, from a client standpoint, right? If you're having challenges, or if you've looked at, you know, solutions where you you felt, you know, beefing up the hiring process, um, was your main goal, and it still hasn't worked out. You need someone that can come in and understands it. From, in the end, you know, I've designed hiring processes that scale, you know, hiring exponentially, meaning that not only just getting numbers, but also really refining it to the point where all the stakeholders have accountability in the process. Because that's a big piece of it all, is making sure the recruiters know what's expected of them, hiring managers know what expected of them, and HR and onboarding understand their part in the entire process, and they have to work together seamlessly in order for this thing to work. If they get on the same sheet of music, then getting the people into process and understanding the front end part of it to, you know, analyze skills, experience and background, making sure you got the right people that you're interviewing, everything will flow seamlessly all the way to an offer. So you know, if you're looking for someone that can come in, that can do an assessment, look at what you're currently doing now, point out some opportunities to change some things and do better, and also identify some things that are causing bottlenecks, or either time delays, lack of accountability, or any type of nuance that's happening to slow down hiring. I'm someone that can come in. I've done it for many, many, many companies. I've designed it in companies that I've worked for as an employee, and I've been doing it for the last eight years for companies that have called on me when they're in a crunch to hire a lot of people and or if they just want to streamline that hiring process in a way, from a candidate perspective and coaching. If you're someone that's just nervous about interviewing, if you're someone that really doesn't understand how to put a job search strategy together, right where you need some understanding of, how do I even get my, you know, resume formatted get kind of my my presence and my approach to the job search down. I'm someone that you can call because I I've mentored, developed and worked with many, many candidates in many different facets and several industries on how to really create their personal brand as a job search, right how to go about putting their best product forward, which is themselves and presented in a way that gets them many opportunities. So two fold. If you have the challenges on the hiring side, please contact me as a client. If you're nervous or, you know, feel that you need a strategy on how to create a job search, call me for a coaching session and mock interview. I can certainly design a solution that's going to help you get better at home.

Robert Plank 27:47 Well, very nice. And for some reason I'm flashing back to when I was a teenager and my friends were taking driver's tests where there's, there's, like, an expected way that it needs to go. And of course, there's a little bit of improvisation, but you'd always hear about, like in high school, you'd have friends that they'd always be filled on their driver's test, right? Like the instructor would come there and they wouldn't have the parking brake set when, when they had gotten there, and it was like automatic fail, or they forgot to look this one time. And so that's what comes to mind. There is, like, there's just an expected way, or there's an ideal path to success on both sides of this and just the rules aren't always clear, and we're probably violating some of the rules without even realizing it. So we need some guidance from you, Mr. Jermaine Williamson, who is at Jermaine williamson.com that's starts with A J, ends with an E. Jermaine Williamson is your authority for identifying and solving talent acquisition, HR and recruiting operations challenges. He's been featured in Business Insider, Yahoo, finance, CVS and so many other places. There's a 16% decrease in retention rates for employees who aren't comfortable giving upward feedback, and so that's why you need to talk to Mr. Jermaine Williamson to refine your current talent acquisition HR and recruiting operations, have that conversation. See if he can help, and if you're just having some of these problems that he's mentioning, especially of this that the repetition and the turnover and the culture is not good. Well, hey, many things can be done to adjust it, including these bottlenecks he mentioned that you might not even be aware of. So that's Jermaine williamson.com and before I let you go, Mr. Jermaine, it's time for the scary part of the job interview here, so to speak, where I try to put you on the spot. I try to stump you by asking for a fun quote or lesson that has served you in life or in business. So what comes to mind for a fun quarter lesson. Yeah,

Jermaine Williamson 29:42 the one thing I always say about myself, never take yourself too personally, right? You know, always allow yourself grace, allow yourself to have fun and also allowing yourself to have fear and be scared, but understanding that the solution to that is really taking your time and thinking, right? I. Think sometimes we get overwhelmed by life, or, you know, the job or expectation or deliverable, and often times it's just really taking a second to think, you know, we let the moment scare us out of, you know, our thought pattern, which, you know, we're all prepared to think and solve things, but we really take ourselves out of that by just being overwhelmed by the by the moment. You know, even with your stomach question, I didn't know what it was going to be, but you know that that is a quote that I live by, is just don't take yourself too seriously, right? Have fun. Enjoy this. Life is very, very short, and the next thing you know, you'll be old and won't be able to do some of the things that you can do now, travel, spend time with your family and friends, and really enjoy each day as best as you can, even with the challenges and and, you know, unexpected things that come up, take a moment to really just appreciate that you you've gotten to see another day, and a lot of people have

Robert Plank 30:53 that's wonderful, that's beautiful. So give yourself a little bit of a break. Cut yourself some slack. Think things through, consider the small stuff, and it seems that there's always a solution, right? Whether it's fear, overwhelm, stress, uncertainty. Sure, you might have your freak out for a few seconds, but then think all right, like, how do I conquer the fear, or proceed despite the fear, and get this job done. Get this hiring situation figured out, figure out this job interview, applying places, finish this stressor, project and task, figure it out, get it done. And you don't have to go it alone. Get it done with the help of Mr. Jermaine Williamson. That's Jermaine with a J and ends with an E. Williamson.com and it's been very fabulous and fun, entertaining, educating, speaking to you about this. Mr. Jermaine,

Jermaine Williamson 31:40 absolutely likewise. And I thank you for the opportunity to come on and share some of my knowledge and experience. And hopefully, you know, you know, people get to see this and, you know, just engage and have an introductory call with me, and get to understand, you know, what I'm about, and I can, you know, get to understand what they may be going through and offer some solutions that can help us both, right? You know, this is my life's passion. You know, I've been doing this for a very long time, and the thing I really love most about it is recruiting and hiring and all the things are, you know, very noble profession, right? We arrive at a time where someone is either dealing with a challenge or just got through a challenge. You know, from a hiring perspective, we help candidates, you know, find their next opportunity to keep pushing forward with their career goals. From a client perspective, we come in and help them remove bottlenecks and really streamline the process to help them prosper, prosper and be competitive in their industry. So it's a very, very noble thing that we do, and I'm proud to have gained, you know, some knowledge, experience and have some challenges. Had a lot of success, had some failures too, and you know, we're able to overcome them as well. So a life of lessons and, you know, blessings and some great success as well that I'm willing to share with anyone who's interested in hearing my journey.

Robert Plank 32:53 But a necessary step in there is that they need to ask you for help. So if this is something, you need go to Jermaine williamson.com click that button, schedule that meeting, get that phone call figured out, so that way Jermaine can help you. He's passionate about it. Jermaine williamson.com and we'll see you there. All right, super.