Transcript of Ep 46 of the RecTech Podcast with Steve Browne

TRANSCRIPT - RECTECH PODCAST EPISODE 46 WITH STEVE BROWNE
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Steve Browne: This is Steve Browne. I'm here to talk about restaurant recruiting and HR next on
the RecTech Podcast.
Speaker 2: Welcome to RecTech, the podcast where recruiting and technology intersect.
Each month, you'll hear from vendors shaping the recruiting world, along with
recruiters who will tell you how they use technology to hire talent.
Now, here's your host, the mad scientist of online recruiting, Chris Russell.
Chris Russell: That's right. It's time once again for RecTech, [inaudible 00:00:28] podcast that
helps employers and recruits connect with more candidates through technology
inspired conversations. Today's show is a recruiter edition.
This episode of RecTech is sponsored by the team at Lever, providing a modern
take on the applicant tracking system. Lever combines ATS and CRM
functionality in single powerful platform to help you source, nurture, and
manage your candidates all in one place. They offer a brand new job site,
custom sourcing tools, great metrics, email and calendar integration, along with
a host of other benefits that your recruiting team will love to use. Best of all,
Lever's deceptively simple interface means that hiring managers and applicants
will love it, too. To find out how Lever can help you both accelerate and
humanize hiring, visit Lever.co/rectech That's L-E-V-E-R dot C-O slash RecTech.
Lever is where ATS meets CRM.
All right. Let's get on to our guest, Steve Browne. He's the executive director of
HR for Cincinnati-based LaRosa's, a popular change of Italian restaurants, and
he's also the author of HR on Purpose, a SHRM bestseller that gives a different
view of how to practice HR and enjoy it.
Steve, welcome to RecTech. It's great to have you.
Steve Browne: Thanks, Chris. I appreciate you having me on. This is awesome.
Chris Russell: No problem.
So you're a pretty famous guy in HR. I would call you HR famous. How did you
get so? You have lots of followers, 39,000 Twitter followers. Tell us how you got
here.
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Steve Browne: I think the big thing, Chris, is just recognizing people. I really am one of those
odd people who loves to be around humans. And I like to make intentional
connections. So I think I was connected long before social media was around.
And so when social media happened, it just gave a bigger platform to start really
connecting with others. And I think many people do HR greatly all over the
world and in different spaces, such as recruiting, but they don't have people
who try to connect them. I'm one of those guys who likes to know you on
purpose.
Chris Russell: Nice. And I could tell that the first time I met you a few years ago at some
conference. I don't remember which one it was. But you're definitely a fun guy
to hang around, so appreciate the-
Steve Browne: Oh, thanks.
Chris Russell: Appreciate the time today.
All right. So you work for LaRosa's, which is, I guess, like a pizza restaurant chain,
right, in the Midwest?
Steve Browne: Yeah.
Chris Russell: How long have you been there?
Steve Browne: I've been there 11 years, or here I should say, not there. I'm here. I've been here
11 years.
Chris Russell: All right. And give us a sense of the scope of the operation, how many locations
you've had. How many employees do you handle? And I'm curious about your
recruiting. Is it centralized or decentralized there?
Steve Browne: Sure. I handle 14 pizzerias, a bakery, a call center, and a corporate office. So 17
locations. And in those locations, there's about 1200 team members. We range
from ... The majority of our workforce is variable and part time. We have a small
contingent of full time people across the enterprise. And that's just the
corporate side. As a chain, LaRosa's has 66 restaurants, but the rest are
franchised. And so I have a relationship with the franchisees, but nothing from a
direct HR or recruiting standpoint.
Chris Russell: Okay. So you just handle the corporate side of things as far as recruiting goes?
Steve Browne: Yeah. Where I come in on the corporate ... You had asked centralized or
decentralized. It's decentralized, because it's much more location focused.
People, it would be hard for them to come to our office and then send them
out. We're not really spread around geographically, but enough. So our
Ep46-SteveBrowne Page 2 of 14

restaurants tend to draw from neighborhoods that they serve predominantly.
You don't have a lot of people traveling a long way to go to work for them. So
we teach our managers within those locations how to recruit.
But we're over the recruiting strategy, the recruiting insight. We're trying to get
to some workforce planning to work with their labor numbers, because they
tend to be more operations-driven when it comes to looking at number of staff
and things like that, but if a cook quits, like if Chris quits, oh, we have to fill a
hole. We're trying to get them to think like, well, do you really? And let's see
what that means and if you want to do what that means. So here's a lot of
education, but it's working with our managers at the locations primarily.
Chris Russell: Got you. Okay.
What ATS do you use, Steve?
Steve Browne: We use an ATS called ExactHire out of Indianapolis. Really like them. They're
evolving to another platform called HireCentric, which is like a 2.0 of ExactHire.
But we started out with them, goodness, I want to say five or six years ago.
The thing I liked was it got us out of paper, which is I know archaic, but we were
way behind. And then it also allowed us to put in an assessment that was
validated that help us screen and do more prescreening. So we do the
prescreening here at the corporate office of every application that comes
through the ATS, and then we put people out to the locations just as valid or not
valid, eligible to consider or archived or, "Gee, you shouldn't talk to this person."
It's really helped us in streamlining our hiring process. And it took, goodness,
hours and hours of people's time out of the pizzerias, because what would
happen is the candidates or potential candidates would walk in, want to apply,
sit in a booth, fill out an application, and then five minutes later saying, "Are you
hiring me? Are you hiring me? Are you hiring me?" And we weren't hiring well at
all. Since we put this in, now we have a much more efficient process for what
we're looking for.
Chris Russell: Do you still use paper ... What do you call it? Paper applications at all? I
remember I walked into a Wendy's not too long ago, and they had sort of a mini
application on the counter. It was a small piece of paper, had just the basic
name, address, phone number, what hours can you work? Something like that. I
thought it was kind of a quick and dirty way to apply and get some leads in the
door. Do you still do that kind of stuff?
Steve Browne: Yeah. I think we took them all out and we stuck to it, and the reason being, if we
went back to the mini application, I'd have people getting on board that really
shouldn't have been considered. We're trying to improve our retention through
our hiring, not just hire. Historically, restaurants fill holes. Hey, I have two hours

on the schedule. I'll hire a person for two hours. Instead of going to the people
who are there, going, "Hey, Steve. Would you like to work two more hours this
week and get paid more?" So we're trying to expand their horizon as to how
they run their operation, not just hire.
Wendy's and us, we're all kind of stuck right now. We can't find people. It's a
really tough time to hire. So I think Wendy's and some of the other chains are
doing anything to try and reach candidates and shut down that timeframe of
consideration, which I appreciate, but we just haven't done that yet.
Chris Russell: Yeah. Talk about that challenge, Steve, if you would. What's the environment
like right now to hire for a retail level [inaudible 00:08:05]? I know it's
challenging, and it seems to be only getting worse, right?
Steve Browne: It is. I think there are some real pressures, Chris, and some mythical pressures.
The wage pressure thing has been something in our industry forever. We are
entry level. We are a hospitality-oriented company. We don't expect you to be
here forever. We know that we will have you for a period of time. When we do
get you forever as a career, you've made a career choice, and that's wonderful,
and we have incredible compared to a lot of our competitors. But we also know
that I want to say 25 to 30 percent of our workforce will turn over regardless of
what we do. So that's the nature of just that front end of, "Hey, I'm 16. I had my
first job at a pizzeria," type thing.
But the other challenge is the nature of the workforce has changed, and now
people are saying, "I want to make McDonald's my career forever," or, "LaRosa's
my career forever," and I don't know that we're responding as well as an
industry yet. We're trying here at LaRosa's to stay ahead of it. But somebody can
walk down the street and find 20 people who are hiring. So it's an employee's
market right now.
Chris Russell: Totally, yeah. Are you seeing any of the pressures of the ... There's a whole new
push towards the minimum wage. Walmart just raised theirs. Target is raising
their minimum wage. Are your franchises feeling that pain, as well?
Steve Browne: Yes, we are. And I think the way we're trying to look at it is geographically,
because there are some areas that are heavy, heavy retail. We have a store in
the Dayton area, and there's no residential. It's constant retail. Everybody is
fighting for the same people. So that forces the wages up. It's not really a
minimum wage issue. It's, what the wage going for in order to get you in the
door?
So yes, but some of the ... We don't have the mandatory minimum wages like
Seattle and some of the bigger places. What I've been reading, though, is in
those places, the wage is very much higher, like the $15 an hour and stuff like
that. Yet, they're still hiring as much because people still want to keep their

benefits that they had before through public services, and I appreciate that. So
you're hiring people ... You're not paying more. You have more people.
It's really tough. This wage pull is tough. I wish we would come to a point of
saying, "This is the type of work. Here's the wage range where you can come
and thrive and grow in our company. How would you like to do that?" And then
have them come work for us.
Chris Russell: All right.
So you use ExactHire for the ATS. Any other HR tech tools in your toolbox that
you use?
Steve Browne: The other piece is we use social media from the recruiting side. So we're much
more of a Facebook-type person. We tried Twitter and some of that. It doesn't
reach the people that we're looking for. And I think it's not that they're not
there, but I want to look at other places to reach candidates where they are. We
do hire 16 years old, and it's great. They're wonderful people. But they're not on
Twitter-
Chris Russell: Any success with-
Steve Browne: Or on Facebook. They're on SnapChat.
Chris Russell: Sorry. Any success with Facebook Jobs?
Steve Browne: We have. We've seen people be more responsive. We have a very loyal client,
customer base I should say, and so people talk very highly about our brand. And
so since that's a positive environment, we can positions out there and people
go, "Oh, they're hiring." But a lot of it is still, am I in that part of town? So the
problem with Facebook is you can be specific and say, "Hey, we're hiring in
Pleasant Ridge," but if I'm not from Pleasant Ridge and I'm on Facebook, I don't
know how much it's really reaching you.
Chris Russell: Facebook Jobs is free, but do you also advertise on Facebook for some of your
jobs?
Steve Browne: We haven't yet. We've been basically using it through our home page.
Chris Russell: Mm-hmm (affirmative). What other types of tools or sites or methods do you
use to identify [inaudible 00:12:14] candidates these days?
Steve Browne: We're trying to figure that out. It's a unique situation for us, because we've been
so successful for so many years by word of mouth. I have generations of Russells
that work here or Browns that work here or Smiths that work here. Seriously,
we've had four or five generations of families stay with us. And they'll talk to

their friends and go, "Hey, I've been here for four generations," and so they
start bringing in their peers. Even in a tight job market, that has worked for us,
especially in the Cincinnati area.
Outside of Cincinnati where we're not as entrenched as a tradition, we're
competing with everybody else who's in the hospitality industry. So it's having
two different environments to try and recruit for or source for. So, we're trying
to shift from that heavy networking word of mouth piece to say, "Okay, where
can we go with mobile? How can we get in front of people and put it in their
hands?"
There's several companies I've been talking to that say this is what they can do,
and the capability I'm amazed by. What I haven't seen and what I'd like to see is
not just testimonials but, "Hey, I'm reaching people here because ..." We see
that by people applying or coming on board or being considered. I think it's our
next step. I think we're probably going to take more of a step that way in 2018,
because we need to get in front of candidates where they are versus them just
having to come to us.
Chris Russell: Yeah. You mentioned the mobile solutions. Are you talking to anybody like
Shiftgig or some of those hourly kind of out in the market places that are
cropping up these days?
Steve Browne: No. Some of the people who have been talking to us and trying to leverage
these are CareerArc, who's been talking to us. And one of the other pieces we're
going to do, because we don't tend to be very traditional here, I want to try and
develop a culture page instead of a career page. I want to talk more about the
environment and the heart of what LaRosa's is. So we're talking to some people,
and this is the type of work that they do, NAS here locally and a few other
places, that say, "Hey, we can make your LaRosa's experience come to life so
people see themselves in it." And that's in a way to attract and attract them
much more on the emotional side, and then they can come see the environment
and see if it fits for them.
Chris Russell: Nice. Okay.
What's your best source of hire right now, Steve?
Steve Browne: It's still word of mouth, which is really odd. Here in 2019, I'll be honest, it seems
like it's Amish. It's just so different, because ...
It's hard to explain. When people here, when we do market research, Chris,
we'll pull people into a focus room and say, "Hey, tell us about LaRosa's."
And people go, "Oh, man, I love you guys." That's their first comment.

"So why do you love us?"
"Well, I had my prom here and we had my dad's funeral here and we did a
baptism here," and it's all of these family things. And it is really palpable. You
could feel it.
When people have that, they tell, "You need to work here because this is my
experience here," that's been to our advantage. So we're going to still ride that
for a while.
Chris Russell: Nice. Do you have a referral program in house?
Steve Browne: We do. And we have referral programs for all types of positions. Some positions
are higher ... Sorry. Some positions are hard to fill, drivers, servers, people that
want to work in the daytime. Weekend and nights, which you would think
would be almost impossible to fill, are great to fill, because the kids are out of
school so they have time to work. People want to work on the weekends so they
can supplement their regular job, I should say, or their full time job. We have
tons of people that have multiple jobs themselves. Again, a good challenge from
an HR and recruiting standpoint. When you're trying to find that, gee, 20 hour,
30 hour, 40 hour person, you can't look that way. I have to hire hybrids. And if I
get you for two days a week for four hours each time, that's a good hire. So it's a
much different mindset.
Chris Russell: Are any of your franchises hooked up with something like UberEATS? I just tried
it for the first time last week, and this Uber driver stopped at the restaurant I
wanted and picked up my food. It was pretty cool.
Steve Browne: Yes. Yeah, I think the whole issue of convenience and stuff is really coming up.
We know there are restaurant chains here in the Cincinnati area who are doing
UberEATS. Mixed reviews. Some are having great ... I think it depends on the
driver, just like anything else. I have delivery drivers that are awesome and
others that just do a job. I think it would be true with the Uber side of things,
the gig part of delivery. But we're trying to react and move ahead from a
convenience standpoint as a brand because we know that your time is
important. And we're even seeing that time is more important that price.
Because if I can save you on time and access and efficiency, you'll do that ... It's
going to change how we hire in the future, as well.
Chris Russell: Definitely.
You mentioned social media before, Steve. Do you have a dedicated person
doing that?

Steve Browne: Yes, interestingly enough. We have a unique thing. I don't know any other
restaurant chain does this. You know if you're in your hometown, you call your
local pizzeria and say, "Hey, I want a pepperoni duh-duh-duh-duh."
Chris Russell: Yeah.
Steve Browne: Here, you call one number. So every order, online, mobile, phone comes to a
central place. And we have a dedicated staff of three people that what they do
is watch social media all day. And they respond to our guests and talk to people
and field things and compliment them on their compliments to us and yeah, it's
very vibrant. We did this starting probably four or five years ago, and it's been a
great communication tool, because we view it as a communication platform,
and if we can get the message out of hey, it's not just promote, promote,
promote, it's interact, we'll do the promotions in between, but it's more, how
can we engage you as a customer to have you stay with us?
Chris Russell: You have lots of locations. How many did you say, 60 something?
Steve Browne: Across the whole chain, we have 66.
Chris Russell: 66, okay. So how do you work with them to ensure consistent recruiting,
interviewing, onboarding process across those locations?
Steve Browne: Great question. We're doing something a little different than others. We did the
old fashioned training, sit down in a room. This is how you interview. This is how
you don't interview. Here's what you say. Here's what's illegal. Never works.
So we have from our ATS a great structured interview that fits the application
and the assessment that people went through to apply. And so my HR teams sits
down with our managers in a booth and we show them how to interview. And
then we let them interview and we watch. And then we learn together, and
then we let them on their own.
We find that the ones that are ... We see it through the retention. So if they're
hiring better because we took time to develop them not just tell, they kill it.
What we found by mistake, just to be honest, we sent out the structured
interview, and people were reading it and having very, very poor success in
hiring people and making decisions, and they were making decisions around it
and not using it at all.
So we went out and said, "Try this," and we read the same form but they heard
it from an HR's voice.
And they went, "We can say that?"

I'm like, "Absolutely."
And it's reading the same questions, but it's just hearing in a different tone,
different approach, more excitement, passionate about [inaudible 00:20:27],
and then they saw it and I said, "Would you hire this person?"
They go, "Yes." Because they weren't getting the same responses from the
candidate, because a lot of questions were very much around, "Are you
available? How many hours can you work? Are you honest?"
Well, the answer is, "I'll work forever. I'll do it every day. And yes, I'm honest."
"Oh, you're hired."
Well, we were saying, "No, no. This is how the tool works."
I think a lot of times, in our industry and a lot of industries, HR pushes out tools
or recruiting pushes out tools, but we don't teach the people who are the end
users how to utilize them to their fullest.
Chris Russell: So true.
So automation is creeping its way into your retail and restaurants across the
country, Steve. How do you feel about that at LaRosa's, and do you think you'll
ever start outsourcing your ... I remember walking into the Atlanta airport, going
to get my food, and wasn't a cashier there. There was a kiosk. So-
Steve Browne: Yeah. Yes, I think it is. To what extent and when and how fast, I don't know.
With some of the strategic work we're doing this year in repositioning ourselves
from a convenience standpoint, it absolutely will reformat. It will have to,
because I was at a place, too, there was a pop up store during the holidays. And
it was, "Hey, here's your purchase. Go fill out this iPad. Touch it with your
phone. Let's go."
I'll give you a good example. One of the things we're thinking about, we haven't
been there yet, is where the Russell family would call ahead to a dine in
restaurant and they would have their order already placed. You come in. You sit
down. Your food is ready.
Chris Russell: That's awesome. [crosstalk 00:22:14]
Steve Browne: We get to that point ... Go ahead. Go ahead.

Chris Russell: On the same note, it would be also awesome if I could basically just push a
button and have the check or pay it right there instead of waiting for the
waitress to come over.
Steve Browne: Well, yeah. And so what we're thinking or what we're envisioning ... And we're
seeing this in other chains. This is not unique to us. You can have that dining
experience, have paid, say, "Thank you," and come in, still have that personal
environment, eat, and leave, and you've already paid.
So when those things come across, it will reshape the skill set that we need of
the team members who are here, because you still need team members, but it
will also reshape who we recruit, how we recruit, the number of people that we
recruit. I don't know that automation will replace people, but it will repurpose
them.
Chris Russell: Tell us about the book, Steve. It's called-
Steve Browne: HR on Purpose.
Chris Russell: HR on Purpose. [inaudible 00:23:07] So when did you write it? It's a SHRM
bestseller now. Tell us more about it.
Steve Browne: I wrote it over the last year, and it came out in June at the SHRM Annual
Conference. It's been doing amazingly well. I'm humbled by it, to be honest. And
the only thing, Chris, is that it takes HR and deconstructs it and makes it really is
about, the relationships and human interactions you have every day with
people. It's more observational than it is theoretical. It's got a lot of stories. I'm
a story guy.
Chris Russell: [inaudible 00:23:47]
Steve Browne: Then, it allows you to take and say, "Gosh, if this is how he did it, how could I do
that where I'm at?"
It's just like the structured interview thing I said. There are tons of HR resources,
blogs, materials, books, presentations, conferences, but no one sits down and
says, "Hey, Chris." And this has more of a personal touch. "Hey, look. Can you
find yourself in this? Can you make it work for you?" Because people have it
within them. They just need to have somebody encourage them.
And I think the other thing that makes it different than a lot of information out
there is that it's positive. I'm that guy. I'm not a negative person. I love HR. I'm
like crazy stupid passionate about it. And I think it comes across.

Chris Russell: Got a few more questions for you, Steve. What's your favorite story from the
book? Tell us one.
Steve Browne: Oh. The favorite story was probably from when I first started in HR, because I
started at Procter and Gamble. Great company. Phenomenal company. Not a fit
for me, because it was very structured and layered and regimented. And I didn't
know that. I was young. I just wanted a job, and I was working at a Fortune 100
company. Oh my gosh. But I was a fish out of water.
So I went to work for an entrepreneur. And the first day I was there, he sat me
down at a table and he said, "Hey, I need you to memorize the names of
everybody who works for my company and what they do, and you have 30 days
to do it. And if you miss one when we sit down in 30 days, I'll fire you."
And I said, "Great." Now, this was before computers, honestly, and the Internet,
and everything was paper and personnel files and a big credenza that was three
feet deep of people. We had 225 people at the time, and most people can
remember five. So I studied them. I went to our sites and got to the know the
people.
And the 30th day, we sat down. And he said, "Okay. Are you ready?"
I said, "Sure."
So he says, "Who's Ken [Medida 00:26:04]?"
I said, "Well, Ken is the CFO. He came from the East Coast. He's my boss. He
doesn't quite fit us because we're Midwesterners, but gee, it's kind of fun."
He says, "Yeah." He said, "So now, who's Ryan [Schlemmer 00:26:14]?"
"Well, Ryan Schlemmer is the plant manager. And you hired him out of the
Cincinnati Industrial Design Program. And you want to base your company on
him in the future, and he's an exciting guy."
"Yeah," he says.
So he gave me like three or four just easy ones that I should know. Then he
goes, "Okay. Well, who's Carl Newton?"
And I said, "Oh, Carl operates a press brake on second shift, which is a huge
machine that bends metal. It has tons of pressures, dangerous as anything. And
Carl is this wiry little guy who works on second shift in a corner by himself and
no one sees him."

And he says, "Yeah, that's right."
And I said, "Did you know that at night, Carl catches mice in the plant and puts
them in the press brake and kills them?"
And he goes, "No. That's creepy."
I go, "I know."
And so we sat there for an hour and a half, and he just grilled me, person after
person after person after person, and I didn't forget one of them.
And he says, "Now, do you know why we did this?"
And I said, "No, because it was a task and you told me to do it."
And he says, "No, you need to remember this. If you're not here for my people, I
don't need you," he says, "because my company is my people."
Chris Russell: Nice.
Steve Browne: Yeah. So this was in the late '80s. He was way ahead of all the stuff that people
actively promote now. But when he told me that, that kind of set me on the
course to say, "Hey, this is how I want to do HR from now on."
Chris Russell: Good story, Steve.
Couple more questions for you as we wrap this up, and we certainly appreciate
the time today, Steve. Any pieces of technology that's caught your eye in the
last year that you're looking forward to seeing in the recruitment space?
Steve Browne: I'm trying to look at more pieces that are personalizing things, Chris. I think
people are looking for a personalized experience almost everywhere. So if there
are ways that we can get in front of potential candidates. Or my existing staff,
how do I make their experience more personalized in what they do in working
for us regardless of the role they have? So I'm looking at some messaging
technology and some ways to connect people. I've seen all kinds of different
platforms, but I need to make it very accessible within their hands. And I think
it's hard to keep up with it, because we still think corporately as technology is a
box that sits on your desk when really it's a rectangle that sits in your hand. So,
if I can find communication pieces that are clear that are ways to connect
people to get good messages out to people to keep them more informed and
engage them more intentionally, I think it'll help us improve our culture even
more.

Chris Russell: Nice.
Steve Browne: So I'm watching. I'm looking to see what's out there.
Chris Russell: Yep. All right.
What conferences are you going to this year? Where will we find you?
Steve Browne: I will be at the SHRM Annual Conference. Part of the gig, I get to present there,
and I'm also on the SHRM Board, so I want to make sure I'm there. But then I'm
also going to-
Chris Russell: And that's where this year, Chicago?
Steve Browne: It's in Chicago.
Chris Russell: Is it? Okay.
Steve Browne: But I'm fortunate. I'm going to go to three state conferences. I'm going to
Louisiana SHRM in New Orleans in April. I'm going to Wisconsin SHRM in
October in Wisconsin Dells, and in Illinois SHRM in, goodness, September. And
they're just outside of Chicago, as well. And then Indiana SHRM in Indianapolis.
And [inaudible 00:29:51] in the Midwest, but they asked [inaudible 00:29:53]
And I'm also going to out to Minneapolis and speak at a local mega chapter, as
well, in April.
Chris Russell: All right. Well, look for him there, listeners.
All right, Steve, last question. Best thing on the menu at LaRosa's.
Steve Browne: Oh. That's a tough one. We have a big menu. My favorite thing, though, is we
have a Roma focaccia pizza. And it is focaccia cheese and capricola ham and
sausage. It's bit a bite to it, but we have probably the best wheat crust I've ever
had. I lot of people have a multigrain or it sort of tastes wheat-y. Ours is
amazing. And it just makes it that much better. A little less flour, which is nice. I
love our wheat crust.
Chris Russell: Nice. Well, I'll have to check it out. I've only been to Cincinnati once. When I was
there, I remember having Skyline Chili. It was my favorite.
Steve Browne: Oh, perfect. Yeah.
Chris Russell: I'll have to stop by LaRosa's at some point.

All right. Well, Steve Browne, thank you very much for joining me. The book is
called HR on Purpose. Where can people connect with you? And tell them
where to get the book.
Steve Browne: You can find the book on Amazon. Just put in the search bar HR on Purpose. It
has two exclamation points after it, because that's who I am. But probably the
two best places to find me, Chris, would be on LinkedIn, and I love connecting
with people, so if they'd like to connect, I would love to connect with people
who are in our space, and also Twitter. I'm at @SBrowneHR And Browne has an
E after Brown.
Chris Russell: All right. We'll link to you in the show notes. Steve, thanks very much.
Steve Browne: Thanks, Chris.
Chris Russell: That will do for this edition of the RecTech Podcast. Thanks again to our
sponsor. Remember to check out Lever.co/rectech for your ATS needs. You can
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Next show, I'll be speaking with executive recruiter and author Jeff Hyman.
Follow me on Twitter @ChrisRussell or visit RecTechMedia.com. You can find
the audio and links for this show on our blog.
Just a reminder. I'm a consultant that helps both HR tech firms and employers
get more clients or candidates.
Thanks for listening, everyone.

Transcript of Ep 46 of the RecTech Podcast with Steve Browne

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Transcript of Ep 46 of the RecTech Podcast with Steve Browne